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Question
The contentions that (1) many of the same standards of what's ethical and what's unethical resonate with peoples of most cultures, societies, and religions, and (2) to the extent there is common moral agreement about right and wrong actions, there exists a set of common ethical standards to which organizations and individuals can be held accountable are defining beliefs ofA. the school of ethical relativism.
B. the school of ethical universalism.
C. integrated social contracts theory.
D. both the school of ethical relativism and the school of ethical universalism.
E. the school of ethical relativism, the school of ethical universalism, and integrated social contracts theory.
Answer
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Related questions
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B. gather information about what is happening from people at different organizational levels and learn firsthand how well the strategy execution process is proceeding.
C. give employees a chance to make suggestions for improvement.
D. gather information about what strategy to follow and to learn what competitors are doing.
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A. be current with events and closely monitor progress, put constructive pressure on the organization for operating excellence, and initiate corrective action when necessary to improve performance and achieve desired results.
B. understand all the tasks required to implement the strategy so as to ensure staff will not shortchange any strategic-critical activity.
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In moving to alter a problem culture, management should
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A. bases its standards of what is ethical and what is unethical on the Global Code of Ethical Conduct first developed in 1935 and since subscribed to by the governments of 180 countries.
B. places itself in a perilous position if it is required to defend these activities to its stakeholders in countries with higher ethical expectations or standards because it has no ethical standards or principles of its own.
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A. building an organization capable of executing the strategy
B. instituting policies and procedures that facilitate rather than impede strategy execution
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Discuss in some detail the difference between a localized multidomestic strategy and a global strategy, and give the pros and cons of each.
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Briefly discuss why a domestic company desirous of entering foreign markets might see attractive advantages in forming strategic alliances with foreign companies.
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Dispersing the performance of value chain activities to many different countries rather than concentrating them in a few country locations tends to be advantageous
A. when high transportation costs make it expensive to operate from central locations.
B. whenever buyer-related activities are best performed in locations close to buyers.
C. when diseconomies of large size exist, thereby making it more economical to perform an activity on a smaller scale in several different locations.
D. when it is desirable to hedge against (1) the risks of fluctuating exchange rates (such risks are greater when activities are concentrated in a single location); (2) supply interruptions (due to strikes, mechanical failures, or transportation delays); or (3) adverse political developments.
E. All of these choices are correct.
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A. entails little or no strategy coordination across countries.
B. usually involves cross-subsidizing the prices in those markets where there are significant country-to-country differences in the product attributes that customers are most interested in.
C. involves selling a mostly standardized product worldwide but varying a company's use of distribution channels and marketing approaches to accommodate local market conditions.
D. is essentially the same in all country markets where it competes, but it may nonetheless give local managers room to make minor variations where necessary to better satisfy local buyers and to better match local market conditions.
E. involves having strongly differentiated product versions for different countries and selling them under distinctly different brand names (one for each country or group of neighboring countries) so that there will be no doubt in customers' minds that the product is more local than global.
Q:
When a company operates in the markets of two or more different countries, its foremost strategic decision is
A. whether to use strategic alliances to help defeat its rivals.
B. whether to vary the company's competitive approach to fit specific market conditions and buyer preferences in each host country or whether to employ essentially the same strategy in all countries.
C. whether to maintain a national (one-country) manufacturing base and export goods to the other countries.
D. which foreign companies to team up with via strategic alliances or joint ventures.
E. whether to test the waters with an export strategy before committing to some other competitive approach.
Q:
Which is not one of the four conditions that make entry via an internally developed start-up strategy in a foreign country appealing?
A. When creating an internal start-up is cheaper than making an acquisition
B. When adding new production capacity will adversely impact the supply-demand balance in the local market
C. Having the ability to gain good distribution access
D. Having scale economies to compete against local rivals
E. All of these choices are correct.
Q:
Establishing a wholly owned subsidiary in a foreign market to take advantage of all essential value chain activities requires a strategy that
A. establishes a wholly owned subsidiary.
B. acquires a foreign company.
C. supports direct control over all aspects of operating in a foreign market.
D. establishes a start-up operation.
E. All of these choices are correct.
Q:
The strategic options for expansion into foreign markets include
A. employing a franchising strategy.
B. maintaining a national (one-country) production base and exporting goods to foreign markets.
C. licensing foreign firms to produce and distribute one's products.
D. establishing a subsidiary in a foreign market.
E. All of these choices are correct.