Online Exams

ashworth college BZ480 Online Exam 1 latest 2016 mayPart 1 of 1 – 90.0/ 100.0 PointsQuestion 1 of 205.0/ 5.0 PointsPrimo is a multinational enterprise based in California thatmanufactures and sells affordably-priced athletic shoes in retail storesaround the world. A Primo manufacturing subsidiary in China employs over20,000 locals. Primo executives recently learned of human rightsviolations at the firm’s China subsidiary. Workers had been forced towork more than 60 hours each week, and minimum wage laws were regularlyignored. As a result, Primo executives need to decide whether tocontinue operations in China.Which of the following is MOST relevant tothe decision by Primo to remain in China?A. The extent of effect that bribery has on decisions made by Primo’sglobal managers in ChinaB. The methods of dealing with the hazardous waste created by Primo’s Chinamanufacturing facilityC. The benefits that the local Chinese community might haveD. The changes that need to be made by Primo managers to show more respectfor the Chinese cultureQuestion 2 of 205.0/ 5.0 PointsIf MNCs want to take the lead in dealing with ecological interdependence, then they most likely need to:A. comply with international environmental regulations.B. incorporate sustainability goals into strategic planning.C. invest all profits into recycling and renewing resources around the world.D. work with foreign governments to draft global environmental protection legislation.Question 3 of 205.0/ 5.0 PointsUnder __________ law, it is assumed a contract reflects promises that will be enforced without specifying the details in the contract.A. contractB. federalC. stateD. civilQuestion 4 of 205.0/ 5.0 PointsIn which of the following groups of trade blocs does most of today’s world trade take place?A. Middle East, China, and IndiaB. North America, Africa, and CanadaC. Saudi Arabia, Western Europe, and the GulfD. Western Europe, Asia, and the AmericasQuestion 5 of 205.0/ 5.0 PointsThe checklist approach relies on a few easily measurable and timely criteria believed to reflect or indicate changes in the __________ of the country.A. creditworthinessB. dynamicsC. qualityD. trustQuestion 6 of 205.0/ 5.0 PointsWhich type of country is most likely to use its investment laws to acquire appropriate technology?A. Post-industrial countryB. Newly industrializing countryC. Less-developed countryD. Highly developed countryQuestion 7 of 205.0/ 5.0 PointsIn recent years, which of the following has lessened the criticisms of MNCs?A. Increasing economic differences among countriesB. Greater emphasis on social responsibility by MNCsC. Limited emphasis on social responsibility and ethical behaviorD. Dissolution of MNCs in developing countriesQuestion 8 of 205.0/ 5.0 PointsAccording to the international codes of conduct, MNEs should:A. resolve disputes according to the domestic law of the home country.B. dominate the capital markets in which their operations are based.C. use inexpensive, imported sources for components and raw materials.D. conduct research and development activities in developing countries.Question 9 of 205.0/ 5.0 PointsEmerson is a global manufacturing company headquartered in St. Louis,Missouri. The company employs almost 130,000 workers at its 250manufacturing facilities located on five different continents. Emersonmanufactures a wide range of products including air-conditioningcompressors, garbage disposers, and automotive parts. Emerson’s Asianoperations employ over 50,000 people at manufacturing facilities inAsia. Emerson needs to build a new manufacturing facility to produceautomotive parts for cars manufactured in Detroit. Emerson executivesare considering whether to build the new facility in China or in theU.S.Which of the following, if true, supports the argument to build anew Emerson facility in China?A. The Chinese courts recently ruled in favor of an MNC in an intellectualproperty rights lawsuit.B. The Chinese Commonwealth network is investing large amounts of capitalin China.C. China has increased Internet controls and blocked most internationalsearch sites.D. China is revoking its membership from the World Trade Organization.Question 10 of 205.0/ 5.0 PointsExperts suggest that firms wanting to globalize through e-commerce must first localize, which means firms need to:A. use local suppliers, vendors, and distributors to manufacture products for the local market.B. modify their products and services to meet the needs and interests of local cultures.C. sell their products in a brick-and-mortar store before selling them through an e-market.D. test their products and services in local markets before selling them over the Internet.Question 11 of 205.0/ 5.0 PointsWhich of the following concepts requires that an industrial system be viewed not in isolation from its surrounding systems, but in concert with them?A. Industrial ecologyB. Industrial engineeringC. Ecological successionD. Ecological shadowQuestion 12 of 205.0/ 5.0 PointsWhich of the following is dedicated to monitoring issues of data privacy in Europe?A. The Telecommunications Data Protection directiveB. The EU Data Retention DirectiveC. The EU Directive of Data ProtectionD. The Privacy and Electronic Communications EC DirectiveQuestion 13 of 205.0/ 5.0 PointsWhich of the following best describes nationalization?A. Outsourcing of governmental functions to private entitiesB. Hiring preferences given to locals rather than expatriatesC. Government’s gradual and subtle actions against a firmD. Forced sale of an MNC’s assets to local buyersQuestion 14 of 200.0/ 5.0 PointsMcDonald’s, a fast food chain headquartered in the United States, applies the morality it practices in the United States to all foreign countries in which it operates. McDonald’s is adhering to:A. moral universalism.B. ethical relativism.C. geocentrism.D. ethnocentrism.Question 15 of 205.0/ 5.0 PointsWhich of the following is the main reason why companies dispose hazardous waste in less developed countries?A. International agreementsB. Weak regulations and low costsC. Advanced waste disposal plantsD. Large amounts of available landQuestion 16 of 200.0/ 5.0 PointsWhich of the following creates shared value?A. Creating social value by creating economic valueB. Reconceiving products and marketsC. Disabling local cluster developmentD. Creating economic value by creating social valueQuestion 17 of 205.0/ 5.0 PointsWhich of the following significantly increases the complexity of social responsibility and ethical behavior of MNCs?A. Distance between the headquarters and the subsidiariesB. Difficulties posed in training managers from different culturesC. Additional stakeholders associated with the firm’s activitiesD. International laws, regulations, and moral principlesQuestion 18 of 205.0/ 5.0 PointsWhich of the following best explains why many foreign companies find operating in China a difficult experience from a business perspective?A. China lacks the financial and legal systems needed to support the country’s foreign trade.B. China’s local market is not large enough to support its extensive exporting to the U.S.C. China’s government mandates that workers receive high wages and benefits.D. China’s exchange rate changes too frequently for U.S. businesses to compete.Question 19 of 205.0/ 5.0 PointsPolitical risks are best described as any governmental actions or politically motivated events that:A. suggest the firm is legally responsible for specific wrongdoings.B. negatively affect the firm’s long-run profitability or value.C. interfere with the personal safety of the firm’s employees.D. harm the firm’s capacity to meet consumer demands.Question 20 of 205.0/ 5.0 PointsRobert is a technology officer in an Umerian firm and he manages the firm’s operations at its facility in Elador. Robert is considering the idea of installing new technology in the facility that would significantly improve productivity and reduce labor costs. Which of the following undermines the argument that Robert should install the new technology?A. Elador’s government leaders encourage firms to install the most modern machinery available.B. The high school gradua
tion rate in Elador is higher than in neighboring countries.C. Elador is currently experiencing a very high rate of unemployment.D. The firm’s competitors recently installed the same technology.ashworth college BZ480 Online Exam 2 latest 2016 mayPart 1 of 1 – 100.0/ 100.0 PointsQuestion 1 of 205.0/ 5.0 PointsGlobalization, in all its forms of personal and business contacts and information crossing borders, brings about changes that result in:A. cultural diffusion.B. multicultural sensitivity.C. cultural accommodation.D. multicultural incrementalism.Question 2 of 205.0/ 5.0 PointsWhich of the following is likely to cause offense in Saudi Arabia?A. Introducing business subjects too soonB. Intolerance toward employees and coworkersC. Failure to make decisions with a long-term perspectiveD. Discrimination based on genderQuestion 3 of 205.0/ 5.0 PointsAn international manager can best develop an understanding of a particular culture by:A. creating a cultural profile for that country or region in which the firm does business.B. assuming that his or her own cultural styles and practices can be successfully followed in the host country.C. using stereotypes to develop cross-cultural understanding in a business setting.D. hiring locals rather than expatriates for management positions in overseas subsidiaries.Question 4 of 205.0/ 5.0 PointsWhich of the following subsystems is most likely to underlie both moral and economic norms?A. Kinship systemB. Political systemC. Religious systemD. Education systemQuestion 5 of 205.0/ 5.0 PointsGlobal managers who exhibit cultural intelligence and cultural sensitivity will most likely be able to:A. negotiate effectively in expatriate assignments.B. request bonuses for overseas job assignments.C. implement technological changes quickly.D. conduct efficient performance appraisals.Question 6 of 205.0/ 5.0 PointsStereotyping should most likely be avoided by international managers because:A. current variables of culture are grossly inaccurate.B. many cultures have diverse subcultures.C. many countries outlaw the practice.D. national culture is nonexistent.Question 7 of 205.0/ 5.0 PointsWhich of the following is true of countries with low masculinity?A. More job conflictsB. Increase in work-related stressC. More women in high-level jobsD. Lack of concern for othersQuestion 8 of 205.0/ 5.0 PointsBased on Trompenaars’s value dimensions, which of the following is a characteristic of the particularistic approach? Objective: 2A. Application of rules and systemsB. Open expression of emotionsC. Obligation toward relationshipsD. Opportunity to achieve statusQuestion 9 of 205.0/ 5.0 PointsWhich of the following factors can cause changes in traditional, non-Western societies?A. Media exposureB. Religious activitiesC. StereotypingD. Self-reference criterionQuestion 10 of 205.0/ 5.0 PointsWhich of the following is true of the way Arabs view time?A. Deadlines and firm commitments are crucial to Arabs.B. Arabs view time as a valuable and limited resource.C. Arabs believe important decisions cannot be rushed.D. Arabs honor deadlines by all means.Question 11 of 205.0/ 5.0 PointsWhich of the following is NOT one of Trompenaars’ s value dimensions?A. Universalism versus particularismB. Neutral versus affectiveC. Specific versus diffuseD. Intrinsic versus extrinsicQuestion 12 of 205.0/ 5.0 PointsWhich of the following represents the expectations, norms, and goals held in common by members of a specific company or group?A. Cultural variableB. Societal cultureC. Organizational cultureD. Organizational systemQuestion 13 of 205.0/ 5.0 PointsManagers from Italy and Mexico would most likely express their emotions openly during a business situation, while managers from England and Japan would most likely consider such behavior unprofessional. Which of the following Trompenaars’s value dimensions explains this difference in behavior and attitude?A. Universalism versus particularismB. Neutral versus affectiveC. Specific versus diffuseD. Achievement versus ascriptionQuestion 14 of 205.0/ 5.0 PointsWhich of the following is NOT a typical characteristic of the Arab culture?A. Open admission of mistakesB. Indirect communication styleC. Emphasis on hospitalityD. Five times a day prayer patternQuestion 15 of 205.0/ 5.0 PointsWhich of the following is NOT categorized as a sociocultural variable of culture?A. ReligionB. EconomyC. EducationD. LanguageQuestion 16 of 205.0/ 5.0 PointsThe European view of information privacy most likely stems from its:A. foreign business practices.B. global nature of information technology.C. culture and history.D. competitive origins.Question 17 of 205.0/ 5.0 PointsWith regard to small family businesses in China, a “guanxi” can be best described as a:A. family hierarchy that determines who receives profits.B. competitive management style based on Confucian values.C. network of relationships centered on mutual obligations and favors.D. combination of modern and traditional methods for managing employees.Question 18 of 205.0/ 5.0 PointsCultural intelligence is also known as cultural:A. accommodation.B. quotient.C. empathy.D. sensitivity.Question 19 of 205.0/ 5.0 PointsWhich of the following is true of the attitude toward work in Mexican culture?A. Work is a sacred duty.B. Group harmony at work is essential to success.C. Workers are primarily focused on the future.D. Leisure time is more important than work.Question 20 of 205.0/ 5.0 PointsWhich of the following is an advantage of organizational culture?A. Long-term commitmentB. Tendency to adopt changes quicklyC. Excessive domestic focusD. Individualityashworth college BZ480 Online Exam 3 latest 2016 mayPart 1 of 1 – 100.0/ 100.0 PointsQuestion 1 of 205.0/ 5.0 PointsWhich of the following is a cultural variable in the communication process?A. LocationB. AttitudeC. TechnologyD. Communication mediumQuestion 2 of 205.0/ 5.0 PointsIn which of the following countries do people typically begin the concessions and agreement stage of negotiation with what they are prepared to accept rather than take extreme positions?A. ChinaB. SwedenC. RussiaD. U.S.Question 3 of 205.0/ 5.0 PointsLarry is a top-level manager at Smart-Tech, an American semiconductor firm. Larry is involved in the negotiation procedures between Smart-Tech and a Saudi Arabian financial group. Larry arrives in Saudi Arabia hoping to quickly conclude the business deal. However, to his surprise the Arabs show no great interest in coming to a decision, despite several rounds of discussion. This type of behavior from the Saudi Arabian financial group is most likely attributed towards its __________ culture.A. high-contextB. monotheisticC. monochronicD. low-contactQuestion 4 of 205.0/ 5.0 PointsWhich of the following is the primary cause of noise in the communication process?A. A lack of cultural empathyB. Ineffective listening skillsC. The technology used in the medium of communicationD. The difference between two individuals’ life spaceQuestion 5 of 205.0/ 5.0 PointsDuring a business meeting in the United States, a relaxed posture is acceptable, but in Europe or Asia such body language would most likely be interpreted as:A. personal space invasion.B. rudeness.C. curiosity.D. reluctance.Question 6 of 205.0/ 5.0 PointsWhich of the following is a part of the rational decision-making process?A. Background check on individuals involved in decision-makingB. Gathering and analyzing relevant dataC. Comparison of competitor productsD. Marketing the respective products or servicesQuestion 7 of 205.0/ 5.0 Points__________ is the process of translating the received symbols into the interpreted message.A. DecodingB. TransmittingC. EncodingD. FragmentingQuestion 8 of 205.0/ 5.0 PointsWhich of the following is true about Japanese negotiators?A. Personal benefit is the ultimate aim of the Japanese negotiators.B. Japanese negotiators are often impulsive and make decisions spontaneously.C. Japanese negotiators are outwardly expressive and take conflicts personally.D. Japanese negotiators are calm and patient, and accustomed to long, detailed negotiating sessions.Question 9 of 205.0/ 5.0 PointsWhich of the following is a true statement reg
arding kinesic behavior?A. Facial expressions have the same meaning across cultures.B. Minor variations in body language are insignificant.C. Hand gestures are universally interpreted.D. The meaning of body movements varies by culture.Question 10 of 205.0/ 5.0 PointsWhich of the following tips is most likely to lead to effective intercultural communication?A. Avoid being culturally sensitive over the Internet, as it might result in discrimination.B. It is always better to use long and descriptive sentences.C. Messages need to be encoded carefully.D. Communication processes should be made quicker by removing feedback systems.Question 11 of 205.0/ 5.0 PointsWhen encoding a message during cross-cultural communication, it is most effective for senders to:A. use idioms and expressions.B. make gestures.C. rely on personal interpretations.D. speak slowly and loudly in their native language.Question 12 of 205.0/ 5.0 PointsJapanese negotiators tend to:A. lack emotional sensitivity.B. be argumentative.C. hide emotions.D. lack commitment to their employers.Question 13 of 205.0/ 5.0 PointsWhich of the following types of decision making is generally used in China, Germany, Turkey, and India?A. ParticipativeB. AutocraticC. TotalitarianD. TheocraticQuestion 14 of 205.0/ 5.0 PointsOne of the primary purposes of relationship building during the negotiation process is to:A. build mutual trust.B. create formal contracts.C. exchange task-related information.D. avoid direct confrontations.Question 15 of 205.0/ 5.0 PointsIn an interview, a British journalist asked a German athlete, “Are you a typical German?” When asked to clarify, the journalist explained that a typical German loved machines, worked hard, and was dependable. This is an example of:A. cultural noise.B. discrimination.C. kinesic behavior.D. stereotyping.Question 16 of 205.0/ 5.0 PointsWhat forms the basis for the enforcement of most business contracts in Mexico and China?A. Legal systemsB. Scientific researchC. Personal commitments to individualsD. International regulationsQuestion 17 of 205.0/ 5.0 PointsLarry is a top-level manager at Smart-Tech, an American semiconductorfirm. Larry is involved in the negotiation procedures between Smart-Techand a Saudi Arabian financial group. Larry has recently arrived in SaudiArabia for the purpose of negotiating the final terms of the contract.Which of the following statements undermines the argument that Larryshould adhere to a strict agenda when negotiating with the Arabs?A. Both Saudi Arabia and the U.S. are low-contact cultures.B. Both Saudi Arabia and the U.S. are high-contact cultures.C. Saudi Arabia is a polychronic culture.D. Saudi Arabia is a monochronic culture.Question 18 of 205.0/ 5.0 PointsJerry, representing a U.S firm, is sent to Saudi Arabia to negotiate his company’s contracts. Which of the following should Jerry keep in mind when negotiating with the Arabs?A. Business should be conducted personally and not via telephone or email.B. Arabs value time, and deadlines are to be kept at all costs.C. Be explicit and express doubts wherever the subject’s feasibility comes into question.D. Get to the point when presenting and negotiating.Question 19 of 205.0/ 5.0 PointsInteraction posture is best defined as the:A. tendency to contradict the beliefs of others.B. understanding and modeling of local proxemics.C. ability to respond to others in a nonjudgmental way.D. capacity to be flexible to promote group communication.Question 20 of 205.0/ 5.0 PointsWhich of the following is a typical characteristic of a Japanese work group?A. Open expression of conflictsB. Decision making based on a patient, long-term perspectiveC. Lack of cooperationD. Lack of mutual confidenceashworth college BZ480 Online Exam 5 latest 2016 mayPart 1 of 2 – 90.0/ 100.0 PointsQuestion 1 of 405.0/ 5.0 PointsWhich of the following is the quickest and cheapest way to develop a global strategy?A. Fully-owned subsidiariesB. Greenfield investmentsC. Strategic alliancesD. AcquisitionsQuestion 2 of 405.0/ 5.0 PointsOffshoring provides the company with access to foreign markets while avoiding:A. relocation of the company to other countries.B. competition between companies in the global market.C. trade risks.D. trade barriers.Question 3 of 405.0/ 5.0 PointsMeryl Software Inc., an American MNC wishing total control of its operations, wants to acquire an existing firm, Graphiti Animations, in Canada. If acquired, Graphiti Animations would be a:A. fully-owned subsidiary.B. holding company.C. greenfield investment.D. shell corporation.Question 4 of 405.0/ 5.0 PointsThe first broad scan of all potential world markets should result in the firm being able to:A. identify the strengths and weaknesses of its competitors.B. eliminate markets with unreasonable entry conditions.C. determine the best sources for raw materials.D. eliminate countries with high cultural risk.Question 5 of 405.0/ 5.0 PointsWhich of the following is a way in which formal institutions affect international competition?A. Decreasing trade restrictionsB. Enforcing organizational lawsC. Enforcing antidumping lawsD. Enforcing strict exit barriersQuestion 6 of 405.0/ 5.0 PointsA(n) __________ analysis determines which areas of a firm’s operations represent strengths or weaknesses (currently or potentially) compared to competitors.A. transactionalB. internalC. structuralD. break-evenQuestion 7 of 405.0/ 5.0 PointsWhich of the following strategies would a non-European company most likely use if it wanted to gain quick entry inside the European community?A. International joint ventureB. Greenfield investmentC. Turnkey operationD. OffshoringQuestion 8 of 405.0/ 5.0 PointsWhich of the following is the most likely result of regulations and restrictions enforced by a firm’s home government that prove to be expensive for the firm’s operations?A. The firm searches for less restrictive operating environments overseasB. The firm responds to customers’ demands more promptlyC. The firm becomes entangled in lengthy litigationD. The firm expands its domestic operationsQuestion 9 of 405.0/ 5.0 PointsWhich of the following is a global risk with regard to strategic entry scanning?A. Economic and fiscal policiesB. CorruptionC. Economic and financial riskD. Trade restrictionsQuestion 10 of 405.0/ 5.0 PointsWhich of the following is the most common reactive reason for a firm to extend its operations overseas?A. Tax incentivesB. Economies of scaleC. Globalization of competitorsD. Resource access and cost savingsQuestion 11 of 405.0/ 5.0 PointsThe primary motive in the contract manufacturing strategy is:A. utilizing inexpensive overseas labor.B. obtaining rights to patented technology.C. sharing managerial expertise.D. sharing financial resources.Question 12 of 400.0/ 5.0 PointsFutura-Core Technologies, an electronics manufacturing firm, has advantages in financial capability and sustainability, but a disadvantage in speed of innovation. It is also at a disadvantage relative to Core-Dynamix Technologies, another electronics manufacturing firm, in important factors such as manufacturing capability and adaptability to market conditions. Which of the following terms best describes Futura-Core’s abilities in comparison to Core-Dynamix?A. Comparative advantageB. Collective bargainingC. Competitive advantageD. Absolute advantageQuestion 13 of 405.0/ 5.0 PointsAt which three levels should firms ideally perform global environmental analysis?A. Product, domestic market, and consumerB. Multinational, regional, and localC. Operational, tactical, and top managementD. Innovation, production, and local distributionQuestion 14 of 405.0/ 5.0 PointsRestrictive trade barriers most likely influence the globalization of businesses by encouraging firms to:A. develop joint ventures with local firms.B. import supplies from foreign vendors.C. expand the exportation of raw materials.D. switch from exporting to overseas manufacturing.Question 15 of 405.0/ 5.0 PointsWhich of the following terms refers to the basic means by which a company competes?A. MissionB. ProcedureC. StrategyD. ProcessQuestion 16 of 405.0/ 5.0 PointsWhich of the following is a national risk with regard to s
trategic entry scanning?A. Energy availability and pricesB. Regional instabilityC. Legal protectionD. Political turmoilQuestion 17 of 405.0/ 5.0 PointsWhich of the following entry strategies is most likely to serve as a short-term strategy and to provide limited income?A. Joint ventureB. Management contractC. OffshoringD. Fully owned subsidiaryQuestion 18 of 405.0/ 5.0 PointsWhich of the following charts the direction of the company and provides a basis for strategic decision making?A. Environmental assessmentB. Corporate structureC. Organizational missionD. SWOT analysisQuestion 19 of 400.0/ 5.0 PointsWhich of the following statements is true of clustering?A. It uses different suppliers and distribution channels for interdependent companies within an industry.B. It helps a firm gain an increase in efficiencies.C. It seldom uses specialized labor.D. It typically increases the costs of production and distribution.Question 20 of 405.0/ 5.0 PointsDue to the high demand for its handmade soaps in Canada, Fragrance Exotica, an Indian Soap manufacturer, has decided to open a new manufacturing unit in Canada, thereby expanding overseas. In this scenario, which of the following reasons prompted Fragrance Exotica to set up a manufacturing unit overseas?A. Trade barriersB. Manufacturer demandsC. Customer demandsD. Tax incentivesPart 2 of 2 – 95.0/ 100.0 PointsQuestion 21 of 405.0/ 5.0 PointsThe degree to which headquarters’ practices and goals are transferable most likely depends on whether:A. top managers are from the head office, the host country, or a third country.B. the organization is product- or service-oriented.C. financial performance reports show a positive trend in growth over the past several years.D. the production system is standardized.Question 22 of 405.0/ 5.0 PointsSedona Inc. is an American firm that manufactures high-quality handbags,duffel bags, and leather belts at its facility in Arizona. Sedona’sproducts have been featured in various fashion magazines, and as aresult, consumer demand has increased significantly. Currently, Sedonais organized as a domestic structure plus export department. Executivesat Sedona believe the firm is ready to internationalize its operations,and they are considering various organizational structures.Which of thefollowing best supports the argument that Sedona should give itssubsidiary managers significant autonomy?A. Praxis Inc., one of Sedona’s domestic competitors, has a flatorganizational structure.B. Sedona is a family-owned business that began as a subsidiary to Aloha enterprises.C. Sedona has recently reorganized into a domestic structure plus foreign subsidiary.D. Sedona conducts a large percentage of domestic sales through thecompany’s website.Question 23 of 405.0/ 5.0 PointsAll of the following are cooperative aspects of strategic alliances EXCEPT:A. creating economies of scale in tangible assets.B. forming upstream–downstream divisions of labor.C. limiting investment risks through shared resources.D. learning new intangible skills from alliance partners.Question 24 of 405.0/ 5.0 PointsWhich of the following forms of organization is particularly appropriate in a dynamic and diverse environment?A. The global functional structureB. The global product structureC. The domestic structure plus export departmentD. The domestic structure plus foreign subsidiaryQuestion 25 of 405.0/ 5.0 PointsIn order to minimize potential problems in alliances, companies should most likely choose partners with:A. competitively sensitive technology.B. complementary products and skills.C. significant control of the target market.D. superior bargaining power in the same industry.Question 26 of 405.0/ 5.0 PointsThe need for knowledge management in IJVs primarily stems from: Answer: BA. employee concerns regarding job security and benefits.B. cultural and system differences between partners.C. local government regulations and restrictions.D. proprietary information legalities.Question 27 of 405.0/ 5.0 PointsWhich of the following types of alliances can be formed between a company and a foreign government?A. International joint ventureB. Equity strategic allianceC. Non-equity strategic allianceD. Global strategic allianceQuestion 28 of 405.0/ 5.0 PointsUsually, smaller firms start their international involvement by:A. exporting.B. divesting.C. entering into a full-blown global joint venture.D. using foreign direct investment.Question 29 of 400.0/ 5.0 PointsBarton & Green is an MNC based in the U.S. that makes a wide range of software development products. Executives at the firm are considering the idea of outsourcing the company’s IT infrastructure. Which of the following questions is the most relevant to Barton & Green’s decision to outsource its IT infrastructure to TMC Enterprises, a firm in India?A. Which type of operating system is primarily used by TMC Enterprises?B. What is the attitude of U.S. consumers about TMC Enterprises?C. What is the financial health of TMC Enterprises?D. Which other firms have outsourced their processes to TMC Enterprises?Question 30 of 405.0/ 5.0 PointsWhich of the following indicates a need for change in organizational design?A. Low turnoverB. A decrease in overseas customer complaintsC. Seamless innovationD. New management with different goals and strategiesQuestion 31 of 405.0/ 5.0 PointsWhich of the following is true with regard to information systems in less-developed countries?A. In less-developed countries, the sources of reliable data for decision making is relatively high in number.B. The accuracy and timeliness of information systems are often less than perfect in less-developed countries.C. In less-developed countries, the sources of reliable data for decision making are easy to locate.D. Government information in less-developed countries is rarely fabricated, so it is considered to be the most reliable source of information for headquarters’ managers.Question 32 of 405.0/ 5.0 PointsWhich of the following is true with regard to direct coordinating mechanisms?A. Expatriates from “headquarters” do not exert control over the foreign affiliate through the expectations of the national and corporate culture of the parent company.B. Even in situations where parent control is considered less important, delegating the control to the local level is ritually avoided.C. Direct coordinating mechanisms that provide the basis for the overall guidance and management of foreign operations include the design of appropriate organizational structures and the use of effective staffing practices.D. Direct coordinating mechanisms do not include staffing practices.Question 33 of 405.0/ 5.0 PointsSoftCorp and TechGig, upcoming software companies in San Diego, have decided to create a new and independent telecommunications company, ST-source. Each parent firm has agreed to have 50 percent equity in the new company. This is an example of a(n):A. e-business.B. subsidiary.C. franchise.D. joint venture.Question 34 of 405.0/ 5.0 PointsIn spite of the potential problems with local partners, many firms rush the process of partner selection because they:A. want to reduce the amount spent on establishing subsidiaries abroadB. want to take advantage of the local partner’s technological innovations.C. mostly aim at increasing the number of equity shares within a short period of time.D. are anxious to get into an attractive market.Question 35 of 405.0/ 5.0 PointsManagers choose the manufacturing location for each product based on where the best combination of cost, quality, and technology can be attained in order to achieve:A. customer loyalty.B. integration.C. segregation.D. rationalization.Question 36 of 405.0/ 5.0 PointsOverlooking cultural differences in cross-border alliances can create a negative impact when target country:A. has similar views on organizational formality.B. and host country equally participate in decision making.C. is technologically superior to the host country.D. has conflicting practices and systems.Question 37 of 405.0/ 5.0 PointsPapillion Inc. is a small American high-technology firm that has been successfully competing in the international business arena from its inception
two years ago. Instead of inte