Question 1

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.

Question 2

Which of the following statements regarding international joint ventures is FALSE?

Accepted Answer

A) International joint ventures usually have two or more partners. 
B) International joint ventures are usually not legally binding. 
C) International joint ventures with a large number of partners are known as consortiums. 
D) Companies do not need equal ownership to form an international joint venture. 
A) International joint ventures usually have two or more partners. 
B) International joint ventures are usually not legally binding. 
C) International joint ventures with a large number of partners are known as consortiums. 
D) Companies do not need equal ownership to form an international joint venture.

Question 3

__________ means that companies rely on each other to contribute to the relationship.

Accepted Answer

A) Shared management 
B) Balanced management 
C) The norm of reciprocity 
D) Mutual dependency 
A) Shared management 
B) Balanced management 
C) The norm of reciprocity 
D) Mutual dependency

Question 4

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 5

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 6

What are some of the difficulties of assessing IJV or ICA performance? How do these differ for companies with different strategic goals?

Accepted Answer

Answers will vary.Students' answers shou

Question 7

Compare and contrast the three main types of strategic alliances.

Accepted Answer

Answers will vary but should reflect stu

Question 8

According to the text,which of the following is NOT a key criterion used in picking an alliance partner?

Accepted Answer

A) Pick a partner who provides strategic complementarity. 
B) Pick a partner who provides financial security. 
C) Pick a partner who has complementary skills. 
D) Pick a partner who provides the right level of mutual dependency. 
A) Pick a partner who provides strategic complementarity. 
B) Pick a partner who provides financial security. 
C) Pick a partner who has complementary skills. 
D) Pick a partner who provides the right level of mutual dependency.

Question 9

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 10

The anchor partner in a strategic alliance refers to

Accepted Answer

A) A partner that is very stable and anchors the relationship. 
B) The strongest partner in the relationship. 
C) The partner who initiates the relationship. 
D) A partner that fails to deliver their share of funding. 
A) A partner that is very stable and anchors the relationship. 
B) The strongest partner in the relationship. 
C) The partner who initiates the relationship. 
D) A partner that fails to deliver their share of funding.

Question 11

Trust in strategic alliance relationships

Accepted Answer

A) Usually builds in cycles. 
B) Either exists at the beginning of the relationship or will never be there. 
C) Can really only evolve with partners from similar cultures. 
D) Can never exist in high technology relationships since the risk of losing the technology is too great. 
A) Usually builds in cycles. 
B) Either exists at the beginning of the relationship or will never be there. 
C) Can really only evolve with partners from similar cultures. 
D) Can never exist in high technology relationships since the risk of losing the technology is too great.

Question 12

If an alliance fails to meet strategic goals,what two options do top managers have to choose from to resolve the situation? How can an alliance be improved?

Accepted Answer

Answers will vary.Students should explai

Question 13

Contracts for strategic alliances may include _____________ if the relationship dissolves before the negotiated time.

Accepted Answer

A) Penalties for early termination of the contract by each side 
B) Restrictions on future business growth 
C) A promise to try future joint ventures 
D) All of the above 
A) Penalties for early termination of the contract by each side 
B) Restrictions on future business growth 
C) A promise to try future joint ventures 
D) All of the above

Question 14

When partners share strategic decision making but make decisions independently at the functional level (e.g.,marketing,production),they are using which of the following management structures?

Accepted Answer

A) Dominant partner 
B) Independent management structure 
C) Rotating management 
D) Split-control management structure 
A) Dominant partner 
B) Independent management structure 
C) Rotating management 
D) Split-control management structure

Question 15

What are the characteristics of a good partner in a strategic alliance? Why do these partner traits help make a strategic alliance successful?

Accepted Answer

Answers will vary.Students should offer

Question 16

When applied to a strategic alliance relationship,the concept of trust includes

Accepted Answer

A) Confidence that the partner will deliver. 
B) Confidence that the partner will behave with good will. 
C) Confidence that the partner will engage in fair exchange. 
D) All of the above 
A) Confidence that the partner will deliver. 
B) Confidence that the partner will behave with good will. 
C) Confidence that the partner will engage in fair exchange. 
D) All of the above

Question 17

The most important decision in setting up a strategic alliance is usually about

Accepted Answer

A) Working out the proportions of ownership. 
B) Decision on the proper management structure. 
C) Developing a detailed contract. 
D) Selecting the right partner. 
A) Working out the proportions of ownership. 
B) Decision on the proper management structure. 
C) Developing a detailed contract. 
D) Selecting the right partner.

Question 18

Discuss some of the things multinational managers can do to build and sustain trust and commitment.

Accepted Answer

Answers will vary.Students' answers shou

Question 19

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 20

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.

The elephant-and-the-ant complex refers to

Which of the following statements regarding international joint ventures is FALSE?

__________ means that companies rely on each other to contribute to the relationship.

Strategic complementarity in a strategic alliance means that

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

What are some of the difficulties of assessing IJV or ICA performance? How do these differ for companies with different strategic goals?

Compare and contrast the three main types of strategic alliances.

According to the text,which of the following is NOT a key criterion used in picking an alliance partner?

In the split control management structure

The anchor partner in a strategic alliance refers to

Trust in strategic alliance relationships

If an alliance fails to meet strategic goals,what two options do top managers have to choose from to resolve the situation? How can an alliance be improved?

Contracts for strategic alliances may include _____________ if the relationship dissolves before the negotiated time.

When partners share strategic decision making but make decisions independently at the functional level (e.g.,marketing,production),they are using which of the following management structures?

What are the characteristics of a good partner in a strategic alliance? Why do these partner traits help make a strategic alliance successful?

When applied to a strategic alliance relationship,the concept of trust includes

The most important decision in setting up a strategic alliance is usually about

Discuss some of the things multinational managers can do to build and sustain trust and commitment.

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

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

The elephant-and-the-ant complex refers to

Which of the following statements regarding international joint ventures is FALSE?

__________ means that companies rely on each other to contribute to the relationship.

Strategic complementarity in a strategic alliance means that

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

What are some of the difficulties of assessing IJV or ICA performance? How do these differ for companies with different strategic goals?

Compare and contrast the three main types of strategic alliances.

According to the text,which of the following is NOT a key criterion used in picking an alliance partner?

In the split control management structure

The anchor partner in a strategic alliance refers to

Trust in strategic alliance relationships

If an alliance fails to meet strategic goals,what two options do top managers have to choose from to resolve the situation? How can an alliance be improved?

Contracts for strategic alliances may include _____________ if the relationship dissolves before the negotiated time.

When partners share strategic decision making but make decisions independently at the functional level (e.g.,marketing,production),they are using which of the following management structures?

What are the characteristics of a good partner in a strategic alliance? Why do these partner traits help make a strategic alliance successful?

When applied to a strategic alliance relationship,the concept of trust includes

The most important decision in setting up a strategic alliance is usually about

Discuss some of the things multinational managers can do to build and sustain trust and commitment.

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

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