Deck 4: IHRM in Cross-Border Mergers Acquisitions, International Alliances and SMES

Question 1

At this stage of a M&A, HR compatibility and cultural issues are identified and assessed.

A) pre-M&A
B) due diligence
C) integration planning
D) implementation

Answer 1

B

Question 2

By definition, the number of people that work for a small enterprise is

A) < 20
B) < 50
C) < 100
D) < 250

Answer 2

B

Question 3

What is the number one barrier to international market access for an SME?

A) shortage of working capital to finance exports
B) lack of managerial time to deal with internationalization
C) inadequate quantity of and/or untrained personnel for internationalization
D) inflexible corporate culture

Answer 3

A

Question 4

In the USA _____ of total employment is with organizations with fewer than 20 employees.

A) under 20%
B) 50%
C) 60%
D) over 80%

Question 5

At this stage of a M&A, HR ensures capture of synergies with incentives and manages ongoing cultural change.

A) pre-M&A
B) due diligence
C) integration planning
D) implementation

Question 6

Most successful international SME HR strategies have involved

A) outsourcing HRM
B) sharing IHRM with larger MNEs
C) both of the above
D) in-house reduced staff HRM

Question 7

At this stage of a M&A, a staffing plan and culturally sensitive communication strategies are developed.

A) pre-M&A
B) due diligence
C) integration planning
D) implementation

Question 8

In this role during IJV formation, an HR manager should identify talent for executing IJV strategies.

A) partnership
B) change facilitator and strategy implementer
C) innovator
D) collaborator

Question 9

By definition, the number of people that work for a medium-sized enterprise is

A) < 20
B) < 50
C) < 100
D) < 250

Question 10

In this stage of a M&A, the M&A steering team is formed and educated on people issues.

A) pre-M&A
B) due diligence
C) integration planning
D) implementation

Question 11

The compatibility between the IJV partners is most important when it comes to

A) formation of the IJV
B) mutual learning opportunities
C) development and implementation
D) advancement of IJV

Question 12

Which of these skills is important for expatriate success in the acquired firm of an acquisition?

A) language skills
B) intercultural competence
C) industry experience
D) all of the above

Question 13

Which of the following is NOT a conceptual tool for strategic HRM in M&As?

A) resources
B) environments
C) processes
D) values

Question 14

Which of these is NOT a top ten barrier for SMEs internationalizing their operations?

A) shortage of working capital to finance exports
B) lack of managerial time to deal with internationalization
C) inadequate quantity of and/or untrained personnel for internationalization
D) inflexible corporate culture

Question 15

In which of these economies do SMEs form more than 99% of the enterpises?

A) European Economic Area
B) Asia-Pacific Region
C) USA
D) Southern Common Market

Question 16

Training and development is most extensive for MNEs from

A) Germany
B) Japan
C) UK
D) USA

Question 17

During an IJV, Kabst calls the key management positions the parent firms compete for

A) functional gatekeepers
B) strategy implementers
C) innovators
D) collaborators

Question 18

In this role during IJV formation, an HR manager should take the needs of all stakeholders into account.

A) partnership
B) change facilitator and strategy implementer
C) innovator
D) collaborator

Question 19

Performance-related pay is more popular in the USA than in

A) Japan
B) Germany
C) both Japan and Germany
D) none of the above

Question 20

In this role during IJV formation, an HR manager should conceptualize and implement new strategies involving trust-based communication and co-operation with relevant partners.

A) partnership
B) change facilitator and strategy implementer
C) innovator
D) collaborator