Which of the following is the fifth c that implicates actions for non-hr (human resource) managers?

In the context of strategizing, structuring, and learning around the world, an implication for savvy managers will be to:

develop learning and innovative capabilities to leverage multinational presence as an asset.

When a geocentric approach in staffing is adopted, _____.

the nationality of the employees is disregarded.

In the context of staffing approaches, a multinational enterprise (MNE) pursuing a localization strategy:

hires host–country nationals to head subsidiaries.

In the context of knowledge management, which of the following is true of multinational enterprises (MNEs) adopting a home replication strategy?

Knowledge is developed at the center and transferred to subsidiaries.

Expatriates acting as ambassadors:

represent the interests of the subsidiaries when interacting with headquarters.

Asset Sports, a sports equipment manufacturing company based in India, specializes in cricket equipment. It establishes a new manufacturing plant in Brazil that specializes in soccer equipment. Based on the integration–responsiveness framework, the strategy adopted by Asset Sports is called a(n) _____.

_____ are nonnative employees who work and reside in a foreign country.

From a resource–based standpoint, a fundamental basis for competitive advantage is innovation–based firm heterogeneity. _____ virtually guarantees that there will be persistent heterogeneity in the solutions generated.

Decentralized R&D work performed by different teams around the world

T/F: Transnational strategy aims to capture the best of both worlds by endeavoring to be both cost efficient and locally responsive.

Which of the following is an advantage of adopting a home replication strategy?

It is relatively easy to implement.

To avoid expatriate failure, which of the following is true of the firms using only individual dimensions to select expatriates?

They prefer employees with strong technical abilities and cross–cultural adaptability.

_____ refers to longer–term, broader preparation to improve managerial skills for a better career.

In multinational enterprises (MNEs), third–country nationals:

come from neither the parent country nor the host country.

Which of the following statements is true of a global product division structure?

It is highly responsive to cost reduction pressures.

_____ refers to human resource management (HRM) activities associated with hiring employees and filling positions.

T/F: From a resource–based standpoint, a fundamental basis for competitive advantage is innovation–based firm homogeneity.

Allied Food Inc. is a food and beverage manufacturing company in Bordania. While staffing its top positions in its headquarters and in its foreign subsidiaries, it focuses only on finding suitable people to fill the positions. The nationality of the applicants is not considered important. In this case, which of the following staffing approaches has Allied Food Inc. adopted?

T/F: Formally, organizational charts specify the scope of responsibilities for various parties.

T/F: Tacit knowledge is non–codifiable, and its acquisition and transfer require hands–on practice.

T/F: The balance sheet approach refers to a compensation approach that balances the cost–of–living differences based on parent–country levels and adds a financial inducement to make the package attractive.

Zipsoft Inc., a technological firm in Belwick, is planning to establish subsidiaries in Arcadia and Platinia. A major problem is that Arcadia is a union stronghold. To tackle the union stronghold, which of the following would be in the best interest of the company if it establishes a subsidiary in Arcadia?

Relying on an experienced employee from Arcadia

Which of the following statements is true of a geographic area structure?

It encourages the fragmentation of the multinational enterprises into fiefdoms.

T/F: Nowadays, it has become necessary to pay extra compensation to attract higher–caliber and more senior expatriates.

Altonland Inc., a pharmaceutical company based in the United States, generally appoints a U.S. national as the head of its foreign subsidiaries for the first few years after a subsidiary is established. The company has been following this practice from the time it started its overseas operations. The given scenario illustrates:

the informal rules of the game.

Austin is an employee of Zade Corp. in Ethiona. He worked in Zade's subsidiary in Lumeria for over four years and returned to Ethiona. Upon his return, he assumed a new position as a project manager at Zade. In this scenario, Austin is a(n) _____.

The two sets of pressures that multinational enterprises (MNEs) confront are _____.

cost reduction and local responsiveness

Training and development programs for expatriates who are assigned to work for a short period in a foreign country should ideally:

involve survival–level language training.

Which of the following is a leading problem with the international division organizational structure?

It does not give sufficient voice to foreign subsidiary managers relative to the heads of domestic divisions.

Which of the following is an effect of adopting a local responsiveness strategy?

Costs of products and services are increased.

A(n) _____ emphasizes the norms and practices of the parent company (and the parent country of the MNE) by relying on parent–country nationals (PCNs).

T/F: Formal structures are easier to observe and imitate than informal structures.

_____ is leaving one’s home country to work in another country.

Companies following a localization strategy differ from companies following a home replication strategy in that the companies following a localization strategy:

develop and retain knowledge within each subsidiary.

Jane is an experienced analyst at a data analytics company based in Bulimia. She is traveling to their subsidiary unit at Sparanthea to explain the use of the latest data analytics tools to the newly recruited data analysts. In this scenario, Jane is an expatriate acting as a(n) _____.

T/F: Every country has formal rules that are embodied in cultures, norms, and values governing the do's and don'ts of human resource management.

Which of the following is true of a localization strategy?

It is effective when pressures for cost reductions are low.

In the context of knowledge management, which of the following is true of multinational enterprises (MNEs) adopting a localization strategy?

Knowledge is developed and retained within each subsidiary.

Which of the following is a disadvantage of a global product division structure?

It results in the suffering of local responsiveness.

Widget Corp., a technological firm based in the U.S., mainly relies on staffing its employees from the U.S. for its operations. It adopts the same approach in staffing the top positions of its foreign subsidiaries as they have perfect understanding of the norms and cultures of the parent company. In this case, Widget Corp. follows a(n) _____ in staffing.

TrinkCan Inc., a soft drink company in Wales, establishes new branches in England, Australia, and the United States. To minimize its costs, the company uses similar packaging, distribution, and promotion across all the countries. According to the integration–responsiveness framework, which of the following strategies is used by TrinkCan?

Global standardization strategy

Unlike a transnational strategy, a global standardization strategy involves:

the development and retention of knowledge at the center and key locations.

Which of the following is true of expatriate failure?

A combination of work–related and family–related problems leads to expatriate failure.

T/F: The global standardization strategy maximizes local responsiveness.

In the context of knowledge management, which of the following is true of multinational enterprises (MNEs) adopting a localization strategy?

Knowledge is developed and retained within each subsidiary.

Which of the following statements is true of multinational enterprises' (MNEs') strategic postures and staffing approaches?

MNEs pursuing a global standardization strategy often require a geocentric approach.

T/F: To be more effective and supportive of labor causes, labor unions should move operations around the world.

Burger Mart, a fast food franchise in the U.S. is famous for its unique recipes that are a combination of a variety of spices. Their products are very popular in the U.S. They open a new outlet in Germany. They do not change their menu or their recipes as their menu and products are already popular in the U.S. Based on the integration–responsiveness framework, the strategy used by Burger Mart is a(n) _____.

home replication strategy

_____ can be defined as the structures, processes, and systems that actively develop, leverage, and transfer knowledge.

T/F: A hallmark of transnational multinational enterprises is a high degree of interdependence and extensive and bi–directional flows of knowledge.

T/F: In the context of performance appraisals, evaluation of host–country nationals by expatriates is isolated from cultural differences.

John lives in the country of Lucitonia. He has been employed with Rues and West Inc., a capital goods manufacturing company based in Lucitonia, for more than 15 years. He is currently on an assignment to his company's subsidiary at Aquardica. He is representing the interests of Rue and West's headquarters to suggest changes in the management of the subsidiary at Aquardica. Given this information, John is an expatriate acting as a _____.

Which of the following is the fifth C that implicates actions for non–HR (human resource) managers?

In the context of knowledge management, which of the following is true of multinational enterprises (MNEs) adopting a global standardization strategy?

Knowledge is mostly developed and retained at the center and key locations.

_____ is specific preparation to do a particular job.

Which of the following is a disadvantage of adopting a home replication strategy?

It often lacks local responsiveness.

T/F: Global product division structure, which is the opposite of the geographic area structure, supports the transnational strategy.

Multinational enterprises that engage in a _____ strategy promote global learning and diffusion of innovations in multiple ways.

Multinational enterprises appoint home–country nationals as the head of a foreign subsidiary because the home–country nationals:

have an understanding of the informal workings of multinational enterprises.

T/F: 'Be curious' is one of the four Cs developed by Susan Meisinger for savvy managers.

T/F: Managers need to actively develop learning and innovation capabilities to leverage multinational presence.

Which of the following is a disadvantage of adopting a global standardization strategy?

It sacrifices local responsiveness.

The global matrix structure supports the goal of the transnational strategy, but in practice it is often difficult to deliver because:

managers have to deal with two bosses who are often in conflict.

Which of the following is true of performance appraisal meetings conducted by western multinational enterprises (MNEs) in high power distance countries?

These meetings are not of much help as employees themselves do not place a lot of importance on self–expression.

_____ means reacting to different consumer preferences and host–country demands.

To avoid expatriate failure, which of the following is true of the firms that use situation dimensions to select expatriates?

They prefer employees with some command of the local language.

Which of the following best illustrates the effect of formal institutions on human resource management?

Red Inc., a company based in the country of Nebulia, faces legal hurdles when hiring part time workers for one of its foreign subsidiaries.

Ziff Corp, a publishing firm based in the U.S., has its subsidiary in Italy. The company focuses on the norms and practices of Italy. It even hires Italian nationals for managerial positions. In this case, Ziff Corp is following a(n) _____ in staffing.

T/F: A perceived lack of talent among parent–country nationals (PCNs) often necessitates an ethnocentric approach.

According to a polycentric approach in staffing, host–country nationals (HCNs):

who are in top positions send morale–boosting signals to others

Widget Corp., a manufacturing firm in Lithuania, exports its manufactured tools to Wales. To protect its domestic firms, the Government of Wales imposes a 20 percent tax on the tools imported from Widget Corp. Therefore, Widget Corp. is subject to:

formal institutional frameworks erected by the host–country government.

Which of the following statements is true of the going rate approach of compensating expatriates?

It differs for the same position around the world.

In the context of organizational cultures, which of the following is true of a wolf culture?

It centers on relentless pursuit with highly motivated employees working overtime.

T/F: A repatriate is a manager who returns to his or her home country to stay after working abroad for a length of time.

T/F: In multinational enterprises, host–country nationals (HCNs) are generally referred to as expats.

In the context of repatriation, which of the following is true of a psychological contract?

It is an informal understanding and can be easily violated.

Frolik Foods Inc., a fast food franchise in the United States, opens a new outlet in Germany. The franchise develops recipes in the U.S. and then transfers them to its outlets in Germany. Which of the following strategies is being used by Frolik Foods?

Home replication strategy