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22/08/2022
BUS 325 Week 5 MIDTERM PART 2
• Question 1
Many companies in the developmental stage of internationalization will maintain control by:
• Question 2
The matrix structure:
• Question 3
Matrix structures:
• Question 4
A common theme between heterarchy, matrix and transnational is:
• Question 5
Typically the initial stage of a firm entering international operations is:
• Question 6
The management of a multi-centered networked organization is:
• Question 7
The European path approach to a global matrix tends to emphases:
• Question 8
The process of socializing people so that they come to share a common set of values and beliefs that shapes their behavior is:
• Question 9
One advantage of a matrix structure is:
• Question 10
The second stage of a new international company typically involves which department:
• Question 11
The “think global, act local” paradox:
• Question 12
“Miniature replicas” are:
• Question 13
Network multinational structures:
• Question 14
The best way to address intercultural conflicts is to:
• Question 15
Shortage of working capital to finance exports is a top barrier to access international markets in:
• Question 16
Equity modes of foreign operations can be best described as:
• Question 17
Many international joint ventures (IJV) fail in the long-term due to:
• Question 18
The due diligence phase of a M&A is:
• Question 19
Which companies have a difficult challenge to enter foreign markets?
• Question 20
In their “partnership role” supporting an International Joint Venture, HR managers must:
• Question 21
A characteristic of a non-equity cross border alliance is:
• Question 22
Learning in small to medium (SME) international firms is characterized by:
• Question 23
What is defined as a factor which shapes employees priorities and decisions made?
• Question 24
Which expatriate role or characteristic is found to be most important for a successful integration in a M&A activity?
• Question 25
The European Commission’s definition of SME is which of the following?
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