MBA 270

Management of International Operations

 

 

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Midterm Exams

MGMT222 Midterm, Spring 2003

Part I. Take-home essay (35 points)  Midterm (one page, single spaced take-home essay, 35 points)

Discuss how K. Ohmae’s recent observations on the rising economic strength of China may reshape the global positioning strategies of American, Japanese and European MNCs:

“During the next two decades, China will become a thoroughly new type of political and economic entity. It will be brutally competitive in both the political sphere and the marketplace, innovative and resilient in the face of turbulence, and more dominant as an international political and economic power than any nation except the United States. This is the sort of change that takes place about once every century — comparable to the emergence of the United States as a world power at the beginning of the 20th century, or even to the rise of the Mongol, Incan, Alexandrian, and Ottoman empires. The magnitude of change in China is happening now, in part, because of a radical and rapid shift in its governance structure that has come to a head during the past few years. Because it has happened so suddenly, the temptation is strong to write this shift off as a fluke, or as just another temporary realignment of China’s business environment. But it is not. China’s restructuring is permanent and will affect every aspect of the country, from its microeconomics to its global identity……...[Kenich Ohmae, “Profits and Perils in China” Strategy & Competition, First Quarter, 2002]”,

Part II

  1. (10 Points) Empirical studies have failed to statistically verify the relationship between the company’s strategy, structure, and whether or not it is  geocentrically oriented, why?

  2. (5 Points) What is the difference between structural integration and informal integration? are the major driving forces of MNCs’ localization?

  3. ( 10 points) Localization is usually resulted from cultural differences and government restrictions/regulations. Use a couple of examples to illustrate how MNCs  have localized their operations under political pressure (be specific about these political forces).

  4. (10 pojnts)  What is the major strategic capability of US companies comparing to  their Japanese and European counterparts? ( According Barlett and Ghoshal, “U.S. companies, many of which enjoyed their fastest international expansion in 1950s and 1960s……Their main strength lay in the new technologies and management processes they had developed as a consequence of being located in the world’s largest, richest, and most technologically advanced market…. [p. 509, Bartlett&Ghoshal, 2000”] )”.     Use an example to illustrate how such “international company” configures its assets and capabilities.

  5. ( 10 points)Use one (any one of the four) of Hofstede’s cultural dimensions to discuss the influence of national culture on a company’s strategic direction and structure.

  6. (10 points)   List two of the mostly frequently used international expansion strategies used by MNCs in recent years and discuss the pros and cons of such entry strategies

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MGMT222 Midterm, Fall 2002

I.                    Take-home essay (40 points)  Pertaining to the issues complicating the structuring of multinational companies' organizations (slides #2 and #3 of Lecture Notes No. 4), use a company as an example and discuss how it could be re-structured to develop these capabilities accordingly. 

II.            (10 Points) Empirical studies have failed to statistically verify the relationship between the company’s strategy, structure, and whether or not it is geocentrically oriented, why?   What kind of companies are more likely to be geocentric?

III.               (10 Points) Choose one of your favorite readings articles (Perlmutter, Ohmae, Levitt, and  Bartlett &Goshal), and briefly describe the major issues in the article.  Do you agree with the author?  Justify your arguments with existing theories and/or empirical evidences in the existing literature.

VI.       According Barlett and Ghoshal, “U.S. companies, many of which enjoyed their fastest international expansion in 1950s and 1960s……Their main strength lay in the new technologies and management processes they had developed as a consequence of being located in the world’s largest, richest, and most technologically advanced market…. (p. 509, Bartlett&Ghoshal, 2000”. Briefly characterize these US companies’ – (20 points)

                  1.     strategic mentality (EPCG):___________________

2.     major strategic capability:_____________________

3.      organizational configuration model:___________________

4.      Use an example to illustrate how such “international company” configures its assets and capabilities

IV.              (10 points) List two of the mostly frequently used integrative control             mechanisms used in the cultural  approach.

_______________________________

                  _______________________________

            Use one of the above to illustrate how it works in the matrix/integrated network structure.  

       V.      (10 pints) Some developing countries have been able to benefit more from the new system of globalization than the others, why? Try to incorporate some of the ideas from John Stossel’s “Is America Number #1” into your analysis.

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MGMT222 Midterm, Spring 2002

I.                    Take-home essay (30 points)

Use an example (a new product launch, an entry to a new foreign market, or a company’s overall strategic development) to discuss how Barlett and Ghoshal’s transnational model of management, Kenichi Ohmae’s “insiderization” and the value-driven model, V = (S+Q+F)/C, can be used to build strategic capabilities in today’s global competitive environment. 

II.                 

1. What did John Stossel try to explore in the video “Is America Number #1”?  What are the implications of his analysis on international operations? (10 points)

2     Briefly describe 3 (out of  the 6-7 discussed in class) organizational  structures of multinationals (15 points)

                     structure               major characteristics      

             1.  _____________     _______________    ________________

             2.  ______________     ______________      _________________

                   3.   ______________    _______________    _________________

 

  1. According Barlett and Ghoshal, “U.S. companies, many of which enjoyed their fastest international expansion in 1950s and 1960s……Their main strength lay in the new technologies and management processes they had developed as a consequence of being located in the world’s largest, richest, and most technologically advanced market…. (p. 509, Bartlett&Ghoshal, 2000”. Briefly characterize these US companies’ – (20 points)

1.    strategic orientation (EPCG):___________________

2.    major strategic capability:_____________________

3.    organizational configuration:___________________

4.      Use an example to illustrate how such “international company” configures its assets and capabilities

 

    4.     Identify the underlying rationales of MNCs’ - (15 points)

1.          Globalization

2.          Localization

5.            Use one (any one of the four) of Hofstede’s cultural dimensions to discuss the influence of national culture on a company’s strategic direction and structure (10    points)

           

        

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MIDTERM EXAM - Fall 2001

Take-home Essay (35 points)

If we try to draw an analogy between Tom Friedman’s assertion that “there will be a backlash toward the US because we are the agents of the golden straight jackets around everyone” and the Coordinated Federation type of US multinationals, what improvements could be made to better coordinate the overseas subsidiaries of American companies?  Use a company as an example to illustrate how various integrative control mechanisms have been implemented to achieve better synergy across the borders, and what additional improvements you would recommend.

   

 

 

 

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MIDTERM EXAM - Spring 2001

Take-home Essay (35 points)

Use a multinational company (for example, HP) to illustrate what external and internal factors (lecture #5) influence the company’s recent restructuring.  Can the current structure adequately manage the company’s international activities if reorganization has already been completed? If the company is still undergoing the change process, what organizational structure would you recommend? 

   

 

 

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MIDTERM EXAM – Fall 2000

I.                   Take-home Essay (35 points)

How can a multinational company implement the cultural control approach in today's global competitive environment by synergistically integrating diverse cultures across the borders?. Can the success of the Japanese model (in using the cultural approach) be emulated by other MNCs?

Use an example to illustrate how the prevailing practices of certain integrative control mechanisms can help a multinational company control and coordinate its international operations.

 

II.       Briefly describe 3 (out of  the 6-7 discussed in class) organizational  structures of multinationals (15 points)

                     structure               major characteristics      major drawback 

          1.  _____________     _______________    ________________

           2.  ______________     ______________      _________________

           3.   ______________    _______________    _________________

          

III.        According Barlett and Ghoshal, “U.S. companies, many of which enjoyed their fastest international expansion in 1950s and 1960s……Their main strength lay in the new technologies and management processes they had developed as a consequence of being located in the world’s largest, richest, and most technologically advanced market…. (p. 509, Bartlett&Ghoshal, 2000”. Briefly characterize these US companies’ – (20 points)

                  1.     strategic orientation (EPCG):___________________

2.     major strategic capability:_____________________

3.     organizational configuration:___________________

4.     Use an example to illustrate how such “international company” configures its assets and capabilities

IV.     Briefly explain K. Ohmae’s “insiderization” (5 points)

     V.       Identify the underlying rationales of MNCs’ - (15 points)

         1.     Globalization

               2.     Localization

  

VI.        How can a multinational company retain certain control of an overseas subsidiary even after it has become significantly localized?(especially when host government forces such localization – 10 points)

 

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MIDTERM EXAM - Spring 2000

 

1.                  (15 Points) According to Fatchi, product and market requirements, and operational requirements of the firm determine MNC’s strategies.  What are these strategies?  Use at least one industry example to illustrate each strategy.

2.                  (15 Points) What is the “Matrix Structure”?  What are the advantages and potential problems of the Matrix Structure?

3.                  (10 Points) What is the principal negotiation method?  How different is PN from other negotiation methods?

4.                  (15 Points) Briefly describe Procter & Gamble’s “Eurobrand Team” in the article “Tap Your Subsidiaries for Global Reach” by Bartlett and Ghoshal.  What is the implication of such cross-border teams for MNCs in the 1990’s.

5.                  (10 Points) Briefly define the EPCG framework extended from Perlmutter’s three-stage (EPG) model.

6.                  (35 Points) What appears to be the most effective approach to control and coordinate MNCs activities in the increasingly complex global market?  What control mechanisms are used in this approach?  Support your choice with a brief examination of how MNCs are evolving in terms of mentality, strategic positioning, structural development, and the need to perpetually renew their competitive advantages and strategic capabilities.

 

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MIDTERM EXAM - Fall 1999

Briefly answer the following questions.

1.               (5 Points) Vernon proposed a three-stage international PLC.  Describe the stages.  Nadler and Ghandar suggested the addition of a fourth stage.  What is it?

2.               (10 Points) According to Bartlett and Ghoshal, what factors have motivated companies to expand their operations internationally?

3.                  (10 Points) Discuss Bartlett and Ghoshal’s topology of MNCs’ strategic orientation.  What is the relationship between this framework and the EPCG model?

4.                  (10 Points) What are the advantages and potential problems of a matrix structure?

5.                  (5 Points) What is the principal negotiation method?  How different is PN from other negotiation methods?

6.                  (10 Points) Choose one of your favorite readings articles (other then those in Questions #7 and #8) from the BG book, and briefly describe the major issues in the article.  Do you agree with the author?  Justify your arguments with existing theories and/or empirical evidences in the existing literature.

Choose one of the following two questions on BG’s reading articles.

7.                  (5 Points) What are the key issues discussed in K. Ohmae’s article on strategic alliances?  Do you agree with his points?  Why?

8.                  (5 Points) What are the four cultural dimensions investigated in Hofstede’s study?  What is the major weakness of his research?

9.                  (15 Points) Use the two different models of change process described in BG’s Chapter 5 to discuss why the cultural approach may be more effective in control and coordination of MNCs’ international activities.

 

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  MIDTERM EXAM – Spring 1999

Part I (60 points)

1.                  (15 Points) Use the two different models of change process described in BG’s chapter 5 to discuss why the cultural approach may be more effective in coordination MNCs’ international operations.

2.                  (10 Points) Please identify (1) the four cultural dimensions investigated, and (2) the major conclusions and implications of Hofstede’s study.

3.                  (10 Points) Is there any difference between Fatehi’s “hybrid international strategy” and BG’s “transitional strategy”? 
(5 Points) Use a company as an example to illustrate how MNCs have been evolving strategically to become more competitive since the 80s. 

4.                  (10 Points) Empirical studies have failed to statistically verify the relationship between the company’s strategy, structure, and whether or not it is geocentrically oriented, why? What companies, in your opinion, are more likely to be geocentric?

5.                  (10 Points) Briefly describe Procter & Gamble’s “Eurobrand Team” in the article “Tap Your Subsidiaries for Global Reach” by BG.  How does it differ from the previously failed “Pamper Experiment”?

 

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MIDTERM EXAM - Spring 1997 

1.                  ( 40 Points) DFIs from developed nations’ MNCs have been shifting among different countries in recent years.  Analyze this phenomenon from (1) the driving forces, limitations, and countervailing forces of MNCs’ globalization, and (2) the changing international political and economic environment in the 90’s. 

 

2.               (15 Points) Use the two different models of change process described in BG’s chapter 5 to discuss why the cultural approach may be more effective in coordinating MNCs’ international operations.

 

3.               (20 Points) Define (1) Fatehi’s “hybrid international strategy”, and (2) BG’s “transnational strategy”.  Discuss how ITT’s failed “host country focus strategy” could have been avoided by adopting a different strategy.

 

4.               (15 Points) Describe the (1) strategic approach, (2) key strategic capability, and (3) configuration of assets and capabilities of Decentralized Federation, Coordinated Federation, Centralized Hub and Integrated Network organizations respectively.

 

5.               (5 Points) What are the four cultural dimensions investigated in Hofstede’s study? 

           (5 Points)  Explain how contextual variations might complicate the international negotiation.

 

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Final Exams

Fall 2001

MGMT 222 Final Exam (60 points - 2 pages, double-spaced, typed take home exam)

Discuss the theoretical and practical merits of BG’s transnational model of efficiency, responsiveness and world wide learning based on the strategic and structural changes of some major MNCs in the last few years. Use case information of Canon, Acer, and/or Unilever to support your analysis.   

 

 

 

 

 

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Spring 2001

MGMT 222 Final Exam (60 points - 2 pages, double-spaced, typed take home exam)

1. What did Canon do to become so successful(10 points)? How did they do it (5 points)?

 

2. Briefly describe the major issues in the following cases of

    1. Toys “R” Us (10 points)
    2. Caterpillar (10 points)
    3. Texaco (10 pints)

3. In the case of Xerox/Fuji-Xerox, do you think the joint venture should be given more autonomy, or become more integrated with Xerox’s     global strategic development in R&D, manufacturing, and marketing(10 points)? Why (5 points)?

 

 

 

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Fall 2000

MGMT 222 Final Exam (60 points - 2 pages, double-spaced, typed take home exam)

 

 

Briefly identify the major issue/ issues and your recommendation for each of the six cases.

 

 

 

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Spring 2000

MGMT 222 Final Exam (60 points - 2 double-spaced, typed take home exam)

1.     Briefly identify the major issue/ issues in the following cases (no more than 3 lines each, 40 points)

  • Proctor and Gamble

  • Toys “R” Us

  • Xerox / Fuji Xerox

  • Acer America

 

2.     Discuss the motives and effectiveness of different international expansion strategies of acquisition and strategic alliance / joint venture used by the MNCs  in our case studies. (20 points)

 

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Fall 1999

MGMT 222 Final Exam (60 points - 2 double-spaced, typed take home exam)

  

1.     Briefly identify the major issue/ issues in the following cases (no more than 3 lines each, 40 points)

  •      Toys “R” Us

  • IKEA

  • Acer, Inc.

  • Proctor & Gamble

 2.     Compare and contrast the global strategies of Xerox and Canon (15 points)

 3.     In your opinion, What are the implications of Mckinsey & Co. case on international

         management? (5 points)

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