International Business Strategy
Pre-Test Questions
Course Introduction
International Business Strategy explores the frameworks and tools companies use to compete effectively in the global marketplace. The course covers key topics such as entry strategies, adaptation to local markets, global value chain management, and cross-cultural considerations. Students analyze how multinational companies design and implement strategies to achieve competitive advantage, manage risk, and respond to the challenges posed by economic, political, and regulatory environments across countries. Through case studies and practical examples, students develop the analytical skills necessary to formulate and assess strategic options in an international context.
Recommended Textbook Strategic Management Creating Competitive Advantages 9th Edition by Gregory G Dess Dr
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12 Chapters
1223 Verified Questions
1223 Flashcards
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Page 2
Chapter 1: Strategic Management: Creating Competitive Advantages
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106 Verified Questions
106 Flashcards
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Sample Questions
Q1) The text argues that a strategic perspective in an organization should be emphasized
A) at the top of the organization.
B) at the middle of the organization.
C) throughout the organization.
D) from the bottom up.
Answer: C
Q2) Much research has supported the notion that individuals work much harder when they are asked to do their best rather than when they are striving toward a specific goal.
A)True
B)False
Answer: False
Q3) ________ may be considered the advance work that must be done in order to effectively formulate and implement strategies.
A) Goal setting
B) Corporate entrepreneurship
C) Strategy analysis
D) Organizational design
Answer: C
Page 3
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Chapter 2: Analyzing the External Environment of the Firm:
Creating Competitive Advantages
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114 Verified Questions
114 Flashcards
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Sample Questions
Q1) Airbnb,a room-sharing site,offers more rooms than Marriott.Goldman Sachs suggests that the supply of new rooms over the next two years will outpace the previous five even though the growth of American occupancy rates has begun to slow.Which competitive force is involved in this situation?
A) the threat of favorable government policies
B) the threat of new buyers
C) the threat of new entrants
D) the threat of proprietary products
Answer: C
Q2) Complements are products or services that have a potential impact on the ________ of the products or services of that company.
A) cost
B) availability
C) value
D) substitutability
Answer: C
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Chapter 3: Assessing the Internal Environment of the Firm
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109 Verified Questions
109 Flashcards
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Sample Questions
Q1) Which of these categories of financial ratios is used to measure the ability of a firm to meet its short-term financial obligations?
A) liquidity ratios
B) profitability ratios
C) activity ratios
D) leverage ratios
Answer: A
Q2) In making the decision to enter the pharmaceutical industry,a company would not need to consider which of the following?
A) historical comparisons
B) comparisons with industry norms
C) comparisons with key competitors
D) comparisons with non-competitors
Answer: D
Q3) The value-chain concept assumes that both primary and support activities can produce value for customers.
A)True
B)False
Answer: True
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Page 5
Chapter 4: Recognizing a Firm's Intellectual Assets: Moving
Beyond a Firm's Tangible Resources
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Sample Questions
Q1) Technology can also enable much more sophisticated forms of communication in addition to knowledge sharing.
A)True
B)False
Q2) Maintaining a competitive workforce is very challenging in the current economy.The role of evaluating human capital,in recent years,has
A) remained the same.
B) increased.
C) become less important.
D) decreased.
Q3) Managing a knowledge intensive workforce is very challenging.The best way for a firm to manage its workforce is to
A) retain knowledge workers by increasing rewards.
B) ensure that it pays higher salaries than its rivals.
C) balance efforts in attraction, selection, and retention of top talent.
D) attract the brightest employees and train them often.
Q4) Why does employee turnover matter to a company? What are some of the reasons why employees leave and what might entice the desirable potential boomerang employee to return?
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Chapter 5: Business-level Strategy: Creating and Sustaining Competitive Advantages
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105 Verified Questions
105 Flashcards
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Sample Questions
Q1) The five-forces model suggests that with intense competition an overall low-cost position will not enable a firm to achieve above-average returns.
A)True
B)False
Q2) In a given market,key technology no longer has patent protection,experience is not an advantage,and there is a growing need to compete on price.What stage of its life cycle is the market in?
A) introduction
B) growth
C) maturity
D) decline
Q3) A differentiation strategy enables a business to address the five competitive forces by
A) having brand-loyal customers become more sensitive to prices.
B) increasing economies of scale.
C) providing protection against rivalry.
D) serving a broader market segment.
Q4) What are the pitfalls of the overall cost leadership strategy? Provide an example for each pitfall and explain why it is a pitfall.
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Chapter 6: Corporate-level Strategy: Creating Value Through Diversification
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102 Verified Questions
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Sample Questions
Q1) ________ is when a firm tries to find and acquire either poorly performing firms with unrealized potential or firms in industries on the threshold of significant,positive change,thereby creating value within business units.
A) Parenting
B) Leveraging core competencies
C) Restructuring
D) Sharing activities
Q2) Polaris,a manufacturer of snowmobiles,motorcycles,watercraft,and off-road vehicles,shares manufacturing operations across its businesses.It also has a corporate research and development facility and staff departments that support all the Polaris operating divisions.This is an example of creating value by using A) related diversification to acquire market value by leveraging core competencies.
B) related diversification to acquire economies of scope by sharing.
C) unrelated diversification to acquire financial synergies through portfolio management.
D) related diversification to acquire parenting, restructuring, and financial synergies through corporate restructuring and parenting.
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Chapter 7: International Strategy: Creating Value in Global Markets
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107 Verified Questions
107 Flashcards
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Sample Questions
Q1) When the U.S.dollar appreciates against other currencies,U.S.goods can be ________ to consumers in foreign countries but can have ________ implications for American companies with branch operations overseas.
A) less expensive, positive
B) more expensive, negative
C) less expensive, negative
D) more expensive, positive
Q2) What is a beachhead strategy and how does it contribute to a company's decision to internationalize?
Q3) Theodore Levitt,a marketing strategist,argued that people around the world are willing to sacrifice preferences in product features,functions,and design for lower prices and lower quality.
A)True
B)False
Q4) In the Kulshrestha article "Learning from Mistakes" that is presented at the beginning of the textbook chapter,only a few Indian malls built after 1990 have been successful over the long term.Why?
Q5) Explain the role of factor endowments in the rise of the software industry in India.
Page 9
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Chapter 8: Entrepreneurial Strategy and Competitive Dynamics
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Sample Questions
Q1) According to the textbook,which of the following is not a common new entry strategy?
A) imitative new entry
B) adaptive new entry
C) pioneering new entry
D) proactive new entry
Q2) New ventures may find it difficult to use differentiation strategies successfully because they lack ________ and ________.
A) sufficient funding; superior innovation
B) competitors; superior technology
C) sufficient funding; qualified entrepreneurs
D) innovative ideas; potential customers
Q3) In designing its smartphones,Samsung copied the look,feel,and technological attributes of the Apple iPhone.By copying Apple,Samsung was able to improve its market position.According to the Stalk and Lachenauer book,this is an example of strategy to A) plagiarize with pride.
B) deceive the competition.
C) raise competitor costs.
D) unleash massive and overwhelming force.
Page 10
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Chapter 9: Strategic Control and Corporate Governance
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Sample Questions
Q1) Sales quotas,operating budgets,and production schedules are examples of traditional controls.
A)True
B)False
Q2) For firms competing in highly unstable and turbulent industries,traditional strategic controls are most appropriate.
A)True
B)False
Q3) For young managers who see themselves as free agents,behavioral controls such as rewards and culture can be an effective way to enhance organizational loyalty.
A)True
B)False
Q4) When subcultures emerge that have shared values opposite from the dominant culture of an organization
A) organizational cohesiveness increases.
B) information is shared rather than hoarded.
C) individuals begin working at cross purposes.
D) individuals gain insights into overarching goals and objectives.
Q5) When would single-loop control systems be most appropriate?
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Chapter 10: Creating Effective Organizational Designs
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Sample Questions
Q1) Functional structures are usually found in organizations where there
A) is high volume production.
B) are unrelated product lines or service offerings.
C) is very little vertical integration.
D) there exists a strong need to decentralize decision making.
Q2) Which one of the following is not a primary type of organizational structures used to manage the international operations of a company?
A) international division
B) worldwide matrix
C) geographic-area division
D) home country product division
Q3) When an organization with a simple structure increases its sales revenue and volume of outputs,it is most likely to develop a ________ structure.
A) divisional
B) functional
C) product-market
D) geographic
Q4) What is organizational structure and why is it important?
Q5) Discuss the advantages and disadvantages of a simple organizational structure.
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Chapter 11: Strategic Leadership: Creating a Learning
Organization and an Ethical Organization
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104 Verified Questions
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Sample Questions
Q1) CEOs who are ________ tend to have a wide circle of acquaintances as well as a knack for finding common ground and building rapport.
A) self-aware
B) self-regulators
C) motivated
D) socially skilled
Q2) The source of referent power is
A) subordinate identification with the leader.
B) leader identification with the subordinates.
C) derived from the fact that the manager can potentially act as a reference when the employee applies for another job.
D) derived from manager ability to provide effective incentives to employees.
Q3) Inspiring and motivating people with a mission or purpose is a ________ for developing an organization that can learn and adapt.
A) necessary and sufficient condition
B) necessary but not sufficient condition
C) goal but not a necessary condition
D) goal and a required precondition
Q4) What is the difference between individual ethics and organizational ethics?
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Chapter 12: Managing Innovation and Fostering Corporate Entrepreneurship
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Sample Questions
Q1) According to the characterization of innovations by Professor Clayton Christensen,the rise of the smartphone was ________ innovation rather than ________ innovation.
A) a radical; an incremental B) an incremental; a sustaining
C) a disruptive; a sustaining
D) a sustaining; a disruptive
Q2) The Kraft Heinz Company makes MiO Drops.This is an example of a high-tech source of innovation.
A)True
B)False
Q3) Creative intelligence involves the ability to see patterns in data,integrating data,and making insights.Which of the following are the four patterns of action managers should to develop more creative and higher potential innovations?
A) observing, experimenting, cataloging, and networking
B) questioning, observing, integrating, and networking
C) questioning, observing, experimenting, and networking
D) observing, experimenting, cataloging, and integrating
Q4) Explain why the seeds versus weeds dilemma is important.
Page 14
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