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Question
Porter's Diamond Model of national advantage:
A. claims that the ability of local firms in a country to utilize the country's resources to gain a competitive advantage is based on demand conditions, factor conditions, substitute products, and firm strategy, structure, and rivalry.
B. links intraindustry trade to relative levels of per capita income.
C. is not affected by chance.
D. all of A, B, and C.
E. two of A, B, and C.
Answer
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Please provide an overview of the major issues a compensation package for expatriates should address.
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What challenges often confront the spouses of expatriates, and what options are available for managing these challenges?
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Nancy Adler's research suggests that women:
A. will never get to the top because they take time-out for children.
B. are more likely than men to succeed if they quit the company and start their own businesses.
C. have been remarkably successful in international assignments, which does not seem to be related to gender.
D. are less likely than men to succeed in international assignments.
E. two of the above.
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With regard to the use of women versus men for expat management assignments:
A. few qualified women candidates are available.
B. few women candidates are accepting assignments and enjoying the experience.
C. those women who go into expatriate positions tend to do well. The hurdle is in getting the assignment.
D. the women expatriates are making more money than their male counterparts.
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Generalizations about TCNs are difficult because:
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B. the geocentric staffing policy prohibits these generalizations.
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An advantage of hiring personnel who are citizens of neither the home country nor the host country may be that they:
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B. may come from a culture similar to that of the host country.
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E. two of A, B, and D.
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A. involves human resource policies that are created at the local level for the specific context in which the local operations operate.
B. may send TCNs to fill management posts, to avoid problems from using PCNs or HCNs.
C. selects the best person for each job, without considering national origin.
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B. results in the company hiring local managers who are familiar with the home country of the IC and with its corporate culture, policies, and practices.
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As international companies increasingly take the geocentric view, we can be certain to see less use of third-country nationals.