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Exam 4: Developing a Transnational Organization: Managing Integration, Responsiveness, and Flexibility

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Question 21

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The CEO of AgiTec Co.has decided to transition his firm into a transnational organization.What advice would you give to the company about a change process that could avoid the undesirable outcomes that have often been associated with traditional processes of complex organizational change?

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There are three stages associated with t...

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Question 22

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Isatis Co.has successfully transitioned from a global strategy to a transnational strategy.Which of the following describes the likely configuration of assets and capabilities that now most likely prevails at Isatis?

A) Decentralized and nationally self-sufficient.
B) Centralized and globally scaled.
C) Dispersed, specialized, and interdependent.
D) Core competencies are centralized; other assets and capabilities are decentralized.

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Question 23

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Which of the following is not a core characteristic of the coordinated federation structure?

Which of the following statements regarding knowledge diffusion is correct?

What is the key lesson behind the metaphor that develops a transnational organization model based on a framework related to anatomy,physiology,and psychology?

Briefly discuss the characteristics of the decentralized federation organizational model.

Summit Corp.is transitioning from a multinational strategy to a transnational strategy.It would probably be more effective and less costly if the company commenced its accompanying organizational transition by focusing on changing employees' attitudes and mentalities,than it would be if it led its efforts by engaging in structural change.

In companies with the decentralized federation model,the degree of control and coordination exercised by the headquarters is greater than it is in companies with the coordinated federation organizational model.

Examples of micro-structural tools include cross-unit teams,task forces,or committees.

The key capabilities of national responsiveness,learning and transfer of home country knowledge abroad,and global-scale efficiency are mutually exclusive.That is,having one capability inhibits the concurrent possession of others.

MNEs that adopted a centralized hub organizational model were able to develop competitive advantage through their ability to transfer knowledge and expertise and adapt it to markets worldwide.

An organization's corporate values and shared beliefs do not influence the way its members act.