Professional Documents
Culture Documents
1. An international student that goes to work for an MNE in the country where she is
studying is a
a) PCN
b) HCN
c) TCN
d) not enough information
(d)
If she is an Australian studying in the UK, and the MNE is Australian, she would be a PCN.
If the MNE is UK-based, then she would be a TCN.
See p. 3.
2. If a person goes to work for a foreign-based MNE in the country he was born, then he is
a
a) PCN
b) HCN
c) TCN
d) not enough information
(b)
He is a HCN, a host country national, by definition of HCN.
See p. 3.
5. An MNE is this kind of industry when its competitive position in one country is
significantly influenced by its position in other countries.
Chapter 1 Beat the Clock Multiple Choice Page 2 of 23
a) international
b) multidomestic
c) global
d) networked
(c)
This MNE is a global industry by definition.
See p. 11.
7. Which of these do NOT moderate differences between domestic HRM and IHRM?
a) inherent complexity of IHRM
b) cultural context of IHRM
c) transnationality index
d) differences in employee productivity
(d)
(a), (b), and (c) are three of the five moderating variables for the differences between
IHRM and domestic HRM, described in figure 1.3. (d) has to do with employee
productivity, which is something both domestic and international HRM must do.
See p. 9.
8. “What you do, where you do it, and with who” is a nice way to remember
a) Stahl-Björkman-Morris definition of IHRM
b) Morgan’s 3-D definition of IHRM
c) different IHRM approaches
d) three IHRM employee types
(b)
What you do = HR activities
Where you do it = host, parent, or other country
With who you do it = HCNs, PCNs, and TCNs
It could be argued that (d) is a way for understanding the difference between PCNs,
HCNs and TCNs, except for the “what you do” parameter, which any employee type can
do.
See pp. 2-4.
d) language translation
(c)
Domestic HRM does recruitment and selection as well.
See p. 5.
10. “MNEs become more alike as they discover universal HRM best practices” is an example
of
a) the convergence hypothesis
b) the divergence hypothesis
c) a Laurent step to true IHRM
d) None of these
(a)
See p. 10.
11. An international student goes to work for a Brazilian MNE in Brazil where he has been
studying. He is a
a) parent-country national (PCN)
b) host-country national (HCN)
c) third-country national (TCN)
d) not enough information
(c)
See p. 3.
12. If an international student returns to her country of origin and works for an MNE whose
headquarters is in the country where she studied, then she is a
a) PCN
b) HCN
c) TCN
d) not enough information
(b)
She is a host-country national (HCN), by definition of HCN.
See p. 3.
13. If a person works on a ship for a cruise line headquartered in the country where he was
born and resides, then he is a
a) PCN
b) HCN
c) TCN
d) not enough information
(a)
See p. 3.
14. An MNE is this kind of industry when competition in one country is essentially
independent of competition in other countries.
a) international
b) multidomestic
c) global
Chapter 1 Beat the Clock Multiple Choice Page 4 of 23
d) networked
(b)
This MNE is a multidomestic industry by definition.
See p. 11.
16. Which senior managers may assume a greater deal of transferability between domestic
and international HRM practices?
a) Senior managers of MNEs with large domestic markets
b) Senior managers with little international experience
c) Senior managers with successful careers built on domestic experience
d) All of these
(d)
Senior managers with little international experience, large domestic markets, or
successful careers built on domestic experience are all more susceptible to assuming
that there is greater transferability between domestic and international HRM practices,
because domestic management is more of what they know.
See p. 14.
17. The psychological contract between an MNE and which type of employee tends to be
with his or her entire family:
a) PCN working abroad
b) HCN
c) TCN working abroad
d) Both (1) and (3)
(d)
Both types of expatriates (parent country nationals and third country nationals working
abroad) tend to take their immediate families with them to live and work abroad, so the
pyschological contract with their MNE tends to be with their entire immediate families.
See p. 7.
18. Laurent’s steps for a truly international conception of HRM involve each of the following
EXCEPT:
a) An MNE’s explicit recognition that its HRM reflects some assumptions and values of
its home culture.
b) An MNE’s explicit recognition that its ways are neither universally better or worse
than others.
Chapter 1 Beat the Clock Multiple Choice Page 5 of 23
c) A genuine believe that more effective ways of managing people can result from cross-
cultural learning.
d) An MNE should focus more on behaviors over states of mind and mindsets.
(d)
The first three choices are three of Laurent’s five steps for a truly international
conception of HRM. All five steps actually have more to do with states of mind and
mindsets over particular behaviors, excactly the opposite of choice (d).
19. Macroenvironmental factors that may influence MNEs include each of the following
EXCEPT:
a) political factors
b) enterprise factors
c) sociological factors
d) technological factors
(b)
The macroenvironmental factors can be remembered with the acronomyms PEST, or
PESTLE which include economic, legal, and environment fators as well, but not
enterprise.
See p. 14.
A key contrast between international and domestic human resource management is:
a) complexity in operating in different countries
b) complexity in employing different national categories of employees
c) both (1) and (2)
d) the major differerences between the HR activities performed.
(c)
See p. 17
Beat the Clock
Chapter 2 THE CULTURAL CONTEXT OF IHRM
c) Schein
d) Trompenaars and Hampden-Turner
(b)
See p. 24.
12. Which researcher(s) defined three levels of culture: artefacts, values, and
underlying assumptions?
a) Kluckhohn and Kroeber
b) Hosftede
c) Schein
d) Trompenaars and Hampden-Turner
(c)
See p. 24.
13. The goals of cross-cultural management studies include each of these
EXCEPT:
a) determining how to cause organizational behavior to become the same
across countries and cultures
b) description of organizational behavior within countries and cultures
c) comparison of organizational behavior within countries and cultures
d) explanation and improvement of employee, customer, suppliers, or
business partner interactions in different countries and cultures
(a)
(a) is more of an example of the convergence hypothesis approach from
chapter 1 that imposes the notion that the parent country’s ways are
better. The key notion in cross-cultural management research is that cross-
cultural differences can lead to more creative and effective ways of doing
things.
See p. 23 in chapter 2 and Laurent’s steps for truly international HRM on p.
12 of chapter 1.
c) Great Britain
d) USA
(b)
See FIGURE 2.1 on p. 31.
Female managers are rare where which of these cultural dimensions is lowest?
a) in-group collectivism
b) uncertainty avoidance
c) gender egalitarianism
d) individualism
(c)
See p. 32.
Beat the Clock
Chapter 3 THE ORGANIZATIONAL CONTEXT
2. HRM should be locally responsive to respect local ____ regarding HRM and
work practices.
a) cultural values
b) government policies
c) education systems
d) all of the above
(d)
See p. 48.
See p. 65.
15. Which of these does NOT drive the localization of HRM in MNEs?
a) corporate culture
b) institutional environment
c) firm size
d) firm maturity
(a)
See Figure 3.2 on p. 49.
16. Based on their view of a MNE as a network, Gupta and Govindarajan give
the highest importance to
a) capital
b) products
c) services
d) knowledge flows
(d)
See p. 54.
a) local innovator
b) global innovator
c) implementer
d) integrated player
(b)
See pp. 54-55.
18. Subsidiaries with the _____ role engage in the creation of relevant
country/region-specific knowledge in all key functional areas because they
have complete responsibility.
a) local innovator
b) global innovator
c) implementer
d) integrated player
(d)
See pp. 54-55.
19. The opposite of the reverse diffusion institutional effect on a MNE is the
a) home-country effect
b) host-country effect
c) country-of-origin effect
d) local responsiveness effect
(c)
See FIGURE 3.3 and the rest of p. 52.
20.An MNE that has adopted the _____ organization structure is characterized
by an interdependence of resources and responsibilities across all business
units regardless of national boundaries.
a) matrix
b) mixed structure
c) heterarchy
d) transnational
(d)
See pp. 62, 65.
Beat the Clock
Chapter 4 IHRM IN CROSS-BORDER MERGERS AND ACQUISITIONS,
INTERNATIONAL ALLIANCES, AND SMEs
2. In this stage of a M&A, the M&A steering team is formed and educated on
people issues.
a) pre-M&A
b) due diligence
c) integration planning
d) implementation
(a)
See p. 87 and FIGURE 4.4.
6. Which of the following is NOT a conceptual tool for strategic HRM in M&As?
a) resources
b) environments
c) processes
d) values
(b)
See p. 88.
7. Which of these skills is important for expatriate success in the acquired firm
of an acquisition?
a) language skills
b) intercultural competence
c) industry experience
d) all of the above
(d)
See pp. 88-89.
10. In this role during IJV formation, an HR manager should identify talent for
executing IJV strategies.
a) partnership
Chapter 1 Beat the Clock Multiple Choice Page 17 of 23
11. In this role during IJV formation, an HR manager should take the needs of all
stakeholders into account.
a) partnership
b) change facilitator and strategy implementer
c) innovator
d) collaborator
(a)
See p. 92.
12. In this role during IJV formation, an HR manager should conceptualize and
implement new strategies involving trust-based communication and co-
operation with relevant partners.
a) partnership
b) change facilitator and strategy implementer
c) innovator
d) collaborator
(b)
See p. 92.
13. Which of these is NOT a top ten barrier for SMEs internationalizing their
operations?
a) shortage of working capital to finance exports
b) lack of managerial time to deal with internationalization
c) inadequate quantity of and/or untrained personnel for
internationalization
d) inflexible corporate culture
(d)
See top ten list on p. 95.
14. What is the number one barrier to international market access for an SME?
a) shortage of working capital to finance exports
b) lack of managerial time to deal with internationalization
c) inadequate quantity of and/or untrained personnel for
internationalization
d) inflexible corporate culture
Chapter 1 Beat the Clock Multiple Choice Page 18 of 23
(a)
See top ten list on p. 95.
15. In which of these economies do SMEs form more than 99% of the
enterprises?
a) European Economic Area (EEA)
b) Asia-Pacific Region
c) USA
d) Southern Common Market (MERCOSUR)
(a)
See p. 95.
16. In the USA _____ of total employment is with organizations with fewer than
20 employees.
a) under 20%
b) 50%
c) 60%
d) over 80%
(d)
See p. 95.
17. By definition, the number of people that work for a small enterprise is
a) < 20
b) < 50
c) < 100
d) < 250
(b)
See p. 95 and TABLE 4.1.
19. During an IJV, Kabst calls the key management positions the parent firms
compete for
Chapter 1 Beat the Clock Multiple Choice Page 19 of 23
a) functional gatekeepers
b) strategy implementers
c) innovators
d) collaborators
(a)
See p. 92.
1. Culture-specific knowledge is
a) affective dimension
b) cognitive layer
c) intercultural competence
d) cultural intelligence
(b)
See p. 129.
2. In this approach to staffing, employees may move out of their home countries, but only within a particular
geographic region.
a) ethnocentric
b) polycentric
c) geocentric
d) regiocentric
(d)
See p. 112.
a) premium pay
b) no language barrier
c) better HQ control
d) global mindset
(b)
See TABLE 5.1 on p. 113.
7. A company hires PCNs when the foreign culture is distant. Which determinant applies?
a) context specificities
b) company specificities
c) local unit specificities
d) IHRM practices
(a)
See pp. 113-114.
8. A new M&A subsidiary is staffed with an expert TCN because of its strategic importance. Which
determinant applies?
a) context specificities
b) company specificities
c) local unit specificities
d) IHRM practices
(c)
See pp. 113-114.
9. This type of international assignment requires specific skills and lasts 6-12 months on specific projects.
a) contractual
b) rotational
c) commuter
d) virtual
(b)
See pp. 117-118.
10. Expatriates that gather information, bridging internal and external contexts are
a) language nodes
b) agents of socializing
c) network builders
d) boundary spanners
(d)
See p. 120
12. Which of these is NOT a stressor relating to the management of international business travelers.
a) home and family issues
b) foreign residency
c) travel logistics
d) health concerns
(b)
International business travelers do not need to apply for residency in the countries they are visiting.
See pp. 121-122.
Chapter 1 Beat the Clock Multiple Choice Page 22 of 23
13. Which of these moderators may prove to be the greater barrier to mobility for female expatriates?
a) home and family issues
b) health concerns
c) dual career issues
d) host-culture issues
(c)
Males are more reluctant to accompany their spouse/partner.
See pp. 121, 138.
15. Expatriates that assist in the transfer of shared values and beliefs are
a) language nodes
b) agents of socializing
c) network builders
d) boundary spanners
(b)
See p. 119.
16. Expatriates that work as ‘spiders’ developing their web of personal relationships as they move between
various organizational units
a) language nodes
b) agents of socializing
c) network builders
d) boundary spanners
(c)
See p. 119.
17. According to the Brookfield Study (2015), what is the single most factor in retaining employees after an
international assignment?
a) good international candidate selection
b) spouse/partner satisfaction with the assignment
c) career and talent management before, during, and after the assignment
d) the assignee’s ability to adapt
(c)
See p. 128.
19. _______ focuses capabilities to grasp, reason, and behave effectively in culturally diverse situations.
a) cultural intelligence
b) intercultural competence
c) intercultural sensitivity
d) global mindset
(a)
See p. 129.