Question 1

In adapting corporate cultures to national culture influences, international firms must take account of two key influences: societal competitiveness and shareholder-stakeholder orientations

Accepted Answer

International firms must consider societal competitiveness, which reflects how societies compete on a global scale, and shareholder-stakeholder orientations, which indicate whether a society prioritizes shareholder wealth maximization or broader stakeholder interests. These factors significantly influence how corporate cultures adapt to national cultures.

Question 2

Internationalization causes firms to rethink their supply chain activities and reevaluate their manufacturing, supplier and distribution systems

Accepted Answer

Internationalization often requires firms to adapt to new markets, regulations, and consumer preferences, leading to a reevaluation and potential restructuring of supply chain activities, including manufacturing processes, supplier relationships, and distribution systems to optimize efficiency, cost, and market responsiveness.

Question 3

The ability to learn and to adjust to new situations and experiences is perhaps the major characteristic of global corporate leaders

Accepted Answer

The ability to learn and adapt to new situations and experiences is crucial for global corporate leaders due to the dynamic and diverse nature of global markets, which require continuous learning and flexibility.

Question 4

Global leaders are born, not made

Accepted Answer

Leadership skills can be developed through experience, education, and training, indicating that leaders can indeed be made, not just born.

Question 5

Competitive corporate cultures are likely when societies have democracies, market-forces-based economies and fluid social class systems

Accepted Answer

Competitive corporate cultures often emerge in environments where there are democracies, market-forces-based economies, and fluid social class systems because these conditions foster competition, innovation, and merit-based advancement, which are key elements of a competitive corporate culture.

Question 6

The ability to impose their personalities and authority on subordinates, and getting the job done despite all that stands in their way is a prominent characteristic of global leaders

Accepted Answer

The answer of The ability to impose their personalities and...

Question 7

Corporate culture is a patterned way of thinking that defines relationships, facilitates communication and orients employee behaviors towards corporate goals

Accepted Answer

Corporate culture encompasses the beliefs, behaviors, values, and symbols that the members of an organization share and use on a daily basis, guiding how they interact with each other and with stakeholders outside the organization, thus influencing their actions towards achieving corporate objectives.

Question 8

Companies at early stages of internationalization tend to adapt all aspects of corporate culture to national cultural characteristics

Accepted Answer

Companies at early stages of internationalization often maintain their existing corporate culture and may adapt only selectively to national cultural characteristics, focusing more on market entry and operational aspects rather than a full adaptation of corporate culture.

Question 9

Global managers instinctively know how to manage global-local tradeoffs and recognize what their organizations are capable of doing

Accepted Answer

Global managers are expected to have a deep understanding of the global-local tradeoffs and the capabilities of their organizations.

Question 10

International travel, global team experiences, cross-cultural training and overseas assignments are suitable ways to develop global leaders

Accepted Answer

These methods expose individuals to diverse cultures, perspectives, and business practices, enhancing their ability to lead effectively in a global context.

Question 11

Corporate cultures in highly capitalist systems tend to be stakeholder-oriented

Accepted Answer

Corporate cultures in highly capitalist systems tend to be more shareholder-oriented, focusing on maximizing shareholder value rather than prioritizing the broader interests of all stakeholders (which would include employees, customers, suppliers, and the community).

Question 12

Companies have but two options in taking corporate cultures abroad: extend the home market culture or 'go native' and localize to the fullest extent

Accepted Answer

Companies have more nuanced strategies for taking corporate cultures abroad, including a blend of extending home market culture and localizing, as well as adopting a global standard that may not fully align with either.

Question 13

In going international, companies generally add to their corporate hierarchies to cope with the complexities of the global marketplace

Accepted Answer

The answer of In going international, companies generally add to...

Question 14

Firms going international will always focus on those activities that have made their home market reputations

Accepted Answer

Firms going international often adapt their strategies, products, and services to meet local market demands, regulations, and competitive landscapes, which may differ from their home market strategies.

Question 15

Competitive corporate cultures are likely when societies have static political systems, sheltered economies and hereditary-based social class systems

Accepted Answer

Competitive corporate cultures are more likely to emerge in dynamic environments where there is political stability, open economies, and social mobility, which encourage competition and innovation. Static political systems, sheltered economies, and hereditary-based social class systems tend to support hierarchical and rigid corporate cultures.

Question 16

Sound judgment, emotional maturity and the ability to see and act on emerging trends seem to be universal characteristics of CEOs

Accepted Answer

These characteristics are commonly observed among successful CEOs as they are essential for making strategic decisions, managing complex organizations, and navigating the rapidly changing business environment.

Question 17

Corporate culture includes authority structures, information flows, organizational structures but excludes organizational formality/informality, competitive/cooperative behaviors and gender-related attitudes

Accepted Answer

Corporate culture encompasses all aspects of an organization's environment, including authority structures, information flows, organizational structures, organizational formality/informality, competitive/cooperative behaviors, and gender-related attitudes.

Question 18

Global managers are in plentiful supply

Accepted Answer

Global managers, who possess the skills to operate effectively across different cultures and economic environments, are in high demand but relatively scarce. This scarcity is due to the unique combination of skills required, including cultural sensitivity, adaptability, and the ability to manage diverse teams across geographical boundaries.

Question 19

Global leaders are part born, part made

Accepted Answer

Leadership qualities can be inherent, but effective leadership skills are often developed through experience, education, and training.

Question 20

Companies at early stages of internationalization tend to export home market cultures into foreign markets

Accepted Answer

Early-stage internationalizing companies often export their home market cultures into foreign markets due to their lack of local market knowledge and the tendency to replicate their domestic strategies abroad.

Quiz 7: Internationalization and Globalization Processes