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Global Business > Tutorial 9 > Flashcards

Tutorial 9 Flashcards

1
Q

Chapter 15

global integration strategies

A

Strategies that focus
on synergies between operations at different locations.

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2
Q

Chapter 15

local responsiveness strategy

A

Strategies that deliver locally adapted products in each market

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3
Q

Chapter 15

home replication strategy

A

A strategy that emphasizes international replication
of home country-based competencies such
as production scales, distribution efficiencies and brand power.

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4
Q

Chapter 15

**Four strategic choices for multinational enterprises: **
Home replication advantages vs disadvantages

A

**Pro: **
* Leverages home country-based advantages
* Relatively easy to implement

Con:
* Lack of local responsiveness
* May result in foreign customer alienation

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5
Q

Chapter 15

**Four strategic choices for multinational enterprises: ** Localization advantages vs disadvantages

A

Pro:
* Maximizes local responsiveness

Con:
* High costs due to duplication of efforts in multiple countries
* Too much local autonomy

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6
Q

Chapter 15

**Four strategic choices for multinational enterprises: **
Global standards advantages vs disadvantages

A

Pro:
* Leverages economies of scale
* Emphasizes integrated innovation

Con:
* Lack of local responsiveness
* Too much centralized control

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7
Q

Chapter 15

**Four strategic choices for multinational enterprises: **
Transnational advantages vs disadvantages

A

Pro:
* Cost-efficient while being locally responsive
* Engages in global learning and diffusion of innovations

Con:
* Organizationally complex
* Difficult to implement

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8
Q

Chapter 15

localization(multidomestic) strategy

A

A strategy that focuses on a number of foreign countries/ regions, each of which is regarded as a stand-alone ‘local’ (domestic) market worthy of significant attention and adaptation.

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9
Q

Chapter 15

global standards strategy

A

A strategy that relies on the development and distribution of standardized products worldwide to reap the maximum benefits from low-cost advantages.

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10
Q

Chapter 15

transnational strategy

A

A strategy that aims to be simultaneously cost- efficient, locally responsive and learning-driven around the world.

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11
Q

Chapter 15

international division

A

A structure bundling all international activities into one unit.

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12
Q

Chapter 15

global product division

A

An organizational structure that assigns global responsibilities to each product division.

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13
Q

Chapter 15

global matrix

A

An organizational structure with two set lines of authority, typically a regional line and a product line.

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14
Q

Chapter 15

subsidiary initatives

A

The proactive and deliberate pursuit of new opportunities by a subsidiary to expand its scope of responsibility.

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15
Q

Chapter 15

knowledeg management

A

The structures, processes and systems that actively develop, leverage and transfer knowledge.

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16
Q

Chapter 15

explicit knowledge

A

Knowledge that is codifiable (that is, can be written down and transferred with little loss of its richness).

17
Q

Chapter 15

tacit knowledge

A

Knowledge that is non-codifiable, and its acquisition and transfer require hands-on practice.

18
Q

Chapter 15

organizational strategy

A

Knowledge held in an organization that goes beyond the knowledge of the individual members.

19
Q

Chapter 15

boundary spanner

A

Individuals with strong networks across business units, and frequently communicating with their network.

20
Q

Chapter 15

reverse knowledge transfer

A

Knowledge created in a subsidiary being transferred from the subsidiary to a parent organization.

21
Q

Chapter 15

community of practice

A

Group of people doing similar or related work and sharing knowledge about their practices of work.

22
Q

Chapter 15

knowledge governance

A

The structures and mechanisms MNEs use to facilitate the creation, integration, sharing and utilization of knowledge.

23
Q

Chapter 15

absorptive capacity

A

The ability to recognize the value of new information, assimilate it and apply it.

24
Q

Chapter 15

social capital

A

The informal benefits individuals and organizations derive from their social structures and networks.

25
Q

Chapter 15

national innovation systems

A

The institutions and organizations that influence innovation activity in a country.

26
Q

Chapter 16

parent(home) country nationals

A

Employees from the parent country of the MNE working in subsidiaries abroad.

27
Q

Chapter 16

host country nationals

A

Individuals from the host country who work for an MNE.

28
Q

Chapter 16

third country nationals

A

Employees who come from neither the parent country nor the host country.

29
Q

Chapter 15

talent management

A

The attraction, selection, development and retention of talented employees in the most strategic roles within a company.

30
Q

Chapter 16

global talent pool

A

Employees who are systematically prepared to assume leadership.

31
Q

Chapter 16

local talents

A

Employees recruited locally and pursuing careers mostly within the local subsidiary.

32
Q

Chapter 16

expatriates(expats)

A

Non-native employees who work in foreign countries.

33
Q

Chapter 16

full immersion training

A

Intensive exposure to
a foreign culture and language by living within that culture.

34
Q

Chapter 16

repatriation

A

The process of facilitating the return of expatriates.

35
Q

Chapter 16

psychological contract

A

An informal understanding of expected delivery of benefits in the future for current services.

36
Q

Chapter 16

commuter assignments

A

Assignments that involve regular stays abroad
but with the main base remaining back home.

37
Q

Chapter 16

inpatriates

A

Employees of a foreign subsidiary relocated to the MNE’s headquarters for the purposes of (1) filling skill shortages at headquarters and (2) developing a
global mindset for such inpatriates.

Global Business (8 decks)

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