Question 1

On a multicultural team, a Korean team member's deference toward higher status members may be interpreted by Australians on the team as signaling decisiveness and competence.

Accepted Answer

In Korean culture, deference toward higher status members is a sign of respect and acknowledgment of hierarchical structures, whereas Australians might interpret such behavior as lack of confidence or assertiveness, rather than decisiveness and competence.

Question 2

An example of a multinational partnership ending for culturally based reasons would be when managers of the partnering firms are unable to bridge their differences about how to run the partnership and how to interact with each other.

Accepted Answer

Cultural differences can significantly impact how business is conducted and how relationships are managed. When managers from different cultural backgrounds are unable to reconcile their differing approaches to business operations, communication, and decision-making, it can lead to misunderstandings, conflicts, and ultimately the dissolution of a multinational partnership.

Question 3

Describe the differences between how multicultural team members from individualistic and collectivistic cultures perceive group goals.

Accepted Answer

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Question 4

Explain the difference between the management approach of adaptation and structural intervention. When might be the best situation to use each?

Accepted Answer

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Question 5

List two typical types of teams found in most organizations and the primary purpose of each.

Accepted Answer

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Question 6

Adaptation involves modifying the attitudes, processes, and practices found in a team without disturbing the makeup of the members or altering the assignment being tackled.

Accepted Answer

Adaptation in a team context involves adjusting behaviors, methods, and procedures to improve performance or outcomes without changing the team's composition or the project's objectives.

Question 7

List three typical negative consequences for the common team problem of multicultural teams with different views about hierarchy.

Accepted Answer

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Question 8

A joint venture is a partnership involving shared ownership that is not set up as a single legal entity.

Accepted Answer

A joint venture is a partnership, which is a type of shared ownership, and it is not set up as a single legal entity.

Question 9

Explain the difference between explicit communication styles for team members from low-context cultures and implicit communication styles for team members from high-context cultures.

Accepted Answer

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Question 10

Explicit versus implicit communication styles, language fluency problems, and different views about hierarchy are all ways in which culturally driven barriers can hinder multicultural teams.

Accepted Answer

These factors contribute to misunderstandings and inefficiencies in multicultural teams by affecting how team members interpret messages, interact, and respect authority, thus highlighting the importance of cultural awareness in global teamwork.

Question 11

What are the four specific areas in which culturally driven barriers can hinder multicultural teams?

Accepted Answer

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Question 12

Explain the difference between the management approach of management intervention and exit. When might be the best situation to use each?

Accepted Answer

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Question 13

Structural intervention with multicultural teams is recommended when there are logical ways to subdivide the team's work.

Accepted Answer

Structural intervention is recommended when there are logical ways to subdivide the team's work because it allows for the organization of work in a manner that can accommodate and leverage the diverse perspectives and skills of a multicultural team, leading to more effective collaboration and outcomes.

Question 14

Collectivistic Japanese and Koreans on multicultural teams tend to be willing to spend more time making decisions to solicit input from all team members, thereby preserving solidarity and cohesiveness.

Accepted Answer

In collectivistic cultures like those of Japan and Korea, there is a strong emphasis on group harmony and consensus. This leads to a preference for making decisions in a manner that includes the input of all team members, ensuring that the group remains cohesive and unified.

Question 15

The typical sequence of stages companies go through in international development is Export, Sales Subsidiary, International Division, and finally Multinational.

Accepted Answer

The typical sequence of stages companies go through in international development is often Export, International Division, and then Multinational or Global operations. A Sales Subsidiary can be part of these stages but is not typically highlighted as a separate, distinct stage in the standard model of internationalization.

Question 16

Multinational partnerships may end because the partnering firms run into financial trouble or the firms find better partners that will bring in more business and greater revenue.

Accepted Answer

Multinational partnerships can end for various reasons, including financial difficulties faced by one or more of the partners or the opportunity for a firm to partner with another company that promises more business and higher revenues.

Question 17

When thinking about an international partnership, management needs to consider whether a partnership makes sense in the first place by identifying when, where, and why to form a partnership.

Accepted Answer

Management must evaluate the strategic rationale behind forming an international partnership, including timing, location, and objectives, to ensure it aligns with the company's goals and market opportunities.

Question 18

The sequence of steps for creating a joint venture are to choose the best partner, evaluate the rationale, negotiate terms, and then implement and manage the joint venture.

Accepted Answer

The correct sequence typically starts with evaluating the rationale, then choosing the best partner, negotiating terms, and finally implementing and managing the joint venture.

Question 19

Production, research and development, financial, and marketing alliances differ from joint ventures in that they are more formal and make market entry more difficult.

Accepted Answer

Alliances, including production, research and development, financial, and marketing alliances, are generally less formal than joint ventures and can make market entry easier by pooling resources and expertise without the need for creating a separate entity, which is a characteristic of joint ventures.

Question 20

Cultural differences can dramatically complicate the effectiveness of multicultural teams and often result in less creative problem solving.

Accepted Answer

Cultural differences in multicultural teams can actually enhance creativity and problem-solving by bringing diverse perspectives and approaches, although they may initially pose challenges in communication and coordination.

Quiz 8: Managing Multicultural Teams and International Partnerships