Strategic Management in a Global Context
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Course Introduction
This course explores the principles and practices of strategic management with a focus on the complexities introduced by a globalized business environment. Students will analyze how multinational organizations develop, implement, and adapt strategies in response to cultural, economic, political, and competitive forces in diverse markets. Topics include global competitive analysis, international market entry strategies, cross-border mergers and acquisitions, global value chain management, and the impact of social and ethical considerations on strategy formulation. Through case studies and practical projects, students will cultivate the analytical and decision-making skills necessary to lead organizations successfully in a rapidly changing global landscape.
Recommended Textbook
International Management 7th Edition by Helen Deresky
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Chapter 1: Assessing the Environment Political, Economic, Legal, Technological
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Sample Questions
Q1) The ________ method of analyzing economic risk attempts to measure statistically a country's ability to honor its debt obligation.
A) quantitative
B) qualitative
C) checklist
D) objective
Answer: A
Q2) Which of the following terms refers to the integration of systems, processes, organizations, value chains, and entire markets using Internet-based technologies?
A) globalization
B) e-business
C) integration
D) geocentrism
Answer: B
Q3) What is the primary difference between expropriation and confiscation?
Answer: Under expropriation, companies receive inadequate compensation for their assets that were seized by the local government.In contrast, confiscation refers to the seizure of assets where no compensation is provided.
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Chapter 2: Managing Interdependence Social Responsibility and Ethics
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Sample Questions
Q1) Which of the following is most likely a benefit to host countries with MNC operations?
A) risk sharing
B) export diversification
C) decrease of local capital
D) creation of assembly-only plants
Answer: B
Q2) Which of the following statements NOT true?
A) Bribery of public officials is prohibited by law in all countries.
B) Bribery is common in parts of Africa and south and east Asia.
C) Bribery occurs to expedite routine transactions and to persuade politicians.
D) Bribery occurs only in less developed countries to supplement low incomes.
Answer: D
Q3) Issues of social responsibility continue to center on all of the following EXCEPT
A) military industrial complexes
B) unequal opportunities
C) consumer concerns
D) employee safety issues
Answer: A
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Chapter 3: Understanding the Role of Culture
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Sample Questions
Q1) An autocratic style of management would be most effective in which of the following?
A) low power distance countries
B) high power distance countries
C) low economic risk countries
D) high performance countries
Answer: B
Q2) What are the characteristics of a universalist culture (such as the United States) vs. a particularist culture (such as China)?
Answer: A universalist culture applies rules and systems objectively, without consideration for individual circumstances.In contrast, a particularist culture gives more weight to relationships and is more subjective.
Q3) Assertiveness, materialism, and a lack of concern for others are considered ________ values by Hofstede.
A) masculine
B) power distance
C) individualistic
D) collectivist
Answer: A
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Page 5
Chapter 4: Communicating Across Cultures
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Q1) Which of the following is most likely a characteristic of low-context cultures?
A) Work and social relationships are inseparable.
B) Individuals base meaning on subtle gestures.
C) Individuals must read between the lines.
D) Feelings are expressed in words.
Q2) Which of the following is recognized as a low-contact culture?
A) Eastern Europeans
B) Arabs
C) South Americans
D) Asians
Q3) Which of the following is NOT one of the reasons that language frequently causes miscommunication during international business situations?
A) being unable to speak a local language
B) translating a local language too literally
C) missing meanings conveyed through body language
D) assuming that others use similar reasoning processes
Q4) In a brief essay, discuss some of the cultural variables that create noise in the communication process between Americans and Arabs.
Q5) How do cultural differences affect the way firms conduct e-commerce?
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Chapter 5: Cross Cultural Negotiation and Decision Making
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Q1) Which of the following is considered a "dirty trick" of cross-cultural negotiations?
A) exhibiting rude behavior
B) deliberately distorting facts
C) asking many difficult questions
D) remaining silent for long periods
Q2) What factors are particularly important to the Chinese during negotiations? ****
Q3) Assume you are with a Japanese firm that has just acquired a U.S. company. You wish to institute a ringi decision process in your new subsidiary. What difficulties might you encounter?
Q4) Which of the following distinguishes Arab negotiators from negotiators from most other countries?
A) Arab negotiators are fluent in numerous languages.
B) Arab negotiators handle confrontations tactfully.
C) Arab negotiators are highly aware of time.
D) Arab negotiators are hired mediators.
Q5) What is projective cognitive similarity? How do successful negotiators avoid projective cognitive similarity?
Q6) What characteristics are unique to Arab negotiators?
Q7) What are the main differences between Japanese and American negotiators?
Page 7
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Chapter 6: Formulating Strategy
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Sample Questions
Q1) When are alliance-based entry modes most appropriate?
Q2) Which of the following best explains why Avon expanded to the international market?
A) increased domestic competition in the door-to-door cosmetic industry
B) increased number of American women in the workforce
C) decreased restrictions on cosmetics in the Chinese market
D) decreased number of qualified sales representatives in the U.S.
Q3) Which of the following is the most preferable source of environmental information for environmental scanning purposes?
A) computer database
B) corporate clipping service
C) market analyst of the firm
D) census data from the government
Q4) Which of the following variables represents a volatile and uncontrollable risk to MNCs that may lead to a loss of ownership in some cases?
A) political instability
B) trade restrictions
C) currency instability
D) global competition
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Chapter 7: Global Alliances and Strategy Implementation
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Sample Questions
Q1) Strategic alliances are also known as ________.
A) competitive strategies
B) cooperative strategies
C) independent strategies
D) virtual strategies
Q2) Which of the following is NOT a characteristic of strategic implementation of the McDonald's corporation?
A) minimizing autonomy
B) hiring locals whenever possible
C) forming paradigm-busting arrangements with suppliers
D) making minor changes to the standard menu based on location
Q3) The Haeir Group achieved rapid global growth by doing all of the following EXCEPT
A) acquiring companies with significant market potential
B) implementing a performance management system
C) entering markets through franchise agreements
D) forming strategic alliances in foreign markets
Q4) Discuss Lei's concerns about the dual nature of strategic alliances. Give examples of firms that have been able to appropriate knowledge from alliances and apply that knowledge to other uses.
Page 9
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Chapter 8: Organization Structure and Control Systems
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Q1) In a brief essay discuss the transnational corporation network structure. How does a TNC network structure affect a local manager's decision-making ability?
Q2) Which of the following is NOT one of proctor & Gamble's Four Pillars?
A) Global Business Units
B) Global Business Services
C) International Technology Units
D) Market Development Organizations
Q3) Company XYZ is a small firm with a highly centralized system and a narrow spectrum of customers. It most likely has a ________ structure.
A) global geographic
B) global product
C) global functional
D) global cultural
Q4) What determines which decisions in the organization are centralized, and which are decentralized?
Q5) Describe the structural evolution presented by Stopford. Does every firm need to follow the structural evolution proposed by Stopford? Why or why not?
Q6) What is the relationship between globalization and rationalization?
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Chapter 9: Staffing Training and Compensation for Global Operations
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Q1) Explain the balance sheet approach.
Q2) Which of the following methods is used by Colgate-Palmolive to prepare junior employees for top-level global management positions?
A) on-the-job training
B) role playing opportunities
C) regular language training
D) mentoring techniques
Q3) Which of the following is NOT one of the reasons that most MNCs shift from an ethnocentric to a polycentric or regiocentric staffing approach?
A) Staffing with expatriates is costly to MNCs.
B) Local governments pressure MNCs to hire locals.
C) Technical competence among local managers has improved.
D) Using local managers enables MNCs to maintain tight strategic control.
Q4) Briefly define the ethnocentric, polycentric, regiocentric, and global staffing approaches. Which do you consider the best method? Why?
Q5) What HRM policy changes are being made by many Japanese firms?
Q6) What is the relationship between strategy, structure, and staffing?
Q7) What are common causes of expatriate failure?
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Chapter 10: Developing a Global Management Cadre
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Q1) Which of the following is more likely to be learned during an overseas assignment than during a home-country assignment?
A) acquisition of high-level technical skills
B) management of information systems
C) management of office politics
D) tolerance for ambiguity
Q2) According to research done by Black and Gregersen, which of the following was NOT a practice used by companies that reported high degrees of job satisfaction and strong performance?
A) They assign overseas posts to managers with both technical skills and cross-cultural abilities.
B) They focus on knowledge creation and global leadership development.
C) They end expatriate assignments with a deliberate repatriation process.
D) They provide full-time overseas positions for managers' spouses.
Q3) ________ most likely eases the expatriate's adjustment to the host country.
A) Fair compensation
B) Headquarters support
C) Spousal career training
D) Headquarters orientation
Q4) What are the long-term consequences of an ineffective repatriation program?
Page 12
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Chapter 11: Motivating and Leading
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Q1) Which of the following cultures views the terms leader and manager negatively?
A) Arabs
B) Dutch
C) Mexicans
D) Iranians
Q2) What are the various roles that managers on international assignments have to juggle in order to maximize their leadership effectiveness?
Q3) With regards to Maslow's hierarchy of needs, how do Western and Eastern cultures differ in their views of what needs are most important?
Q4) The degree of general importance that working has in the life of an individual is called ________.
A) intrinsic motivation
B) extrinsic motivation
C) need paradigm
D) work centrality
Q5) Briefly describe the benefits of each of the four "T's" as proposed by Morrison, Gregersen, and Black. Which one is considered most important?
Q6) What should global managers do when implementing work teams in Mexico?
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