BUS 325 BUS325 Week 5 Midterm PART 2 (STRAYER)

BUS 325 BUS325 Week 5 Midterm PART 2 (STRAYER)


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BUS 325 Week 5 Midterm PART 2

  1. Many companies in the developmental stage of internationalization will maintain control by:
  2. The matrix structure:
  3. Matrix structures:
  4. A common theme between heterarchy, matrix and transnational is:
  5. Typically the initial stage of a firm entering international operations is:
  6. The management of a multi-centered networked organization is:
  7. The European path approach to a global matrix tends to emphases:
  8. The process of socializing people so that they come to share a common set of values and beliefs that shapes their behavior is:
  9. One advantage of a matrix structure is:
  10. The second stage of a new international company typically involves which department:
  11. The “think global, act local” paradox:
  12. “Miniature replicas” are:
  13. Network multinational structures:
  14. The best way to address intercultural conflicts is to:
  15. Shortage of working capital to finance exports is a top barrier to access international markets in:
  16. Equity modes of foreign operations can be best described as:
  17. Many international joint ventures (IJV) fail in the long-term due to:
  18. The due diligence phase of a M&A is:
  19. Which companies have a difficult challenge to enter foreign markets?
  20. In their “partnership role” supporting an International Joint Venture, HR managers must:
  21. A characteristic of a non-equity cross border alliance is:
  22. Learning in small to medium (SME) international firms is characterized by:
  23. What is defined as a factor which shapes employees priorities and decisions made?
  24. Which expatriate role or characteristic is found to be most important for a successful integration in a M&A activity?
  25. The European Commission’s definition of SME is which of the following?

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