51. (p. 322) A _____ is designed to help MNCs take advantage of global economies of scale while also being responsive to local customer demands. 

A. Global matrix structure

B. Transnational network structure

C. Worldwide divisional structure

D. Cross-cultural matrix structure

52. (p. 322) At the center of the _____ are nodes, which are units charged with coordinating product, functional and geographic information. 

A. Cross-cultural matrix structure

B. Worldwide divisional structure

C. Transnational network structure

D. Global product division structure

53. (p. 323) Subsidiaries that are located anywhere in the world where they can benefit the organization are called: 

A. Chaebols

B. Keiretsus

C. Specialized subunits

D. Dispersed subunits

54. (p. 323) Specialized operations are: 

A. Designed to tap specialized expertise or other resources in the company’s worldwide subsidiaries

B. Subsidiaries that are located anywhere in the world where they can benefit the organization

C. Designed to take advantage of low factor costs, while others are responsible for providing information on new technologies or consumer trends

D. Used to share information and resources throughout dispersed and specialized subunits

55. (p. 323) Interdependent relationships are: 

A. Designed to tap specialized expertise or other resources in the company’s worldwide subsidiaries

B. Subsidiaries that are located anywhere in the world where they can benefit the organization

C. Used to share information and resources throughout the dispersed and specialized subunits

D. Designed to take advantage of low factor costs, while others are responsible for providing information on new technologies or consumer trends

56. (p. 324) In terms of cultural control in a global area division: 

A. It is treated like all other MNC structural divisions

B. Local subsidiary culture is often the most important

C. It is possible for some companies, but not always necessary

D. Culture must support the shared decision making

57. (p. 324) In which of the following MNC structures are tight process bureaucratic controls used to maintain product quality and consistency? 

A. Transnational network structure

B. Global area division

C. Matrix structure

D. Global product division

58. (p. 324) The decision-making control in which local units are given autonomy is characteristic of a(n): 

A. Global area division structure

B. International division structure

C. Global product division structure

D. Transnational network structure

59. (p. 324) The output control in which profit responsibility is shared with product and geographic units is characteristic of a(n): 

A. Global area division structure

B. International division structure

C. Matrix structure

D. Transnational network structure

60. (p. 324) Bureaucratic control is not very important in which type of multinational structure? 

A. Global product division structure

B. Global area division structure

C. Matrix structure

D. International division structure