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Q:
According to Mendenhall and Oddou's dimensions that predict success in a foreign posting, relationship development refers to:
A.an expatriate's willingness to use the host-country language.
B.the ability to understand why people of other countries behave the way they do.
C.the ability to empathize with foreign nationals.
D.the relationship between the country of assignment and how well an expatriate adjusts to a particular posting.
E.the ability to develop long-lasting friendships with host-country nationals.
Q:
According to Mendenhall and Oddou, which of the following is a dimension that predicts success and allows expatriates to adapt their interests in food, sport, and music?
A.Perceptual ability
B.Self-orientation
C.Others-orientation
D.Cultural toughness
E.Empathy
Q:
According to Mendenhall and Oddou, which of the following dimensions that predicts success in a foreign posting strengthens an expatriate's self-esteem, self-confidence, and mental well-being?
A.Cultural toughness
B.Others-orientation
C.Perceptual ability
D.Self-orientation
E.Empathy
Q:
According to Mendenhall and Oddou, what is the major problem in the selection of appropriate candidates for overseas assignments in many firms?
A.Lack of technical abilities
B.Equating domestic performance with overseas performance potential
C.Lack of communication between line managers and HRM managers
D.A geocentric staffing policy
E.A polycentric staffing policy
Q:
According to the results of a seminal study by R. L. Tung, the top reason why Japanese expatriate managers fail is:
A.the inability of their spouses to adjust.
B.the lack of technical competence.
C.their personal or emotional problems.
D.the inability to cope with larger overseas responsibilities.
E.their inability to deal with difficulties in the new environment.
Q:
According to the results of a seminal study by R. L. Tung, what was the major reason for expatriate failure among European expatriates?
A.Personal or emotional problems
B.Inability to cope with overseas responsibilities
C.Poor pay
D.Inability of spouse to adjust to a new environment
E.Lack of technical competence
Q:
According to R. L. Tung's study, which of the following is the most important reason for expatriate failures for U.S. multinationals?
A.Inability of spouse to adjust
B.Difficulties with new environment
C.Insufficient pay
D.Personal or emotional problems
E.Lack of technical competence
Q:
Which of the staffing policies requires all the expatriates to be home-country nationals who are transferred abroad?
A.Geocentric
B.Ethnocentric
C.Polycentric
D.International
E.Domestic
Q:
Yuriko, a citizen of Japan, was working as a manager in the Japanese branch of an American firm. Due to her efficiency, she was assigned a temporary posting at the headquarters of the firm in America. In this situation, she is known as a(n):
A.repatriate.
B.inpatriate.
C.third-country national.
D.beneficiary.
E.parent-country national.
Q:
Which of the following refers to a subset of expatriates who are citizens of a foreign country working in the home country of their multinational employer?
A.Virtual expatriates
B.Inpatriates
C.Third-country nationals
D.Host-country nationals
E.Parent-country nationals
Q:
Which of the following staffing policies relies extensively on the use of expatriate managers?
A.Global
B.Polycentric
C.Transnational
D.Ethnocentric
E.Localized
Q:
Which of the following strategies is compatible with a geocentric staffing policy?
A.Global standardization strategy
B.Localization strategy
C.International strategy
D.Ethical strategy
E.Global strategy
Q:
Which of the following staffing approaches is compatible with an international strategy?
A.Ethnocentric
B.Geocentric
C.Polycentric
D.Transnational
E.Ethical
Q:
Which of the following is a disadvantage of adopting a geocentric staffing approach?
A.Cultural myopia negatively influences effective management control.
B.Training and relocation costs increase when transferring managers from country to country.
C.Host-country nationals cannot progress beyond senior positions in their own subsidiary.
D.A gap forms between host-country managers and parent-country managers.
E.The lack of management transfers leads to a lack of integration between corporate headquarters and foreign subsidiaries.
Q:
Most countries require extensive documentation if they wish to hire a foreign national instead of a local national. Which of the following staffing approaches is most likely to be affected by this?
A.Polycentric
B.Geocentric
C.Transnational
D.Ethnocentric
E.Local
Q:
Which of the following is an advantage of adopting a geocentric staffing approach?
A.It tends to reduce cultural myopia and enhance local responsiveness.
B.It is inexpensive to implement.
C.It reduces the costs of value creation.
D.It allows all key management positions of a firm and its subsidiaries to be filled by parent-country nationals.
E.It requires minimal documentation for hiring foreign nationals.
Q:
What is the advantage of a geocentric staffing policy?
A.It requires firms to provide little or no documentation to hire a foreign national.
B.It enables firms to build a cadre of international executives who feel at home working in a number of cultures.
C.It is inexpensive to implement the policy in a firm.
D.It allows all key management positions of the firms and their subsidiaries to be filled by parent-country nationals.
E.It helps firms to follow a localization strategy.
Q:
How is a geocentric staffing policy beneficial to a firm?
A.It requires the firm to provide little or no documentation to hire a foreign national.
B.It is inexpensive to implement.
C.It helps the firm follow a localization strategy.
D.It allows all key management positions to be filled by parent-country nationals.
E.It enables the firm to make the best use of its human resources.
Q:
Which of the following staffing policies seeks the best people for key jobs throughout the organization, regardless of nationality?
A.Global
B.Ethnocentric
C.Geocentric
D.Polycentric
E.Transnational
Q:
Which of the following staffing approaches limits career mobility and isolates headquarters from foreign subsidiaries?
A.Polycentric
B.Transnational
C.Geocentric
D.Ethnocentric
E.Global
Q:
Which of the following staffing policies has the drawback of forming a gap between host-country managers and parent-country managers?
A.Global
B.Geocentric
C.Polycentric
D.Ethnocentric
E.Transnational
Q:
Which of the following is a drawback of adopting a polycentric staffing approach?
A.It is expensive to implement.
B.It leads host-country managers to make mistakes due to cultural misunderstandings.
C.It limits advancement opportunities for host-country nationals.
D.It invariably makes a firm suffer from cultural myopia.
E.It bridges the gap between the headquarters of a firm and its foreign subsidiaries.
Q:
Which of the following is an advantage of adopting a polycentric staffing approach?
A.It is less expensive to implement as compared to other staffing approaches.
B.It gives host-country nationals unlimited opportunities to gain experience outside their own country.
C.It increases career mobility.
D.It increases interaction between the headquarters of a firm and its foreign subsidiaries.
E.It bridges the gap between host-country managers and parent-country managers.
Q:
A firm that adopts a polycentric staffing policy is less likely to:
A.isolate foreign subsidiaries from corporate headquarters.
B.implement an expensive staffing policy.
C.be controlled by corporate headquarters.
D.suffer from cultural myopia.
E.provide growth opportunities.
Q:
The staffing policy that requires host-country nationals to be recruited to manage subsidiaries, while parent-country nationals occupy key positions at corporate headquarters, is called:
A.geocentric.
B.polycentric.
C.ethnocentric.
D.global.
E.transnational.
Q:
A firm's failure to understand host-country cultural differences that require different approaches to marketing and management is referred to as:
A.cultural parity.
B.cultural myopia.
C.power distance.
D.cultural toughness.
E.cultural polarization.
Q:
Which of the following is a disadvantage of an ethnocentric staffing policy?
A.It leads to resentment in the host country.
B.It isolates the headquarters from foreign subsidiaries.
C.It does not allow transfer of core competencies.
D.It leads to a dearth of qualified managers in the host nation.
E.It diversifies corporate culture.
Q:
A firm pursues an ethnocentric staffing policy because it:
A.believes in providing growth opportunities to host-country nationals.
B.wants to avoid cultural myopia.
C.believes the host country lacks qualified individuals for senior management positions.
D.wants to keep all core competencies within the home country.
E.wants to build strong cultural and informal management networks in all its subsidiaries.
Q:
Which of the following is a characteristic feature of an ethnocentric staffing policy?
A.It requires host-country nationals to be recruited to manage subsidiaries.
B.It is used when a firm places a low value on its corporate culture.
C.It increases advancement opportunities for host-country nationals.
D.It seeks the best people for key jobs throughout the organization, regardless of nationality.
E.It places parent-country nationals in key management positions.
Q:
In the Swiss firm Terabithia Systems AG, all the important positions in its international operations are held by Swiss nationals. What is the staffing policy followed by Terabithia?
A.Eurocentric
B.Ethnocentric
C.Polycentric
D.Geocentric
E.Transnational
Q:
Which of the following staffing policies is concerned with filling all key management positions by parent-country nationals?
A.Ethnocentric
B.Global
C.Polycentric
D.Geocentric
E.Transnational
Q:
The norms and value systems of an organization constitute its:
A.corporate social responsibility.
B.cultural toughness.
C.cultural sensitivity.
D.corporate culture.
E.perceptual ability.
Q:
Which of the following strategies is concerned with the selection of employees for particular jobs?
A.Compensation policy
B.Staffing policy
C.Performance appraisal policy
D.Training policy
E.Management development policy
Q:
Firms that emphasize global standardization try to create value by:
A.retaining products and competencies within the parent country.
B.realizing experience curve and location economies.
C.focusing on local responsiveness.
D.emphasizing localization.
E.adopting an ethnocentric staffing approach.
Q:
Megan, a U.S. citizen, is the operations manager at the Middle East office of HS Constructions Inc., an American firm. In this situation, she is an example of a(n):
A.immigrant manager.
B.host-country manager.
C.inpatriate manager.
D.expatriate manager.
E.virtual manager.
Q:
A(n) expatriate manager refers to:
A.a citizen of one country who is working abroad in one of the firm's subsidiaries.
B.a parent-country national who works in the parent country.
C.a host-country national who works in the host country.
D.any person who lives in a foreign country.
E.a person willing to work in different departments of a foreign firm.
Q:
Historically, most international businesses have centralized international labor relations activities.
Q:
An impediment to cooperation between national unions is the wide variation in union structure.
Q:
A concern of organized labor is that an international business keeps highly skilled tasks in its home country and farms out low-skilled tasks to foreign plants.
Q:
Unless a host country has a reciprocal tax treaty with the expatriate's home country, an expatriate must pay income tax to both the home- and host-country governments.
Q:
An expatriate's base salary is normally lower than the base salary for a similar position in the home country.
Q:
In terms of expatriate pay, the income statement approach equalizes purchasing power across countries so employees can enjoy the same living standard in their foreign posting that they enjoyed at home.
Q:
From a strategic perspective, a compensation system must reward managers for taking actions that are consistent with the strategy of the enterprise.
Q:
Unintentional bias makes it easy to evaluate the performance of expatriate managers objectively.
Q:
Bringing managers together in one location for extended periods and rotating them through different jobs in several countries help a firm build an informal management network.
Q:
Transnational firm managers need not be able to detect pressures for local responsiveness because it is not part of their skill set.
Q:
It is important that the spouse of an expatriate manager, and perhaps the whole family, be included in cultural training programs.
Q:
Historically, most international businesses have been more concerned with management development than with training.
Q:
According to Mendenhall and Oddou, expatriates with perceptual ability tend to be judgmental and evaluative in interpreting the behavior of host-country nationals.
Q:
Expatriate managers who lack others-orientation tend to treat foreign nationals as if they were home-country nationals.
Q:
According to Mendenhall and Oddou, human resource managers must equate domestic performance with overseas performance potential.
Q:
According to a study by R. L. Tung, the most important reason for expatriate failure among U.S. multinationals was difficulty coping with a new environment.
Q:
Expatriate failure represents the failure of a firm's selection policies to identify individuals who will not thrive abroad.
Q:
Citizens of a foreign country working in the home country of their multinational employer are known as repatriates.
Q:
International firms that have a broad geographic scope are the most likely to have a geocentric mindset.
Q:
For international firms, an ethnocentric staffing approach is compatible with a localization strategy.
Q:
The fact that many countries want foreign subsidiaries to employ their citizens limits a firm's ability to pursue a geocentric policy.
Q:
The major drawback with a polycentric staffing policy is the gap that can form between host-country managers and parent-country managers due to language barriers.
Q:
International firms pursuing an ethnocentric staffing policy may be better able to create value from the pursuit of experience curve and location economies than firms pursuing other staffing policies.
Q:
An international firm that adopts a polycentric staffing policy is more likely to suffer from cultural myopia.
Q:
In international businesses, a disadvantage of an ethnocentric staffing policy is that it produces resentment in host-country nationals.
Q:
In international businesses, firms pursue a polycentric staffing policy because they see it as the best way to maintain a unified corporate culture.
Q:
It is believed that a firm attains higher performance when its employees are predisposed toward its value systems by their personality type.
Q:
Organizational architecture refers to an organization's norms and value systems.
Q:
For a firm to outperform its rivals in the global marketplace, the performance appraisal systems it uses must measure the perceptions that it wants to encourage.
Q:
An expatriate manager is a citizen of one country who is working abroad in one of the firm's subsidiaries.
Q:
The human resource management function can help a firm achieve its primary strategic goals of reducing the costs of value creation and adding value by better serving customer needs.
Q:
Describe the influence of integrating research and development, marketing, and production on new-product development.
Q:
Briefly describe the influence of the location of research and development on new-product development.
Q:
Briefly describe predatory pricing and multipoint pricing strategy.
Q:
Discuss the arguments for and against standardized advertising.
Q:
With regard to communication strategies, what is the difference between a push and a pull strategy?
Q:
Describe how source and country of origin effects affect the effectiveness of a firm's international communication.
Q:
Describe how cultural barriers can jeopardize the effectiveness of a firm's international communication.
Q:
Describe the differences between distribution systems of various countries in terms of channel quality.
Q:
Describe the differences in distribution systems in various countries in terms of channel exclusivity.
Q:
Describe the differences between the distribution systems of various countries in terms of channel length.
Q:
Describe the differences in distribution systems between countries in terms of retail concentration.
Q:
Describe how cultural differences affect product attributes.
Q:
Describe how economic development influences product attributes.