Exam 19: Global Human Resource Management
Exam 1: Globalization105 Questions
Exam 2: National Differences in Political, Economic, and Legal Systems107 Questions
Exam 3: National Differences in Economic Development103 Questions
Exam 4: Differences in Culture105 Questions
Exam 5: Ethics, Corporate Social Responsibility, and Sustainability108 Questions
Exam 6: International Trade Theory97 Questions
Exam 7: Government Policy and International Trade110 Questions
Exam 8: Foreign Direct Investment108 Questions
Exam 9: Regional Economic Integration98 Questions
Exam 10: The Foreign Exchange Market105 Questions
Exam 11: The International Monetary System101 Questions
Exam 12: The Global Capital Market104 Questions
Exam 13: The Strategy of International Business102 Questions
Exam 14: The Organization of International Business106 Questions
Exam 15: Entry Strategy and Strategic Alliances111 Questions
Exam 16: Exporting, Importing, and Countertrade106 Questions
Exam 17: Global Production and Supply Chain Management105 Questions
Exam 18: Global Marketing and R&D121 Questions
Exam 19: Global Human Resource Management111 Questions
Exam 20: Accounting and Finance in the International Business109 Questions
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Mendenhall and Oddou's "others-orientation" dimension, in their study on what predicts success in foreign jobs postings, refers to the
(Multiple Choice)
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How can firms reduce the bias in performance appraisals of expatriate managers?
(Essay)
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Bringing managers together in one location for extended periods and rotating them through different jobs in several countries is a part of
(Multiple Choice)
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A firm following ________ approach to staffing believes that the host-country nationals should be recruited to manage subsidiaries, while parent-country nationals occupy key positions at corporate headquarters.
(Multiple Choice)
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In a seminal study, R.L. Tung found that among American multinationals, the biggest impediment to expatriate success was the
(Multiple Choice)
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A strong ________, the organization's norms and value systems, can help a firm to implement its strategy.
(Multiple Choice)
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In polycentric firms, the lack of managers' mobility among national operations implies that pay can and should be kept country-specific.
(True/False)
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________ staffing policy can be expensive to implement because training and relocation costs increase when transferring managers from one country to another.
(Multiple Choice)
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Labor unions generally prefer it if an international business keeps highly skilled tasks in its home country and farms out only low-skilled tasks to foreign plants.
(True/False)
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From a strategic perspective, the key issue in international labor relations is the degree to which organized labor can
(Multiple Choice)
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A citizen of France who moves to the United States to work at Ford is a(n)
(Multiple Choice)
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________ is the ability to understand why people of other countries behave the way they do.
(Multiple Choice)
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An ethnocentric approach to staffing is appropriate for firms that are pursuing
(Multiple Choice)
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A firm that adopts a polycentric approach to staffing is likely to suffer from cultural myopia.
(True/False)
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In a seminal study, R.L. Tung found that for managers of European firms, the biggest impediment to expatriate success was the
(Multiple Choice)
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Firms may choose an ethnocentric approach to staffing as opposed to a polycentric approach because of the cost savings it promotes.
(True/False)
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The international trade secretariats (ITS) have had virtually no real success. Which of the following is a cause of the ITSs' ineffectiveness?
(Multiple Choice)
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Union influence in the auto industry is increasing in part due to Japanese carmakers building autos in the United States.
(True/False)
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