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Question
A multi-domestic corporate-level strategy is one in which:
a. a corporation chooses not to compete internationally but where there are a number of international competitors in the firm's local marketplace.
b. the firm produces a standardized product, but markets it differently in each country in which it competes.
c. the firm customizes the product for each country in which it competes.
d. the firm competes in a number of countries, but it is centrally coordinated by the home office.
Answer
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Related questions
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a. True
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a. True
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Capabilities of an organization emerge spontaneously through the interaction of tangible and intangible resources.
a. True
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Valuable capabilities allow the firm to exploit strengths or neutralize weaknesses in the internal environment.
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The Renault Nissan alliance (Chapter 9 Mini Case) is an example of a _______ created to gain economies of scope by sharing resources and capabilities.
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Q:
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Research in the airline industry suggests that tacit collusion reduces service quality and on-time performance.
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Acquisitions are the most common cooperative strategy used in standard-cycle markets.
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Q:
A global corporate-level strategy differs from a multi-domestic corporate-level strategy in that in a global strategy:
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c. products are customized to meet the individual needs of each country.
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Q:
A fundamental reason for a country's development of advanced and specialized factors of production is often its:
a. lack of basic resources.
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Q:
A large domestic market can provide the country's industries a chance at dominating the world market because:
a. they have been able to develop economies of scale at home.
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Q:
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Q:
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The more heterogeneous and the larger the top management team, the easier it is to implement strategy effectively.
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The most critical ability of a strategic leader is the ability to attract and then manage human capital.
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a. True
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Transformational leadership is the most effective strategic leadership style.
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Q:
What is organizational culture? What must strategic leaders do to develop and sustain an effective organizational culture?
Q:
Define the three major dimensions of organizational structure: specialization, centralization, and formalization. How do these dimensions vary in organizations implementing the cost leadership, differentiation, and cost leadership/differentiation strategies?