Q&A Hero

Q: Two individual factors with established linkages to expatriate success are the ability of the overseas employee to communicate in the host country language and previous ______. A. adaptability B. family situation C. international experience D. social skills

Q: Which of the following is NOT a behavior or personal ability identified by individuals who described themselves as being satisfied with and functioning well in a foreign culture as being important to their success? A. The ability to manage psychological stress B. The ability to communicate effectively C. The ability to establish interpersonal relationships D. The ability to perform the task they were assigned

Q: Which of the following is NOT a performance measure of whether a foreign assignment is successful? If the expatriate: A. meets the performance expectations of quality and quantity of both home country and host country superiors B. develops and maintains satisfactory relationships with local nationals C. acquires skills related to managing people of different cultures D. finishes the assignment ahead of schedule

Q: The assumption that good adjustment to a new culture during an expatriate assignment leads directly to good performance is probably a(n) ______. A. oversimplification B. fundamental truth C. interaction D. moderator

Q: Terri has found ways to be effective at her expatriate job in Switzerland. In fact, she can function equally well in the new culture as she can in her home culture. Terri is at the ______ stage of the cycle of adjustment to the foreign environment. A. mastery B. adjustment C. honeymoon D. culture shock

Q: At the ______ stage of the cycle of adjustment to the foreign environment, the expatriate can function in the new culture almost as well as at home. A. mastery B. adjustment C. honeymoon D. culture shock

Q: Martha feels like she has made several breakthroughs in her expatriate assignment to Iceland. She has learned several new ways to get things done and has settled into the daily rhythm of life in the country. Martha is at the ______ stage of the cycle of adjustment to the foreign environment. A. mastery B. adjustment C. honeymoon D. culture shock

Q: At the ______ stage of the cycle of adjustment to the foreign environment, the expatriate begins to understand cultural differences, learns the ways to get things done, and begins to settle into the rhythm of daily living in the foreign country. A. mastery B. adjustment C. honeymoon D. culture shock

Q: Nancys expatriate assignment to Ireland is not going well. She is confused by how meetings are conducted and seems to miss much of the implicit communication in the office. She finds the whole thing to be frustrating. Nancy is at the ______ stage of the cycle of adjustment to the foreign environment. A. mastery B. adjustment C. honeymoon D. culture shock

Q: At the ______ stage of the cycle of adjustment to the foreign environment, the expatriate becomes frustrated and confused because the environment is not providing familiar cues. A. mastery B. adjustment C. honeymoon D. culture shock

Q: Ryans expatriate assignment to Norway is exciting. He feels that he is still a tourist in the country and everything is new. Ryan is in the ______ stage of the cycle of adjustment to the foreign environment. A. mastery B. adjustment C. honeymoon D. culture shock

Q: In the ______ stage of the cycle of adjustment to the foreign environment, everything is new, exciting, and interesting and the new environment intrigues the expatriate in much the same way as if the expatriate was a tourist. A. mastery B. adjustment C. honeymoon D. culture shock

Q: The traditional three dimensions of adjustment to a foreign assignment include all of the following EXCEPT: A. general living adjustment B. cuisine adjustment C. work adjustment D. interaction adjustment

Q: A psychological definition of ______ in a foreign assignment is a condition consisting of a relationship with the environment in which needs are satisfied and the ability to meet physical and social demands exists. A. turnover B. success C. adjustment D. performance

Q: In a foreign assignment, most organizations measure ______ as the intent to remain on assignment for the time originally agreed upon. A. career advancement B. turnover C. adjustment D. task performance

Q: The most frequently used measure of expatriate success (or failure) has in the past been ______. A. career advancement B. turnover C. adjustment D. task performance

Q: The definitions of success of a foreign assignment include all the following EXCEPT: A. career advancement B. turnover C. adjustment D. task performance

Q: Which of the following is NOT one of the typical motives found for workers in the United States for accepting a foreign assignment? A. A sense of vocation B. Financial rewards C. The desire to escape undesirable circumstances at home D. Organizational loyalty

Q: Managerial performance in the domestic setting and ______ is the main selection criterion for foreign assignments. A. technical competences B. domestic setting C. financial gain D. perceived risk

Q: Individual staffing decisions reflect the overall firm-level staffing strategy mentioned previously, whether or not this strategy is made explicit. Which of the following is NOT one of the reasons organizations typically transfer personnel internationally? A. To fill a technical requirement B. To develop the manager C. To develop the organization D. To provide the manager with a vacation

Q: The staffing strategy of a multinational organization is affected by all of the following EXCEPT: A. its stage of internationalization B. the recruitment strategy C. the size and the task complexity of its foreign affiliates D. the cultural distance of the affiliate from headquarters

Q: Acme International has subsidiaries in 10 countries. Its staffing strategy is to use a mix of nationalities to manage each subsidiary. Managers are selected from the region in which the subsidiary is located. This staffing strategy is considered ______. A. Polycentric B. ethnocentric C. geocentric D. regiocentric

Q: The ______ staffing strategy of multinational organizations involves using a mix of nationalities within regions. A. polycentric B. ethnocentric C. geocentric D. regiocentric

Q: Umbrella Corp. has subsidiaries in 10 countries. Its staffing strategy is to use managers from around the world to staff each subsidiary. Umbrella Corp. hires whoever is the best manager for the subsidiary, regardless of nationality. This staffing strategy is considered ______. A. polycentric B. ethnocentric C. geocentric D. regiocentric

Q: The ______ staffing strategy of multinational organizations involves using a mix of nationalities at home and abroad in management. A. polycentric B. ethnocentric C. geocentric D. regiocentric

Q: The headquarters of Oceanic Corp. is in the United States but it has subsidiaries in 10 countries. Its staffing strategy is to use managers from the United States to staff each subsidiary. This staffing strategy is considered ______. A. polycentric B. ethnocentric C. geocentric D. regiocentric

Q: The ______ staffing strategy of multinational organizations involves using mostly home country managers. A. polycentric B. ethnocentric C. geocentric D. regiocentric

Q: Acme Global has subsidiaries in 10 countries. Its staffing strategy is to use local foreign managers only in each subsidiary. This staffing strategy is considered ______. A. polycentric B. ethnocentric C. geocentric D. regiocentric

Q: The ______ staffing strategy of multinational organizations involves using local foreign managers only. A. polycentric B. ethnocentric C. geocentric D. regiocentric

Q: The term ______ is used to encompass both the experience of firms with staffing with expatriates and the experience of these employees with an overseas assignment. A. polycentric B. geocentric C. contradiction D. expatriate experience

Q: Anns organization has sent her to Canada for a 3-year assignment. In her role, Ann will be considered a(n) ______. A. expatriate B. individualist C. third country national D. ethnocentric

Q: Employees sent to foreign countries for temporary assignments are called ______. A. paradoxes B. expatriates C. polycentrics D. individualists

Q: Institutional theory focuses on the ways that organizations in shared environments come to adopt similar structures that are reinforced in interactions with other organizations.

Q: Institutional theories focus not on single organizations but on the strategies, structures, and management of whole populations of organizations, such as industries.

Q: Mintzberg proposed that all organizations are composed of five essential parts: the operating core, the middle line, the support staff, the technostructure, and the strategic apex.

Q: Organizational structure can be described by its degree of complexity, formalization, and centralization.

Q: ______ aspects of psychological contracts emphasize broad, long-term, socioemotional obligations, such as commitment and loyalty. A. Transactional B. Cultural C. Relational D. Global

Q: ______ aspects of psychological contracts emphasize specific, short-term, monetary obligations, such as payment for services provided by employees. A. Compensation B. Social C. Transactional D. Cultural

Q: Because employers can never specify all the terms and conditions of the employment relationship, individuals supplement this information by forming what is called their ______. A. psychological contract B. global integration C. cultural variability D. social cues

Q: In the international environment, subsidiary managers may feel the opposing pressures for local adaptation and ______. A. loose coupling B. extra role C. managerial role D. global integration

Q: In the global environment of multinational organizations, when there is a(n) ______ of subunits of the organization, much of the coordination and control shifts to individuals in positions that link the subunits. A. global integration B. loose coupling C. managerial role D. extra role

Q: Given the pressures for consistency among subsidiaries in the international form, the ______ suggests that standardization of policies is used to reduce the complexity and uncertainty inherent in the control of international operations. A. imperative for control B. incompatibility of the partners C. value creation D. double-layered acculturation

Q: Given the pressures for consistency among subsidiaries in the international form, ______ is the tendency of the firm to duplicate, in new environments, existing structures and procedures that are effective. A. value creation B. organizational replication C. incompatibility of the partner D. value creation

Q: Cultural difference can be a source of conflict as well as a source of ______ in mergers and acquisitions. A. double-layered acculturation B. imperative for control C. value creation D. organizational replication

Q: Cross-border mergers and acquisitions demand a ______, as organizations must align both organizational and national cultures. A. double-layered acculturation B. organizational replication C. value creation D. Incompatibility of the partners

Q: The international ______ collaborative alliance with foreign firms within an international organization is separate legal entities with joint ownership. A. informal B. formal C. joint ventures D. mergers

Q: The ______ collaborative alliance with foreign firms within an international organization typically requires a contractual agreement and is often indicated by broader involvement. A. informal B. formal C. joint ventures D. mergers

Q: The ______ collaborative alliance with foreign firms within an international organization is usually limited in scope and has no contractual requirement. A. informal B. formal C. joint ventures D. mergers

Q: Which of the following is NOT one of the recently emerged collaborative alliances with foreign firm form of international organizations? A. Informal cooperative alliances B. Formal cooperative alliances C. International joint ventures D. International enterprise

Q: According to the categorization of multinational organizations, development and diffusion of knowledge in a transnational organization is marked by ______. A. knowledge developed and retained within each unit B. knowledge developed and retained at the center C. knowledge developed at the center and transferred to overseas units D. knowledge developed jointly and shared worldwide

Q: According to the categorization of multinational organizations, development and diffusion of knowledge in an international organization is marked by ______. A. knowledge developed and retained within each unit B. knowledge developed and retained at the center C. knowledge developed at the center and transferred to overseas units D. knowledge developed jointly and shared worldwide

Q: According to the categorization of multinational organizations, development and diffusion of knowledge in a global organization is marked by ______. A. knowledge developed and retained within each unit B. knowledge developed and retained at the center C. knowledge developed at the center and transferred to overseas units D. knowledge developed jointly and shared worldwide

Q: According to the categorization of multinational organizations, development and diffusion of knowledge in a multinational organization is marked by ______. A. knowledge developed and retained within each unit B. knowledge developed and retained at the center C. knowledge developed at the center and transferred to overseas units D. knowledge developed jointly and shared worldwide

Q: According to the categorization of multinational organizations, the role of overseas operations for the transnational organization is A. sensing and exploiting local opportunities. B. implementing parent company strategies. C. adapting and leveraging parent company competencies. D. differentiating contributions by national units to integrated worldwide operations.

Q: According to the categorization of multinational organizations, the role of overseas operations for the international organization is A. sensing and exploiting local opportunities. B. implementing parent company strategies. C. adapting and leveraging parent company competencies. D. differentiating contributions by national units to integrated worldwide operations.

Q: According to the categorization of multinational organizations, the role of overseas operations for the global organization is A. sensing and exploiting local opportunities. B. implementing parent company strategies. C. adapting and leveraging parent company competencies. D. differentiating contributions by national units to integrated worldwide operations.

Q: According to the categorization of multinational organizations, the role of overseas operations for the multinational organization is A. sensing and exploiting local opportunities. B. implementing parent company strategies. C. adapting and leveraging parent company competencies. D. differentiating contributions by national units to integrated worldwide operations.

Q: According to the categorization of multinational organizations, configuration of assets and capabilities in a transnational organization are ______. A. decentralized and nationally self-sufficient B. centralized and globally scaled C. sources of core competencies centralized, others decentralized D. dispersed, interdependent, and specialized

Q: According to the categorization of multinational organizations, configuration of assets and capabilities in an international organization are ______. A. decentralized and nationally self-sufficient B. centralized and globally scaled C. sources of core competencies centralized, others decentralized D. dispersed, interdependent, and specialized

Q: According to the categorization of multinational organizations, configuration of assets and capabilities in a global organization are ______. A. decentralized and nationally self-sufficient B. centralized and globally scaled C. sources of core competencies centralized, others decentralized D. dispersed, interdependent, and specialized

Q: In the ______ of integrating international activity, each subsidiary reports to more than one group (product, geographic, or functional) for the purpose of integrating international operations with functional areas, product areas, or both. A. functional division B. international division C. geographic division D. matrix structure

Q: The ______ structure of integrating international activity groups all functional areas into geographic units (e.g., North American Division, European Division, etc.). A. geographic division B. matrix C. international division D. functional division

Q: The ______ structure of integrating international activity expands domestic functional units into its foreign counterparts based on geography. A. functional division B. geographic division C. matrix D. conceptual cohesion

Q: The ______ structure of integrating international activity makes it possible for foreign subsidiaries in the same country to have a different relationship to the firm depending on the product line. A. matrix B. international division C. functional division D. product division

Q: The ______ structure of integrating international activity groups all units involved with like products together around the world. A. product division B. functional division C. international division D. geographic division

Q: The ______ structure of integrating international activity groups all international activities together in a single organizational unit. A. global work culture B. international division C. organizational form D. multinational organization

Q: The ______ is a single organization with a need to coordinate its operations across multiple environments. A. national culture B. global work culture C. multinational organization D. organizational form

Q: ______ includes similar organizational orientations toward such things as the nature of competition, response to uncertainty and change, acceptance of diversity, social responsibility, and a focus on people. A. Global work culture B. Global context C. Cultural boundaries D. Autonomy

Q: Which of the following is NOT a negative effect of a strong culture on organizations? A. create barrier to change in the organization B. create conflict among organizational subcultures C. make it difficult for firms with different cultures to collaborate closely D. socialize new members into the ways the organization works

Q: A positive effect of organizational culture is to ______ organization members into a way of doing things that is consistent with the goals of the organization and develop a sense of commitment to the organization and its goals. A. formalize B. socialize C. normalize D. identify

Q: A positive effect of organizational culture is to provide a sense of ______ for the organization, which differentiates it from other organizations. A. formality B. informality C. identity D. autonomy

Q: ______ organization refers to those elements of an organization that help to reduce individual variability in the behavior of organization members but is not reflected in a formal organization chart. A. Informal B. Formal C. Global D. Contextual

Q: National culture competes with ______ to influence the extent to which different ways of organizing are accepted by the members of a society. A. global context B. global work culture C. global orientation D. global forces

Q: Organizational structure is seen as a manifestation or ______ of the management groups cultural background. A. symptom B. context C. culture D. mechanism

Q: According to the ______ contingency approach of organizational structure, the contingencies that affect organizations operate in a similar fashion across cultures. A. size B. technology C. culture-free D. strategy

Q: In ______ isomorphism, organizations copy the structure of firms that have been successful in dealing with a particular environment. A. coercive B. mimetic C. voluntary D. normative

Q: In ______ isomorphism, professional bodies promote proper organizational structure. A. voluntary B. coercive C. normative D. mimetic

Q: In ______ isomorphism, patterns of organization are imposed on the firm by an outside authority, such as government. A. normative B. mimetic C. voluntary D. coercive

Q: Which of the following is NOT one of the three categories that DiMaggio and Powell defined as environmental pressures toward institutional isomorphism: A. coercive B. normative C. mimetic D. voluntary

Q: ______ theory focuses on the ways that organizations in shared environments come to adopt similar structures that are reinforced in interactions with other organizations. A. Natural selection B. Institutional C. Ecological D. Strategizing