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Question
Bunyan Heavy Equipment, a U.S. firm, is investigating expanding into Russia using a greenfield venture. The committee researching this project has delivered a negative report. The MAIN concern of the committee is probably:
a. loss of intellectual property due to Russian piracy.
b. the fluctuation in the value of the ruble.
c. the numerous and conflicting legal authorities in Russia.
d. Russia's recent actions to gain state control of private firms' assets.
Answer
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Related questions
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a. True
b. False
Q:
A cost leadership strategy targets the industry's ____ customers.
a. most typical
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c. least educated
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a. True
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Capabilities of an organization emerge spontaneously through the interaction of tangible and intangible resources.
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Valuable capabilities allow the firm to exploit strengths or neutralize weaknesses in the internal environment.
a. True
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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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Q:
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a. predatory alliances.
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Research in the airline industry suggests that tacit collusion reduces service quality and on-time performance.
a. True
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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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Q:
A fundamental reason for a country's development of advanced and specialized factors of production is often its:
a. lack of basic resources.
b. monetary wealth.
c. small workforce.
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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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a. Autonomy
b. Reactivity
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Q:
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a. True
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Q:
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a. True
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Members with substantive expertise in the firm's core functions and businesses aid the effectiveness of the top management team.
a. True
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b. False
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a. True
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The most critical ability of a strategic leader is the ability to attract and then manage human capital.
a. True
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Q:
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a. True
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Transformational leadership is the most effective strategic leadership style.
a. True
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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?