Multinational Enterprise Management Practice Questions
Course Introduction
Multinational Enterprise Management explores the strategies, structures, and operations of companies that conduct business across national borders. This course examines the challenges and opportunities presented by the global marketplace, including cultural differences, international legal and regulatory frameworks, global supply chains, and cross-border financial management. Students will analyze real-world case studies to understand how multinational corporations make strategic decisions regarding entry modes, global marketing, human resource management, and risk mitigation, equipping them with the knowledge and skills necessary to succeed in international business environments.
Recommended Textbook
International Management Managing Text and Cases 8th Edition by Helen Deresky
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11 Chapters
1078 Verified Questions
1078 Flashcards
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Page 2
Chapter 1: Assessing the Environment: Political, Economic, Legal, Technological
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84 Verified Questions
84 Flashcards
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Sample Questions
Q1) Micropolitical risk events are those that affect ________.
A) multiple industries and companies
B) several other nations in the same region
C) one industry or company or a few companies
D) domestic industries or companies
Answer: C
Q2) Common law is based on a comprehensive set of laws organized into a code.
A)True
B)False
Answer: False
Q3) Loss of technology and interference in managerial decision making are forms of
A) legal risk events
B) political risk events
C) cultural risk events
D) economic risk events
Answer: B
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Page 3
Chapter 2: Managing Interdependence, Social Responsibility, and Ethics
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89 Verified Questions
89 Flashcards
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Sample Questions
Q1) ________ refers to the business conduct or morals of MNCs in their relationships with individuals and entities.
A) Global corporate culture
B) Ethical relativism
C) Moral universalism
D) International business ethics
Answer: D
Q2) Which of the following terms refers to the practice by a country of rallying public opinion in favor of national goals and against foreign influences?
A) nationalism
B) privatization
C) protectionism
D) governmentalism
Answer: A
Q3) Creating Shared Value (CSV)leverages the unique resources and expertise of the company to create social value by creating economic value.
A)True
B)False
Answer: False
Page 4
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Chapter 3: Understanding the Role of Culture
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100 Verified Questions
100 Flashcards
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Sample Questions
Q1) All of the following are value dimensions proposed by Hofstede EXCEPT ________.
A) uncertainty avoidance
B) assertiveness
C) power distance
D) individualism
Answer: B
Q2) Cultural sensitivity requires the willingness to put oneself in another's shoes.
A)True
B)False
Answer: True
Q3) Which of the following is true of the attitude toward work in Mexican culture?
A) Work is a sacred duty.
B) Group harmony at work is essential to success.
C) Workers are primarily focused on the future.
D) Leisure time is more important than work.
Answer: D
Q4) Social loafing is common in a collectivistic society.
A)True
B)False
Answer: False
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Chapter 4: Communicating Across Cultures
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107 Flashcards
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Sample Questions
Q1) The tendency of Americans to look people in the eye contrasts with the tendency of the British to keep looking away while conversing.Such differences are categorized as
A) oculesics
B) proxemics
C) paralanguage
D) object language
Q2) Trust improves cross-cultural communication by ________.
A) making sure that all of the business transactions are based on arm's-length relationships
B) replacing formal legal contracts for global firms
C) encouraging the open exchange of ideas and information
D) helping people plan for known circumstances
Q3) ________ is the process of translating the received symbols into the interpreted message.
A) Decoding
B) Transmitting
C) Encoding
D) Fragmenting
Q4) How do cultural differences affect the way firms conduct e-commerce?
Page 6
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Chapter 5: Cross-Cultural Negotiation and Decision Making
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100 Flashcards
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Sample Questions
Q1) When preparing for cross-cultural negotiations,managers should first evaluate their own negotiation styles in order to ________.
A) understand the reasons for failing or succeeding in domestic negotiations
B) determine how they differ from the norm in other countries
C) analyze the various stages of the negotiation process
D) assess all social and cognitive influences
Q2) The term "polarization" describes the process of discussion by which two or more parties aim to reach a mutually acceptable agreement.
A)True
B)False
Q3) Which of the following best defines guanxi?
A) personal reputation
B) common group goals
C) network of personal relations
D) unacceptable negotiating tactics
Q4) Negotiation support systems can provide support for the negotiation process by maximizing the chances for optimal outcomes.
A)True
B)False
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Chapter 6: Formulating Strategy
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Sample Questions
Q1) Which of the following is a venture-specific factor that affects the choice of international entry mode for a company?
A) competition in local market
B) level of global competition
C) ability to protect proprietary technology
D) corporate culture and structure
Q2) Core competencies are typically easy for competitors to imitate.
A)True
B)False
Q3) Which of the following terms refers to the basic means by which a company competes?
A) mission
B) procedure
C) strategy
D) process
Q4) What is environmental scanning? What areas are most commonly focused in environmental scanning?
Q5) What is strategy? What is strategic planning?
Q6) List the seven steps in the strategic management process.
Q7) Describe the various sources of information that are available to managers.
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Chapter 7: Global Alliances and Strategy Implementation
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Sample Questions
Q1) ________ refers to the processes that management puts in place in order to direct the success of the joint venture's goals.
A) IJV control
B) Knowledge management
C) Turnkey operations
D) Offshoring
Q2) Transformational outsourcing refers to the view that global sourcing can produce gains in efficiency and profitability by fully leveraging talent around the world.
A)True
B)False
Q3) All of the following are cooperative aspects of strategic alliances EXCEPT ________.
A) creating economies of scale in tangible assets
B) forming upstream-downstream divisions of labor
C) limiting investment risks through shared resources
D) learning new intangible skills from alliance partners
Q4) Describe the process of knowledge management in international joint ventures.
Q5) Why is an international joint venture referred to as a marriage between venture partners?
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Chapter 8: Organization Structure and Control Systems
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Sample Questions
Q1) With the geographic structure,the focus is on ________,since products can be adapted to local requirements.
A) marketing
B) innovation
C) divesting
D) importing
Q2) Briefly describe the characteristics of the global geographic structure.
Q3) Which of the following factors adversely affects the accuracy and the timeliness of information systems in less-developed countries?
A) limited sources of data for decision making
B) high cost of capital items
C) expensive labor
D) strict labor laws
Q4) Which of the following forms of organization is particularly appropriate in a dynamic and diverse environment?
A) the global functional structure
B) the global product structure
C) the domestic structure plus export department
D) the domestic structure plus foreign subsidiary
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Chapter 9: Staffing,Training,and Compensation for Global Operations
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Sample Questions
Q1) With the increasing number of companies that operate around the world and assign and move personnel from one country to another,________ has become exceedingly complex.
A) employing third-country nationals
B) designing equitable pay scales
C) employing local talent
D) convincing employees to take up foreign assignments
Q2) Briefly discuss the interdependence of strategy,structure,and staffing.
Q3) What are the advantages of the global staffing approach?
Q4) ________ are usually preferable when a high level of technical capability is required and maintenance of close control is desired.
A) Parent-country nationals
B) Host-country nationals
C) Expatriates
D) Third-country nationals
Q5) Relocation expense is an example of a(n)________.
A) salary
B) tax
C) allowance
D) benefit
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Chapter 10: Developing a Global Management Cadre
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Sample Questions
Q1) Which of the following is the primary benefit for a firm that carefully manages its expatriates' careers?
A) creating global opportunities for junior managers
B) retaining managers with global experience and skills
C) maintaining close connections with national subsidiaries
D) recruiting fresh college graduates for global management positions
Q2) Which of the following is a constraint frequently placed on management by organized labor?
A) restrictions on the repatriation of capital
B) limits on the firm's ability to vary employment levels when necessary
C) rigid requirements for bargaining with global unions
D) restrictions on borrowing from private banks
Q3) To maximize the long-term use of their global cadre,companies need to make sure that the foreign assignment and the reintegration process are positive experiences.
A)True
B)False
Q4) What are some of the operational challenges for global virtual teams with respect to language and communication?
Q5) Discuss Tung's support systems to ensure a successful repatriation program.
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Chapter 11: Motivating and Leading
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Sample Questions
Q1) Most managers in Mexico find that the management style that works best there is authoritative and paternal.
A)True
B)False
Q2) According to Laurent,managers in Sweden,Denmark,and Great Britain believe that employees should ________.
A) adopt a collectivist mindset
B) not be involved in the decision-making process
C) participate in problem solving
D) be "fed" all the answers by their superiors
Q3) According to the GLOBE project,which of the following are most likely to view the terms "leader" and "manager" negatively?
A) the Arabs
B) the Dutch
C) the Mexicans
D) the Americans
Q4) Briefly describe the personal work style of a leader with a global mindset.What comprises a global leader's role?
Q5) Briefly describe the impact of e-business on leadership.
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