Chapter 3 THE ORGANIZATIONAL CONTEXT 1)Which of these does NOT drive global standardization? a) firm size b) corporate culture c) cultural environment d) strategy and structure   HRM should be locally responsive to respect local ____ regarding HRM and work practices

Chapter 3 THE ORGANIZATIONAL CONTEXT
1)Which of these does NOT drive global standardization?
a) firm size
b) corporate culture
c) cultural environment
d) strategy and structure


 

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
   
   
   3. When institutions affect the shape of an MNE’s headquarters
   a) country-of-origin effect
   b) host-country effect
   c) home-country effect
   d) none of these
   
   
    

4. Cultures where work is based on more integrated personal social relationships may value
   a) balance of intrinsic and extrinsic rewards
   b) more intrinsic rewards
   c) more extrinsic rewards
   d) less explicit rewards
   
    
5. In which of these settings are employees more likely to resist wearing company-branded clothing?
   a) HCNs in a Japanese plant in the USA
   b) Chinese in a Japanese plant in Taiwan
   c) Chinese in a Japanese plant in Japan
   d) PCNs working for USA company abroad
    
6. When the host country influences practices at headquarters
   a) reverse diffusion
   b) host-country effect
   c) home-country effect
   d) parent-country effect
    
7. MNEs which are international from their inception are
   a) networked
   b) matrix
   c) heterarchy
   d) born globals
   
    
8. The top management’s role in a heterarchy is
   a) monitor and control
   b) resource allocator
   c) catalyst and architect
   d) cheerleader
   
    
9. An MNE where resources and responsibilities are shared across national boundaries
   a) transnational
   b) heterarchy
   c) networked
   d) matrix
   
   
    
10. MNE corporate control mechanism is based on network of personal relationships
    a) corporate culture
    b) social capital
    c) indirect control
    d) direct control
    
    
     
11. Which of these is probably the most culture-bound resource of an MNE in an international context?
    a) money
    b) inventory
    c) know-how
    d) people
    
     
12. As an enterprise starts to go international, what kind of employees tend to be the first to oversee the successful implementation of appropriate work practices?
    a) local staff
    b) PCNs
    c) HCNs
    d) TCNs
    
     

13. The aim of global standardization of HRM practices is to achieve _______ of a geographically dispersed workforce around common principals and objectives.
    a) consistency
    b) transparency
    c) alignment
    d) all of the above
     
14. The exact balance of a firm’s HRM standardization-localization choice is based on
    a) strategy and structure
    b) firm size
    c) maturity
    d) all of the above
    
     
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
    
    
     
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
    
     
17. Subsidiaries characterized as ______ provide significant knowledge for other units and have gained importance as MNEs move towards the transnational model.
    a) local innovator
    b) global innovator
    c) implementer
    d) integrated player
    
    
     
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
    
     

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
    
     
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