Question 1

Transition companies are characterized by:

Accepted Answer

A)  Large well-resourced HR departments 
B)  Devolving HR responsibilities to a small group 
C)  HR relocations to a subsidiary company 
D)  Medium sized corporate HR department 
A)  Large well-resourced HR departments 
B)  Devolving HR responsibilities to a small group 
C)  HR relocations to a subsidiary company 
D)  Medium sized corporate HR department

Question 2

Centralized HR companies are characterized by devolving the HR responsibilities to a small group who reports to corporate headquarters.

Accepted Answer

A) True 
 B)False

Question 3

Europeans tend to take a different structural path than the US.

Accepted Answer

A) True 
 B)False

Question 4

The subsidiary as an integrated player:

Accepted Answer

A)  Develops HRM policies and practice which are transferred to overseas affiliates 
B)  Creates knowledge but at the same time is recipient of knowledge flows 
C)  Engages in the creation of country/region specific knowledge in all key functional areas 
D)  Moves managers in a way to break down barriers and produces corporate champions of information 
A)  Develops HRM policies and practice which are transferred to overseas affiliates 
B)  Creates knowledge but at the same time is recipient of knowledge flows 
C)  Engages in the creation of country/region specific knowledge in all key functional areas 
D)  Moves managers in a way to break down barriers and produces corporate champions of information

Question 5

Korean conglomerates have a strong preference for:

Accepted Answer

A)  Greenfield building approach 
B)  Bamboo network/family approach 
C)  Grow within approach 
D)  Growth-through-acquisition approach 
A)  Greenfield building approach 
B)  Bamboo network/family approach 
C)  Grow within approach 
D)  Growth-through-acquisition approach

Question 6

Discuss a formal,structural form of control utilized by traditional multinational firms.

Accepted Answer

Strategic intent is articulated and form

Question 7

Purchasing an international company automatically creates a separate international division of a company.

Accepted Answer

A) True 
 B)False

Question 8

The management of a multi-centered networked organization is:

Accepted Answer

A)  Simple 
B)  Inconsequential 
C)  Organized 
D)  Complex 
A)  Simple 
B)  Inconsequential 
C)  Organized 
D)  Complex

Question 9

Intra-organizational networks comprise the organization's headquarters and the numerous subsidiaries.

Accepted Answer

A) True 
 B)False

Question 10

Training,performance,appraisals and staff movements are not impacted by the HR structural form.

Accepted Answer

A) True 
 B)False

Question 11

HR departments are emerged in policies and procedures in the early international or export stage.

Accepted Answer

A) True 
 B)False

Question 12

Network multinational structures:

Accepted Answer

A)  Are the most popular form of multinational organization 
B)  Are tightly coupled bureaucracies,linked by formal explicit policies 
C)  Are culturally homogeneous and hierarchically controlled 
D)  Are loosely coupled political systems 
A)  Are the most popular form of multinational organization 
B)  Are tightly coupled bureaucracies,linked by formal explicit policies 
C)  Are culturally homogeneous and hierarchically controlled 
D)  Are loosely coupled political systems

Question 13

The host-country effect:

Accepted Answer

A)  Implies that multinationals are shaped by institutions existing in their country origins 
B)  Refers to the extent to which HRM practice in subsidiaries are impacted by the host country context 
C)  Refers to the transfer of practices from foreign locations to the headquarters 
D)  Relies heavily on knowledge from the parent or peer subsidiaries 
A)  Implies that multinationals are shaped by institutions existing in their country origins 
B)  Refers to the extent to which HRM practice in subsidiaries are impacted by the host country context 
C)  Refers to the transfer of practices from foreign locations to the headquarters 
D)  Relies heavily on knowledge from the parent or peer subsidiaries

Question 14

Mixed structures are more complex and harder to explain and implement/control than a matrix structure.

Accepted Answer

A) True 
 B)False

Question 15

An important forum for the development of personal networks is:

Accepted Answer

A)  Relocating staff on a regular basis 
B)  Luncheon meeting 
C)  Training programs held in regional centers 
D)  Weekly department meetings 
A)  Relocating staff on a regular basis 
B)  Luncheon meeting 
C)  Training programs held in regional centers 
D)  Weekly department meetings

Question 16

The process of socializing people so that they come to share a common set of values and beliefs that shapes their behavior is:

Accepted Answer

A)  Networking 
B)  Corporate culture 
C)  Matrix structure 
D)  Social investment 
A)  Networking 
B)  Corporate culture 
C)  Matrix structure 
D)  Social investment

Question 17

"Born globals" are:

Accepted Answer

A)  Company formed with the international market in mind 
B)  International firm formed by acquisition 
C)  Company grown into an international company by market demands 
D)  Company owned by people of different nationalities 
A)  Company formed with the international market in mind 
B)  International firm formed by acquisition 
C)  Company grown into an international company by market demands 
D)  Company owned by people of different nationalities

Question 18

European multinational firms are mainly from Germany.

Accepted Answer

A) True 
 B)False

Question 19

Multinational firms are divided into the following regional block EXCEPT:

Accepted Answer

A)  North America 
B)  Asia 
C)  Europe 
D)  Australia 
A)  North America 
B)  Asia 
C)  Europe 
D)  Australia

Question 20

Transnational strategies of globalization are characterized by:

Accepted Answer

A)  Ability of the multinational to formulate and implement the required human resource element 
B)  A company doing business in more than one country 
C)  Organization form that is characterized by an interdependence of resources and responsibilities across all business units 
D)  Network of independent companies in different countries 
A)  Ability of the multinational to formulate and implement the required human resource element 
B)  A company doing business in more than one country 
C)  Organization form that is characterized by an interdependence of resources and responsibilities across all business units 
D)  Network of independent companies in different countries

Transition companies are characterized by:

Centralized HR companies are characterized by devolving the HR responsibilities to a small group who reports to corporate headquarters.

Europeans tend to take a different structural path than the US.

The subsidiary as an integrated player:

Korean conglomerates have a strong preference for:

Discuss a formal,structural form of control utilized by traditional multinational firms.

Purchasing an international company automatically creates a separate international division of a company.

The management of a multi-centered networked organization is:

Intra-organizational networks comprise the organization's headquarters and the numerous subsidiaries.

Training,performance,appraisals and staff movements are not impacted by the HR structural form.

HR departments are emerged in policies and procedures in the early international or export stage.

Network multinational structures:

The host-country effect:

Mixed structures are more complex and harder to explain and implement/control than a matrix structure.

An important forum for the development of personal networks is:

The process of socializing people so that they come to share a common set of values and beliefs that shapes their behavior is:

"Born globals" are:

European multinational firms are mainly from Germany.

Multinational firms are divided into the following regional block EXCEPT:

Transnational strategies of globalization are characterized by:

Introduction

The Cultural Context of IHRM

IHRM in Cross-Border Mergers & Acquisitions, International Alliances and SMEs

Sourcing Human Resources for Global Markets – Staffing, Recruitment and Selection

International Performance Management

International Training,Development and Careers

International Compensation

International Industrial Relations and The Global Institutional Context

IHRM Trends and Future Challenges

Filters

Exam 3: The Organizational Context

Transition companies are characterized by:

Centralized HR companies are characterized by devolving the HR responsibilities to a small group who reports to corporate headquarters.

Europeans tend to take a different structural path than the US.

The subsidiary as an integrated player:

Korean conglomerates have a strong preference for:

Discuss a formal,structural form of control utilized by traditional multinational firms.

Purchasing an international company automatically creates a separate international division of a company.

The management of a multi-centered networked organization is:

Intra-organizational networks comprise the organization's headquarters and the numerous subsidiaries.

Training,performance,appraisals and staff movements are not impacted by the HR structural form.

HR departments are emerged in policies and procedures in the early international or export stage.

Network multinational structures:

The host-country effect:

Mixed structures are more complex and harder to explain and implement/control than a matrix structure.

An important forum for the development of personal networks is:

The process of socializing people so that they come to share a common set of values and beliefs that shapes their behavior is:

"Born globals" are:

European multinational firms are mainly from Germany.

Multinational firms are divided into the following regional block EXCEPT:

Transnational strategies of globalization are characterized by:

Introduction

The Cultural Context of IHRM

IHRM in Cross-Border Mergers & Acquisitions, International Alliances and SMEs

Sourcing Human Resources for Global Markets – Staffing, Recruitment and Selection

International Performance Management

International Training,Development and Careers

International Compensation

International Industrial Relations and The Global Institutional Context

IHRM Trends and Future Challenges

Filters