13. Of the three types of organizational structures that are compatible with company-level internationalization strategies, the advantages of a global regional structure are mainly: ( )
A. Greater emphasis on the position of national affiliates as "profit" centers for the independent development of each affiliate
B. Clear management hierarchy, conducive to streamlining the management of top management
C. Decentralization of decision-making to regional headquarters, with flexible and rapid local response
D. Efficiency in formal and informal channels of communication, information flow, knowledge sharing and organizational learning
E. Facilitate firms' access to regional approaches to problem solving and market development, where strategies and technologies from one country can be transferred to another
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12. Compared to domestic M&A, cross-border M&A is more complex in terms of ( )
A. Speed of market entry
B. Financing methods
C. M&A negotiations and due diligence
D. Influenced by host and home government policies and regulations
E. mergers and acquisitions (M&A)
11. The advantages of exporting in the international mode of entry are: ( )
A. Low initial investment
B. flexible
C. fast
D. low risk
E. High level of control
10. Factors influencing the choice of international market access modalities include: ( )
A. Market factors in the target countries
B. Production factors in the target countries
C. Environmental factors in the target countries
D. National factors
E. Internal factors
9. Transnationalization strategies are designed to design a portfolio of assets and capabilities with the following elements to achieve both the efficiency of globalization strategies and the local responsiveness of multinationalization strategies.
A. How the enterprise's value creation activities (including associated resources and capabilities) can be optimally deployed on a global scale
B. Where value-creating activities are centralized to ensure maximum global efficiency and decentralized to maximize local response
C. What organizational structure, management mechanisms and corporate culture are in place to support the effective operation of this matrix structure
D. Concentrate some resources in the home country, concentrate some resources abroad and allocate others to other countries, bringing these dispersed and specialized resources together into an organic whole through their strong internal dependence
E. A high level of management capacity to integrate these dispersed and specialized resources into an organic whole
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