Question 1

Despite the differences that exist among transnational organizations,there is one optimal approach to managing innovation in these firms.

Accepted Answer

While the textbook chapter discusses three generic approaches that MNEs could employ with respect to their efforts to manage innovation,it must be emphasized that there is no one right way of managing the innovation process in an MNE because each company has its own unique administrative heritage that it cannot and should not disavow.

Question 2

An MNE's ability to develop and slowly diffuse innovations around the world is vital,and in this challenge overseas operations need to take on important new responsibilities.

Accepted Answer

While the second part of the statement is true,it is an MNE's ability to develop and rapidly not slowly diffuse innovations around the world that is vital.

Question 3

The most effective way to exploit the knowledge within an organization depends on the complexity of the technology itself and the understanding of the focal market.

Accepted Answer

The effectiveness of exploiting knowledge within an organization can vary depending on the complexity of the technology being used and the understanding of the market it is targeting. Therefore, the statement is true.

Question 4

A local-for-local approach to innovation is not compatible with cross-functional integration within national operations.

Accepted Answer

In fact,the local innovativeness of decentralized federation organizations is enhanced because of strong cross-functional integration that typically exists within each national operation.

Question 5

Emerging strategic demands make organizational models based on interdependence the most appropriate form for headquarter-subsidiary relationships.

Accepted Answer

(Emerging strategic demands make: (a) organizational models based on interdependence the most appropriate form for headquarter-subsidiary relationships; and, (b) organizational models based on simple inter-unit independence or dependence inappropriate.Independent units risk being targetted by competitors whose coordinated global approach gives them the following two advantages: (i) the ability to integrate scale-efficient operations and; (ii) the opportunity to cross-subsidize losses from one market with funds generated by profitable operations in other markets.Dependent units run the risk of being unable to respond effectively to strong national competitors or to sense potentially important local market or technical intelligence).

Question 6

Locally leveraged innovation involves ensuring that the special resources and capabilities of each national subsidiary are available only to that local entity.

Accepted Answer

Locally leveraged innovation involves ensuring that the special resources and capabilities of each national subsidiary are available not only to that local entity but also to other MNE units worldwide

Question 7

Which of the following does not enhance the efficiency of a local-for-local innovation process?

Accepted Answer

Given that organizational assets and resources are typically dispersed,assigning competent headquarter managers to lead development projects within the subsidiary can detract from the efficiency of a local-for-local innovation process.Instead,the efficiency of local-for-local innovation is enhanced by empowering local managers to manage local development,manufacturing and other functional tasks related to the innovation process.

Question 8

Frank is director of technology in an MNE in which most of the R&D activities are performed in the parent company's home country,but then,foreign subsidiaries are responsible for introducing the resulting innovations to their local customers.The innovation process adopted by Frank's MNE is:

Accepted Answer

In the center-for-global innovation model,new opportunities are sensed in the home country the centralized resources and capabilities of the parent company are brought in to create the new product or process,usually in the main R&D center and implementation involves driving the innovation through subsidiaries whose role is to introduce the innovation to their local market.

Question 9

Company X is operating in a fast-changing,knowledge-intensive industry.The most feasible structure for its innovative processes is therefore central-to-global because that allows for a high degree of corporate control.

Accepted Answer

"Even the best-managed central and local innovation processes were rarely sufficient,particularly for companies in fast-changing,knowledge-intensive industries like electronics,biotechnology,and communications.These MNEs required an entirely different set of skills to master what we will call transnational innovation capability."

Question 10

The greatest risk facing center-for-global innovation is market insensitivity.

Accepted Answer

In fact,the companies that are most successful at center-for-global innovation strive to ensure that all functional tasks associated with center-for-global innovation are linked to market needs.The development of this important capability has positioned these firms to develop products and processes that are in local demand within the markets of foreign subsidiaries.

Question 11

The two main prerequisites for local innovation are the dispersal of organizational assets and resources and a concentration of authority.

Accepted Answer

The first half is correct,the second is not: "Perhaps the most important factor supporting local innovation is the dispersal of the organizational assets and resources and the delegation of authority that must accompany it."

Question 12

The innovation process described as local-for-local implies the decentralization of R&D activities in multiple countries.

Accepted Answer

Local-for-local innovation relies on subsidiary-based knowledge development.Responding to perceived local opportunities,subsidiaries use their own resources and capabilities to create innovative responses that are then implemented in the local market.

Question 13

The development of transnational innovation requires that the roles performed by organizational units worldwide are essentially uniform,and that the headquarters manages all of its subsidiaries in the same manner.

Accepted Answer

(Instead of managing all businesses, functions and subsidiaries uniformly, the companies that are the most successful in developing transnational innovations systematically: (i) differentiate the tasks and responsibilities assigned to each business, function or subsidiary; and, (ii) search for subtle mechanisms to coordinate the differentiated and interdependent organizational units into sharing a vision of the company's strategic tasks).

Question 14

In transnational companies like Unilever,products,functions,and geographic regions are coordinated in a differentiated manner,accounting for the respective demands for integration and responsiveness.

Accepted Answer

"Unilever has thus moved in sequence from a symmetrical organization managed through a uniformly decentralized federation to a much more differentiated one: differentiating first by product,then by function,and finally by geography.

Question 15

To make central innovation effective,the purpose of building multiple linkages between headquarters and subsidiaries is to exercise better control over those operations.

Accepted Answer

Two important problems facing a company with highly centralized operations are that: i those at the center may not understand market needs and,ii those in the subsidiaries required to implement the central innovation may not be committed to it.Building multiple linkages between headquarters and overseas subsidiaries gives headquarters managers a better understanding of country-level needs and opportunities,as well as giving subsidiary managers greater access to and involvement in centralized decisions and tasks.

Question 16

The most effective way to coordinate knowledge flows in a transnational organization is through the process of formalization.

Accepted Answer

The socialization process is the classic solution for the coordination of proprietary knowledge and strategic information in a transnational organization

Question 17

Transnational innovation requires management processes to be dominated by simple systems of control.

Accepted Answer

The growing interdependence of organizational units strained the simple control-dominated management systems and underlined the need to supplement existing processes with more subtle and sophisticated ones

Question 18

Linking local managers to corporate decision-making processes makes them more effective in managing local innovation.

Accepted Answer

Whereas local resources and autonomy make it feasible for subsidiary managers to be creative and entrepreneurial,linkages to corporate decision-making processes are necessary to make local-for-local tasks effective for the company as a whole

Question 19

Globally linked innovations involve processes designed to ensure that the special resources and capabilities of each subsidiary are globally available to other units of the organization.

Accepted Answer

Globally linked innovation pools the resources and capabilities of many different units - typically at both the parent company and the subsidiary level - to create and manage an activity jointly.It allows the company to take market intelligence developed in one part of the organization,perhaps link it to specialized expertise located in a second entity and a scarce resource in a third,and then eventually diffuse the new product worldwide.

Question 20

With responsibility for his company's largely centralized R&D activities,Frank worries that the center may not understand local market needs,while the subsidiaries may not be committed to innovations developed at the center.To respond to these concerns,Frank's priority should be to:

Accepted Answer

Two key problems face a company with highly centralized R&D activities firstly,those at the center may not understand local market needs and,secondly,those in the subsidiaries required to implement the central innovation may not be committed to it.Building multiple linkages between headquarters and overseas subsidiaries gives headquarters managers a better understanding of country-level needs and opportunities,as well as giving subsidiary managers greater access to and involvement in centralized decisions and tasks.

Quiz 5: Creating Worldwide Innovation and Learning: Exploiting Cross-Border Knowledge Management