Questions and Answers of International Management

1. The case study has shown that organisational culture can be used as a powerful mechanism of coordination. Explain why organisational culture can be a source of sustained competitive advantage. Can
3. A Western European manufacturer of the highest quality motor cars plans to set up a production facility in China and consequently to shift major parts of its production to China. What are the
2. Consider an English company that plans and arranges weddings. The advertising slogan of the company is: "We make your wedding a truly unique experience". Should this company adapt or change this
1. The case study discussed the influence of China's culture on two management functions: "marketing & sales" and "human resource management" and especially emphasised the role of guanxi. How can
3. Discuss the advantages and disadvantages of the cluster location for the participant companies in a cluster. Reflect which consequences the location of Basel has for the resident businesses.
2. Describe the influence of clusters on innovation with regard to the different types of organisation and cooperation of clusters.
1. What are the conditions for cluster formation in general and especially in the case of metrobasel? Elaborate in this context on the diamond model of Porter.
4. Define different types of market barriers and show their effect on the entry mode. Explain different strategies a company can use to deal with entry barriers in the context of the
3. Generally Japanese carmakers had different options conceming their market entry and operating strategy. Discuss why Nissan Motor Co., Ud. decided for FDI and which other possibilities it had. What
2. Describe which main factors led to the decision of Nissan to implement a local production plant, and especially which circumstances led to the choice of Sunderland, UK.
1. Summarise the main problems for [apanese car makers in the late 1980s conceming the development of the European market. Describe the political and economic environment they had to deal with.
3. Climate change is the challenge of the new millennium, not only for humankind but also for BP. Identify how the eompany is dealing with this situation, particularly by focusing on its
2. In 2003 the joint venture TNK-BPwas formed, which is an example of all the associated challenges within the petroleum industry in a politieally unstable country. Deseribe and analyse the reeent
1. Explain the main motives for going international with a eompany's business. In a seeond step, apply those objectives by focusing on BPin detail.
3. Put yourself in the position of a host country. What subsidiary roles are especially attractive for the host country? What roles are unattractive and why? (Please consider the role typologies of
2. Another wholly-owned subsidiary of ABB is ABB Ine. This subsidiary is located in Norwalk, Connecticut, in the USA. Apply the terminology of White/Poynter 1984 to determine the role of ABB Ine.
1. The case study introduced four subsidiaries of ABB : ABB AG (Germany), ABB SchweizAG (Switzerland), ABB AG (Austria), ABB S.A. (Spain) and assigned different roles to the subsidiaries, applying
3. Aldi and Lidl,both of Gerrnan origin, are hard discounters. Evaluate their strategie I/R orientation, then investigate their operations in the United Kingdorn. To what degree are their British
2. Compare Media-Markt's strategy with DSG Intemational's strategy, regarding the I/R-framework.
1. For a particular retail sector, fashion, very different strategie orientations can be observed. Analyse the strategies of Zara, H&M and C&A in Europe regarding the I/R-framework and discuss why
3. Siemens is a German MNC. Illustrate and discuss the relevance of Siemens'home country for the company's international network today
investigate whether Siemens' R&D activities around the world are eoordinated eentraHy from one (or a few) loeations or whether Siemens gives autonomy to its subsidiaries to decide (largely)
2. MNCs are characterised - arnong other things - by eomplex interdependencies within their internal and external networks. Take the example of Siemens R&D activities in China and try to depict the
1. Modem models of the MNC characterise it as a "differentiated network". Using the example of Siemens, explain this perspective of the MNC.
3. Since IKEA continued to face several bureaucratic challenges in Russia, the retailer planned to halt its expansion in the country. What should IKEA’s business strategy be in the future? “[. .
2. Discuss the challenges faced by IKEA and how the company tackled these challenges and made a mark in the Russian market. “[. . .] not all companies succumb to corruption. The Swedish furniture
1. Critically analyze IKEA’s foray into Russia. In what ways was it successful? “[. . .] not all companies succumb to corruption. The Swedish furniture retailer IKEA has steadfastly refused to
• Identify the concerns of the host country and the local community regarding your operations there. What plans do you have to deal with their concerns and to ensure a longterm cooperative
• Explain any special control issues for this overseas operation that concern you. How do you plan to deal with them?
• Discuss the kinds of communication problems your managers might face in the host-country working environment.How should they prepare for and deal with these problems?
• Describe the kinds of leadership and motivational systems you think would be most effective in this environment. Give your rationale.
• Decide on the staffing policy you will use for top-level managers, and give your rationale for this policy.
• Draw up an organization chart showing the company and its overseas operations, and describe why you have chosen this structure.
• Give a cultural profile of the local area in which you will be operating. What are the workers going to be like? What kind of reception do you anticipate from local governments, suppliers,
• Describe the environment in which you will operate and the critical operational factors that you must consider and how they will affect your company.
• State your planned entry strategy, and give your reasons for this strategy.
4. How can companies prepare their expatriates and international sojourners to prevent such dire situations? On November 20, 2016, Rainer Gärtner, chief executive officer(CEO) of Daimler Trucks and
2. Can Daimler fire Gartner? What is the legal situation?Is it ethical to fire him? On November 20, 2016, Rainer Gärtner, chief executive officer(CEO) of Daimler Trucks and Buses China Ltd. (DTBC),
11-16. What steps did Mr. Du take to pave the way to a successful relationship between Haier and Sanyo Electric? As the appetite for cross-border deals increases, business schools are mining insights
11-14. Discuss the importance of top leadership in bringing together effective cross-cultural teams. How can leaders affect the relative success of cross-border mergers?As the appetite for
11-13. Try to interview several people from a specific ethnic subculture in a company or in your college regarding values, needs, expectations in the workplace, and so on. Sketch a motivational
11-12. Choose a country and do some research (and conduct interviews if possible) to create a cultural profile. Focus on factors affecting behavior in the workplace. Integrate any findings regarding
11-11. Using the material on motivation in this chapter, design a suitable organizational reward system for the workers in your company’s plant in Mexico.
11-10. Can there be an effective EU leader? Is this a realistic prospect?Discuss the factors involved with this concept. What role has the financial crisis in the Eurozone played in this concept?
11-9. Discuss how you would develop a profile of an effective leader from the research results of the GLOBE project. Give an example.
11-8. Describe the autocratic versus democratic leadership dimension.Discuss the cultural contingency in this dimension and give some examples of research findings indicating differences among
11-7. How can we use Hofstede’s four dimensions—power distance, uncertainty avoidance, individualism, and masculinity—to gain insight into leader–subordinate relationships around the world?
11-6. Explain the theory of contingency leadership and discuss the role of culture in that theory.
11-5. Describe the variables of content and context in the leadership situation. What additional variables are involved in cross-cultural leadership? What are the major elements of a“global
11-4. Develop a cultural profile which might be applicable to many workers in Mexico and discuss the management style you would use.
11-3. Explain what is meant by the need to design culturally appropriate reward systems. Give some examples.
11-2. What are the implications for motivation of Hofstede’s research findings on the dimensions of power distance, uncertainty avoidance, individualism, and masculinity?
11-1. What have you learned from the research on work centrality and the relative importance of work dimensions to people around the world?
10-10. What would be your choice as a single person? A selection of opinions on the causes and consequences of Brexit job moves Niki Blasina, Monika Pronczuk and FT Readers November 2, 2018 In our
10-9. Assume you are working in London and your company wants to relocate you to one of their branches throughout Europe and has given you a choice. You have a spouse and two children of school age.
10-3. What are the reasons for the small numbers of female expatriates?What more can companies do to use women as a resource for international management?
10-2. Discuss the role of reverse culture shock in the repatriation process.What can companies do to avoid this problem? What kinds of skills do managers learn from a foreign assignment, and how can
9-13. What stage of culture shock is Kelly’s family experiencing? Well, it’s my job that brought us here in the first place . . . I am going to have to make a decision to stick with this
9-12. Explain the clashes in culture, customs, and expectations that occurred in this situation. Well, it’s my job that brought us here in the first place . . . I am going to have to make a
9-11. Set up some arrangements and support systems for the family and design a support package for them, with a letter to each family member about what to expect. This can be done in groups or
9-10. Write a letter to the new expatriate about what to expect both on the job and in the community. Tell the new expat about some of the cross cultural conflicts that may be encountered with
9-9. Research a company with operations in several countries and ascertain the staffing policy used for those countries. Find out what kinds of training and preparation are provided for expatriates
9-8. Make a list of the reasons you would want to accept a foreign assignment and a list of reasons you would want to reject it. Do they depend on the location? Compare your list with a classmate’s
9-7. Discuss the importance of a complete program for expatriate performance management. What are the typical components for such a program?
9-6. Explain the balance sheet approach to international compensation packages. Why is this approach so important?Discuss the pros and cons of aligning the expatriate compensation package with the
9-5. What are the common training techniques for managers going overseas? How should these vary as appropriate to the level of globalization of the firm?
9-4. Explain the common causes of expatriate failure. What are the major success factors for expatriates? Explain the role and importance of each.
9-3. Discuss the challenges involved in staffing operations in emerging markets.
9-2. Why is the HRM role so much more complex, and important, in the international context?
9-1. What are the major alternative staffing approaches for international operations? Explain the relative advantages of each and the conditions under which you would choose one approach over another.
5. What did you learn from the SoftBank-Sprint merger? The SoftBank-Sprint Merger: 2012–2019 Within the topics of cross-border mergers and acquisitions(M&As) and global business environment, this
4. What lies ahead for Sprint in the telecom sector? The SoftBank-Sprint Merger: 2012–2019 Within the topics of cross-border mergers and acquisitions(M&As) and global business environment, this
3. Analyze and discuss the changing telecom industry(as of 2020) in the U.S.? The SoftBank-Sprint Merger: 2012–2019 Within the topics of cross-border mergers and acquisitions(M&As) and global
2. Investigate and discuss SoftBank and Sprint’s core competencies in Japan and the U.S.? The SoftBank-Sprint Merger: 2012–2019 Within the topics of cross-border mergers and acquisitions(M&As)
1. What are your views of SoftBank’s acquisition of Sprint in the U.S.’s telecom industry? The SoftBank-Sprint Merger: 2012–2019 Within the topics of cross-border mergers and acquisitions(M&As)
3. If you were in Ronaldo Mouchawar’s place, what would your decision be? What are the implications for this decision going forward? “The walls are being knocked down. We still have work to do,
2. Evaluate the options before Souq in relation to the bids by Amazon and Emaar. “The walls are being knocked down. We still have work to do, but we’re getting there.”2—Ronaldo Mouchawar,
1. Critically analyze the reasons for Souq’s success in MENA.Do you think that the decision to sell out is a good option for Souq to realize its growth objective? “The walls are being knocked
3. Discuss the possible challenges Amazon could face in China going forward. What should it do in such a scenario? “China is a very important market for Amazon. We’re committed to growing our
2. How could Amazon face up to the fierce competition from e-commerce retailers in China? “China is a very important market for Amazon. We’re committed to growing our business here.”“The
1. Critically analyze Amazon’s strategy in China. “China is a very important market for Amazon. We’re committed to growing our business here.”“The demand for international brands is rising
8-12. What is the relationship between board structure and power in organizations? David Keohane in Paris and Kana Inagaki in Tokyo March 11, 2019 Renault, Nissan and Mitsubishi are to set up a new
8-11. How was the alliance structured, and what was the proposed new alliance structure? David Keohane in Paris and Kana Inagaki in Tokyo March 11, 2019 Renault, Nissan and Mitsubishi are to set up a
In groups of four, consider a fast-food chain going into Brazil.Decide on your initial level of desired involvement in Brazil and your entry strategy. Draw up an appropriate organizational design,
8-6. What is the role of information systems in the reporting process? Discuss the statement, “Inadequate MIS systems in some foreign affiliates are a control problem for MNCs.”
8-5. As an international manager, what would make you suggest restructuring your firm? What other means of direct and indirect monitoring systems do you suggest?
7-14. How has IKEA been able to localize its strategic implementation in India? In 1996, McDonald’s, the US hamburger chain, opened its first store in India, an event seemingly imbued with symbolic
7-13. What are the core values and strategy that IKEA wanted to implement in India? In 1996, McDonald’s, the US hamburger chain, opened its first store in India, an event seemingly imbued with
7-12. The IKEA company has waited a long time to get into India. Trace the events and challenges that have led up to this point.In 1996, McDonald’s, the US hamburger chain, opened its first store
6-16. What were the main concerns for ACP as Brexit approached? What preparations should the company have made? Preparation is patchy and smaller companies face some of the biggest challenges.Lynda
6-15. At the time of this case writing Brexit was unresolved. What has happened since? How has Brexit affected small companies like ACP Solutions? Preparation is patchy and smaller companies face
6-12. In small groups, discuss among yourselves and then debate with the other groups the relative merits of the alternative entry strategies for the company and countries you chose in Exercise 6-11.
6-10. Discuss the considerations in strategic choice, including the typical stages of the company and the need for a long-term global perspective.
6-8. Discuss different international strategies: global, multidomestic, and transnational.
6-6. Discuss the impact of the rise of emerging-market countries on the strategic planning of firms around the world.
6-4. Discuss the ways in which managers arrive at new strategic directions—formal and informal. Which is the best?
6-3. Give examples of the impact of the Internet on small businesses.
6-2. What effects on company strategy have you observed because of the global economic downturn?
6-1. Discuss why companies go international, giving specific reactive and proactive reasons.
3. How can the situation be improved now? The pleasant February morning had taken a perplexing turn for Anuj Pathak. He had reached the office after a jog at the beach as had become his habit in the

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