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1、国际企业管理【】(完整资料）(可以直接使用，可编辑 优秀版资料，欢迎下载）西南大学网络与继续教育学院课程考试试题卷类别:网教专业：工商管理 26年12月课程名称【编号】：国际企业管理【08】 A卷大作业满分：100 分简答与论述（要求：前三题至少字,后三题至少150字；一三题至少选择一题；四六题至少选择一题。每题50分）一、并购二、国际营销组合三、国际战略联盟的形成条件有哪些？四、制造企业选择物流外包的好处有哪些？五、全球性组织结构的优缺点？六、如何评价一个国家市场的吸引力，分析为什么中国能够成为全球吸引外国直接投资最多的国家？一、并购：企业并购是企业兼并与收购的总称，前者是指在竞争中占优势的
2、企业购买另一家企业的全部财产,合并组成一家企业的行为；后者则指一家企业通过公开收购另一家企业一定数量的股份而获取该企业控制权和经营权的行为。二、国际营销组合国际营销组合:是企业可以控制的各种营销手段的综合。一个企业在选定目标国市场，并完成市场定位后,就要针对目标国市场的需求和不同环境的影响把自己可以控制的各种因素互相配合起来，进行最佳的组合,使其综合地发挥作用。三、国际战略联盟的形成条件有哪些?（1）各自的比较优势；（2）相近的战略目标；（)独立的法人资格;（4）长期的合作伙伴；（)联盟的协同效应;(）面向全球的市场导向。四、制造企业选择物流外包的好处有哪些？答：投资节省、成本降低、专业化服务
3、 五、全球性组织结构的优缺点?答：优点:国际企业可以有效地克服母国经济的、片面性和孤立性，使公司控制、指挥一元化，求得最佳的资源组合，创造最大的利润.缺点:公司必须拥有一批高素质的管理人员和健全的信息沟通网络.经营成本较高，公司的规模过于庞大，不易分散经营的风险.六、如何评价一个国家市场的吸引力，分析为什么中国能够成为全球吸引外国直接投资最多的国家答：跨国公司经营者对东道国家的获利、负担的成本和面临的风险三要素进行评估，影响获利、成本和风险的因素包括G-PEST。国家吸引力的主要分析方法有:罗氏多因素评分分析法、多国家评分比较法、机会风险矩阵法、“冷热国对比法、国家引力公司竞争力矩阵法.中国经
4、济的发展在各项评估中都具有吸引力 aer 1 anagement：poces f complingactivties ficietly and fectvely i nd throg terpeopleGlobalizati: the pocssf ocial, poltl,econc，utual, and techologicl igion among cunies around th word.NAFTA: Nothmerica Frerde greement。TAA： re Trde Agemn ofthe Amicas。FD：oreign irect nvestment Glal eo
5、no sstems:1. Market ecooy2. Coman eonmy3. MixecnomCATER 2Ielogs：1. ndiviuals: theplal phiosopy hat pshol b fee pursue conmid pitical enevorwht constan.2. Colletivis： te olital philopytha viws the neesor o of sociey asa wole as re mprtant hn individal desirs3. ociai： a modert fom f colectivis n wich
6、there is government owersip of nstitns, an rofit snot he ulimae glLg and regulat enromntTher re threfudaiosowhichlawsrebaed ontord。Brielysummaz， thesear:1. slmi law： lawhat is eried o nterretaon o te Qrn and te teahngsf the rphtMuhmmad adi fund in mst Isamic cuntrie.2. Common law： law thadris fromEn
7、lish w ad i the foudatiosoegslatio in theited States, Caa， d Eglnd， mo ther atos.3. Civil oode law: la tat s derived fro Romn la nd sfoud in te onIsaidnnsocialcountries Te law i used icii ore w.Basic piniples of iternationl law:1. Soeregy n verei immuity： prinipl of verignty： an eaional pricpleof a
8、whichholds tat govets he theri o rule hemleas yse fit2. Ierational juisdicon:hich icue natinality prcple， eritorialt pincipe，protecive princile。Ntonality pincile：a ursdictional principle of intnainal lw which s thaevery untr ha jurdiconritscitzens no maer where tyar ocat.Tetoriaity pcpe： a priniple
9、whih olds thaveryntio has the ih f jursdction ihin is legal territr。Protectiv pinile: a jrisdctoal pincile flaw hh hodsthat ery untya risditionovr behavior that adversyfets t ntoalscurity, evenif th coct ocurreoutsid hacuntry3. Dctre o oit： a jurisictioal piniple oaw ih hl tht ere mus emutulrspect f
10、orth laws， istitn, anrnnts of oer ontries in the mattero jusicti or her own citizns4. ct of tatdore： ariciple hch holds ha a acts other goverets ar cidred tobe vaidbUS。 cun， even if suc acts areillega or inpprprit uder U。law。5. Trent nd rigt ofales： cunies havethe legal riht oefsedisionof foreign ci
11、tizens ndtoimpose pecil strcon onheir ondut, their righ of trave，whre hey can say， nd wh busnethemy ouct6. Foumfo hearngnd setling isputs： ths princile f US. as tappliest intentional la U。S。 courtcn dsmi sebrughtbefor te by foreigeEamles o lgal ad regatory issues:1. Fanciavics reglo.2. Forigncorupt
12、practe act （FPA)： an t tmaks t ilegalto inuenceforeig officialhough erona pamn or pliicl contibutons。3. uauratiatonChpter 4Culure: auired knowldgeht people se tontepreteperice nd genate socaehaio。 Thisknwede formsalues， crats ttituds，andinfluenesbhavir.Charatesic o cture:1. erne.ulur isnoinhrid or b
13、ilogicallybased; t is acuired y learnin ad experiee。2. hard：people asmmbero q group， oranzation， or socitshae culture; it is n secifc t gle indiiduals.3. Tnsgnatinal: cutre iscumulaiv， pasd down from e gneatio tothe next4. ymblic： ltrei ase on te uman apciy to symlize or use one thintorersen aohe。5.
14、 aterned: cltue hs trucure an is ntegrated； a chagein on part willbing hanges another。6. daptiv：Ctreisbaseonte hancacity tocae o adat,as ppose t he more eicaly riendaptiveoesso anmal。utural diverityIn overlrs， hecultura impact on inrnationa agemenis ectd y scbfs ad beavios。 Hre are som pecfic xapes
15、whereelture f a ciey can dectly ffc mnagement apprae：1. Cetraized s ecntrlzd2. Safty vs. risk3. Indviduals gup4. Inrma vs. frml5. Higslowganzatioal loyaty6. ooperaon s. opetition 7. Stablity sinnoatinThe moel f cultur：The are thre layr of ulture：1. he implit,bsc, asumptiothat e elesbhvior；2. Tenor a
16、d vaue htgui th socey；3. Thexplit rtifactsan odu of the sciy.alus inculueValus: basic convictonstat peole hav rgainwht i right and rong,gad ad， imporant and uniportanHofses cultual dmenios:1. Poedisae： thete whic ess powerful meber ofinstiin d orzationsacceptthat poeris dstributed unql。Lowerpowe-dis
17、tance：generllbe dcentlized and ave laer organiatonstuctue;Highweditnc:have rg roortio ofupervsory prnnel, cenralzed nd ave a thine structure。2. Uncrtainty aviae:heextentto hih oplfee treaendby amigouitutions n ave ceated eiefs and institution tht ry avoid hee.Hih-uncertainty-viance: a reat del ftruc
18、turig ofornizatnal aciiis,ore rtten rle， less rik takig y anger，wer aor turnver， d less amitious empoyeesLowucertat-aoic： lesstcurg activiies， fewrtenuls， mre rsk akig bymaagers, higher bo rno, and ambitousemloyees.3. ivdulism；t tndenyofpeoe to ook aft emselv ndthe imdiate amiy nly.Hofstedeo tht eal
19、hy cuntries have hie indiviulism scres andoorer cuntrsnd gions igher collectvism4. Masculint:a ultu hartisic inhih th dmia vlues i soety are sccess， money， athings.Finint： a cultural chartristicnwhch thedominavales insociety are caing fo othsand the qualty oflif。5. Tim orienation: reevs uture6. Inul
20、gence restratTompenaars ultura diensis 1. uiversalm v. parilarismunversalim： teef thatde adprctce eappied everhe in th world without modifition.Pariclarism: heelif tatcicumstace dctat how idea and pracicessoulde ppliedand tht sothing cnno e done the samerywhere2. dvuais vs. commuiaranisCmunitaranism
21、: reers to ople rearig heseveaart grup。3. Neutal s. emia:Neul cultur: cutre whietin are hld n heck.Eotional ulte: uture iwhich eotios ae exreed openly an naurally。4. Specific vs. diffue:Specfcultue: cuure which idivdshae lrge pbli pace the readily saewih oersan a smal riat space tey gurd cleand har
22、wh onlyclose frens ad asociats。Diuse culture:culturewhhpbpaceand pivate sae ae smlar insizend indival ua thrpulic pce cefully, ecausentritopbli ace afford enryinvate spaes wl.5. chievemt vs. critio：chievementculture;ultur wih eope ar acode status based onhow wllte perfom teir functs。scriptonture： cu
23、lur whichstatus atiueasedn who or what a persois。6. Tim:prsenvs futre。7. e inent: innerdietedenoment s。oute-diectd evoent。8. Cululpatesr clustes。obes ctul imenion：1. Unerait idnce2. Poerditane3. Societal coectvism4. ngrup collectism5. Gndltariani6. Assetvness7. Fuure orienttion8. erfoance ornttion9.
24、 uman orientatoCapter 6Organitionl ulure： shred vaues and bes th enable mes o undertad thei ols in nd te nomsof he organiation.Caractriti：1. Osevdbehavirl rgularitis2. Norm3. Dmnant vaues4. Philospy5. Rule 6. Organizatona ciateimensons ofcorporat cltre:1. Moivatin： avits s.tputs2. Relationsi： jobvsp
25、eron3. eniy: corpoate vs ressona4. ommuncaion： open vs。 cosed5. ontrol： tig v。 loose6. onduct： conetia v。 prgmatiFo stps thaareused ite prcs of mergrs oracuisiin:1. h w roup hveo eashth rose，goa, anfocu onth merger；2. Devlopmechnis t idenfthe mostmportat organizaional sutuean manageme rol；3. Determi
26、ne who hste authoryver th resures ne for getin things doe4. Idenif te expctatio of all involed artes nd cilitae cmniciobetee bodartmets.hree scs f oraiztional unconing thatsem o b espciall iportant indetemining Cnationaculure：1. The gneralreltinsh betee th employeesandthe rganizt；2. Theirachical sye
27、m of ahrity thie the rle of manar an suordiats；3. Thgenerlviws thamlyeshdouthe MNC prse， etiny, goals，andheir laceinthFur type o orgntion clur：1. Fmilycutur： ultur tat is charaerzed byarng emphasis on hierrchy ad orienttino te pero；2. Eiffe Tower culur： curethts characeidby stron mpss on hierarcy an
28、d orientatin tothe task;3. Guided misle ulur：cultur that is cractred by trog emhss n qualiyinth workle anorientatn ot task;4. Incbatrcultre: culuhais chaared by trong emphsn uality dorientati to te peroPhases outturaldeelpme：1. mesic firms2. Inernatioafrms3. Multational rm4. Glbl firmTes frou multic
29、tuals：1. Hmogeneous roup2. Token rup3. Bicltural grup 4. Mutcltul goupPotental proemsasocited ithdiversity：1. Lack of cohesion2. ercetua （可感知的) problem3. Stretes4. Iaccurat biaes5. Miscmmuncate6. isinterreted7. Cmmunicinal problesecase of diferent rcpinsfotime.Advangs ofivesit：1. Genranof morendbtr
30、ideas2. Pevengrupthnk3. nhs more thnt iteralpraonsbutrelainsp tousmers awel.Chaptr 8Straegic agement:the rocess ofdetemiignganztins basic misio， andong-term objective， enmpemeting plan of acin for atinin hese goalsAppohs fomulatng andiementigstrategy：1. Ecnomic imperaiv：a woldwie strategy asdoncostl
31、eaderhip， diferetatin,nd smeation.2. Plital iperaie: strgi frlatn adilenatonutiizng staeie tha are cuty-rsonsiean desiged to potect loca maret nices。3. Qualitymperativ： stagy formulatonnd plemtation uiliz streic of tal qualitymnagemnt tomeet o ceedcstmers epctatns and coinusy improve rducts or svies
32、4. Admistraiv coordinti： MNC aes trateicdecisions baed oth mritof te indiviual ation ather than ui preetermined conomcall o polticallydriven srategy。hebsic sts in frultg stteg:1. Eternal envirnmental scang:he process of providng mangeentwih accuaterecsts of rends related toextnl cns in eographic ara
33、s whereh firm currely sin business or i coniderng ttng up opetns.2. Inr resource nalys： hel tefrstovalute is current maagerial, technical, matrial， an inacil resurces andcpailties to eter assess itsstrengtadweaknes;KSF： key scessfactr： factorneessry fo irmto ffctvy copeten a maet nch3. Goal stting o
34、 rategy fomulation:Aras for formulatioofMNC goals:1. prfitbilty2. marketing3. opertons4. iance5. uman rsure4. sragyimplettiow seps t imlmen the stratey:1. chose th country2. lalissesstegies for the “bas of thePymd”： staty taretin lowicoe custmrs indeelping cutrie hpter9Stratege or irms t enr intrnat
35、ionamart:1. expor/import:AD：1. les sk2. less instment3. easy ntry mareDISD:It isransitioal (过渡性的)natre2. wholly owned ubsidiar:A:1. totl cntrol2. better efficiency wiot utside partne;3. higherpofit4. clarer ommuicatio ad hard isionsDISD：1. hig rsk2. owintrtonalintegratio or multnional involvmnt3. ho
36、st counre may ty t gaineonomi contron equir it t ooerate withlocal rganization4. hmecountsometimesopose te creati of fign subsiire3. merrs/aquistinsAD：1. icklyexpanesurces r cnstruct ihprof prduc i n maket2. st svng3. avoid thehmeunrys inpretation DIAD：1. culurl difeeces2. mconstrats3. maars nee t be way ofuchcomo oplitons and attmpt t mveorwd by ehncing mmunication nd oeratinal ficiency4。lliacesajonventures：AD：1. mprveet ofeffcienc2. aces t knowledge3. mtigating oliticalacrs4. ercomngcllusioor rstrctionin ompetitn ggstions hat aplied in stratgicliaces incude:1. n you partn