Deck 3: The Organizational Context

Question 1

Based on their view of a MNE as a network, Gupta and Govindarajan give the highest importance to

A) capital
B) products
C) services
D) knowledge flows

Answer 1

D

Question 2

Cultures where work is based on more integrated personal social relationships may value

A) balance of intrinsic and extrinsic rewards
B) more intrinsic rewards
C) more extrinsic rewards
D) less explicit rewards

Answer 2

A

Question 3

An MNE that has adopted the _____ organization structure is characterized by an interdependence of resources and responsibilities across all business units regardless of national boundaries.

A) matrix
B) mixed structure
C) heterarchy
D) transnational

Answer 3

D

Question 4

The top management's role in a heterarchy is

A) monitor and control
B) resource allocator
C) catalyst and architect
D) cheerleader

Question 5

MNEs which are international from their inception are

A) networked
B) matrix
C) heterarchy
D) born globals

Question 6

Subsidiaries characterized as ______ provide significant knowledge for other units and have gained importance as MNEs move towards the transnational model.

A) local innovator
B) global innovator
C) implementer
D) integrated player

Question 7

HRM should be locally responsive to respect local ____ regarding HRM and work practices.

A) cultural values
B) government policies
C) education systems
D) all of the above

Question 8

MNE corporate control mechanism is based on network of personal relationships

A) corporate culture
B) social capital
C) indirect control
D) direct control

Question 9

As an enterprise starts to go international, what kind of employees tend to be the first to oversee the successful implementation of appropriate work practices?

A) local staff
B) PCNs
C) HCNs
D) TCNs

Question 10

The opposite of the reverse diffusion institutional effect on a MNE is the

A) home-country effect
B) host-country effect
C) country-of-origin effect
D) local responsiveness effect

Question 11

In which of these settings are employees more likely to resist wearing company-branded clothing?

A) HCNs in a Japanese plant in the USA
B) Chinese in a Japanese plant in Taiwan
C) Chinese in a Japanese plant in Japan
D) PCNs working for USA company abroad

Question 12

Which of these is probably the most culture-bound resource of an MNE in an international context?

A) money
B) inventory
C) know-how
D) people

Question 13

The aim of global standardization of HRM practices is to achieve _______ of a geographically dispersed workforce around common principals and objectives.

A) consistency
B) transparency
C) alignment
D) all of the above

Question 14

An MNE where resources and responsibilities are shared across national boundaries

A) transnational
B) heterarchy
C) networked
D) matrix

Question 15

When the host country influences practices at headquarters

A) reverse diffusion
B) host-country effect
C) home-country effect
D) parent-country effect

Question 16

Which of these does NOT drive global standardization?

A) firm size
B) corporate culture
C) cultural environment
D) strategy and structure

Question 17

The exact balance of a firm's HRM standardization-localization choice is based on

A) strategy and structure
B) firm size
C) maturity
D) all of the above

Question 18

Which of these does NOT drive the localization of HRM in MNEs?

A) corporate culture
B) institutional environment
C) firm size
D) firm maturity

Question 19

When institutions affect the shape of an MNE's headquarters

A) country-of-origin effect
B) host-country effect
C) home-country effect
D) none of these

Question 20

Subsidiaries with the _____ role engage in the creation of relevant country/region-specific knowledge in all key functional areas because they have complete responsibility.

A) local innovator
B) global innovator
C) implementer
D) integrated player