全球化练习题1

跨国公司课后练习(1)1．改革开放以来，广州经济社会持续快速发展，成为跨国公司全球布局的重要战略点，目前，全球跨国公司500强已经有169家落户广州。

下列关于跨国公司的说法中，正确的是（）①它采取全球化的生产经营方式，以实现自己的最大利益②它的迅速发展为经济全球化提供了强有力的载体③它是当今世界上最大的多边贸易组织④现阶段，跨国公司主导着世界市场的发展，左右着国际经济的"游戏规则"A．①② B．③④ C．①③ D．②④2． 2009年4月1日，新加坡《联合早报》发表署名文章认为：中国已经到了超越经济全球化的时代。

西方希望中国继续努力，进一步接受他们认为对适合全球未来的观念和行为。

但中国根据自己的认识，认为这些要求并不合理。

中国的领导人坚持要自己选择有利于他们多民族国家的繁荣、安全、文明的东西。

回答1～2题。

1．经济全球化是指商品、劳务、技术和资金在全球范围内流动和配置，使各国经济日益相互依赖、相互联系的趋势。

下列能体现经济全球化的经济现象的是（）①温家宝总理在剑桥大学发表演讲②力拓毁约，中国最大海外并购告吹(中铝注资力拓案) ③“菲佣”有文化、懂英语，足迹遍布全球④朝鲜试爆原子弹A．①② B．②③ C．③④ D．①④2．中国根据自己的认识，认为西方的要求并不合理，坚持选择有利于中国繁荣、安全、文明的东西。

这样做的依据是（）①中国具备与西方抗衡的综合国力②维护国家利益是主权国家对外活动的出发点和落脚点③认识促进实践的发展④主观必须符合客观A．①② B．③④ C．①③ D．②④3．目前，全球大约有6.5万家跨国公司。

它们大约控制着世界生产总值的30％、世界贸易的60％、技术研究开发及技术转移的80％，以及海外直接投资的90％。

由此可见，跨国公司（）①在世界贸易中占有举足轻重的地位②成为世界各国经济共同发展的最好形式③为经济全球化提供了强有力的载体④支配着世界各国经济的发展A．①② B.①③C．②③ D.③④4．商标持有人可口可乐公司是一个跨国公司。

课时作业21面对经济全球化一、选择题(只有一个最符合题意的选项，)1．经济全球化主要表现为( )①生产全球化②贸易全球化③资本全球化④政治一体化A．①②③ B．①②④ C．②③④ D．①③④解析：识记性知识。

答案：A2．现在国际上有一种说法，“美国的消费，中国的投资”。

中国的投资对拉动全球经济增长非常重要，万一中国投资减缓，世界经济很可能就要出问题。

这反映了当今世界( ) A．生产的全球化 B．资本的全球化C．贸易的全球化 D．技术的全球化解析：本题考查学生阅读理解和再现知识的能力。

“中国投资”指的是资本的全球化。

答案：B3．下图为美国福特汽车的生产网络图，这集中反映了( )A．生产全球化 B．消费全球化C．资本全球化 D．贸易全球化解析：美国的福特汽车由多个国家生产配件协作完成，这集中体现了生产的全球化，故选A项。

B、C、D三项均与题意不符。

答案：A4．当前，经济全球化趋势进一步增强，经济全球化促进了世界经济的发展，同时也带来了负面影响，最突出的一点就是加剧了贫富分化，在全球范围内，富国愈富，穷国愈穷。

经济全球化趋势的根本原因是( )A．各国经济联系加强B．社会生产力和科技革命迅速发展C．各国经济结构调整步伐加快D．发展经济已成为当今时代主题解析：只有生产力和科技革命的发展才构成经济全球化的根本原因。

答案：B5．国际市场油价走高，导致我国油价攀升。

这说明( )①经济全球化使世界各国的经济联系在一起②经济全球化不利于社会生产力的发展③经济全球化也意味着“风险全球化”④我国必须重视维护自身的经济安全A．①②③ B．①②④ C．①③④ D．②③④解析：②的认识是不正确的，③正确地把握住了“经济全球化既是机遇，也是挑战”这一各国的共识，是正确的。

①④也正确。

答案：C6．有经济学家指出，现在流行的全球化概念，对中国来说有一个极不公平又非常重要的前提，那就是在全球化要求的经济要素流动中，有一个要素是不能任意流动的，那就是人口。

第四单元第十一课第1课时课后作业提升一、选择题1．下列有关经济全球化的说法正确的是() A．经济全球化就是商品和劳务在全球范围内流动和配置B．经济全球化就是世界各国经济一体化C．经济全球化是市场经济发展的必然要求D．经济全球化对发展中国家来说有百害而无一利解析：本题考查对经济全球化的认识。

A项表述不全面，除商品和劳务外还包括技术和资金等；B项表述错误，经济全球化不同于经济一体化；D项表述错误，经济全球化对各国来说有利有弊；经济全球化是市场经济开放性和竞争性的要求，故C项表述正确。

答案：C2．亚太经合组织各国领导人发表声明指出，金融危机就像一场瘟疫在全球蔓延，昔日能够呼风唤雨的金融大佬们在瘟疫来临时竟然毫无防疫能力，从雷曼帝国轰然倒塌，到美林证券悄然转嫁，眼睁睁的看到他们个个痛苦的死去。

这说明()①国际金融危机不可避免②经济全球化会使得一国经济波动可能殃及他国甚至全世界③经济全球化对发展中国家影响最大④经济全球化可能会带来全球经济的不稳定性A．①②B．②③C．②④D．③④答案：C3．丢块石头到水里，水波是逐步递减的，越向外冲击力越小，这就是“涟漪效应”。

现代国际社会中，一般来说，市场开放程度小、处于全球化边缘的国家，受到危机的影响也小。

“涟漪效应”揭示的经济学道理是() A．经济全球化表现为生产和贸易的全球化B．经济全球化对不同开放程度国家的影响不同C．主权国家要努力提高开放型经济水平D．经济落后的国家不宜走对外开放之路解析：“市场开放程……到危机的影响也小”，说明经济全球化对不同开放程度国家的影响不同。

故答案选B。

A、C项不符合题意，D项观点错误明显，均应舍去。

答案：B4．由于美国房地产市场降温，进而导致次贷危机，危机又漫延至金融领域，并迅速波及许多国家。

这表明()A．美国是世界上头号经济强国B．世界经济发展处于停滞状态C．经济全球化的趋势日益明显D．各国对外贸易全临严峻挑战解析：美国是经济强国但与材料无关，排除A；B项错误，不选；D项不符合题意；故选C。

高考地理全球化与经济活动习题地理是一门研究地球表层空间的科学，它广泛涉及到人类的日常生活以及与自然环境的相互作用。

在高考地理考试中，全球化与经济活动是一大重点，考生需要了解全球化对经济活动的影响以及相关的习题。

本文将从全球化的定义和影响入手，逐步介绍与经济活动相关的习题。

一、全球化的定义和影响全球化是指各国经济、文化、政治等方面的联系日益加深，相互依赖程度逐渐增高的过程。

全球化的影响主要表现在以下几个方面：1. 经济全球化：全球化使得各国之间贸易更加频繁，资金和信息流动更加便捷。

跨国公司的兴起和全球产业链的形成都是全球化的产物。

2. 文化全球化：全球化不仅使得商品和资本跨国流动，也促进了各国文化的相互交流与融合。

电影、音乐、时尚等文化产品的全球传播是典型的文化全球化现象。

3. 空间全球化：全球化使得各国之间的距离缩短，交通和通讯技术的发展使人们能够更加方便地进行旅行和沟通。

二、全球化与经济活动的关系全球化对经济活动的影响非常深远，具体表现如下：1. 贸易自由化：全球化促使各国加强贸易合作，降低贸易壁垒，推动贸易自由化。

随着关税和非关税壁垒的降低，跨国贸易的规模逐年扩大。

2. 资本流动：全球化推动跨国公司快速发展，资本向全球流动，各国之间的投资和融资活动更加频繁。

外国直接投资和金融市场的开放都是资本流动的表现。

3. 产业转移：全球化使得跨国公司可以在全球范围内配置资源和布局产业链，通过产业转移实现资源优化配置和成本降低。

4. 劳动力分工：全球化推动了全球范围内的劳动力分工，一些劳动密集型产业被转移到劳动力成本较低的发展中国家。

5. 跨国公司影响：跨国公司在全球范围内的经营活动不仅影响了各个国家的经济发展，也对当地的社会、环境等方面产生了一定影响。

三、习题探讨在高考地理考试中，全球化与经济活动的题目主要涉及以下方面：1. 全球经济一体化的表现是什么？如何影响各国经济发展？2. 举例说明全球化对我国经济发展的积极作用和挑战。

第六课《走进经济全球化》第一框认识经济全球化练习题一、选择题1.经济全球化符合经济规律，符合各方利益，大方向是正确的。

下列对经济全球化的积极影响分析合理的是A. 经济全球化推动生产力的发展B. 经济全球化存在着发展失衡等问题C. 经济全球化加剧全球经济的不稳定性D. 经济全球化促进跨国公司的迅速发展2.习近平主席在不同场合多次强调，在经济全球化时代，没有哪一个国家可以独善其身，协调合作是必然选择。

这是因为经济全球化①使国与国之间的联系日益加深②使生产过程成为一个各国联系的整体③助推各国不断提高开放型经济水平④为国家之间的交流合作提供了广阔的空间A. ①②B. ①④C. ②③D. ③④3.某种玩具娃娃，由中国大陆生产棉衣服，中国台湾生产塑料身体，日本制作尼龙头发，马来西亚负责组装，最后在美国贴上标签全球销售。

这从一个侧面反映出①生产全球化②贸易全球化③资本全球化④政治多极化A. ①②B. ①③C. ②④D. ③④4.现在，跨国公司500强中有80%以上在中国投资开展业务，跨国公司在中国发展的新趋势表现出以占领与扩大在华市场作为对我国的主要投资取向。

下列选项中对跨国公司理解正确的是①它是指在本国拥有一个总部，并在其他国家或其他地区拥有子公司的国际性企业②经济全球化是通过跨国公司实现的③跨国公司推动了国际分工水平的提高④跨国公司的最大利益是实现经济全球化A. ①②③B. ①②④C. ①③④D. ②③④5.近年来，随着我国劳动力成本的上升，一些跨国公司将生产线向东南亚等劳动力更低廉的国家转移，导致我国不少加工企业倒闭。

在广东省，2018年共有588家外商投资制造业企业转移到了东南亚，占全省外商投资制造业企业总数的1.44%。

跨国公司向国外转移①表明经济全球化对我国经济安全构成了极大威胁②符合产业发展的客观规律，是正常的企业经营行为③要求我国鼓励企业以走出去为主，引进来为辅④启示我国加工企业应从代加工向自主创新、自主品牌转变A. ①②B. ①③C. ③④D. ②④6.2019年10月19日，以“跨国公司与中国”为主题的首届跨国公司领导人青岛峰会举行，在逆全球化、全球贸易和投资不振的背景下，来自全球的115家世界500强企业、284家行业领军企业、5100多位嘉宾参会。

（51）世界经济的全球化1.美国总统特朗普上台后奉行“美国优先”战略，与各国大打“贸易战”，并迫使美国各跨国公司从海外回流本土。

可是，2018年11月26日美国著名汽车生产商通用汽车公司仍宣布关闭五个本土的生产中心，将生产重心逐渐转移至中国等国家。

这表明（）A.全球化进程不可阻挡B.美国霸权日益衰落C.特朗普政府不得人心D.中国是贸易战赢家2.有英国学者指出:美国霸权已经衰落,全球地缘政治秩序进入自发调整期,世界未来的多极化格局仍不明朗,但经济全球化的发展毫无疑问地已成为政治冲突最有效的"减震器"。

这表明( )3.近年来，新兴经济体开始承担更多的国际责任，成为IMF增资的重要来源。

出身工会领袖的巴西总统卢拉就感慨，在过去20年里他在历次抗议中大多会要求“IMF滚出去”，但“现在，（我的）财政部长说，我们将借钱给IMF"。

这说明（）A．世界多极化趋势逐步加强B．南北经济发展渐趋平衡C．经济区域集团化趋势加强D．IMF面临严重资金困境4.1998-2007年，全球货物贸易出口、服务贸易出口年均增速分别达到10.9%，10.8%．2008-2017年，全球货物贸易出口和服务贸易出口年均增速分别下降到1.0%和3.2%0这表明2008年以来经济全球化（）A. 获益最大的是发展中国家B. 由快速发展期转入调整期C. 促进了各国新经济的崛起D. 遭到世界各国的普遍抵制5.20世纪90年代以来，更多发展中国家和前计划经济国家开始拥抱经济全球化，参与国际分工并从中分享贸易、跨国投资和技术外溢的收益。

目前构成全球贸易总额84％的164个WTO 缔约成员国中，超过半数是在1995年1月1日确定的创始成员国之后加入的。

这表明( )6.世贸组织前总干事鲁杰罗说,第一个工业化国家英国用了58年才使人均生活水平提高一倍,美国则用了47年,日本用了34年。

但1966年以后,韩国仅用了11年,中国用了9年。

人民版必修2高中历史专题练习含解析：一二战后资本主义世界经济体系的形成记一记二战后资本主义世界经济体系的形成知识结构填一填1．第二次世界大战后初期，美国成为资本主义世界的头号强国。

2．美国凭借强大的经济实力建立起以美元为中心的“布雷顿森林体系”和以美国为主导的世界贸易体系。

3．关贸总协定、国际货币基金组织以及世界银行构成调整世界经济贸易和金融的三大支柱，在此基础上以美国为主导的资本主义世界经济体系的形成，反映了世界经济体系化和制度化的发展方向。

辨一辨1.关贸总协定是一个临时适用的多边贸易协定，它的成立有利于世界贸易自由化，但其通过的规定对所有成员并没有严格的法律约束，因此它不能真正克服贸易保护主义问题，也没有真正实现贸易自由化的目标。

2．“布雷顿森林体系”与两大机构的不同是什么？“布雷顿森林体系”是阶段性的国际货币体系，而世界银行和国际货币基金组织则是永久性的国际金融机构。

因此，“布雷顿森林体系”虽然崩溃了，但世界银行和国际货币基金组织仍然存在，并且世界银行的宗旨已经转向全球性的发展援助。

3．国际货币基金组织与世界银行的区别是什么？国际货币基金组织主要是对在国际收支中出现暂时困难的成员国提供短期贷款，属于“救急”性质的机构；世界银行主要是提供长期贷款，帮助发展中国家发展社会经济，属于“救贫”性质的机构。

辨析体会研一研史料美元与黄金直接挂钩，美元充当黄金的等价物或代表，官方价格为1盎司黄金＝35美元。

各成员国的货币与美元挂钩，保持与美元的汇率基本固定。

——《布雷顿森林协定》结合史料及所学知识概括“布雷顿森林体系”的特征。

[提示] 两挂钩一固定；奠定了美国的金融霸权地位；以美元为中心的资本主义世界货币体系；具有统一性、严密性和约束性。

2．“布雷顿森林体系”的影响史料“布雷顿森林体系”的形成，意味着国际货币金融关系自20世纪30年代以来一直动荡不安的局面的终结和新的国际货币金融格局的形成，是美国和英国逐鹿国际经济舞台的结果。

第1章全球化1.1 复习笔记一、全球化全球化是指转向一个更为一体化与相互依存的世界经济。

全球化主要包括市场全球化和生产全球化。

1．市场全球化市场全球化是指把历史上独特的和分离的国家市场合并为一个巨大的全球市场，即不同国家消费者的嗜好和偏爱正在趋同于某些全球标准，从而帮助创建了全球市场。

当前最为全球化的市场不是消费品市场（消费品市场中，各民族的嗜好与偏爱仍然是一个相当重要的因素，足以阻碍全球化的发展），而是工业品和原材料市场，因为它们能满足全世界普遍的需要。

技术创新促进了市场全球化低成本的通信网络，如万维网正在帮助创建电子全球市场；低成本的运输使全球运输产品更为经济，因而也有助于创建全球市场；此外，低成本的飞机差旅导致跨国人员的大量流动，缩短了各国间的文化距离并带来了消费者口味和偏好一定程度上的趋同；同时，全球通信网络和全球媒体正在创立一种世界性的文化。

2．生产全球化生产全球化指的是从全球各地区筹供商品和服务，以利用各国在生产要素（如劳动力、能源、土地和资本）上的成本和质量差异。

这种做法降低了总成本、提高了质量、改善了产品的功能，从而使它们更为有效地参与竞争。

生产全球化的主要原因有：（1）运输成本下降，使得生产在地理上按区域分布变得更为经济；（2）受惠于技术革新的成果，信息处理和通信的实际成本也已大大下降；（3）因特网已成为促进国际服务贸易的主要力量；（4）商用喷气式客机的发展也有助于许多国际企业将其世界范围内的各营运点结合在一起。

这些发展使企业有可能创建和管理分散于全球各地的生产系统，并进一步推动生产全球化。

二、全球机构1．世界贸易组织世界贸易组织主要负责监管世界贸易秩序和确保各成员国遵守世界贸易组织各成员国签署的贸易协定中规定的规则。

世界贸易组织也负责促使各成员国之间建立附加的多国协定。

纵观其整个历史，包括它的前身《关贸总协定》，世界贸易组织促进了跨国贸易和投资壁垒的不断降低。

正因为如此，世界贸易组织已成了其成员国的工具，以寻求创造一个更为开放、不为各国间的贸易与投资壁垒所累的全球商务系统。

Short Answers (30 points, 5 points for each)1.Describe the Hierarchy of Needs theory.2.Describe the basic steps in Formulating Strategy.3.State Hofstede’s theory of culture dimensions.4.How many economy systems are evolved from global economics? Describe each.5.What’s biotechnology? Please state the development of biotechnology.6.Describe the nature of organizational culture.7.State the strategies for the “Base of the Pyramid”8.Why is today’s international environment so confusing and challenging for MNC’s.9.How many factors do help influence whether decision making will be centralized ordecentralized?10.Please describe the global Integration vs. National Responsiveness Matrix.11.Is there any relationship between company size and European mangers’ attitude towardparticipative leadership styles?12.State Tropenaars’ four different types of organizational cultures.13.Describe the globalization, anti-globalization and global pressures.14.List 6types of entry strategies. Describe at least 3 of them the advantage and disadvantage.15.Describe the content and influence of Foreign Corrupt Practices Act.16.How many economy systems are evolved from global economics? Describe each.17.State corporate social responsibility and sustainability.18.Describe the criteria used in selecting managers’ for overseas assignments.19.State three basic categories of political risks.20.Do value change overtime?21.State Herzberg’s two-factor theory.Questions (30 points, 6 points for each)1.How has globalization affected different world regions? What are some of the benefits andcosts of globalization for different sectors of society?A:2.How has NAFTA affected the economies of North America and the EU affected Europe? Whatimportance do these economic pacts have for international managers in North America, Europe?A:3.MNCs from emerging markets (India, China, Brazil) are beginning to challenge the dominanceof developed country MNCs. How might MNCs from North America, Europe, and Japan respond to these challenges?A:4.In what ways do different ideologies and political systems influence the environment inwhich MNCs operate?A:5.How do the following legal principles impact MNC operations: the principle of sovereignty,the nationality principle, the territoriality principle?A:6.How might different ethical philosophies influence how managers make decisions when itcomes to offshoring of jobs?A:7.In recent years, rules have tightened such that those who work for the U.S. government intrade negotiations are now restricted from working for lobbyists for foreign firms. Is this a good idea? Why or why not?A:8.What are some strategies for overcoming the impact of counterfeiting? Which strategieswork best for discretionary (for instance, movies) versus nondiscretionary (pharmaceutical) goods?A:9.Why are MNCs getting involved in corporate social responsibility and sustainable businesspractice? Are they displaying a sense of social responsibility, or is this merely a matter of good business, or both? Defend your answer.A:10.What is meant by the term culture? In what way can measuring attitudes about the followinghelp differentiate between cultures: centralized or decentralized decision making, safety or risk, individual or group rewards, high or low organizational loyalty, cooperation or competition? Use these attitudes to compare the United States, Germany, and Japan. Based on your comparisons, what conclusions can you draw regarding the impact of culture on behavior?A:11.What is meant by the term value? Are cultural values the same worldwide, or are theremarked differences? Are these values changing over time, or are they fairly constant? How does your answer relate to the role of values in a culture?A:12.As people engage in more international travel and become more familiar with othercountries, will cultural differences decline as a roadblock to international understanding, or will they continue to be a major barrier? Defend your answer.A:13.In what way is time a cultural factor? In what way is the need to control the environment acultural factor? Give an example for each.A:14.Define the four basic predispositions MNCs have toward their international operations.A:15.If a locally based manufacturing firm with sales of $350 million decided to enter the EUmarket by setting up operations in France, which orientation would be the most effective: ethnocentric, polycentric, regiocentric, or geocentric? Why? Explain your choice.A:16.In what way are parochialism and simplification barriers to effective cross-culturalmanagement? In each case, give an example.A:17.In most cases, local managerial approaches must be modified for doing business overseas.What are three specific examples that support this statement? Be complete in your answer.A:18.Some researchers have found that when Germans work for a U.S. MNC, they become evenmore German, and when Americans work for a German MNC, they become even more American. Why would this knowledge be important to these MNCs?A：19.When comparing the negotiating styles and strategies of French versus Spanish negotiators,a number of sharp contrasts are evident. What are three of these, and what could MNCs doto improve their position when negotiating with either group?A:20.In which of the four types of organizational cultures—family, Eiffel Tower, guided missile,incubator—would most people in the United States feel comfortable? In which would most Japanese feel comfortable? Based on your answers, what conclusions could you draw regarding the importance of understanding organizational culture for international management?A:21.Most MNCs need not enter foreign markets to face the challenge of dealing withmulticulturalism. Do you agree or disagree with this statement? Explain your answer.A:22.What are some potential problems that must be overcome when using multicultural, diverseteams in today’s organizations? What are some recognized advantages? Identify and discuss two of each.A:23.Why is nonverbal communication a barrier to effective communication?A：24.If a company new to the international arena was negotiating an agreement with a potentialpartner in an overseas country, what basic steps should it be prepared to implement?Identify and describe them.A:25.Which elements of the negotiation process should be done with only your group? Whichevents should take place with all sides present? Why?A:26.Wilsten Inc. has been approached by a Japanese firm that wants exclusive production andselling rights for one of Wilsten’s new high-tech products. What does Wilsten need to know about Japanese bargaining behaviors to strike the best possible deal with this company?A:27.Consider that both a retail chain and a manufacturing company want to expand overseas.What environmental factors would have the most impact on these companies? What key factors of success differentiate the two?A:28.Anheuser-Busch is attempting to expand in India, where beer is not widely consumed andliquor dominates the market. What areas should be targeted for strategic goals? What could be some marketing implications in the Indian market?A:29.What particular conditions that MNCs face in emerging markets may require specializedstrategies? What strategies might be most appropriate in response?A:30.One of the most common entry strategies for MNCs is the joint venture. Why are so manycompanies opting for this strategy? Would a fully owned subsidiary be a better choice?A:31.A small manufacturing firm believes there is a market for handheld tools that are carefullycrafted for local markets. After spending two months in Europe, the president of this firm believes that his company can create a popular line of these tools. What type of organization structure would be of most value to this firm in its initial efforts to go international?A:32.If this same company finds after three years of international effort that it is selling 50 percentof its output overseas, what type of organizational structure would you suggest for the future?A:33.In what way do the concepts of formalization, specialization, and centralization have animpact on MNC organization structures?A:34.Most firms attempt to quantify their political risk, although they do not assign specificweights to the respective criteria. Why is this approach so popular? Would the companies be better off assigning weights to each of the risks being assumed? Defend your answer.A:35.What are some of the challenges associated with managing alliances? How do hostgovernments affect these?A:36.Which cultures would be more likely to focus on external controls? Which cultures wouldconsider direct controls to be more important than indirect controls?A:37.How would you explain a company’s decision to employ centralized decision-makingprocesses and decentralized control processes, considering the two are so interconnected?Provide an industry example of where this may occur.A:Case Analysis (10 points for each)1.FRANCHISE OPPORTUNITIES AT M c DONALD’SOne of the best-known franchise operations in the world is McDonald’s, and in recent years, the company has been working to expand its international presence. Why?Begin by perusing the latest annual report, and see how well the company is doing both domestically and internationally. Then, turn to the franchise information that is provided, and find out how much it would cost to set up a franchise in the following countries: Belgium, Brazil,South Korea, Mexico, Slovenia, and Turkey.Then, based on this assignment and the chapter material, answer these last three questions:(1)Will the fact that the euro has become the standard currency in the EU help or hinder anew McDonald’s franchisee in Europe?(2)If there are exciting worldwide opportunities, why does McDonald’s not exploit theseitself instead of looking for franchisees?(3)What is the logic in McDonald’s expansion strategy?2.Here Comes the CompetitionYou Be the International Management ConsultantThe Wadson Company is a management research firm. It was recently hired by a large conglomerate with a wide range of products, from toys to electronics to financial services. This conglomerate wants Wadson to help identify an acquisition target. The conglomerate is willing to spend up to $2.5 billion to buy a major company anywhere in the world.One of the things the research firm did was to identify the amount of foreign direct investment in the United States by overseas companies. The research group also compiled a list of major acquisitions by non-U.S. companies. It gathered these data to show the conglomerate the types of industries and companies that are currently attractive to the international buyers. “If we know what outside firms are buying,” the head of the research firm noted, “this can help us identify similar overseas businesses that may also have strong growth potential. In this way, we will not confine our list of recommendations to U.S. firms only.” In terms of direct foreign investment by industry, the researchers found that the greatest investment was being made in manufacturing (almost $100 billion). Then, in descending order, came wholesale trade, petroleum, real estate, and insurance.On the basis of this information, the conglomerate has decided to purchase a European firm. “The best acquisitions in the United States have already been picked,” the president told the board of directors. “However, I’m convinced that there are highly profitable enterprises in Europe that are ripe for the taking. I’d particularly like to focus my attention on the UK and Germany.” The board gave the president its full support, and the research firm will begin focusing on potential European targets within the next 30 days.Questions(1)Is Europe likely to be a good area for direct investment during the years ahead?(2)Why is so much foreign money being invested in U.S. manufacturing?(3)If the conglomerate currently does not do business in Europe, what types of problems isit likely to face?3. A Jumping-Off PlaceA successful, medium-sized U.S. manufacturing firm in Ohio has decided to open a plant near Madrid, Spain. The company was attracted to this location for three reasons. First, the firm’s current licensing agreement with a German firm is scheduled to come to an end within six months, and the U.S. manufacturer feels that it can do a better job of building and selling heavy machinery in the EU than the German firm. Second, the U.S. manufacturer invested almost $300 million in R&D over the last three years. The result is a host of new patents and other technological breakthroughs that now make this company a worldwide leader in the productionof specialized heavy equipment. Third, labor costs in Spain are lower than in most other EU countries, and the company feels that this will prove extremely helpful in its efforts to capture market share in greater Europe.Because this is the manufacturer’s first direct venture into the EU, it has decided to take on a Spanish partner. The latter will provide much of the on-site support, such as local contracts, personnel hiring, legal assistance, and governmental negotiations. In turn, the U.S. manufacturer will provide the capital for renovating the manufacturing plant, the R&D technology, and the technical training.If the venture works out as planned, the partners will expand operations into Italy and use this location as a jumping-off point for tapping the Central and Eastern European markets. Additionally, because the cultures of Spain and Italy are similar, the U.S. manufacturer feels that staying within the Latin European cultural cluster can be synergistic. Plans for later in the decade call for establishing operations in northern France, which will serve as a jumping-off point for both Northern Europe and other major EU countries, such as Germany, the Netherlands, and Belgium. However, the company first wants to establish a foothold in Spain and get this operation working successfully; then it will look into expansion plans.Questions(1)In what way will the culture of Spain be different from that of the United States?(2)If the company expands operations into Italy, will its experience in Spain be valuable, orwill the culture be so different that the manufacturer will have to begin anew in determining how to address cultural challenges and opportunities? Explain.(3)If the firm expands into France, will its previous experiences in Spain and Italy bevaluable in helping the company address cultural challenges?4.Beijing, Here We Come!A large toy company located in Canada is considering a business arrangement with the government of China (PRC). Although company representatives have not yet visited the PRC, the president of the firm recently met with their representatives in Ottawa and discussed the business proposition. The Canadian CEO learned that the PRC government would be quite happy to study the proposal, and the company’s plan would be given a final decision within 90 days of receipt. The toy company now is putting together a detailed proposal and scheduling an on-site visit.The Canadian firm would like to have the mainland Chinese manufacture a wide variety of toys for sale in Asia as well as in Europe and North America. Production of these toys requires a large amount of labor time, and because the PRC is reputed to have one of the largest and least expensive workforces in the world, the company believes that it can maximize profit by having the work done there. For the past five years, the company has had its toys produced in Taiwan. Costs there have been escalating recently, however, and because 45 percent of the production expense goes for labor, the company is convinced that it will soon be priced out of the market if it does not find another source.The company president and three officers plan on going to Beijing next month to talk with government officials. They would like to sign a five-year agreement with a price that will not increase by more than 2 percent annually. Production operations then will be turned over to the mainland Chinese, who will have a free hand in manufacturing the goods.The contract with the Taiwanese firm runs out in 90 days. The company already has contacted this firm, and the latter understands that its Canadian partner plans to terminate the arrangement. One major problem is that if it cannot find another supplier soon, it will have to go back to the Taiwanese firm for at least two more years. The contract stipulates that the agreement can be extended for another 24 months if the Canadian firm makes such a request; however, this must be done within 30 days of expiration of the contract. This is not an alternative that appeals to the Canadians, but they feel they will have to take it if they cannot reach an agreement with the mainland Chinese.Questions(1)What is the likelihood that the Canadians will be able to reach an agreement with themainland Chinese and not have to go back to their Taiwanese supplier? Explain.(2)Are the Canadians making a strategically wise decision in letting the Chinese from thePRC handle all the manufacturing, or should they insist on getting more actively involved in the production process? Defend your answer.(3)What specific cultural suggestions would you make to the Canadians regarding how todo business with the mainland Chinese?5. A Good-Faith Effort Is NeededExcelsior Manufacturing is a medium-sized firm located in the northeastern part of the United States. Excelsior has long been known as a high-quality, world-class producer of precision tools. Recently, however, this MNC has been slowly losing market share in Europe because many EU companies are turning to other European firms to save on taxes and transportation costs. Realizing that it needed a European partner if it hoped to recapture this lost ground, Excelsior began looking to buy a firm that could provide it with a strong foothold in this market. After a brief search, the MNC made contact with Quality Instrumentation, a Madrid-based firm that was founded five years ago and has been growing at 25 percent annually. Excelsior currently is discussing a buyout with Quality Instrumentation, and the Spanish firm appears to be interested in the arrangement as it will provide it with increased technology, a quality reputation, and more funding for European expansion.Next week, owners of the two companies are scheduled to meet in Madrid to discuss purchase price and potential plans for integrating their overall operations. The biggest sticking point appears to be a concern for meshing the organizational cultures and the work values and habits of the two enterprises. Each is afraid that the other’s way of doing business might impede overall progress and lead to wasted productivity and lost profit. To deal with this issue, the president of Excelsior has asked his management team to draft a plan that could serve as a guide in determining how both groups could coordinate their efforts.On a personal level, the head of Excelsior believes that it will be important for the Spanish management team to understand that if the Spaniards sell the business, they must be prepared to let U.S. managers have final decision making power on major issues, such as research and development efforts, expansion plans, and customer segmentation. At the same time, the Americans are concerned that their potential European partners will feel they are being told what to do and resist these efforts. “We’re going to have to make them understand that we must work as a unified team,” the president explained to his planning committee, “and create a culture that will support this idea. We may not know a lot about working with Spaniards, and they may notunderstand a great deal about how Americans do things, but I believe that we can resolve these differences if we put forth a good-faith effort.”Questions(1)What do you think some of the main organizational culture differences between the twocompanies would be?(2)Why might the cultural diversity in the Spanish firm not be as great as that in the U.S.firm, and what potential problems could this create?(3)What would you recommend be done to effectively merge the two organizationalcultures and ensure they cooperate harmoniously? Offer some specific recommendations.6.Foreign or Domestic?Connie Hatley is a very successful businesswoman who has holdings in a wide variety of industries. Hatley recently was approached by one of the Big Three automakers and offered a multidealership arrangement. Hatley has been seriously considering the offer, although she now has a competitive alternative.A South Korean auto manufacturer has approached Hatley and offered her the same basic deal. The Korean manufacturer presented her with some interesting auto sales data: (1) Between 1981 and 2001, the South Korean share of the U.S. auto market went from 0 to over 3 percent. (2) South Korean automakers are capturing market share in the United States at a faster rate than any other competitor. (3) New technology is being incorporated into these Korean-built cars at an unprecedented rate, and the quality is among the highest in the industry. (4) Although the Big Three (GM, Ford, and DaimlerChrysler) hold a large share of the U.S. auto market, their market share among those 45 years of age or younger is declining and being captured by foreign competitors. (5) The South Korean firm intends to increase its share of the U.S. market by 20 percent annually.Hatley is very impressed with these data and forecasts. Recently, however, the Korean auto company’s sales and market share have been declining, and she remains uneasy about having to deal with someone located halfway around the world. “If I don’t receive scheduled deliveries, whom do I call?” she asked one of her vice presidents.“Also, we don’t speak their language. If there is a major problem, how are we going to really communicate with each other? I like the proposal, and I’d take it if I were sure that we wouldn’t have communication problems. if the South Koreans are right in their long-range forecasts and I have no major problems dealing with them, my return on investment is going to be almost 50 percent higher than it will be with the U.S. manufacturer.”Questions(1)What specific types of communication problems might Hatley encounter in dealing withthe South Koreans?(2)Can these communication problems be resolved, or are they insurmountable and willsimply have to be tolerated?(3)Based on communication problems alone, should Hatley back away from the deal orproceed? Give your recommendation; then defend it.7.Go East, Young People, Go EastAmanda Brendhart, Jose Gutierrez, and Rhoda Schreiber founded and are partners in a small electronics firm, Electronic Visions, which has developed and patented some state of-the-art computer components. Visions have had moderate success selling these components to large U.S.-based computer manufacturers. The biggest problem is that in recent months, the computer market has begun to turn soft, and many of the manufacturers are offering substantial discounts to generate sales. Therefore, although Visions has found an increasing demand for its product, it now is grossing less money than it was several months ago.To increase both sales and profit, the partners have decided to expand into Asia. Although this region is known for its low-cost computer production, the group believes that countries such as China, Malaysia, and Thailand soon will become more lucrative markets, because the U.S. government will make these countries open their doors to imports more fully. If trade barriers are removed, the partners are convinced that they can export the goods at very competitive prices. In addition, the partners intend to find a partner in each market so that they have someone to help with the marketing and financing of the product. Of course, if the components can be produced more cheaply with local labor, the partnership is willing to forgo exporting and have everything produced locally.At present, the group is trying to answer three questions. First, what is the best entry strategy to use in reaching the Asian markets? Second, what type of marketing strategy will be most effective? Third, if production must be coordinated between the United States and an overseas country, what is the best way to handle this? The partners believe that over the next two months, they will have a very good idea of what is going to happen regarding the opening of Asian markets. In the interim, they intend to work up a preliminary strategic plan that they can use to guide them. Questions(1)What type of entry and ownership approach would you recommend? Defend yourchoice.(2)How could the partners use the four Ps of marketing to help implement strategy?(3)If production must be globally coordinated, will Visions have a major problem? Why orwhy not?8.Getting In on the Ground FloorThe EU currently is developing a strategy that will help member countries beat back the threat of U.S. and Asian competition and develop a strong technological base for new product development. European multinational firms currently are strong in a number of different areas. For example, Germany’s Hoechst and BASF and Switzerland’s Sandoz and Hoffman-LaRoche are major companies in chemicals and pharmaceutics. Philips of the Netherlands invented compact discs and is dominant in the television market. Many strong European-based MNCs could provide a solid base for the EU to defend itself from outside economic invasion.Ruehter Laboratories, a high-tech R&D firm located in New Jersey, holds a number of important pharmaceutical patents and would like to expand its operation worldwide. The company is considering buying a small but highly profitable Dutch insulin maker. “This acquisition will help us enter the European market by getting in on the ground floor,” noted the president. Although the Dutch firm is quite small, it has strong R&D prowess and likely will play a major role in biotechnology research during the years ahead. Ruehter has talked to the Dutch firm, and the two have arrived at a mutually acceptable selling price. While waiting for the lawyers to workout the final arrangements, Ruehter intends to reorganize its overall operations so that the home-office management can work more closely with its new Dutch subsidiary. There are two areas that Ruehter intends to address in its reorganization efforts: (1) how the subsidiary will be structurally integrated into the current organization and (2) whether there can be any joint R&D efforts between the two groups.Questions(1)What type of organization design would you recommend that Ruehter use?(2)If there were joint R&D efforts, would this be a problem?9.Rushing into RussiaAs Russia continues to succeed with a decentralized economy and foreign investors flood in, a Chicago, Illinois–based computer chip manufacturer decides that it may be time to expand operations overseas. The company has a series of patents that provide legal protection and allow it to dominate a small but growing segment of the computer market. Its sales estimates reached $147 million within three years, but it believes that this could rise to $200 million if it was to expand internationally. Adam Smith, CEO of the company, had previously considered China and India for their cheap labor, but decided that their rapid growth and intense international interest would just lead to a higher bidding price. Furthermore, there are far fewer direct competitors expanding in Russia, whereas technological parts and services industries are already pervasive in other emerging countries. Adam recalls a time when Russia experienced high human trafficking, corruption, and general political instability, but he believes that with so much international interest in Russia, these issues must be curbed by this point in time.Adam is confident that a deal will be accepted by Russia as it continues to welcome foreign investment to maintain economic growth. A state-of-the-art plant could help to reduce unemployment further and provide an inflow of needed capital. However, the banker is concerned that because of the political risks and uncertainty in Eastern Europe in general and Russia in particular, the company may either lose its investment through government expropriation or find itself unable to get profits out of the country. Given that the company will have to invest approximately $20 million, the venture could seriously endanger the company’s financial status.Adam understands these risks but believes that with the help of an international management consultant, he can identify and minimize the problems. “I’m determined to push ahead,” he told the banker, “and if there is a good chance of making this project a success, I’m going to Russia.” Questions(1)What are some of the political risks that Adam’s firm will face if he decides to go aheadwith this venture? Identify and describe two or three.(2)In his negotiations with the Russian government, what suggestions or guidelines wouldyou offer to Adam? Identify and describe two or three.10.Expansion PlansKranden & Associates is a very successful porcelain manufacturing firm based in San Diego. The company has six world-renowned artists who design fine-crafted porcelain statues and plates that are widely regarded as collectibles. Each year, the company offers a limited edition of new statues and plates. Last year, the company made 30 new offerings. On average, 2,500 items of。

6.1认识经济全球化分层作业基础篇一、单选题1．（2024上·湖北·高二校联考期末）2024年1月15至19日，世界经济论坛在瑞士举行，多位与会人士表示，经济全球化是历史大势，促成了贸易大繁荣、投资大便利、人员大流动、技术大发展，人类的未来取决于各国能在多大程度上重建信任、强化合作。

在百年变局加速演进的当下，少数国家鼓吹保护主义，妄图将自身的发展建立在损害牺牲别国发展权利的基础上，这不是经济全球化应有之义。

经济全球化（）A．符合经济规律和世界各国各阶层的利益诉求B．加剧竞争不利于世界和平与发展C．是世界经济发展存在不确定性和风险加剧的根源D．是生产力发展的客观要求和科技进步的必然结果【答案】D【详解】A：经济全球化符合经济规律，是大势所趋，任何国家都不能置身经济全球化之外。

但经济全球化不一定符合世界各国各阶层的利益诉求，故A错误。

B：经济全球化使世界经济日益成为紧密联系的一个整体，在一定程度上维护了世界和平、稳定与发展，故B错误。

C：经济全球化既是机遇又是挑战。

在经济全球化进程中，世界经济发展面临着不平衡问题、不确定性和风险加剧，但经济全球化不是世界经济发展存在不确定性和风险加剧的根源，故C错误。

D：经济全球化促成了贸易大繁荣、投资大便利、人员大流动、技术大发展，是生产力发展的客观要求和科技进步的必然结果，故D正确。

故本题选D。

2．（2024上·湖南湘西·高二统考期末）2023 年1—11月,全国新设立外商投资企业48 078 家,实际使用外资金额10 403.3 亿元人民币。

从来源地看，英国、法国、荷兰、瑞士、澳大利亚实际对华投资分别增长93.9%、93.2%、34.1%、23.3%、14.3%(含通过自由港投资数据)。

这主要体现了（）A．生产全球化B．贸易全球化C．金融全球化D．技术全球化【答案】C【详解】ABCD：材料说明2023 年1—11月,我国利用外资规模大，而且从来源地看，英国、法国、荷兰、瑞士、澳大利亚实际对华投资都在增长，这体现了金融全球化，C正确，ABD不符合题意。

第三单元单元检测卷一、选择题(每小题3分,共60分)1.下图漫画表明( )资本的跨国运动①资本的跨国流动是为了实现最大利益②资本全球化是不以人的意志为转移的③发展中国家积极参与经济全球化④经济全球化的机遇与挑战并存A.①②B.③④C.①④D.②③2.甲国一个劳动者每6个月可以生产150升葡萄酒或1 500千克面粉;乙国一个劳动者每6个月可以生产60升葡萄酒或1 200 千克面粉。

据此,下列推断正确的是( )①两国生产葡萄酒和面粉的劳动生产率不同,不适宜进行贸易②乙国生产面粉花费的机会成本与甲国相当③两国进行贸易,甲国生产葡萄酒具有比较优势④两国分别生产自己具有比较优势的产品,有利于提高产品质量,彼此都会从贸易中获益A.①②B.①③C.②④D.③④3.金融危机之后,为了重振本土工业,美欧等发达国家将“再工业化”作为重塑竞争优势的重要战略,推出大力发展新兴产业、鼓励科技创新等政策和措施,这对我国制造业发展造成巨大挑战。

中国要成为未来的工业强国,制造业转型升级是关键。

这说明( )①经济全球化使国与国之间的经济联系日益加强②经济全球化有利于世界范围内资源的优化配置③经济全球化对发展中国家既是机遇又是挑战④经济全球化使世界各国的经济发展更加不平衡A.①②B.②④C.①③D.③④4.(2021·山东济南)改革开放以来,世界各国的跨国公司纷纷落户中国,作为经济全球化的重要载体,它们对我国社会产生了极为重要的影响,其中包括( ) ①提供了就业岗位,在一定程度上缓解了我国的就业压力②加强了我国与世界的联系,促进了经济交流与合作③促进生产要素全球流动,实现了全球的资源共享④彻底解决了我国进行经济建设的资金难题A.①②B.③④C.②③D.①④5.(2021·辽宁朝阳)阿里巴巴的“海外×宝”短短几年已经覆盖200多个国家和地区。

通过阿里巴巴电商平台,美国西雅图长在树上的樱桃被8万个中国家庭下单抢购;加拿大不景气的海洋龙虾产业,一下迎来每年9万多只的惊人销量。