International Business Strategy
Exam Materials
Course Introduction
International Business Strategy explores the frameworks, tools, and concepts essential for formulating and implementing effective strategies in the global marketplace. The course examines how multinational enterprises navigate diverse economic, political, and cultural environments, adapt to international competition, and leverage competitive advantages across borders. Topics include market entry strategies, cross-border mergers and acquisitions, global value chains, risk assessment, and the impact of government policies and international institutions. Through real-world case studies and analytical models, students gain the critical skills needed to analyze complex international scenarios and to develop strategic solutions tailored to dynamic global contexts.
Recommended Textbook
Transnational Management Text Cases and Readings in Cross Border Management 7th Edition
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8 Chapters
245 Verified Questions
245 Flashcards
Source URL: https://quizplus.com/study-set/289
Page 2
Chapter 1: Expanding Abroad: Motivations, Means, and Mentalities
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30 Verified Questions
30 Flashcards
Source URL: https://quizplus.com/quiz/4793
Sample Questions
Q1) A joint venture is a _________ mode of foreign entry.
A) low commitment, low control
B) low commitment, moderate control
C) low commitment, high control
D) moderate commitment, moderate control
Answer: D
Q2) The process of internationalization followed by most firms is usually well-thought out in advance and typically builds on a combination of rational analysis, planning and implementation.
A)True
B)False
Answer: False
Q3) The main advantage multinational mentality has over global mentality is more efficient manufacturing.
A)True
B)False
Answer: False
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Page 3
Chapter 2: Understanding the International Context:
Responding to Conflicting Environmental Forces
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31 Verified Questions
31 Flashcards
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Sample Questions
Q1) The pressures that drive book publishers such as McGraw-Hill to integrate and coordinate their activities across national boundaries are primarily _________.
A) Economic
B) political
C) social
D) organizational
Answer: A
Q2) A multinational industry is characterized by low national responsiveness and high global integration.
A)True
B)False
Answer: False
Q3) What are the main forces that drive MNEs such as Nokia, the mobile communications company, to innovate and learn on a global scale?
A) Economic and political forces.
B) Political and social forces.
C) Social and informational forces.
D) Technological and informational forces.
Answer: D
Page 4
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Chapter 3: Developing Transnational Strategies: Building
Layers of Competitive Advantage
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29 Verified Questions
29 Flashcards
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Sample Questions
Q1) Companies using multinational strategies are characterized by asset and capability configurations that are dispersed, interdependent and specialized.
A)True
B)False
Answer: False
Q2) Cool-Colas Ltd. is a national beverage manufacturer situated in India. During the past few years, the company has suffered intense competition from major multinationals such as Coca Cola, Nestlé and Pepsi. What can Cool-Colas do to protect its domestic market?
Answer: The firm can pursue three alternative courses of actions. First, Cool-Colas could defend against the competitors' global advantage. Cool-Colas Ltd. could try to influence the industry structure or market conditions in a manner that provides Cool-Colas with a competitive advantage. For example, Cool-Colas could try to enhance consumers' preference for beverage products manufactured in India. Second, Cool-Colas could try to offset the competitors' global advantage, for example, by lobbying for government assistance or tariff protection. The third alternative is to approximate the multinationals' global advantage by engaging in an alliance or coalition.
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Page 5
Chapter 4: Developing a Transnational Organization:
Managing Integration, Responsiveness, and Flexibility
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27 Verified Questions
27 Flashcards
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Sample Questions
Q1) Which of the following is not a characteristic of the companies with centralized hub structure?
A) Most of the key assets and resources are concentrated in the home country.
B) Tight strategic and operational controls are maintained over the subsidiaries.
C) Most of the manufacturing and product development is executed by the subsidiaries.
D) Corporate management regards its subsidiaries as delivery pipelines to the global market.
Q2) Which of the following strategy-structure combinations cannot be paired?
A) Coordinated federation and multinational strategy.
B) Decentralized federation and international strategy.
C) Centralized hub and global strategy.
D) Integrated network and transnational strategy.
Q3) In companies with the decentralized federation model, the degree of control and coordination exercised by the headquarters is greater than it is in companies with the coordinated federation organizational model.
A)True
B)False
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Page 6
Chapter 5: Creating Worldwide Innovation and Learning:
Exploiting Cross Border Knowledge Management
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30 Verified Questions
30 Flashcards
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Sample Questions
Q1) Which of the following is not an appropriate coordination mechanism to be employed by a transnational corporation with worldwide activities?
A) The coordination of information flows through the socialization of employees.
B) The coordination of asset flows through a process of rationalization.
C) The coordination of product flows through formalized management processes.
D) The coordination of resource flows through centralized decision-making.
Q2) Which of the following does not enhance the efficiency of a local-for-local innovation process?
A) Dispersing assets and resources to the subsidiaries and delegating decision-making authority regarding innovations to them.
B) Assigning competent headquarter managers to lead development projects within a subsidiary.
C) Improving linkages between headquarters and subsidiaries through the use of expatriates.
D) Promoting cross-functional integration at the subsidiary level.
Q3) What are the challenges associated with managing a center-for-global innovation process and what are some of the measures that can be employed to ensure that the process is efficient?
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Chapter 6: Engaging in Cross-Border Collaboration:
Managing across Corporate
Boundaries
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34 Verified Questions
34 Flashcards
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Sample Questions
Q1) Managing knowledge flow is important for a firm that wants to get the most from its partnership with another company. What can a firm do to ensure it gets the most from its collaboration while preventing the outflow of information they do not wish to share with their alliance partner?
Q2) When a multinational adds a new alliance to its alliance portfolio, the multinational's managers should remain focused upon the standalone value that the new alliance can generate, rather than being distracted by an assessment of whether the new alliance creates value from a portfolio perspective.
A)True
B)False
Q3) While the investment and growth benefits associated with partnering generally yield substantial benefit to smaller firms that are pursuing rapid growth with limited resources, these benefits diminish with size such that the very largest MNEs generally find that the benefits of "going it alone" exceed the costs associated with partnering.
A)True
B)False
Q4) Flexibility is often the key in a strategic alliance. Please comment.
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Chapter 7: Implementing the Strategy: Building
Multidimensional Capabilities
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34 Verified Questions
34 Flashcards
Source URL: https://quizplus.com/quiz/4799
Sample Questions
Q1) Worldwide functional managers are principally responsible for diffusing products and services worldwide between the MNE's geographic units.
A)True
B)False
Q2) To succeed in the modern international operating environment, managers must be able to do all of the following, except:
A) build and manage complicated yet subtle new organizations that deliver coordinated worldwide action.
B) sense and interpret complex and dynamic environmental changes.
C) develop and integrate multiple strategic capabilities.
D) respond aggressively to below-budget financial results.
Q3) Two key tasks associated with the geographic (country) manager's role as a national defender and advocate are both the responsibility for advocating the subsidiary's role in the MNE's worldwide organization and the responsibility for championing transnational innovations.
A)True B)False
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Page 9
Chapter
Available Study Resources on Quizplus for this Chatper
30 Verified Questions
30 Flashcards
Source URL: https://quizplus.com/quiz/4800
Sample Questions
Q1) Transformative MNEs are sensitive and responsive to the problems and the needs of the developing world but the freedom of these MNEs to lead broad-scale efforts to deal with their root causes is often limited by governance issues and the need to generate profits.
A)True
B)False
Q2) Which of the following principles are not consistent with the behavioral standards advocated by the United Nations' Global Compact
A) businesses should uphold the freedom of association and the legal right of collective bargaining.
B) businesses should support a precautionary approach to environmental challenges. C) businesses should work against all forms of corruption, including bribery and extortion.
D) businesses should comply with their legal duty to act in the best interests of their shareholders and maximize profitability.
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