Beat the Clock Answer Key Chapters 4-5

Beat the Clock Chapter 4 IHRM IN CROSS-BORDER MERGERS AND ACQUISITIONS, INTERNATIONAL ALLIANCES, AND SMEs 1. Most successful international SME HR strategies have involved a) outsourcing HRM b) sharing IHRM with larger MNEs c) both of the above d) in-house reduced staff HRM (c) 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) 3. At this stage of a M&A, HR compatibility and cultural issues are identified and assessed. a) pre-M&A b) due diligence c) integration planning d) implementation (b) 4. At this stage of a M&A, a staffing plan and culturally sensitive communication strategies are developed. a) pre-M&A b) due diligence c) integration planning d) implementation (c) 5. At this stage of a M&A, HR ensures capture of synergies with incentives and manages ongoing cultural change. a) pre-M&A b) due diligence c) integration planning d) implementation (d) 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) 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) 8. Training and development are most extensive for MNEs from a) Germany b) Japan c) UK d) USA (d) 9. The compatibility between the IJV partners is most important when it comes to a) formation of the IJV b) mutual learning opportunities c) development and implementation d) advancement of IJV (b) 10. In this role during IJV formation, an HR manager should identify talent for executing IJV strategies. a) partnership b) change facilitator and strategy implementer c) innovator d) collaborator (c) 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) 12. In this role during IJV formation, an HR manager should conceptualize and implement new strategies involving trust-based communication and cooperation with relevant partners. a) partnership b) change facilitator and strategy implementer c) innovator d) collaborator (b) 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) 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 (a) 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) 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) 17. By definition, the number of people that work for a small enterprise is a) < 20 b) < 50 c) < 100 d) < 250 (b) 18. By definition, the number of people that work for a medium-sized enterprise is a) < 20 b) < 50 c) < 100 d) < 250 (d) 19. During an IJV, Kabst calls the key management positions the parent firms compete for a) functional gatekeepers b) strategy implementers c) innovators d) collaborators (a) 20. Performance-related pay is more popular in the USA than in a) Japan b) Germany c) both Japan and Germany d) none of the above (c) Beat the Clock Chapter 5 SOURCING HUMAN RESOURCES FOR GLOBAL MARKETS – STAFFING, RECRUITMENT, AND SELECTION 1. Culture-specific knowledge is a) affective dimension b) cognitive layer c) intercultural competence d) cultural intelligence (b) 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) 3. Which is an advantage of international staffing with a PCN? a) more organizational control b) salary is relatively lower c) no language barrier d) no work permit is required (a) 4. Which is a disadvantage of international staffing with a PCN? a) limited promotions b) longer adaptation time c) has special skills d) better training (b) 5. Which is an advantage of international staffing with a HCN? a) premium pay b) no language barrier c) better HQ control d) global mindset (b) 6. Which is a disadvantage of international staffing with a HCN? a) lowers morale with PCNs b) host government resentment c) premium pay d) limited advancement elsewhere (d) 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) 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) 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) 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) 11. A popular term for a non-expatriate is a) road warrior b) globetrotter c) flexpatriate d) all of the above (d) 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) 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. 14. Which of these is a direct cost of expatriate failure? a) loss of market share b) relocation expenses c) difficulty with host-government officials d) demands that expatriates be replaced with HCNs (b) 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) 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) 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) 18. Which of the following is NOT a factor in expatriate selection? a) technical ability b) cross-cultural suitability c) language d) all of the above (d) 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) 20. _______ is the ability to appreciate elements of various cultures. a) cultural intelligence b) intercultural competence c) intercultural sensitivity d) global mindset (d)