International Management Test Bank
Course Introduction
International Management explores the strategies, structures, and processes that organizations employ to operate effectively in the global business environment. The course covers topics such as cross-cultural communication, global leadership, international market entry strategies, and the management of multinational teams. Students will examine the impact of cultural, economic, legal, and political differences on business operations and learn how to adapt management practices to diverse international contexts. Emphasis is placed on problem-solving and decision-making skills required for managing people, resources, and operations across borders.
Recommended Textbook
Multinational Management A strategic approach 6th Edition by John B. Cullen
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15 Chapters
739 Verified Questions
739 Flashcards
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Page 2
Chapter 1: Multinational Management in a Changing World
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50 Verified Questions
50 Flashcards
Source URL: https://quizplus.com/quiz/26161
Sample Questions
Q1) The World Trade Organization:
A)Is a major trading company.
B)Succeeded the GATT agreements.
C)Collects duties for member countries.
D)Is a consulting group for companies who wish to engage in international trade.
Answer: B
Q2) Discuss at least two major forces that are driving the world toward a global economy.
Answer: Answers will vary.Students should address any two of the following trends: falling borders,growing cross-border trade and investment,the rise of global products and global customers,the growing use of the Internet and sophisticated information technology (IT),privatizations of formerly government-owned companies,the emergence of new competitors in the world market,and the rise of global standards for quality and production.
Q3) The best definition of multinational management includes which of these factors:
A)The formulation of strategies and management systems.
B)Designed to take advantage of international opportunities.
C)And to respond to international threats.
D)All of the above.
Answer: D
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Chapter 2: Culture and Multinational Management
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50 Verified Questions
50 Flashcards
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Sample Questions
Q1) In countries that rank high on Hofstede's masculinity index
A)People prefer a short working day to get home to their families.
B)People feel more comfortable in small organizations.
C)Theory X management is rejected strongly.
D)Work is central to life and job recognition is very important.
Answer: D
Q2) All the following is true about culture EXCEPT
A)Culture is the shared belief, norms, and values that guide everyday life of a group.
B)Culture is passed from generation to generation through norms, values, and beliefs.
C)Culture is always directly observable.
D)Culture is very pervasive in societies.
Answer: C
Q3) A cultural paradox is defined as:
A)Group situations define cultural prescriptions.
B)Individual situations define cultural prescriptions.
C)Group situations contradict cultural prescriptions.
D)Individual situations contradict cultural prescriptions.
Answer: D
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Chapter 3: The Institutional Context of Multinational Management
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48 Verified Questions
48 Flashcards
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Sample Questions
Q1) In societies with high social inequality,resources are controlled by
A)A majority of people.
B)Very few people.
C)The Government.
D)Religious institutions.
Answer: B
Q2) Which of the following religions is most practiced around the world?
A)Christianity
B)Buddhism
C)Hinduism
D)Islam
Answer: A
Q3) The educational attainment scores
A)Are fairly similar for most countries.
B)Give an idea of the abundance of engineers for research and development purposes.
C)Reflect the mean years of schooling of people in any society.
D)All of the above are true of educational attainment scores.
Answer: C
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Chapter 4: Managing Ethical and Social Responsibility
Challenges in Multinational Companies
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49 Verified Questions
49 Flashcards
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Sample Questions
Q1) Moral languages include all of the following EXCEPT
A)Virtue and vice.
B)Self-control.
C)Avoiding harm.
D)Being ethical.
Q2) How do social institutions and culture affect the practice of business ethics in different countries?
Q3) Compare and contrast prescriptive codes of ethics with proscriptive codes.
Q4) The form of analysis where the prime interest is what is the best decision for a company's profit is
A)Legal analysis.
B)Ethical analysis.
C)Social responsibility analysis.
D)None of the above
Q5) The first duty of a multinational manager faced with a decision is
A)To consider whether the decision makes business sense.
B)To consider whether the decision meets the legal standard in the country.
C)To consider whether the decision is ethical.
D)To refer to the written codes of ethics.
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Chapter 5: Strategic Management in the Multinational
Company: Content and Formulation
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50 Verified Questions
50 Flashcards
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Sample Questions
Q1) Key success factors are
A)Examples of defensive strategies.
B)Important characteristics of a company or its product that lead to success in an industry.
C)Similar to generic strategies.
D)The economic characteristics of countries that lead to success.
Q2) Market size,ease of entry and exit,and economies of scale are all examples of
A)Defensive strategies.
B)Key success factors.
C)Dominant economic characteristics.
D)Differentiation.
Q3) A strength is
A)A favorable condition in a company's environment.
B)Distinctive capability, resource, skill, or other advantage that a company has vis-à-vis its competitors.
C)Represented by changes in the economic conditions in an industry.
D)None of the above
Q4) What is the value chain? How can an understanding of the value chain help a company be more successful in its generic strategy?
Page 7
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Chapter 6: Multinational and Entry-Mode Strategies:
Content and Formulation
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Sample Questions
Q1) Discuss some general strategic considerations regarding multinational strategy when choosing a entry-mode strategy.
Q2) A multidomestic company gives strategic priority to
A)Providing a low cost product to local customers.
B)Adapting a product or service to local needs.
C)Having multiple locations for sources its raw materials.
D)Controlling the strategic options of local companies.
Q3) Which of the following strategies gives top priority to seeking location advantages and to gaining operation efficiencies from worldwide operation?
A)Multidomestic strategy
B)Regional strategy
C)Transnational strategy
D)International strategy
Q4) Global companies usually seek to
A)Provide unique products for all countries of the world.
B)Take advantage of different factor costs among countries.
C)Manufacture their products in every country.
D)Focus only on downstream activities in the value chain.
Q5) Describe the global-local dilemma.When is each solution most appropriate?
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Chapter 7: Small Businesses and International Entrepreneurship
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Sample Questions
Q1) It is now easier to overcome the barriers to small business internationalization because of all of the following reasons EXCEPT
A)There are more government programs that support small business exporting and sales.
B)Trade agreements (such as NAFTA) are making international trade less complex.
C)Larger organizations are increasingly more willing to share their global expertise with smaller ones.
D)There is a wealth of information regarding international opportunities such as those available on the World Wide Web.
Q2) Consider three of the suggested strategic moves for copycat businesses.Which of these strategies might be most successful when expanding into the international market as opposed to the domestic market?
Q3) The United Nations and Organization for Economic Cooperation and Development
A)Defines a small business as those having less than 500 employees.
B)Defines a small business as those with less than 100 employees.
C)Defines a small business based on industry and sales revenue.
D)All of the above
Q4) Describe the Small Business Stage Model.
Q5) Why are small businesses important for most economies?
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Chapter 8: Organizational Design for Multinational Companies
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51 Verified Questions
51 Flashcards
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Sample Questions
Q1) The worldwide geographic structure is usually considered best to implement a _____ strategy.
A)Multidomestic or regional
B)Transnational
C)International
D)Indirect exporting
Q2) One of the major reasons why companies choose a functional structure is because
A)It allows adapting products to country tastes.
B)It enables responding to the needs of different types of customers.
C)It helps balance the strategy with the organization design.
D)It helps achieve efficiency.
Q3) Transnational subsidiaries
A)Look pretty much like a domestic division of the parent company.
B)Often have different structures and functions in each location.
C)Exist near the border to facilitate exporting.
D)Serve mostly to coordinate international currency exchange.
Q4) What are control systems? Pick two control systems and describe how they work.
Q5) What is a minireplica subsidiary? How is a minireplica subsidiary different from a transnational subsidiary?
Q6) What is knowledge management? Distinguish between the types of knowledge. Page 10
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Chapter 9: International Strategic Alliances: Management and Design
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49 Flashcards
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Sample Questions
Q1) The elephant-and-the-ant complex refers to
A)Difficulties that come with two different size organizations in a strategic alliance.
B)Problems that arise when one side feels inferior to the other.
C)Strategic alliances between developed and developing countries.
D)An unbalanced management structure.
Q2) Which of the following describes the situation where companies stay in a strategic alliance despite strong evidence that the alliance won't work?
A)Calculative commitment
B)Credibility commitment
C)Attitudinal commitment
D)Escalation of commitment
Q3) Suggested ways to build and sustain commitment in strategic alliances include A)Go slowly.
B)Be the dominant partner.
C)Keep your goals secret so your partner does not get nervous about your intentions.
D)Use extensive written documentation.
Q4) Compare and contrast the three main types of strategic alliances.
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Chapter 10: Multinational E-Commerce: Strategies and Structures
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Sample Questions
Q1) Which of the following is NOT a benefit of integrated brick-and-mortar and internet businesses?
A)The integrated operation can benefit from shared customer information.
B)The integrated operation can move faster and be more entrepreneurial.
C)The integrated operation can benefit from cross-promotion of shared products.
D)The integrated operation can benefit from economies of scale by using the small distribution channels.
Q2) A new trend is that multinationals are using _______________ to their advantage.
A)Tall hierarchical web structures
B)Tacit knowledge
C)User Generated Content
D)None of the above
Q3) Ebay is a prime example of which form of e-commerce?
A)Business to business transactions (B2B)
B)Business to consumer transactions (B2C)
C)Consumer to business transactions (C2B)
D)Consumer to consumer transactions (C2C)
Q4) Discuss some of the basic steps to building a successful e-commerce strategy.
Page 13
Q5) Discuss some of the technical capabilities that are needed for multinational e-commerce.
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Page 14
Chapter 11: International Human Resource Management
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Sample Questions
Q1) Inpatriates are
A)Employees who come from a different country where he/she is working.
B)Expatriate workers who come from neither the host nor the home country.
C)Local workers who come from the host country where the unit is located.
D)Employees from foreign country who work in the country where the parent company is located.
Q2) Discuss the options available for expatriate compensation.Consider how these options might be used for a transnational and a multidomestic company.
Q3) Companies with ethnocentric HRM orientations
A)Use similar pay and benefit packages worldwide.
B)Select home country nationals for key positions.
C)Emphasize extensive training in the company culture before allowing a manager to go international.
D)Often use international experience as a technical qualification for high level management.
Q4) Discuss and contrast the four IHRM orientations.Describe how each can support a multinational strategy.
Q5) Identify the components of HRM and describe how they differ for IHRM.
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Chapter 12: Hrm in the Local Context: Knowing When and How to Adapt
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Sample Questions
Q1) Differences in HRM policies and practices among countries stem from
A)Education and training of the labor force.
B)Laws and cultural expectations for selection practices.
C)Laws and traditions regarding labor practices.
D)All of the above
Q2) Which of the following is FALSE about recruitment and selection processes in collectivist cultures?
A)Companies prefer to hire directly out of school.
B)There is a preference for family and friends.
C)Personal information is considered important for selection.
D)Technical skills are considered crucial for selection.
Q3) Patterns of labor relations in countries are affected by
A)Cultural factors.
B)Historical factors such as the level of technology development.
C)Ideological reasons.
D)All of the above
Q4) You have been given the assignment to set up a training program for first level managers in a formerly government-owned eastern European company.How would you go about developing a curriculum? Why?
Page 16
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Chapter 13: International Negotiation and Cross-Cultural Communication
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Sample Questions
Q1) Which of the following regarding proxemics is FALSE?
A)Proxemics focuses on how people use space to communicate.
B)North Americans are more comfortable with a personal bubble of space of 20 inches.
C)Latin and Arab cultures prefer closer spacing than North Americans.
D)North Americans prefer closer spacing than the Latin and Arab cultures.
Q2) In the _____ stage,each side in the negotiation attempts to get the other side to agree to its position.
A)Exchanging Information and the First Offer
B)Building the relationship
C)Persuasion
D)Concession
Q3) High context languages
A)Are languages in which people state things directly and explicitly.
B)Include most northern European languages including German, English, and the Scandinavian languages.
C)Are languages in which people state things indirectly and implicitly.
D)Are languages where the words provide most of the meaning.
Q4) What is the Whorf hypothesis? Explain.
Page 17
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Chapter 14: Motivation in Multinational Companies
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Sample Questions
Q1) Motivation refers to
A)A feeling of deficit or lacking.
B)Goal-directed behaviors to satisfy human needs.
C)The use of work to satisfy many needs.
D)Consequences of a person's behavior that discourages the behavior.
Q2) Which of the following theories is NOT considered as one of the needs theories?
A)Equity theory
B)Achievement motivation theory
C)Maslow's hierarchy of needs
D)Motivator-hygiene theory
Q3) Compare and contrast the Job Diagnostics Design Approach to the European Sociotechnical Systems Approach to job design.
Q4) The national context affect motivation through all of the following EXCEPT
A)Cultural values and norms.
B)Social institutions that lead to different types of organizations.
C)The existence of strong organizational cultures.
D)National differences in work centrality.
Q5) Why is it necessary to understand the meaning of work in different cultures before planning work motivation strategies?
Page 18
Q6) Discuss equity theory.What are the implications for multinationals?
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Chapter 15: Leadership and Management Behavior in Multinational Companies
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Sample Questions
Q1) Which of the following examples characterize the use of assertiveness as an influence tactics?
A)Example behaviors include being friendly and humble.
B)Example behaviors include using logical arguments.
C)Example behaviors include using threats and punishments.
D)Example behaviors include being forceful and directive.
Q2) According to the text,if a leader perceives the cause of a subordinate's behavior based on an internal attribution,then most leaders will
A)Tend to correct or reward the worker.
B)Modify the work environment.
C)Do nothing.
D)Use transformational leadership.
Q3) Explaining a person's behavior based on factors outside the person and beyond the person's control (e.g.,natural disasters,illness,faulty equipment,etc.)is a/an
A)Internal attribution.
B)External attribution.
C)Fundamental attribution error.
D)Attribution effect.
Q4) Compare and contrast U.S.and Japanese perspectives on leadership behavior.
Page 19
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