Strategic Management
Question Bank
Course Introduction
Strategic Management explores the formulation and implementation of major goals and initiatives taken by an organizations top management on behalf of owners. This course examines the internal and external environments that influence strategic decisions, techniques for analyzing competitive advantage, and frameworks for creating and sustaining superior performance. Students will learn about vision and mission development, industry and competitor analysis, strategic planning, resource allocation, and the challenges leaders face in dynamic global markets. The course combines theoretical foundations with practical tools and real-world case studies to help students develop strategic thinking and decision-making skills essential for organizational success.
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) _________ suggests that in the first stage innovations are produced in the home developed country; in the second stage they are exported to other similarly developed countries; in the third stage, they start being produced in these developed countries; in the fourth stage they start being produced in low-wage developing countries.
A) Vernon's product cycle theory
B) Johanson and Vahlne's stages theory
C) Dunning's eclectic theory
D) Levitt's globalization theory
Answer: A
Q2) Emerging motivations for internationalization include the desire to enhance the firm's competitive position and the desire to develop global scanning capabilities.
A)True
B)False
Answer: True
Q3) An MNE with a 'global mentality' will typically manage its operations centrally.
A)True
B)False
Answer: True
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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) Global integration and coordination forces encountered by MNEs include economies of scale, government demands, and the expanding spiral of globalization.
A)True
B)False
Answer: False
Q2) What are the main forces that motivate MNEs such as Dell Computers to disaggregate their operations and activities to respond to national, regional and local needs and demands?
A) Social and economic forces.
B) Social and political forces.
C) Political and economic forces.
D) Economic and psychological forces.
Answer: B
Q3) The three conflicting environmental forces that MNEs encounter are cross-border integration and coordination, national differentiation and responsiveness, and worldwide innovation and learning.
A)True
B)False
Answer: True
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Chapter 3: Developing Transnational Strategies: Building
Layers of Competitive Advantage
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29 Verified Questions
29 Flashcards
Source URL: https://quizplus.com/quiz/4795
Sample Questions
Q1) Describe different types of volatility in the global environment that force the MNE to adjust its strategies.
Answer: Macroeconomic risks such as changes in prices, wages or exchange rates due to wars, recessions or other reasons that are outside the control of the MNE constitute one source of volatility in the environment. Another source of volatility is political risk such as nationally-induced changes in the exchange rate or the adjustment of interest rates. A third source of volatility is competitive risk which is associated with the unpredictability of competitors' behaviour. Finally, resource risk (ie., unpredictable surpluses or deficits in the availability of raw materials, capital or managerial talent) is also a source of environmental volatility.
Q2) In order to secure worldwide competitive advantage, a multinational firm should pursue all of the following objectives, except:
A) the development of global-scale efficiencies.
B) the development of multinational flexibility.
C) the ability to develop innovation.
D) maximizing market share in all subsidiaries simultaneously.
Answer: D
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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
Source URL: https://quizplus.com/quiz/4796
Sample Questions
Q1) Installing a matrix structure is the most effective way to transition from an organization based on multiple regional divisions to one able to manage both geographic and product diversity.
A)True
B)False
Q2) Companies that pursue a multinational strategy are inclined to adopt the decentralized federation organizational model.
A)True
B)False
Q3) Which of the following is not a core characteristic of the coordinated federation structure?
A) Most assets and resources are decentralized but well controlled by the headquarters.
B) Subsidiaries are regarded as key sources of knowledge and expertise.
C) Subsidiary control exercised by the headquarters is usually quite formal and rigorous.
D) Corporate managers tend to regard offshore subsidiaries as extensions of domestic operations.
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Chapter 5: Creating Worldwide Innovation and Learning:
Exploiting Cross Border Knowledge Management
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30 Verified Questions
30 Flashcards
Source URL: https://quizplus.com/quiz/4797
Sample Questions
Q1) In transnational companies like Unilever, products, functions, and geographic regions are coordinated in a differentiated manner, accounting for the respective demands for integration and responsiveness.
A)True
B)False
Q2) Which of the following management assumptions is most likely to support transnational innovation in MNEs?
A) The roles of different organizational units should be uniform and symmetrical.
B) The headquarter-subsidiary relationship should be based on clear and unambiguous patterns of dependence or independence.
C) Career paths should be structured to give managers cross-border and cross-functional experience.
D) Headquarters should be responsible for exercising decision-making and control uniformly.
Q3) Campbell Enterprises is an MNE in which local-for-local innovation is a priority. A new CEO wants to understand the conditions needed to make such innovations more effective, as well as your reasons for making such recommendations.
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Page 7
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) Entering collaborative relationships with other firms is one way for firms to meet the needs of an increasingly complex environment.
A)True
B)False
Q2) Collaboration reduces the time and risk associated with the development of new products.
A)True
B)False
Q3) Flexibility is often the key in a strategic alliance. Please comment.
Q4) A vast majority of successful cross-border collaborations are founded and maintained by firms that acquire the other partner's knowledge without sharing their own knowledge.
A)True
B)False
Q5) Which of the following can inhibit a firm's ability to learn from the alliance?
A) The interface manager is not the target user of the knowledge.
B) The firm does not have an information system to diffuse the knowledge acquired.
C) The firm does not share its knowledge with the other partner.
D) The alliance knowledge is not codified.
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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) While the global business manager must routinely incorporate the perspectives of the geographic (country) managers when formulating the MNE's global business strategy, there is no need to incorporate the perspectives of the worldwide functional managers because these perspectives are incorporated into the formulation of the broader corporate strategy.
A)True
B)False
Q2) 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
Q3) Worldwide functional managers are principally responsible for diffusing products and services worldwide between the MNE's geographic units.
A)True
B)False
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Page 9
Chapter 8: The Future of the Transnational: An Evolving Global Role
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30 Verified Questions
30 Flashcards
Source URL: https://quizplus.com/quiz/4800
Sample Questions
Q1) Which of the following are not characteristic of the attitudes of transformative MNEs in the context of their relationships with stakeholders
A) develops products or services specifically to meet local needs.
B) persuades investors of the need for the corporation to be part of the solution to problems in the host country.
C) committed to upgrading the lives of its employees inside and outside the workplace.
D) willing to unilaterally make decisions against the best interests of the shareholder where they conflict with the interests of other stakeholders.
Q2) Government-funded aid programs flowing between developed and developing countries have failed to reduce global poverty primarily due to the creation of overly-detailed accountability systems and the excessive volume of feedback.
A)True
B)False
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