"Decisions about diversification and acquisition are not based on the well-being of the shareholder but instead on the needs of the CEO such as ego and job security. As a result, all such decisions should be submitted to a government agency for approval." Do you agree? Why or why not? You are the CEO of Mega Global Corporation and you are weighing a number of decisions involving diversification, acquisition, and restructuring. Long ago you were the manager of a mutual fund and you decide to make your decisions using the same approach as you used in managing that fund. How would that affect your decisions and decision process? Week 10 (Based on Chapter 10) OPENING CASE: Emerging Markets: GE Innovates from the Base of the Pyramid Question: Why products developed for emerging economies, where expensive products typically op, could be successful in developed countries, where money is not such an issue. Discussion questions 1. Develop a good understanding of the chapter content (e.g. multinational strategies and structures, pressures for cost reductions and local responsiveness, four strategic choices, four organizational structures, relationship between multinational strategies and structures, a comprehensive model of multinational strategy / structure I and learning, worldwide learning / innovation and knowledge management, globalizing R&D, problems and solutions in knowledge management, customer-focused dimensions vs. integration I responsiveness I and learning) In this age of globalization, some gurus argue that all industries are becoming global and that all rms need to adopt a global strategy. Do you agree? Why or why not? From time to time, a manager may be faced with the need to change the internal rules of the game within hisfher MNE. What skills and capabilities may be useful in achieving this? To what extent should a firm be committed to a particular strategy versus making frequent changes in the strategy? If a strategy is likely to be changed, what is the point in having one? Normally when a rm rst expands overseas, it may use an international division and later use a different organizational structure. Under what circumstances might such a firm wish to shift back to the use of an international division? The text makes the point that multinational strategy and structure have a reciprocal relationship. What are the three arguments the text makes in support of this statement