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WorksheetsTalent Management in MNCs
Total questions: 18
Worksheet time: 10mins
Which dimension is not part of the social capital?
Structural dimension
Relational dimension
Cognitive dimension
Normative dimension
The company level analysis, in which, in the MNCs the standardization vs localization debate takes place, is also called:
Maso level
Miso level
Meso level
Muso level
Social capital:
is the sum of the actual and potential resources embedded within, available through, and derived from the network of relationships possessed by an individual or social unit
can be split into bureaucratic or formal groups and normative or informal ones
is when subsidiary and headquarters management share language, vocabulary and narratives
has independent power bases and varying degrees of autonomy
In which nationality of MNCs, decision-making on personnel practices is generally most centralized?
USA
Japan
Germnay
UK
The term ‘Integration’...
refers to the empirically observable behaviours constituting the enactment of the transferred practice
concerns to what degree externally imposed rules become internalised in the recipient unit
concerns to what degree a transferred practice is connected and linked up with existing routines and practices
Is not mentioned in the article
The concept of relationship between employees and employers is called:
Carrot and stick principle
Effort-reward bargain
Prize-based arrangement
Trial and Error
Which of the following notions about the degree of centralization in decision-making on personnel practices according to Ferner er al. (2017) is mentioned in the article of Almond (2011)?
The more employees there are, the more decentralized it becomes.
The less employees there are, the more decentralized it becomes.
The degree of centralization may increase dramatically when natural disasters occur within the organization's country.
The degree of centralization is shaped by the nationality of the firm.
Which of the following is not a dimension of transfer in HR practices?
Implementation
Internalisation
Integration
Idealization
In the future, the Extent of Adaptation to Local HRM Practices in the foreign subsidiaries located in the U.S. is:
going to increase
going to stay at the relatively same value
going to decrease
no longer going to be measured
Which of the following is not a part of the conceptual model used in the article of Björkman & Lervik (2007)?
Governance mechanisms
Subsidiary HR system
Headquarters management of the process
Degree of horizontal differentiation
Which sentence is true?
National subsidiary managers have more influence on unit-level managers than unit-level managers have on them.
Unit-level managers have more influence on national subsidiary managers than national subsidiary managers have on them.
National subsidiary managers and unit-level managers have equal influence on themselves.
National subsidiary managers and unit-level managers do not influence themselves at all.
The macro (country) level is the so called:
Convergence VS Divergence debate
Standardization VS Localization debate
Meso level
Company level
What is “Institutional theory”?
How divergence effects develop
How dominance effects develop
How localization effects develop
How non-convergence effect develop
Dominance level occurs when practices of subsidiaries are shaped according to:
host country
country of origin
country that sets the best practices
majority stakeholders country
Which of the following is the MNC governance mechanism that is likely to influence transfer:
Interaction ties
Performance evaluation criterion
Satisfaction with existing HR practices
Change management
Employee is committed, has responsibility, has some power to make decisions, can influence the outcome. This is called:
Reverse diffusion
Dominance effect
Segmentation
Responsible autonomy
In the Results of the article of Pudelko & Harzing (2007), for which case is a clear dominance effect present?
Japanese subsidiaries in the U.S.
German subsidiaries in France
Japanese subsidiaries in Germany
U.S. subsidiaries in Germany
MNCs is the abbreviation for …
Multinational connections
Multinational corporations
Multinational comparisons
Multinational contrasts
