Strategizing Around the Globe Quiz-1

A hallmark of theory building and development is

• the outcome of a test.

• replication.

• intuition.

• consensus.

When it comes to strategic work as defined by A. G. Lafley, CEOs are primarily responsible for

• overseeing the tactical aspects of a firm’s work.

• shaping the values and standards of the firm.

• calling and presiding over strategy meetings.

• delegating the responsibility for making strategic choices.

Essentially strategy is

• a rulebook.

• a blueprint.

• a set of programmed instructions.

• a set of flexible actions.

Chandler advocated strategy as integration, a perspective in which

• intended strategy is always superseded by emergent strategy.

• strategy is neither solely about plan nor action but integrates both.

• top-down planning integrates a “know yourself” philosophy.

• bottom-up planning and flexibility are avoided as part of strategic planning.

The current era of globalization originated in the aftermath of

• World War I.

• World War II.

• the Vietnam Conflict.

• the Gulf War.

Which of the following best describes foreign direct investment (FDI)?

• A firm’s direct investment in production and/or service activities abroad

• The purchases of foreign securities by people within the United States

• The purchases of U.S. securities by people from other countries

• Avoidance of brokers or other financial intermediaries when making foreign investments

The school of thought that views strategy as the outcome of rigorous formal planning is based on

• the work of Carl von Clausewitz, a Prussian military strategist.

• Sun Tzu’s book The Art of War.

• Mintzberg’s idea of bottom-up feedback.

Which of the following best reflects the reality of how MNEs adapt their "global" strategies?

• Zoom broke records in numbers of users in March and April of 2020.

• The Volkswagen Golf and Ford Mondeo are popular cars throughout the world.

• Coca-Cola used a set of "world commercials" focused on a polar bear character.

• The recipe for Coke Classic is different around the world.

The notion of global strategy as one-size-fits-all

• adds to local responsiveness.

• provides the best way for companies to compete with domestic rivals as well as international rivals.

• fails to adequately accommodate firms in emerging economies.

• looks primarily at how MNEs compete with their domestic rivals in foreign countries.

In determining the success and failure of firms around the globe, strategic managers will look at

• how to acquire, leverage, and sustain competitive advantage over time.

• comparative analysis of industry-based, resource-based, and institution-based practices.

• how to best standardize a firm’s products and services on a worldwide basis.

• a standardized balanced scorecard across industries.