Question 1

Under what conditions should a firm choose one of the various management structures available for a strategic alliance?

Accepted Answer

Answers will vary.Students' answers shou

Question 2

Which of the following type of strategic alliances allows the multinational to combine manufacturing or assembly activities to achieve a profitable volume of activity?

Accepted Answer

A)  Operations alliances 
B)  Output alliances 
C)  Upstream-downstream alliances 
D)  Marketing alliances 
A)  Operations alliances 
B)  Output alliances 
C)  Upstream-downstream alliances 
D)  Marketing alliances

Question 3

Which of the following describes the situation where companies stay in a strategic alliance despite strong evidence that the alliance won't work?

Accepted Answer

A)  Calculative commitment 
B)  Credibility commitment 
C)  Attitudinal commitment 
D)  Escalation of commitment 
A)  Calculative commitment 
B)  Credibility commitment 
C)  Attitudinal commitment 
D)  Escalation of commitment

Question 4

What are the different management structures possible for strategic alliances? Pick two of these management structures and discuss when they are most appropriate.

Accepted Answer

Answers will vary.Students' answers shou

Question 5

Compare and contrast the three main types of strategic alliances.

Accepted Answer

Answers will vary but should reflect stu

Question 6

Equity in a strategic alliance implies

Accepted Answer

A)  Labor skills. 
B)  Ownership. 
C)  Domination. 
D)  None of the above 
A)  Labor skills. 
B)  Ownership. 
C)  Domination. 
D)  None of the above

Question 7

In strategic alliance relationships,high levels of trust often

Accepted Answer

A)  Retard organizational functioning due to excessive emotional reactions. 
B)  Cause excessive loyalty to the strategic alliance. 
C)  Are irrelevant if the strategic alliance is projected to have a high financial return. 
D)  Facilitate the exchange of tacit knowledge. 
A)  Retard organizational functioning due to excessive emotional reactions. 
B)  Cause excessive loyalty to the strategic alliance. 
C)  Are irrelevant if the strategic alliance is projected to have a high financial return. 
D)  Facilitate the exchange of tacit knowledge.

Question 8

Indirect strategic benefits for entering a strategic alliance include

Accepted Answer

A)  Immediate improved performance on profit ratios. 
B)  Learning a new market. 
C)  Developing management loyalty. 
D)  None of the above 
A)  Immediate improved performance on profit ratios. 
B)  Learning a new market. 
C)  Developing management loyalty. 
D)  None of the above

Question 9

In the independent control management structure

Accepted Answer

A)  Strategic alliance managers have nearly complete autonomy for operational decisions. 
B)  Partners act independently of each other except when necessary. 
C)  Partners focus only on their special areas of expertise. 
D)  None of the above 
A)  Strategic alliance managers have nearly complete autonomy for operational decisions. 
B)  Partners act independently of each other except when necessary. 
C)  Partners focus only on their special areas of expertise. 
D)  None of the above

Question 10

All of the following are true about international joint venture (IJV)EXCEPT

Accepted Answer

A)  An IJV is a separate legal entity owned by parent companies from different countries. 
B)  IJVs can have more than two partners. 
C)  IJVs require that companies have equal ownership to form the venture. 
D)  IJVs require legal contracts that bind partners. 
A)  An IJV is a separate legal entity owned by parent companies from different countries. 
B)  IJVs can have more than two partners. 
C)  IJVs require that companies have equal ownership to form the venture. 
D)  IJVs require legal contracts that bind partners.

Question 11

An agreement not legally binding between companies to cooperate on any value-chain activity is a (an)

Accepted Answer

A)  Formal international cooperative alliance. 
B)  International joint venture. 
C)  Informal international joint venture. 
D)  International cooperative alliance. 
A)  Formal international cooperative alliance. 
B)  International joint venture. 
C)  Informal international joint venture. 
D)  International cooperative alliance.

Question 12

Suggested ways to build and sustain commitment in strategic alliances include

Accepted Answer

A)  Go slowly. 
B)  Be the dominant partner. 
C)  Keep your goals secret so your partner does not get nervous about your intentions. 
D)  Use extensive written documentation. 
A)  Go slowly. 
B)  Be the dominant partner. 
C)  Keep your goals secret so your partner does not get nervous about your intentions. 
D)  Use extensive written documentation.

Question 13

The best method of assessing strategic alliance performance is

Accepted Answer

A)  Total sales revenue. 
B)  ROI. 
C)  ROA. 
D)  There is no one best method. 
A)  Total sales revenue. 
B)  ROI. 
C)  ROA. 
D)  There is no one best method.

Question 14

What are the different kinds of commitment needed in a strategic alliance? Explain.

Accepted Answer

Answers will vary but should reflect stu

Question 15

Strategic complementarity in a strategic alliance means that

Accepted Answer

A)  Both sides must have similar strategic objectives for the strategic alliance to succeed. 
B)  Objectives can be different if they are not in conflict. 
C)  Cultural differences must be dealt with first. 
D)  Parent companies must leave the strategic alliance management to develop their own strategic goals. 
A)  Both sides must have similar strategic objectives for the strategic alliance to succeed. 
B)  Objectives can be different if they are not in conflict. 
C)  Cultural differences must be dealt with first. 
D)  Parent companies must leave the strategic alliance management to develop their own strategic goals.

Question 16

The confidence that a strategic alliance partner has the intent and ability to meet their obligations and make their promised contribution to a strategic alliance is known as

Accepted Answer

A)  Credibility trust. 
B)  Benevolent trust. 
C)  Calculative trust. 
D)  Attitudinal trust. 
A)  Credibility trust. 
B)  Benevolent trust. 
C)  Calculative trust. 
D)  Attitudinal trust.

Question 17

In the split control management structure

Accepted Answer

A)  Companies share all decision making. 
B)  Managers of the strategic alliance split from and act independently from their parent companies. 
C)  Partners divide decision making control by functional areas. 
D)  Each company takes a turn providing the operational managers. 
A)  Companies share all decision making. 
B)  Managers of the strategic alliance split from and act independently from their parent companies. 
C)  Partners divide decision making control by functional areas. 
D)  Each company takes a turn providing the operational managers.

Question 18

According to the text,which of the following DOES NOT represent a form of strategic alliance?

Accepted Answer

A)  Informal cooperative alliances 
B)  Formal cooperative alliances 
C)  International joint ventures 
D)  Informal partnerships 
A)  Informal cooperative alliances 
B)  Formal cooperative alliances 
C)  International joint ventures 
D)  Informal partnerships

Question 19

The psychological identification with a relationship in a strategic alliance and the pride of association with the partner and the alliance is known as

Accepted Answer

A)  Calculative commitment. 
B)  Credibility trust. 
C)  Benevolent trust. 
D)  Attitudinal commitment. 
A)  Calculative commitment. 
B)  Credibility trust. 
C)  Benevolent trust. 
D)  Attitudinal commitment.

Question 20

The elephant-and-the-ant complex refers to

Accepted Answer

A)  Difficulties that come with two different size organizations in a strategic alliance. 
B)  Problems that arise when one side feels inferior to the other. 
C)  Strategic alliances between developed and developing countries. 
D)  An unbalanced management structure. 
A)  Difficulties that come with two different size organizations in a strategic alliance. 
B)  Problems that arise when one side feels inferior to the other. 
C)  Strategic alliances between developed and developing countries. 
D)  An unbalanced management structure.

Under what conditions should a firm choose one of the various management structures available for a strategic alliance?

Which of the following type of strategic alliances allows the multinational to combine manufacturing or assembly activities to achieve a profitable volume of activity?

Which of the following describes the situation where companies stay in a strategic alliance despite strong evidence that the alliance won't work?

What are the different management structures possible for strategic alliances? Pick two of these management structures and discuss when they are most appropriate.

Compare and contrast the three main types of strategic alliances.

Equity in a strategic alliance implies

In strategic alliance relationships,high levels of trust often

Indirect strategic benefits for entering a strategic alliance include

In the independent control management structure

All of the following are true about international joint venture (IJV)EXCEPT

An agreement not legally binding between companies to cooperate on any value-chain activity is a (an)

Suggested ways to build and sustain commitment in strategic alliances include

The best method of assessing strategic alliance performance is

What are the different kinds of commitment needed in a strategic alliance? Explain.

Strategic complementarity in a strategic alliance means that

The confidence that a strategic alliance partner has the intent and ability to meet their obligations and make their promised contribution to a strategic alliance is known as

In the split control management structure

According to the text,which of the following DOES NOT represent a form of strategic alliance?

The psychological identification with a relationship in a strategic alliance and the pride of association with the partner and the alliance is known as

The elephant-and-the-ant complex refers to

Multinational Management in a Changing World

Culture and Multinational Management

The Institutional Context of Multinational Management

Managing Ethical and Social Responsibility Challenges in Multinational Companies

Strategic Management in the Multinational Company: Content and Formulation

Multinational and Entry-Mode Strategies: Content and Formulation

Small Businesses and International Entrepreneurship:

Organizational Design for Multinational Companies

Multinational E-Commerce: Strategies and Structures

International Human Resource Management

Hrm in the Local Context: Knowing When and How to Adapt

International Negotiation and Cross-Cultural Communication

Motivation in Multinational Companies

Leadership and Management Behavior in Multinational Companies

Filters

Exam 9: International Strategic Alliances: Management and Design

Under what conditions should a firm choose one of the various management structures available for a strategic alliance?

Which of the following type of strategic alliances allows the multinational to combine manufacturing or assembly activities to achieve a profitable volume of activity?

Which of the following describes the situation where companies stay in a strategic alliance despite strong evidence that the alliance won't work?

What are the different management structures possible for strategic alliances? Pick two of these management structures and discuss when they are most appropriate.

Compare and contrast the three main types of strategic alliances.

Equity in a strategic alliance implies

In strategic alliance relationships,high levels of trust often

Indirect strategic benefits for entering a strategic alliance include

In the independent control management structure

All of the following are true about international joint venture (IJV)EXCEPT

An agreement not legally binding between companies to cooperate on any value-chain activity is a (an)

Suggested ways to build and sustain commitment in strategic alliances include

The best method of assessing strategic alliance performance is

What are the different kinds of commitment needed in a strategic alliance? Explain.

Strategic complementarity in a strategic alliance means that

The confidence that a strategic alliance partner has the intent and ability to meet their obligations and make their promised contribution to a strategic alliance is known as

In the split control management structure

According to the text,which of the following DOES NOT represent a form of strategic alliance?

The psychological identification with a relationship in a strategic alliance and the pride of association with the partner and the alliance is known as

The elephant-and-the-ant complex refers to

Multinational Management in a Changing World

Culture and Multinational Management

The Institutional Context of Multinational Management

Managing Ethical and Social Responsibility Challenges in Multinational Companies

Strategic Management in the Multinational Company: Content and Formulation

Multinational and Entry-Mode Strategies: Content and Formulation

Small Businesses and International Entrepreneurship:

Organizational Design for Multinational Companies

Multinational E-Commerce: Strategies and Structures

International Human Resource Management

Hrm in the Local Context: Knowing When and How to Adapt

International Negotiation and Cross-Cultural Communication

Motivation in Multinational Companies

Leadership and Management Behavior in Multinational Companies

Filters