WGU Global HRM D358 6 Question
and answers rated A+ 2026
This chapter is about... what? - correct answer organizational design and structure for the successful
conduct of international business (IB).
International organizations need appropriate structure in order to effectively conduct business in the
chaotic and interconnected global economy. An important source of sustainable global competitive
advantage is... what? - correct answer designing your organization for knowledge creation and sharing
across borders and, thus, supporting learning and innovation on a global basis.
Organizational design refers to ... what? - correct answer the process or style used by management to
arrange these various components .
Organizational structure refers to... what? - correct answer the formalized arrangement of
organizational components such as the headquarters (HQs), subsidiaries, business units/divisions within
the HQs and subsidiaries, product lines, jobs, positions, tasks, and reporting relationships in an
organization.
Organizational design is... what? - correct answer the process whereas organizational structure is the
outcome.
The design process and the organizational structure that results from the process - from an
internationalization perspective - is essentially based on four factors: - correct answer 1.) The firm's
forms and stages of international development (see Chapter 2, Figure 2.1);
2.) The amount of cross-border coordination required by the firm's strategy (that is, the degree of
desired integration versus the degree of acceptable and/or necessary localization) (Chapter 2);
3.) The nature and extent of host governments' activities in the economic process;
4.) and The diversity and complexity of the MNE's business operations.
, To a large degree, this concerns the form of development and interconnectedness of a multinational
enterprise's (MNE's) various subsidiaries and alliances. Such subsidiaries and international alliances can
range in structure from... what? - correct answer simple sales offices to complete, stand-alone
operations (wholly or partially owned), formal joint ventures (JVs), and less formal partnerships of
various kinds, as introduced in Chapters 2 and 4. More
More specifically, they can take on one or more of the following three forms: - correct answer 1.) The
subsidiary or partnership can be a start-up (initially, probably a sales of fi ce), that can be used to
establish the fi rm's international business; in such cases, it usually will take the structural form of
reporting directly to an executive in the domestic structure or to the head of an international and/or
geographic division.
2.) Once the firm has a well-established international business, it will extensively use its subsidiaries and
alliances to support its business strategy. In such cases, the firm is likely to develop a structure using a
multi-dimensional network of business centers.
3.) When the firm reaches the level of having a high proportion of assets/sales/ employees outside of its
home country, the subsidiaries become leaders in creating new market share and competitive
advantages which are then transferred to the global network, and even back into the home country. In
this case, the structure will be an even more complex network of multiple business centers with a strong
focus on the integration of these many centers.
In all circumstances, the structure necessary to conduct international business is... what? - correct
answer more complex than is the case for a purely domestic firm
convergence vs divergence - correct answer - The text discusses the historical approach of multinational
enterprises (MNEs) to International Business (IB) by simplifying their operations and organizations.
- It describes how MNEs used to replicate their domestic organizational structures globally, assuming
that the same management and control methods would work in an international context.
- However, it points out that this approach has limitations due to the complexity of the global economy
and the varying cultural and market dynamics in different countries.
The basic problem that underlies the ability of fi rms to organize globally is.. what *hint* This is what has
been referred to in earlier chapters as the integration-local responsiveness problem. - correct answer
the challenge of figuring out how to coordinate and balance the opposing forces of integrating their
and answers rated A+ 2026
This chapter is about... what? - correct answer organizational design and structure for the successful
conduct of international business (IB).
International organizations need appropriate structure in order to effectively conduct business in the
chaotic and interconnected global economy. An important source of sustainable global competitive
advantage is... what? - correct answer designing your organization for knowledge creation and sharing
across borders and, thus, supporting learning and innovation on a global basis.
Organizational design refers to ... what? - correct answer the process or style used by management to
arrange these various components .
Organizational structure refers to... what? - correct answer the formalized arrangement of
organizational components such as the headquarters (HQs), subsidiaries, business units/divisions within
the HQs and subsidiaries, product lines, jobs, positions, tasks, and reporting relationships in an
organization.
Organizational design is... what? - correct answer the process whereas organizational structure is the
outcome.
The design process and the organizational structure that results from the process - from an
internationalization perspective - is essentially based on four factors: - correct answer 1.) The firm's
forms and stages of international development (see Chapter 2, Figure 2.1);
2.) The amount of cross-border coordination required by the firm's strategy (that is, the degree of
desired integration versus the degree of acceptable and/or necessary localization) (Chapter 2);
3.) The nature and extent of host governments' activities in the economic process;
4.) and The diversity and complexity of the MNE's business operations.
, To a large degree, this concerns the form of development and interconnectedness of a multinational
enterprise's (MNE's) various subsidiaries and alliances. Such subsidiaries and international alliances can
range in structure from... what? - correct answer simple sales offices to complete, stand-alone
operations (wholly or partially owned), formal joint ventures (JVs), and less formal partnerships of
various kinds, as introduced in Chapters 2 and 4. More
More specifically, they can take on one or more of the following three forms: - correct answer 1.) The
subsidiary or partnership can be a start-up (initially, probably a sales of fi ce), that can be used to
establish the fi rm's international business; in such cases, it usually will take the structural form of
reporting directly to an executive in the domestic structure or to the head of an international and/or
geographic division.
2.) Once the firm has a well-established international business, it will extensively use its subsidiaries and
alliances to support its business strategy. In such cases, the firm is likely to develop a structure using a
multi-dimensional network of business centers.
3.) When the firm reaches the level of having a high proportion of assets/sales/ employees outside of its
home country, the subsidiaries become leaders in creating new market share and competitive
advantages which are then transferred to the global network, and even back into the home country. In
this case, the structure will be an even more complex network of multiple business centers with a strong
focus on the integration of these many centers.
In all circumstances, the structure necessary to conduct international business is... what? - correct
answer more complex than is the case for a purely domestic firm
convergence vs divergence - correct answer - The text discusses the historical approach of multinational
enterprises (MNEs) to International Business (IB) by simplifying their operations and organizations.
- It describes how MNEs used to replicate their domestic organizational structures globally, assuming
that the same management and control methods would work in an international context.
- However, it points out that this approach has limitations due to the complexity of the global economy
and the varying cultural and market dynamics in different countries.
The basic problem that underlies the ability of fi rms to organize globally is.. what *hint* This is what has
been referred to in earlier chapters as the integration-local responsiveness problem. - correct answer
the challenge of figuring out how to coordinate and balance the opposing forces of integrating their
