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Question 1

The Venissieux case found in the text, illustrates the increasing influence of what type of policies?

a) Environmental economic policies

b) Developmental economic policies

c) Socialist economic policies

d) Neoliberal economic policies

Question 2

The institutional approach is not rooted in which academic discipline?

a) Psychology

b) Politics

c) Sociology

d) International Relations

Question 3

What was the estimated number of MNCs by UNCTAD (2006)?

a) 11,000

b) 22,000

c) 77,000

d) 155.000

Question 4

What per cent of staff returning back from an international assignment leave the organization within the twelve months of coming back?

a) 20%

b) 30%

c) 40%

d) 50%

Question 5

How does the selection of an international assignee usually take place?

a) Formal interview process with internal staff.

b) Informal discussion based on chance conversations with internal staff.

c) Informal discussion between each member of a specific team.

d) Formal recruitment process that includes internal and external candidates.

Question 6

According to PricewaterhouseCoppers (2005a) the proportion of females undertaking international assignments is under what per cent?

a) 5%

b) 10%

c) 20%

d) 25%

Question 7

Which multinational bank used business sponsors to monitor international assignees?

a) Oman international bank

b) Falcon international

c) HSBC

d) Barclays

Question 8

What is the main problem with the life-cycle approach to strategic IHRM?

a) The assumption that firms progress through a defined stages in a specific order.

b) It does not explain what happens when the organization comes to the end of its life.

c) The assumption that firms will grow.

d) It focuses too little on the international context.

Question 9

What is the major problem with the theorizing of strategic IHRM?

a) It becomes obsolete very quickly as change occurs so fast.

b) It is biased towards western ideas.

c) It tends to offer a highly idealized perspective on strategy formulation.

d) It fails to incorporate conflict.

Question 10

How can HRM help to build successful cross-border alliances?

a) By ensuring that organizations spend 25% of their budgets on cross-border alliances.

b) By ensuring that a strategy is in place before embarking on a cross-border alliance.

c) By ensuring that organizations export their ideas to other societies and cultures.

d) By ensuring that international joint ventures are staffed by high-quality managers.

Oxford University Press, Online Resource Centre, Chapter 15.

Chapter 15

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