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Question
In China, Starbucks is standardizing its operations while simultaneously decentralizing some decision-making responsibility to local levels to meet customers' tastes. Starbucks is following the __________ international corporate-level strategy.
a. transnational
b. global
c. differentiation
d. multi-domestic
Answer
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Related questions
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a. True
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Q:
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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.
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Q:
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Q:
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Q:
Research in the airline industry suggests that tacit collusion reduces service quality and on-time performance.
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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.
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d. protective tariffs.
Q:
A large domestic market can provide the country's industries a chance at dominating the world market because:
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Q:
A multi-domestic corporate-level strategy has ____ need for global integration and ____ need for local market responsiveness.
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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?