• 你这门课（MGMT30004 / Managing Globally）的复习核心可以用一句话概括：
  • 闭卷数字化期末考占 50%，阅卷人最奖励的能力是：“点名框架（name）+一句话定义（define）+应用到情境公司（apply）+给出结论/建议（so-what）”。[2]Source: asksia-bible-mgmt30004-bilingual.pdfMGMT30004 . UNIVERSITY OF MELBOURNE 中英双语版 · BILINGUAL EDITION 英文主讲,中文随行 一 考试要点与术语保留英文原词 A third-year study companion built around this subject's own spine: the strategic- management process, the integration-responsiveness trade-off and market entry, the cultural dimensions (Hofstede & GLOBE), stakeholder theory and CSR/ESG, global structures, teams and IHRM, and cross-cultural negotiation - anchored to the live cases (A2 Milk, Allbirds, TikTok, Rio Tinto). The win is a 2-hour closed-book digital exam worth 50%: name the framework, then apply it to a company. Subject Bible . AskSia Independent study companion, not affiliated with or endorsed by the University of Melbourne. Corrections: takedowns@asksia. ai PREFACE - HOW TO USE THIS BOOK One book, three moments 一本书,三个时刻 Wherever you are in the semester, start here 无论你处在学期的哪个阶段,都从这里开始 TL;DR. This is not a re-type of the lecture slides or the Deresky & Miller text. It is a self-contained map of every framework MGMT30004 runs on - each model defined plainly, tied to its theorist, then re-grounded in the subject's own live cases - written so the same pages serve you three ways across the eleven teaching topics, all aimed at the 50% closed-book exam. 太长不看。这不是把讲义或 Deresky & Miller 课本重新打一遍。它是 MGMT30004 所依托的每一个框架的自足地图 -- 每 个模型都被朴素地定义、与其理论家挂钩,然后在本学科自己的实时案例中重新落地 -- 它的写法使同样的页面在十一个教学 主题中以三种方式服务于你,全部指向那场占50% 的闭卷考试。 A 1 . LEARN 1· 学习 You haven't done the topic prep or lecture yet. Read a chapter top to bottom. Every concept opens with a plain-English definition, names the theorist or model (Ghemawat, Freeman, Hofstede, Perlmutter . . . ), and lands on a real example. Meet the framework here cold before the Wednesday lecture and Friday tutorial. 你还没做主题预习、也没上课。 把一章从头读到尾。每个概念都 以一句通俗易懂的定义开头,点 明提出者或模型(Ghemawat、 Freeman, Hofstede, Perlmutter . . . . . ),并落到一个真 实案例上。在周三的讲课和周五 的辅导课之前,先在这里把框架 第一次陌生地见个面。 B 2 . REVISE 2 · 复习 You've done the lecture and tutorial. Use the grids and callouts to self-test: can you name the framework, list its parts, give a case? Because the exam is closed book, the "exam move" boxes drill the names-plus- application skill the markers reward. 你已经上完讲课和辅导课。用书 中的表格与提示框做自测:你能 否说出框架名称、列出它的组成 部分、给出一个案例?由于考试 是闭卷,那些“应试招式”框专门 训练阅卷人看重的“命名加应用” 技能。 C 3 . APPLY 3 · 应用 You're building the group analysis, the A2 Milk report, or sitting the exam. The cases (Allbirds in China, Rio Tinto / Juukan Gorge, A2 Milk to Asia) and the "exam move" angles are written to be lifted straight into a scenario answer - framework, named source, applied to this company. 你正在做小组分析、撰写 A2 Milk 报告,或正在参加考试。那 些案例(Allbirds 进入中国、Rio Tinto / Juukan Gorge, A2 Milk 进军亚洲)与“应试招式”视 角,都是为可以直接搬进情境题 答案而写的 -- 框架、点名的来 源、应用到这家具体公司。 AskSia Library · MGMT30004 · 双语 Bilingual ! Read this first: the 50% exam is the centre of gravity 先读这一段:占50% 的考试是重心 MGMT30004 is assessed by a group organisational analysis (15%), an individual A2-Milk recommendations report (15%), in-class (10%) and online (10%) contribution, and a 2-hour end-of-semester exam worth 50%. The exam is the single biggest piece - closed-book, on your own laptop under a lockdown browser, four scenario questions on four different topics. So the recall layer (framework names) and the application layer (apply to a fictitious company) must be kept warm all semester. This book is built to do exactly that. Treat it as closed-book exam revision - you cannot bring it in. MGMT30004 的考核由以下部分构成:小组组织分析(15%)、个人A2-Milk 建议报告(15%)、课堂参与(10%)与 线上参与(10%),以及一场占50% 的2 小时期末考试。这场考试是单项分值最大的一块 -- 闭卷,在你自己的笔记本 电脑上、通过封锁式浏览器作答,四道情境题分别对应四个不同主题。因此,回忆层(框架名称)和应用层(应用到一 家虚构公司)必须整个学期都保持温热。本书正是为做到这一点而搭建的。把它当作闭卷考试的复习材料 -- 你不能把 它带进考场。[4]Source: asksia-bible-mgmt30004-bilingual.pdfIn-class contribution - tutorial participation 10% Across sem Online contribution - discussion / online learning 10% Across sem End-of-semester exam - 2 hours, individual 50% Exam period What each piece rewards 每项构件奖励什么 Piece What it rewards Exam (50%) Name + apply: name the framework, apply it to a fictitious company Group analysis (15%) Topics 1-4 on a real org: scan forces, evaluate strategy, judge CSR A2 Milk report (15%) Depth on one client: specific, this- semester concepts, cited In-class (10%) Showing up sharp: weekly tutorial collaboration Online (10%) Keeping pace: discussion posts & online- learning tasks The group analysis runs in four staged parts (Team Alignment Plan - Environment & Strategy - Sustainability & CSR - a Week-7 tutorial Q&A) on one self-chosen global firm. The individual report is a consulting-style recommendation for A2 Milk - the real client the subject partners with; marks reward specific, contextualised application, not generic principles. 小组分析围绕一家自选的全球企业分四个阶段进行(团队协 同计划 →全球商业环境与战略→ 可持续发展与 CSR → 第7周的辅导课问答)。个人报告是一份为 A2 Milk 撰写的 咨询式建议书 -- 这是本学科合作的真实客户;分数奖励具 体的、结合情境的应用,而非泛泛的原则。 AskSia Library . MGMT30004 . XXia Bilingual ✓ The strategy this dictates 由此决定的策略 Half your mark turns on one closed-book sitting, so prioritise the names-and-apply skill. Know what each framework is, who proposed it, and how to apply it to a company - PESTLE/PELT & CAGE, integration-responsiveness & market entry, stakeholder theory & CSR-vs-CSV, global structures, virtual teams, Hofstede/GLOBE, the 5-stage negotiation process, and IHRM (ethnocentric++geocentric, PCN/HCN/TCN). The continuous pieces reward depth on a few applied to a real org. This book front-loads the recall and shows the application move for every big framework. Do both and no scenario can blindside you. 你一半的分数取决于一场闭卷考试,所以要优先掌握 命名加应用这项技能。要知道每个框架是什么、由谁 提出、以及如何应用到一家公司 -- PESTLE/PELT 与 CAGE 距离框架、整合-响应框架与市场进入模 式、利益相关者理论与 CSR 对 CSV、全球组织结 构、虚拟团队、Hofstede/GLOBE、五阶段谈判流 程,以及国际人力资源管理(母国中心→全球中心, PCN/HCN/TCN)。持续性考核部分则奖励对少数几个 框架的深度应用到一个真实组织上。本书把回忆部分 前置,并为每个大框架展示应用招式。两者都做好, 任何情境题都无法打你个措手不及。 The real exam format - memorise this shape[16]Source: asksia-bible-mgmt30004-bilingual.pdfTL;DR. The final is closed book, on-campus, lockdown browser, four scenario questions x 25 pts, each a new fictitious company tied to a different topic, each split into Part A + Part B (12. 5 each), 500 words max per question. So practice = answer a whole scenario under that shape, then mark yourself against the model answer and the marker note. None of these reproduce a real stem - they are AskSia drills grounded in the unit's own cases (All Birds, TikTok, Rio Tinto, A2 Milk, Haier, GitLab), paraphrased. 太长不看。期末是闭卷的,在校园内、锁定浏览器、四道情境题 × 25分,每道是一家新的虚构公司、绑定一个不同的主 题,每道分为 Part A + Part B (各12. 5分),每题最多500字。因此练习=在那个结构下回答一整道情境题,然后对照标 准答案和阅卷人提示给自己打分。这些题没有一个复现真实题干 -- 它们都是 AskSia 的演练题,扎根于本学科自己的案例 (All Birds、TikTok、Rio Tinto、A2 Milk、Haier、GitLab),经过改述。 ★ How to use this bank (and what the real exam rewards) 如何使用这个题库(以及真实考试究竟奖励什么) Closed book - so you must NAME the framework, not cite it. For each Part, write a timed answer first, then check. Markers split the marks two ways: (1) concept understanding - define the framework and name its author/model; (2) application - map it to this company's specifics. The repeated "average vs excellent" signal: generic principle = pass; detail contextualised to the firm + a real semester example = high marks. Budget ~6 lines of definition, the rest application. 闭卷 -- 所以你必须点出框架名称,而不是引用它。对每个 Part,先写一份限时答案,再核对。阅卷人把分数分作两 块:(1)概念理解 -- 定义框架并点出其作者/模型;(2)应用 -- 把它映射到这家公司的具体细节上。那个反复出现的 “及格与优秀”信号:泛泛的原理=及格;情境化到该公司的细节+一个真实的学期案例=高分。预算大约 6 行用于定 义,其余用于应用。 ✓ The 4-move answer skeleton that fits every Part 适配每一个 Part 的“四步答题骨架” Name - Define - Apply - So-what. (1) Name the framework + its author/model. (2) One precise sentence of definition. (3) Map each component to a concrete detail in the scenario. (4) A judgement/recommendation that answers the actual question. Do this per Part and you cannot leave easy marks on the table. 命名→定义→应用→所以呢。(1)点出框架+其作者/模型。(2)一句精准的定义。(3)把每个组成部分映射到情境中 的一个具体细节上。(4)给出回应实际问题的判断/建议。每个 Part 都这样做,你就不会把唾手可得的分数留在桌上。 SCENARIO 1 NordVista - entering a distant market SCENARIO 1 NordVista -- 进入一个遥远的市场 Topic focus: global business environment + strategy / market entry (Topics 1-3). Read once, then attempt both Parts under 500 words total. 主题聚焦:全球商业环境+战略/市场进入(主题1-3)。读一遍,然后在总计 500 字以内尝试两个 Part。 AskSia Library · MGMT30004 · 双语 Bilingual NordVista is a Finland-based maker of premium home-air-quality monitors, sold so far only across the Nordic and Baltic region through its own webstore. Demand at home has plateaued. The board wants to enter South Korea, where urban air-quality anxiety is high, smartphone penetration is near-total, and a few strong local electronics brands already dominate retail shelves. NordVista has a strong brand at home but is unknown in Asia, holds limited cash, and has never operated outside Europe. S1 . Part A SCENARIO 12. 5 pts . ~ 250 words Before NordVista commits to South Korea, what types of risk should its managers assess, and why? Name the scanning framework you would use, and illustrate with one real global force discussed this semester. 在 NordVista 承诺进入韩国之前,它的管理者应评估哪些风险类型,又为什么?说出你会使用的扫描框架,并以本学期 讨论过的一个真实全球性力量来举例说明。 MODEL ANSWER 1 Name + define the framework. Use PESTLE (Aguilar, 1967) to scan the macro-environment - Political, Economic, Sociocultural, Technological, Legal, Environmental; note Deresky & Miller foreground PELT (political-economic-legal-technological) risk. The point: a single foreign force can ripple across every dimension, so you assess them as a set, at global - regional - national - operating levels. 点出并定义框架。用 PESTLE(Aguilar, 1967) 扫描宏观环境 -- Political 政治、Economic 经济、Sociocultural 社会文 化、Technological 技术、Legal 法律、Environmental 环境;注意 Deresky & Miller 把 PELT(政治-经济-法律-技术)风 险置于前台。要点是:单一一股外来力量能够波及每一个维度,所以你要把它们作为一个整体来评估,在全球→区域→国 家→运营各层级上进行。 2 Apply the risk types to NordVista. Political/legal - Korean product-safety, labelling and data-privacy rules for a connected device; possible trade frictions. Economic - won/euro FX volatility hitting an importer with limited cash; price sensitivity vs entrenched local brands. Sociocultural - high-context, brand-loyal, status- conscious buyers (Hofstede axes). Technological - cyber/data risk on a smart device, dependence on app- store and platform rules. Environmental - the air-quality narrative that is the very demand driver. 把风险类型应用到 NordVista 上。政治/法律 -- 针对一款联网设备的韩国产品安全、标签与数据隐私规定;可能的贸易摩 擦。经济 -- 韩元/欧元汇率波动,冲击一个现金有限的进口商;面对根深蒂固的本地品牌的价格敏感性。社会文化 -- 高语 境、品牌忠诚、注重身份地位的买家(Hofstede 各轴)。技术 -- 智能设备上的网络/数据风险,对应用商店和平台规则的依 赖。环境 -- 空气质量这一叙事,正是需求的驱动因素本身。 Why it matters here. NordVista faces the liability of foreignness in an unfamiliar, distant market; systematic risk scanning is Step 2 (assess the environment) of the five-step Strategic Management Process and de- risks the entry-mode choice in Part B.

• 0）先把考试“长什么样”背死（否则复习会跑偏）

• 期末考试形式（你做任何复习都要对齐它）：[6]Source: asksia-bible-mgmt30004-bilingual.pdf★ 真实的考试形式 -- 把这个结构背下来 Closed-book, on-campus, digital - your own laptop under a lockdown browser, delivered as a Canvas quiz with text boxes. 4 questions x 25 pts = 100; each question splits into Part A + Part B (12. 5 pts each); 500 words max per question (2000 total). Each question is a new fictitious company tied to a different topic, layering in new information. Markers want concept understanding plus application to that context - you may draw on theory, research, real-org examples and guest-speaker insights. No citations required (it is closed book) but you must name the frameworks (e. g. Hofstede). For a pure culture question, the dimension scores are not memorised - the question itself supplies the cultural information. 闭卷、校内、数字化 -- 在你自己的笔记本电脑上、通过封锁式浏览器,以带文本框的 Canvas 测验形式进行。4 道题 × 25 分=100分;每道题分为 Part A+ Part B(各 12. 5分);每题最多500词(总计2000词)。每道题都是一家全 新的虚构公司,绑定一个不同的主题,并不断叠加新信息。阅卷人想看到对概念的理解加上对该情境的应用 -- 你可以 借助理论、研究、真实组织案例和客座嘉宾的见解。无需要引用(这是闭卷考),但你必须点出框架名称(例如 Hofstede)。对于纯文化类题目,无需要记忆维度分值 -- 题目本身会提供文化信息。 AskSia Library · MGMT30004 · 双语 Bilingual CONTENTS CONTENTS The whole subject, in one ordered book 整门课,一本有序的书 Eleven teaching topics -> one name-and-apply exam map 十一个教学主题→一张“命名并应用”的考试地图 TL;DR. Two halves, mirroring how the subject is taught: the "global business" half (environment - strategy - structure) and the "people & culture" half (teams - culture - negotiation - HRM - leadership), then a glossary and a practice bank that turn it into marks. 太长不看。两个半部分,呼应本学科的教学方式:“全球商业”半部分(全球商业环境→战略→组织结构)和“人与文化”半 部分(团队→文化→谈判→人力资源管理→领导),随后是一份术语表和一个实战题库,把这些转化为分数。 Ch Topic Core idea Part 1 . Environment & strategy 1 Global business environment PESTLE/PELT · political & economic risk · levels → 2 Developing global strategy integration-responsiveness . CAGE . market entry → 3 Implementing strategy alliances (equity / non-equity) . offshoring → 4 Sustainability, CSR & ESG stakeholders (Freeman) · CSR vs CSV · SDGs → 5 Organising global operations structure follows strategy . the 5 structures → Part 2 . Culture, people & leadership 6 Global & virtual teams 4D teams . expat roles . boundary theory → 7 Cross-cultural factors[16]Source: asksia-bible-mgmt30004-bilingual.pdfTL;DR. The final is closed book, on-campus, lockdown browser, four scenario questions x 25 pts, each a new fictitious company tied to a different topic, each split into Part A + Part B (12. 5 each), 500 words max per question. So practice = answer a whole scenario under that shape, then mark yourself against the model answer and the marker note. None of these reproduce a real stem - they are AskSia drills grounded in the unit's own cases (All Birds, TikTok, Rio Tinto, A2 Milk, Haier, GitLab), paraphrased. 太长不看。期末是闭卷的,在校园内、锁定浏览器、四道情境题 × 25分,每道是一家新的虚构公司、绑定一个不同的主 题,每道分为 Part A + Part B (各12. 5分),每题最多500字。因此练习=在那个结构下回答一整道情境题,然后对照标 准答案和阅卷人提示给自己打分。这些题没有一个复现真实题干 -- 它们都是 AskSia 的演练题,扎根于本学科自己的案例 (All Birds、TikTok、Rio Tinto、A2 Milk、Haier、GitLab),经过改述。 ★ How to use this bank (and what the real exam rewards) 如何使用这个题库(以及真实考试究竟奖励什么) Closed book - so you must NAME the framework, not cite it. For each Part, write a timed answer first, then check. Markers split the marks two ways: (1) concept understanding - define the framework and name its author/model; (2) application - map it to this company's specifics. The repeated "average vs excellent" signal: generic principle = pass; detail contextualised to the firm + a real semester example = high marks. Budget ~6 lines of definition, the rest application. 闭卷 -- 所以你必须点出框架名称,而不是引用它。对每个 Part,先写一份限时答案,再核对。阅卷人把分数分作两 块:(1)概念理解 -- 定义框架并点出其作者/模型;(2)应用 -- 把它映射到这家公司的具体细节上。那个反复出现的 “及格与优秀”信号:泛泛的原理=及格;情境化到该公司的细节+一个真实的学期案例=高分。预算大约 6 行用于定 义,其余用于应用。 ✓ The 4-move answer skeleton that fits every Part 适配每一个 Part 的“四步答题骨架” Name - Define - Apply - So-what. (1) Name the framework + its author/model. (2) One precise sentence of definition. (3) Map each component to a concrete detail in the scenario. (4) A judgement/recommendation that answers the actual question. Do this per Part and you cannot leave easy marks on the table. 命名→定义→应用→所以呢。(1)点出框架+其作者/模型。(2)一句精准的定义。(3)把每个组成部分映射到情境中 的一个具体细节上。(4)给出回应实际问题的判断/建议。每个 Part 都这样做,你就不会把唾手可得的分数留在桌上。 SCENARIO 1 NordVista - entering a distant market SCENARIO 1 NordVista -- 进入一个遥远的市场 Topic focus: global business environment + strategy / market entry (Topics 1-3). Read once, then attempt both Parts under 500 words total. 主题聚焦:全球商业环境+战略/市场进入(主题1-3)。读一遍,然后在总计 500 字以内尝试两个 Part。 AskSia Library · MGMT30004 · 双语 Bilingual NordVista is a Finland-based maker of premium home-air-quality monitors, sold so far only across the Nordic and Baltic region through its own webstore. Demand at home has plateaued. The board wants to enter South Korea, where urban air-quality anxiety is high, smartphone penetration is near-total, and a few strong local electronics brands already dominate retail shelves. NordVista has a strong brand at home but is unknown in Asia, holds limited cash, and has never operated outside Europe. S1 . Part A SCENARIO 12. 5 pts . ~ 250 words Before NordVista commits to South Korea, what types of risk should its managers assess, and why? Name the scanning framework you would use, and illustrate with one real global force discussed this semester. 在 NordVista 承诺进入韩国之前,它的管理者应评估哪些风险类型,又为什么?说出你会使用的扫描框架,并以本学期 讨论过的一个真实全球性力量来举例说明。 MODEL ANSWER 1 Name + define the framework. Use PESTLE (Aguilar, 1967) to scan the macro-environment - Political, Economic, Sociocultural, Technological, Legal, Environmental; note Deresky & Miller foreground PELT (political-economic-legal-technological) risk. The point: a single foreign force can ripple across every dimension, so you assess them as a set, at global - regional - national - operating levels. 点出并定义框架。用 PESTLE(Aguilar, 1967) 扫描宏观环境 -- Political 政治、Economic 经济、Sociocultural 社会文 化、Technological 技术、Legal 法律、Environmental 环境;注意 Deresky & Miller 把 PELT(政治-经济-法律-技术)风 险置于前台。要点是:单一一股外来力量能够波及每一个维度,所以你要把它们作为一个整体来评估,在全球→区域→国 家→运营各层级上进行。 2 Apply the risk types to NordVista. Political/legal - Korean product-safety, labelling and data-privacy rules for a connected device; possible trade frictions. Economic - won/euro FX volatility hitting an importer with limited cash; price sensitivity vs entrenched local brands. Sociocultural - high-context, brand-loyal, status- conscious buyers (Hofstede axes). Technological - cyber/data risk on a smart device, dependence on app- store and platform rules. Environmental - the air-quality narrative that is the very demand driver. 把风险类型应用到 NordVista 上。政治/法律 -- 针对一款联网设备的韩国产品安全、标签与数据隐私规定;可能的贸易摩 擦。经济 -- 韩元/欧元汇率波动,冲击一个现金有限的进口商;面对根深蒂固的本地品牌的价格敏感性。社会文化 -- 高语 境、品牌忠诚、注重身份地位的买家(Hofstede 各轴)。技术 -- 智能设备上的网络/数据风险,对应用商店和平台规则的依 赖。环境 -- 空气质量这一叙事,正是需求的驱动因素本身。 Why it matters here. NordVista faces the liability of foreignness in an unfamiliar, distant market; systematic risk scanning is Step 2 (assess the environment) of the five-step Strategic Management Process and de- risks the entry-mode choice in Part B.

  • 校内、闭卷、数字化（Canvas 测验文本框），锁定浏览器
  • 2 小时
  • 4 道情境题 × 25 分 = 100 分
  • 每题分 Part A + Part B（各 12.5 分）
  • 每题最多 500 词（总计 2000 词）
  • 不要求引用（闭卷），但必须写出框架名（例如 Hofstede）
  • 文化类题目：不需要背各国维度分数，题干会给文化信息；你要背的是“维度/变量”。[6]Source: asksia-bible-mgmt30004-bilingual.pdf★ 真实的考试形式 -- 把这个结构背下来 Closed-book, on-campus, digital - your own laptop under a lockdown browser, delivered as a Canvas quiz with text boxes. 4 questions x 25 pts = 100; each question splits into Part A + Part B (12. 5 pts each); 500 words max per question (2000 total). Each question is a new fictitious company tied to a different topic, layering in new information. Markers want concept understanding plus application to that context - you may draw on theory, research, real-org examples and guest-speaker insights. No citations required (it is closed book) but you must name the frameworks (e. g. Hofstede). For a pure culture question, the dimension scores are not memorised - the question itself supplies the cultural information. 闭卷、校内、数字化 -- 在你自己的笔记本电脑上、通过封锁式浏览器,以带文本框的 Canvas 测验形式进行。4 道题 × 25 分=100分;每道题分为 Part A+ Part B(各 12. 5分);每题最多500词(总计2000词)。每道题都是一家全 新的虚构公司,绑定一个不同的主题,并不断叠加新信息。阅卷人想看到对概念的理解加上对该情境的应用 -- 你可以 借助理论、研究、真实组织案例和客座嘉宾的见解。无需要引用(这是闭卷考),但你必须点出框架名称(例如 Hofstede)。对于纯文化类题目,无需要记忆维度分值 -- 题目本身会提供文化信息。 AskSia Library · MGMT30004 · 双语 Bilingual CONTENTS CONTENTS The whole subject, in one ordered book 整门课,一本有序的书 Eleven teaching topics -> one name-and-apply exam map 十一个教学主题→一张“命名并应用”的考试地图 TL;DR. Two halves, mirroring how the subject is taught: the "global business" half (environment - strategy - structure) and the "people & culture" half (teams - culture - negotiation - HRM - leadership), then a glossary and a practice bank that turn it into marks. 太长不看。两个半部分,呼应本学科的教学方式:“全球商业”半部分(全球商业环境→战略→组织结构)和“人与文化”半 部分(团队→文化→谈判→人力资源管理→领导),随后是一份术语表和一个实战题库,把这些转化为分数。 Ch Topic Core idea Part 1 . Environment & strategy 1 Global business environment PESTLE/PELT · political & economic risk · levels → 2 Developing global strategy integration-responsiveness . CAGE . market entry → 3 Implementing strategy alliances (equity / non-equity) . offshoring → 4 Sustainability, CSR & ESG stakeholders (Freeman) · CSR vs CSV · SDGs → 5 Organising global operations structure follows strategy . the 5 structures → Part 2 . Culture, people & leadership 6 Global & virtual teams 4D teams . expat roles . boundary theory → 7 Cross-cultural factors[10]Source: asksia-bible-mgmt30004-bilingual.pdf§ Cultural Intelligence (CQ) - the personal capability 文化智商(Cultural Intelligence, CQ)-一个人层面的能力 Cultural intelligence (CQ) is an individual's capability to function effectively across cultures - the manager-level skill that reduces cultural noise. It has four facets: drive/motivation (interest in engaging), knowledge/cognition (knowing how cultures differ - e. g. the Hofstede dimensions), strategy/metacognition (planning & checking your read of a situation), and action/behaviour (flexing verbal & non-verbal behaviour). High CQ is what lets a leader move between high- and low-context settings without giving offence. 文化智商(CQ)是个人在跨文化中有效运作的能力 -- 即降低文化噪声的经理层面技能。它有四个层面:驱动力/动机 (参与互动的兴趣)、知识/认知(懂得各文化如何相异 -- 例如 Hofstede 各维度)、策略/元认知(规划并核查你对情 境的研判),以及行动/行为(灵活调整言语与非言语行为)。高CQ 正是让领导者能在高语境与低语境环境之间穿梭而不 冒犯人的本领。 i Worked example - Lenovo-IBM culture clash 实例 -- Lenovo-IBM 文化冲突 When Lenovo acquired IBM's PC business, the friction was an organisational + national culture clash - different decision norms, communication styles and expectations. It shows why cross-border M&A needs CQ and a deliberate convergence-vs-divergence choice, not just a financial fit. 当联想(Lenovo)收购 IBM 的 PC 业务时,摩擦是一场组织文化+国家文化的冲突 -- 不同的决策规范、沟通风格和 期望。这说明了为什么跨境并购需要CQ 和一个深思熟虑的趋同对趋异选择,而不只是财务上的契合。 AskSia Library · MGMT30004 · 双语 Bilingual ★ Recall checklist - Topic 7 回忆清单 -- 主题 7 (1) Societal vs organisational culture; cultural profile = comparison tool. (2) Hofstede 6D - power distance, uncertainty avoidance, individualism-collectivism, masculinity-femininity, long/short-term, indulgence. (3) GLOBE 9D - the two collectivisms + assertiveness, gender egalitarianism, future/performance/humane orientation, power distance, uncertainty avoidance. (4) Hall high- vs low-context. (5) Communication model + cultural noise. (6) Convergence/divergence and ethnocentric/polycentric/contingency. (7) CQ = the cross-cultural capability. Apply the dimensions to a practice; do NOT recall scores. (1) 社会文化对组织文化;文化画像=一种比较工具。(2) Hofstede 六维 -- 权力距离、不确定性规避、个人主义-集体 主义、男性化-女性化、长期/短期、放纵。(3) GLOBE 九维 -- 两种集体主义+自信、性别平等、未来/绩效/人本导 向、权力距离、不确定性规避。(4) Hall 高语境对低语境。(5)沟通模型+文化噪声。(6)趋同/趋异与母国中心/多中心/ 权变。(7) CQ=跨文化能力。把维度应用到一个实践上;切勿背诵分值。 AskSia Library · MGMT30004 · 双语 Bilingual T8 . DECISION VARS TOPIC 8 . DECISION- MAKING & NEGOTIATION HEAVILY EXAM-TESTED How culture shapes the decision - and the deal 文化如何塑造决策 -- 以及交易 Negotiation is decision-making between cultures with unequal power 谈判是权力不对等的文化之间的决策 TL;DR. Culture produces patterns of decision-making - it shapes how a problem is even framed, what data is gathered, which options are legitimate and who decides. Negotiation is a big slice of cross-border decision-making, so the unit teaches a 5-stage negotiation process and the cross-cultural variables that bend each stage. The anchor case is Rio Tinto & the Juukan Gorge. 太长不看。文化产生决策的模式 -- 它塑造一个问题如何被界定、收集哪些数据、哪些选项是正当的、由谁来决定。谈判是 跨境决策的一大块,因此本学科教授一个五阶段谈判流程以及让每一阶段弯曲的跨文化变量。锚定案例是 Rio Tinto 与 Juukan Gorge. ★ What the exam asks here 考试在这里会问什么 Expect a fictitious firm negotiating with, or deciding about, a culturally distant counterpart. Part A: name & walk the 5-stage process or the decision/negotiation variables. Part B: apply them - predict where a high-context party and a low-context party will clash, and what the manager should do. Markers reward application to the given context, plus the 'legal # ethical' lesson and stakeholder awareness where power is unequal. 预期会有一家虚构公司与一个文化距离遥远的对手方进行谈判、或就其作出决策。Part A:点出并走一遍五阶段谈判流 程或决策/谈判变量。Part B:应用它们 -- 预测一个高语境方与一个低语境方会在何处发生冲突,以及经理应当怎么 做。阅卷人奖励对给定情境的应用,外加“合法≠合乎道德”这一课,以及在权力不对等之处的利益相关者意识。 8. 1 Cultural variables in the decision-making process 8. 1 决策过程中的文化变量 These variables affect every step - problem definition - gathering data - generating alternatives - choosing - implementing. 这些变量影响每一步 -- 界定问题→收集数据→生成备选方案→选择→实施。[26]Source: asksia-cheatsheet-mgmt30004.pdfMGMT30004 Managing Globally UNIVERSITY OF MELBOURNE . FBE . 3RD-YEAR EXAM CHEAT SHEET Sem 1 2026 . SIDE 2 OF 2 Teams . culture . people 6 · Side-2 Blueprint PEOPLE / CULTURE * Side 2 = the people/culture half of the exam. These topics are framework-name heavy - Hofstede/GLOBE, the 5-stage negotiation, EPRG & the global-mindset models especially. Sequence: Global & virtual teams (T6) -> Cross- cultural factors (T7) -> Decision-making & negotiation (T8) -> IHRM (T9) -> Motivation & diversity across cultures (T10) > Global leadership (T11). Culture caveat: you do not memorise country dimension scores - you need the dimensions/variables & common regional differences. A purely cultural question gives you the cultural info. 7 . Global & Virtual Teams T6 . CH 10 Global team . managers/employees in or from several countries who must collaborate; should communicate corporate culture, integrate the enterprise & stay locally responsive - ideally "glocal. " (Distinguish ongoing "BAU" teams from temporary project teams. ) 4D TEAMS Haas & Mortensen 2016 Modern global teams are Diverse · Dispersed · Digital . Dynamic. Modes: virtual (digital, across countries) . co-located (mixed backgrounds, one office) . hybrid - trade global-talent access vs trust, time-zone, comms & in- group/out-group barriers. 7b . Managing Across Distance T6 Two aspects of virtual-team management: Process (comms norms, core overlap hours, collaboration tech, performance tracking) + Team culture (shared norms, trust, informal+formal comms, coaching, inclusion, cultural understanding). Expat roles (Dowling et al. ): agent of direct control . socialising agent . language node . boundary spanner · network builder · knowledge/competence transfer. Benefits flow to the expat (global skills), HQ (knowledge transfer, consistency) & the local team (learning, trust). Boundary theory (Ashforth/Kreiner/Fugate) · a segmentation<>integration continuum; work-life blurring & burnout drive "right-to-disconnect" laws (France, Australia). Exemplar: GitLab - fully-remote, handbook-first, async, radical transparency.

• 成绩结构（知道重心在哪里）：[1]Source: asksia-bible-mgmt30004-bilingual.pdfi How this book was built 本书是如何构建的 Every framework, theorist and case here is grounded in this subject's own materials: the Canvas topic-prep and online-learning pages, the Topic 1-11 lecture slides, the tutorial decks, the guest-speaker sessions (A2 Milk's Yohan Senaratne; Open Home Loans' Laura Hoevenaars) and the prescribed Deresky & Miller, International Management 10e canon the unit runs on. Standard theory, framework names and definitions are stated plainly; the lecturer's specific framing and case wording are paraphrased, never copied. Verify all weights and dates against your own Canvas - details can shift between cohorts. 本书中的每一个框架、理论家和案例都扎根于本课程自身的材料:Canvas 上的主题预习与线上学习页面、Topic 1-11 的讲课幻灯片、辅导课课件、客座嘉宾环节(A2 Milk 的 Yohan Senaratne; Open Home Loans 的 Laura Hoevenaars),以及本课程所依托的 Deresky & Miller《International Management》第 10 版正典。标准理论、框架 名称与定义均如实陈述;讲师特有的表述方式与案例措辞均为转述,绝不照搬。请对照你自己的 Canvas 核实所有权重 与日期 -- 不同届之间细节可能变动。 AskSia Library · MGMT30004 · 双语 Bilingual THE BLUEPRINT - THE EXAM BLUEPRINT EXAM = 50% Where every mark lives 每一分都落在何处 A 50% closed-book digital exam is the centre of gravity - built to be named and applied 占 50% 的闭卷数字化考试是重心 -- 为“命名并应用”而设计 TL;DR. Your mark is built from five pieces, but half of it is one sitting: a 2-hour, closed-book, on-campus digital exam. The other half is continuous work spread across the semester. Everything in this book is sequenced so the frameworks stay fresh for that exam. 太长不看。你的成绩由五个部分构成,但其中一半是一次考试:一场2小时、闭卷、在校园内进行的数字化考试。另一半是 分布在整个学期的持续性作业。本书中的一切都经过排序,好让那些框架在那场考试时仍然新鲜。 - 50% FINAL EXAM 期末考试 15% GROUP ANALYSIS 小组分析 15% A2 MILK REPORT A2 Milk 报告 20% IN-CLASS + ONLINE 课堂 +线上 The five assessment pieces 五项评估构件 Component Weight When Organisational analysis - group of 3-4, 4 parts 15% Wks 4-7 Recommendations report - individual, client = A2 Milk 15% 15 May[4]Source: asksia-bible-mgmt30004-bilingual.pdfIn-class contribution - tutorial participation 10% Across sem Online contribution - discussion / online learning 10% Across sem End-of-semester exam - 2 hours, individual 50% Exam period What each piece rewards 每项构件奖励什么 Piece What it rewards Exam (50%) Name + apply: name the framework, apply it to a fictitious company Group analysis (15%) Topics 1-4 on a real org: scan forces, evaluate strategy, judge CSR A2 Milk report (15%) Depth on one client: specific, this- semester concepts, cited In-class (10%) Showing up sharp: weekly tutorial collaboration Online (10%) Keeping pace: discussion posts & online- learning tasks The group analysis runs in four staged parts (Team Alignment Plan - Environment & Strategy - Sustainability & CSR - a Week-7 tutorial Q&A) on one self-chosen global firm. The individual report is a consulting-style recommendation for A2 Milk - the real client the subject partners with; marks reward specific, contextualised application, not generic principles. 小组分析围绕一家自选的全球企业分四个阶段进行(团队协 同计划 →全球商业环境与战略→ 可持续发展与 CSR → 第7周的辅导课问答)。个人报告是一份为 A2 Milk 撰写的 咨询式建议书 -- 这是本学科合作的真实客户;分数奖励具 体的、结合情境的应用,而非泛泛的原则。 AskSia Library . MGMT30004 . XXia Bilingual ✓ The strategy this dictates 由此决定的策略 Half your mark turns on one closed-book sitting, so prioritise the names-and-apply skill. Know what each framework is, who proposed it, and how to apply it to a company - PESTLE/PELT & CAGE, integration-responsiveness & market entry, stakeholder theory & CSR-vs-CSV, global structures, virtual teams, Hofstede/GLOBE, the 5-stage negotiation process, and IHRM (ethnocentric++geocentric, PCN/HCN/TCN). The continuous pieces reward depth on a few applied to a real org. This book front-loads the recall and shows the application move for every big framework. Do both and no scenario can blindside you. 你一半的分数取决于一场闭卷考试,所以要优先掌握 命名加应用这项技能。要知道每个框架是什么、由谁 提出、以及如何应用到一家公司 -- PESTLE/PELT 与 CAGE 距离框架、整合-响应框架与市场进入模 式、利益相关者理论与 CSR 对 CSV、全球组织结 构、虚拟团队、Hofstede/GLOBE、五阶段谈判流 程,以及国际人力资源管理(母国中心→全球中心, PCN/HCN/TCN)。持续性考核部分则奖励对少数几个 框架的深度应用到一个真实组织上。本书把回忆部分 前置,并为每个大框架展示应用招式。两者都做好, 任何情境题都无法打你个措手不及。 The real exam format - memorise this shape

  • Final Exam：50%
  • Group organisational analysis：15%
  • A2 Milk individual report：15%
  • In-class contribution：10%
  • Online contribution：10%

• 1）最高层“复习地图”：两大半 + 一条主线

• 两大半（按课程自己的结构）：[6]Source: asksia-bible-mgmt30004-bilingual.pdf★ 真实的考试形式 -- 把这个结构背下来 Closed-book, on-campus, digital - your own laptop under a lockdown browser, delivered as a Canvas quiz with text boxes. 4 questions x 25 pts = 100; each question splits into Part A + Part B (12. 5 pts each); 500 words max per question (2000 total). Each question is a new fictitious company tied to a different topic, layering in new information. Markers want concept understanding plus application to that context - you may draw on theory, research, real-org examples and guest-speaker insights. No citations required (it is closed book) but you must name the frameworks (e. g. Hofstede). For a pure culture question, the dimension scores are not memorised - the question itself supplies the cultural information. 闭卷、校内、数字化 -- 在你自己的笔记本电脑上、通过封锁式浏览器,以带文本框的 Canvas 测验形式进行。4 道题 × 25 分=100分;每道题分为 Part A+ Part B(各 12. 5分);每题最多500词(总计2000词)。每道题都是一家全 新的虚构公司,绑定一个不同的主题,并不断叠加新信息。阅卷人想看到对概念的理解加上对该情境的应用 -- 你可以 借助理论、研究、真实组织案例和客座嘉宾的见解。无需要引用(这是闭卷考),但你必须点出框架名称(例如 Hofstede)。对于纯文化类题目,无需要记忆维度分值 -- 题目本身会提供文化信息。 AskSia Library · MGMT30004 · 双语 Bilingual CONTENTS CONTENTS The whole subject, in one ordered book 整门课,一本有序的书 Eleven teaching topics -> one name-and-apply exam map 十一个教学主题→一张“命名并应用”的考试地图 TL;DR. Two halves, mirroring how the subject is taught: the "global business" half (environment - strategy - structure) and the "people & culture" half (teams - culture - negotiation - HRM - leadership), then a glossary and a practice bank that turn it into marks. 太长不看。两个半部分,呼应本学科的教学方式:“全球商业”半部分(全球商业环境→战略→组织结构)和“人与文化”半 部分(团队→文化→谈判→人力资源管理→领导),随后是一份术语表和一个实战题库,把这些转化为分数。 Ch Topic Core idea Part 1 . Environment & strategy 1 Global business environment PESTLE/PELT · political & economic risk · levels → 2 Developing global strategy integration-responsiveness . CAGE . market entry → 3 Implementing strategy alliances (equity / non-equity) . offshoring → 4 Sustainability, CSR & ESG stakeholders (Freeman) · CSR vs CSV · SDGs → 5 Organising global operations structure follows strategy . the 5 structures → Part 2 . Culture, people & leadership 6 Global & virtual teams 4D teams . expat roles . boundary theory → 7 Cross-cultural factors[9]Source: asksia-bible-mgmt30004-bilingual.pdfHofstede 6D . GLOBE 9D . high/low context → 8 Decision-making & negotiation 5-stage process · cultural variables . Rio Tinto → 9 International HRM EPRG approaches . PCN/HCN/TCN . alignment → 10 Work systems, motivation & diversity feedback (Meyer) · algorithmic mgmt · goals → 11 Global leadership global mindset . GLOBE leadership . CLT → Part 3 . Walk in ready G Glossary every framework, every theorist, +X gloss → P Practice bank scenario-style Part A/B drills & model moves → AskSia Library . MGMT30004 . XXia Bilingual i Why this order 为什么是这个顺序 The book follows the subject's own arc. Part 1 is the global-business half threaded by the five-step strategic- management process: scan the environment (Ch 1), choose a strategy and entry mode (Ch 2), implement it through alliances (Ch 3), do it responsibly (Ch 4) and organise to deliver it (Ch 5). Part 2 is the people-and-culture half: global teams (Ch 6), the cultural frameworks underneath everything (Ch 7), how culture shapes decisions and negotiation (Ch 8), staffing the strategy (Ch 9), motivating across cultures (Ch 10) and leading globally (Ch 11). Part 3 converts it into exam marks with a glossary and a scenario-style practice bank. Chapters 10-11 also flag the textbook-canon motivation and leadership theories the prescribed Deresky & Miller Ch. 11 reading expects. 本书遵循课程自身的脉络。第一部分是全球商业那一半,由五步战略管理流程串起:扫描环境(第1章)、选择战略与进 入模式(第2章)、通过联盟实施(第3章)、负责任地行事(第4章)、并组织起来交付它(第5章)。第二部分是人 与文化那一半:全球团队(第6章)、贯穿一切之下的文化框架(第7章)、文化如何塑造决策与谈判(第8章)、为战 略配置人员(第9章)、跨文化激励(第10章)以及全球领导(第11章)。第三部分用一套术语表和情境式练习题库, 把它转化为考试分数。第 10-11 章还标出了教科书正典中的激励与领导理论,这些是指定的 Deresky & Miller 第 11 章 阅读所要求的。 AskSia Library · MGMT30004 · 双语 Bilingual T1 . GLOBALISATION HEAVILY EXAM-TESTED - TOPIC 1 . MACRO Evaluating the global business environment 评估全球商业环境 Scan the world before you plan - this is step 2 of the strategy process 在做规划之前先扫描世界 -- 这是战略流程的第2步 TL;DR. Globalisation is the growing interconnectedness and interdependence of countries, institutions and people (Deresky & Miller, 2022). Topic 1 trains the first job of the global manager: scan the environment for risks and opportunities before choosing a strategy. The toolkit is PESTLE for the macro-scan, political and economic risk analysis, and a habit of evaluating risk at four levels - global - regional - national - operating. 太长不看。全球化是各国、各机构与各人群日益增长的相互联系与相互依赖(Deresky & Miller,2022)。主题1训练全球管 理者的第一项工作:在选择战略之前,扫描全球商业环境中的风险与机会。工具箱是用于宏观扫描的 PESTLE、政治风险与经 济风险分析,以及在四个层次上评估风险的习惯 -- 全球→区域→国家→经营环境。
  • Side 1：全球商业（环境→战略→实施→可持续→结构）
  • Side 2：人/文化（团队→文化→谈判→IHRM→激励多样性→领导力）
• 贯穿全书的“主线脊梁”：
  • **五步战略管理流程（Strategic Management Process, SMP）**贯穿环境扫描、战略选择、进入模式、实施与评估（你在题里经常要把答案“回扣”到这条主线）。[5]Source: asksia-bible-mgmt30004-bilingual.pdf第1讲收尾时的那条线索在此回归。随着 Al 吸收了常规分析乃至起草工作,领导力中持久的人类优势正是 Al 做不到的 那部分 -- 文化共情、伦理判断、关系建立、品格与情商。Open Home Loans 那位客座嘉宾的话点出了它:招聘看 Al 才能,但人类仍要判断 Al 看不见的品格、情商与领导力。这就是心理资本+社会资本的具体化。 i Topic 12 - 'Looking back, looking forward' 主题 12 -- “回望与前瞻” Topic 12 introduces no new content: it is the semester recap and revision game whose purpose is to consolidate Topics 1-11 for the closed-book exam. Treat it as revision only - the integration practice is handled in this pack's practice bank. Topic 12 不引入任何新内容:它是学期回顾与复习游戏,目的是为闭卷考整合 Topic 1-11。把它当作纯复习 -- 整合性 练习已由本书的练习题库来处理。 ★ Recall checklist - Topic 11 回忆清单 -- 主题 11 (1) Global mindset = intellectual + psychological + social capital; plus competencies (cultural intelligence, adaptability, ethics, relationship-building). (2) Transformational vs transactional + the four I's; best leaders use both. (3) Culturally-contingent leadership - style must fit power distance / uncertainty avoidance; no universal best. (4) GLOBE / CLT six profiles: charismatic-value-based & team-oriented near-universally positive; participative, humane-oriented, autonomous, self-protective culturally variable. (5) Virtual + crisis leadership; the human difference in the AI era. (1) 全球思维= 智力+心理+社会资本;外加各项胜任力(文化智商、适应力、伦理、关系建立)。(2)变革型对交易型 + 四个 |;最优秀的领导者两者兼用。(3)文化权变型领导 -- 风格必须契合权力距离/不确定性规避;不存在普世最佳。 (4) GLOBE / CLT 六种画像:魅力-价值导向型与团队导向型近乎普世正面;参与型、人本导向型、自主型、自我保护 型因文化而异。(5)虚拟+危机领导;Al 时代的人类差异。 AskSia Library · MGMT30004 · 双语 Bilingual GLOSSARY . 1/3 - GLOSSARY BILINGUAL · 双语词汇表 Managing Globally in two languages 用两种语言学《全球化管理》 Every framework, theorist & term - EN + X + a one-line meaning, grouped by topic 每个框架、理论家与术语 -- EN+中文+一句话释义,按主题分组 TL;DR. The exam is closed book, so you need the framework names on instant recall (the markers say so explicitly: "you must know that it is Hofstede to discuss it"). This is that recall layer - the unit's whole concept canon in one place, each term with an accurate X gloss and a plain, exam-useful meaning. Cover the right two columns and define each term cold. 太长不看。考试是闭卷的,所以你需要框架名称能即刻回忆(阅卷人明确这么说:“你必须知道它是 Hofstede才能讨论 它”)。这就是那个回忆层 -- 本学科的整套概念正典集于一处,每个术语都配有准确的中文 gloss 和一个朴素、应试有用的释 义。盖住右边两列,把每个术语冷启动地定义出来。 Term (EN) 中文 One-line meaning The spine & W1 - Global business environment · 主线+全球商业环境 Strategic Management Process 战略管理五步流 程 Deresky & Miller's 5 steps: mission - scan environment - internal factors - global approach - entry mode - implement/evaluate. International management 国际管理 Building strategy, systems & people worldwide to sustain competitive advantage. Globalisation 全球化 Interconnected, interdependent economies; benefits (scale, access) vs costs (exploitation, environment). PESTLE[19]Source: asksia-cheatsheet-mgmt30004.pdfMGMT30004 Managing Globally UNIVERSITY OF MELBOURNE . FBE . 3RD-YEAR EXAM CHEAT SHEET Sem 1 2026 . SIDE 1 OF 2 Closed-book exam . 50% SIDE 1/2 GLOBAL ENVIRONMENT & STRATEGY . Exam blueprint . PESTLE/PELT . Political risk . Integration-responsiveness . CAGE . 5-step SMP . Entry modes . Alliances . CSR/CSV/ESG . Org structures 0 · Exam Blueprint READ FIRST * The end-of-semester exam = 50% . Format (per the unit's exam-details brief): closed-book, digital, on- campus, your own laptop under a lockdown browser (Canvas quiz, text boxes). 2 hours. No printed materials, so no citations needed - but you must know framework names (e. g. Hofstede). Structure: 4 questions x 25 pts = 100 . Each Q = Part A + Part B (12. 5 each). 500 words max / Q (2000 total). Each Q is one fictitious company; every Q adds new info on that firm tied to a different topic. What markers reward: (a) you understand the concept; (b) you apply it to the given context. Draw on theory, research, real-org examples & guest-speaker insights from across the semester. SIA > The win is name the framework + apply to the company. "Average vs excellent" = specific to the firm, not generic. Drill: which named model fits each topic, and one real case for each. 0b ·Whole-Subject Map 12 TOPICS Side 1 = the "global business" half: environment > strategy -> implementation -> sustainability -> structure. Side 2 = the "people/culture" half: teams > cross-cultural -> negotiation -> IHRM -> motivation/diversity -> leadership. Cross-cutting spine = the 5-step Strategic Management Process (col 3), re-shown across the strategy weeks. Stakeholder theory (Freeman) is the most reused theory - it returns in structure, negotiation & HRM. 1 . The Global Environment T1 . CH 1 Globalisation . the interconnectedness of countries, institutions & people in an interdependent global economy. Benefits (wider labour pool, resource/market access, specialisation) vs costs (environmental impact, uneven growth, exploitation, intensified competition). International management · developing strategies, designing operating systems & working with people worldwide to sustain competitive advantage. The global manager's first job = scan risk & opportunity this is step 1 of strategy. 1b · PESTLE / PELT MACRO SCAN PESTLE (Aguilar 1967) = Political . E conomic . Sociocultural . Technological . Legal . Environmental. Textbook foregrounds PELT (Political, Economic, Legal, Technological) and treats culture separately (deferred to Side 2). Know both labels.

• 2）闭卷拿分的“万能答题骨架”（每一问都能套）

• 四步骨架（每个 Part 都这样写，基本不掉低级分）：[16]Source: asksia-bible-mgmt30004-bilingual.pdfTL;DR. The final is closed book, on-campus, lockdown browser, four scenario questions x 25 pts, each a new fictitious company tied to a different topic, each split into Part A + Part B (12. 5 each), 500 words max per question. So practice = answer a whole scenario under that shape, then mark yourself against the model answer and the marker note. None of these reproduce a real stem - they are AskSia drills grounded in the unit's own cases (All Birds, TikTok, Rio Tinto, A2 Milk, Haier, GitLab), paraphrased. 太长不看。期末是闭卷的,在校园内、锁定浏览器、四道情境题 × 25分,每道是一家新的虚构公司、绑定一个不同的主 题,每道分为 Part A + Part B (各12. 5分),每题最多500字。因此练习=在那个结构下回答一整道情境题,然后对照标 准答案和阅卷人提示给自己打分。这些题没有一个复现真实题干 -- 它们都是 AskSia 的演练题,扎根于本学科自己的案例 (All Birds、TikTok、Rio Tinto、A2 Milk、Haier、GitLab),经过改述。 ★ How to use this bank (and what the real exam rewards) 如何使用这个题库(以及真实考试究竟奖励什么) Closed book - so you must NAME the framework, not cite it. For each Part, write a timed answer first, then check. Markers split the marks two ways: (1) concept understanding - define the framework and name its author/model; (2) application - map it to this company's specifics. The repeated "average vs excellent" signal: generic principle = pass; detail contextualised to the firm + a real semester example = high marks. Budget ~6 lines of definition, the rest application. 闭卷 -- 所以你必须点出框架名称,而不是引用它。对每个 Part,先写一份限时答案,再核对。阅卷人把分数分作两 块:(1)概念理解 -- 定义框架并点出其作者/模型;(2)应用 -- 把它映射到这家公司的具体细节上。那个反复出现的 “及格与优秀”信号:泛泛的原理=及格;情境化到该公司的细节+一个真实的学期案例=高分。预算大约 6 行用于定 义,其余用于应用。 ✓ The 4-move answer skeleton that fits every Part 适配每一个 Part 的“四步答题骨架” Name - Define - Apply - So-what. (1) Name the framework + its author/model. (2) One precise sentence of definition. (3) Map each component to a concrete detail in the scenario. (4) A judgement/recommendation that answers the actual question. Do this per Part and you cannot leave easy marks on the table. 命名→定义→应用→所以呢。(1)点出框架+其作者/模型。(2)一句精准的定义。(3)把每个组成部分映射到情境中 的一个具体细节上。(4)给出回应实际问题的判断/建议。每个 Part 都这样做,你就不会把唾手可得的分数留在桌上。 SCENARIO 1 NordVista - entering a distant market SCENARIO 1 NordVista -- 进入一个遥远的市场 Topic focus: global business environment + strategy / market entry (Topics 1-3). Read once, then attempt both Parts under 500 words total. 主题聚焦:全球商业环境+战略/市场进入(主题1-3)。读一遍,然后在总计 500 字以内尝试两个 Part。 AskSia Library · MGMT30004 · 双语 Bilingual NordVista is a Finland-based maker of premium home-air-quality monitors, sold so far only across the Nordic and Baltic region through its own webstore. Demand at home has plateaued. The board wants to enter South Korea, where urban air-quality anxiety is high, smartphone penetration is near-total, and a few strong local electronics brands already dominate retail shelves. NordVista has a strong brand at home but is unknown in Asia, holds limited cash, and has never operated outside Europe. S1 . Part A SCENARIO 12. 5 pts . ~ 250 words Before NordVista commits to South Korea, what types of risk should its managers assess, and why? Name the scanning framework you would use, and illustrate with one real global force discussed this semester. 在 NordVista 承诺进入韩国之前,它的管理者应评估哪些风险类型,又为什么?说出你会使用的扫描框架,并以本学期 讨论过的一个真实全球性力量来举例说明。 MODEL ANSWER 1 Name + define the framework. Use PESTLE (Aguilar, 1967) to scan the macro-environment - Political, Economic, Sociocultural, Technological, Legal, Environmental; note Deresky & Miller foreground PELT (political-economic-legal-technological) risk. The point: a single foreign force can ripple across every dimension, so you assess them as a set, at global - regional - national - operating levels. 点出并定义框架。用 PESTLE(Aguilar, 1967) 扫描宏观环境 -- Political 政治、Economic 经济、Sociocultural 社会文 化、Technological 技术、Legal 法律、Environmental 环境;注意 Deresky & Miller 把 PELT(政治-经济-法律-技术)风 险置于前台。要点是:单一一股外来力量能够波及每一个维度,所以你要把它们作为一个整体来评估,在全球→区域→国 家→运营各层级上进行。 2 Apply the risk types to NordVista. Political/legal - Korean product-safety, labelling and data-privacy rules for a connected device; possible trade frictions. Economic - won/euro FX volatility hitting an importer with limited cash; price sensitivity vs entrenched local brands. Sociocultural - high-context, brand-loyal, status- conscious buyers (Hofstede axes). Technological - cyber/data risk on a smart device, dependence on app- store and platform rules. Environmental - the air-quality narrative that is the very demand driver. 把风险类型应用到 NordVista 上。政治/法律 -- 针对一款联网设备的韩国产品安全、标签与数据隐私规定;可能的贸易摩 擦。经济 -- 韩元/欧元汇率波动,冲击一个现金有限的进口商;面对根深蒂固的本地品牌的价格敏感性。社会文化 -- 高语 境、品牌忠诚、注重身份地位的买家(Hofstede 各轴)。技术 -- 智能设备上的网络/数据风险,对应用商店和平台规则的依 赖。环境 -- 空气质量这一叙事,正是需求的驱动因素本身。 Why it matters here. NordVista faces the liability of foreignness in an unfamiliar, distant market; systematic risk scanning is Step 2 (assess the environment) of the five-step Strategic Management Process and de- risks the entry-mode choice in Part B.

  • Name：点名框架 + 作者/模型（能写就写）
  • Define：一句精准定义（大约 6 行以内把概念层交代完）
  • Apply：把框架每个要素映射到题干公司的具体细节（这部分占大头）
  • So-what：给出判断/建议/取舍（回答题目“到底要你选什么”）

• 字数分配（很实用）：[16]Source: asksia-bible-mgmt30004-bilingual.pdfTL;DR. The final is closed book, on-campus, lockdown browser, four scenario questions x 25 pts, each a new fictitious company tied to a different topic, each split into Part A + Part B (12. 5 each), 500 words max per question. So practice = answer a whole scenario under that shape, then mark yourself against the model answer and the marker note. None of these reproduce a real stem - they are AskSia drills grounded in the unit's own cases (All Birds, TikTok, Rio Tinto, A2 Milk, Haier, GitLab), paraphrased. 太长不看。期末是闭卷的,在校园内、锁定浏览器、四道情境题 × 25分,每道是一家新的虚构公司、绑定一个不同的主 题,每道分为 Part A + Part B (各12. 5分),每题最多500字。因此练习=在那个结构下回答一整道情境题,然后对照标 准答案和阅卷人提示给自己打分。这些题没有一个复现真实题干 -- 它们都是 AskSia 的演练题,扎根于本学科自己的案例 (All Birds、TikTok、Rio Tinto、A2 Milk、Haier、GitLab),经过改述。 ★ How to use this bank (and what the real exam rewards) 如何使用这个题库(以及真实考试究竟奖励什么) Closed book - so you must NAME the framework, not cite it. For each Part, write a timed answer first, then check. Markers split the marks two ways: (1) concept understanding - define the framework and name its author/model; (2) application - map it to this company's specifics. The repeated "average vs excellent" signal: generic principle = pass; detail contextualised to the firm + a real semester example = high marks. Budget ~6 lines of definition, the rest application. 闭卷 -- 所以你必须点出框架名称,而不是引用它。对每个 Part,先写一份限时答案,再核对。阅卷人把分数分作两 块:(1)概念理解 -- 定义框架并点出其作者/模型;(2)应用 -- 把它映射到这家公司的具体细节上。那个反复出现的 “及格与优秀”信号:泛泛的原理=及格;情境化到该公司的细节+一个真实的学期案例=高分。预算大约 6 行用于定 义,其余用于应用。 ✓ The 4-move answer skeleton that fits every Part 适配每一个 Part 的“四步答题骨架” Name - Define - Apply - So-what. (1) Name the framework + its author/model. (2) One precise sentence of definition. (3) Map each component to a concrete detail in the scenario. (4) A judgement/recommendation that answers the actual question. Do this per Part and you cannot leave easy marks on the table. 命名→定义→应用→所以呢。(1)点出框架+其作者/模型。(2)一句精准的定义。(3)把每个组成部分映射到情境中 的一个具体细节上。(4)给出回应实际问题的判断/建议。每个 Part 都这样做,你就不会把唾手可得的分数留在桌上。 SCENARIO 1 NordVista - entering a distant market SCENARIO 1 NordVista -- 进入一个遥远的市场 Topic focus: global business environment + strategy / market entry (Topics 1-3). Read once, then attempt both Parts under 500 words total. 主题聚焦:全球商业环境+战略/市场进入(主题1-3)。读一遍,然后在总计 500 字以内尝试两个 Part。 AskSia Library · MGMT30004 · 双语 Bilingual NordVista is a Finland-based maker of premium home-air-quality monitors, sold so far only across the Nordic and Baltic region through its own webstore. Demand at home has plateaued. The board wants to enter South Korea, where urban air-quality anxiety is high, smartphone penetration is near-total, and a few strong local electronics brands already dominate retail shelves. NordVista has a strong brand at home but is unknown in Asia, holds limited cash, and has never operated outside Europe. S1 . Part A SCENARIO 12. 5 pts . ~ 250 words Before NordVista commits to South Korea, what types of risk should its managers assess, and why? Name the scanning framework you would use, and illustrate with one real global force discussed this semester. 在 NordVista 承诺进入韩国之前,它的管理者应评估哪些风险类型,又为什么?说出你会使用的扫描框架,并以本学期 讨论过的一个真实全球性力量来举例说明。 MODEL ANSWER 1 Name + define the framework. Use PESTLE (Aguilar, 1967) to scan the macro-environment - Political, Economic, Sociocultural, Technological, Legal, Environmental; note Deresky & Miller foreground PELT (political-economic-legal-technological) risk. The point: a single foreign force can ripple across every dimension, so you assess them as a set, at global - regional - national - operating levels. 点出并定义框架。用 PESTLE(Aguilar, 1967) 扫描宏观环境 -- Political 政治、Economic 经济、Sociocultural 社会文 化、Technological 技术、Legal 法律、Environmental 环境;注意 Deresky & Miller 把 PELT(政治-经济-法律-技术)风 险置于前台。要点是:单一一股外来力量能够波及每一个维度,所以你要把它们作为一个整体来评估,在全球→区域→国 家→运营各层级上进行。 2 Apply the risk types to NordVista. Political/legal - Korean product-safety, labelling and data-privacy rules for a connected device; possible trade frictions. Economic - won/euro FX volatility hitting an importer with limited cash; price sensitivity vs entrenched local brands. Sociocultural - high-context, brand-loyal, status- conscious buyers (Hofstede axes). Technological - cyber/data risk on a smart device, dependence on app- store and platform rules. Environmental - the air-quality narrative that is the very demand driver. 把风险类型应用到 NordVista 上。政治/法律 -- 针对一款联网设备的韩国产品安全、标签与数据隐私规定;可能的贸易摩 擦。经济 -- 韩元/欧元汇率波动,冲击一个现金有限的进口商;面对根深蒂固的本地品牌的价格敏感性。社会文化 -- 高语 境、品牌忠诚、注重身份地位的买家(Hofstede 各轴)。技术 -- 智能设备上的网络/数据风险,对应用商店和平台规则的依 赖。环境 -- 空气质量这一叙事,正是需求的驱动因素本身。 Why it matters here. NordVista faces the liability of foreignness in an unfamiliar, distant market; systematic risk scanning is Step 2 (assess the environment) of the five-step Strategic Management Process and de- risks the entry-mode choice in Part B.[22]Source: asksia-cheatsheet-mgmt30004.pdf· Name + apply: state the framework, then apply it to this company - not generic principles · Budget ~250 words / part; answer both A and B - half the marks live in each · Add one real semester example per answer (a case or guest insight) · Master the compare-pairs: integration vs responsiveness, equity vs non-equity, CSR vs CSV, ethnocentric vs geocentric, high vs low context · Open with the framework name, then a one-line definition, then the application - markers scan for the name first · Spend prep on the spine (5-step SMP + stakeholder theory) - both recur across topics SIA > Each Q is a new fictitious firm on a different topic, so revise breadth, not one topic deep. Drill: for every topic, "if asked, which framework + which case do I reach for?" That reflex is the whole exam. asksia. ai/cheatsheet/ unimelb-mgmt30004 · side 2/2 AskSia CHEAT SHEET SERIES HR's most culturally-"noisy" area is feedback. MEYER "diversity meets feedback" Upgraders strengthen criticism ("absolutely") in direct cultures; downgraders soften it ("maybe") in indirect ones; some cultures cushion negatives with positives. Status incongruence . less willing to accept feedback from a perceived "lower-status" person. Algorithmic management (Kellogg et al. ) . neither simply good nor bad - trades efficiency/scalability/consistency & nudging against opacity, surveillance, lost autonomy, bias & "algoactivism. " Goal-setting theory (Locke & Latham) . clear goals + aligned feedback drive effort. Diversity layers: surface-level (visible demographics) vs deep-level (values, attitudes, personality). Canon also in Ch 11: classic motivation theories (Maslow, Herzberg, McClelland, equity, expectancy) - note these don't transfer across cultures unchanged . 12 . Global Leadership T11 . CH 11 TikTok Global mindset . the cognitive ability to work across cultures & markets - openness, cultural curiosity, cross-cultural confidence, relationship-building, empathy (the "effective global leader" attributes). A2 Milk GLOBE leadership - CLT (culturally-endorsed implicit leadership theory): charismatic/value-based & team- oriented leadership are viewed positively near- universally, while participative, humane, autonomous & self-protective styles vary by culture. Transformational (inspire, raise aspirations, change the system) vs transactional (reward-for-performance exchange) - effectiveness is culturally contingent (links to Hofstede/GLOBE power distance). No single style is universally best; e-leadership adds the virtual- distance challenge. Choice architecture / nudge (Thaler & Sunstein) . steer behaviour toward goals without forbidding options or changing incentives - the lever behind algorithmic nudging for distance management. 12b . IHRM & Leadership Cases APPLY THESE

  • 每题 500 词上限 → 你可以粗略按 每个 Part ~250 词控制
  • “及格 vs 高分”的区别：泛泛原则=及格；结合该公司细节 + 带一个本学期真实案例/嘉宾细节=高分。[16]Source: asksia-bible-mgmt30004-bilingual.pdfTL;DR. The final is closed book, on-campus, lockdown browser, four scenario questions x 25 pts, each a new fictitious company tied to a different topic, each split into Part A + Part B (12. 5 each), 500 words max per question. So practice = answer a whole scenario under that shape, then mark yourself against the model answer and the marker note. None of these reproduce a real stem - they are AskSia drills grounded in the unit's own cases (All Birds, TikTok, Rio Tinto, A2 Milk, Haier, GitLab), paraphrased. 太长不看。期末是闭卷的,在校园内、锁定浏览器、四道情境题 × 25分,每道是一家新的虚构公司、绑定一个不同的主 题,每道分为 Part A + Part B (各12. 5分),每题最多500字。因此练习=在那个结构下回答一整道情境题,然后对照标 准答案和阅卷人提示给自己打分。这些题没有一个复现真实题干 -- 它们都是 AskSia 的演练题,扎根于本学科自己的案例 (All Birds、TikTok、Rio Tinto、A2 Milk、Haier、GitLab),经过改述。 ★ How to use this bank (and what the real exam rewards) 如何使用这个题库(以及真实考试究竟奖励什么) Closed book - so you must NAME the framework, not cite it. For each Part, write a timed answer first, then check. Markers split the marks two ways: (1) concept understanding - define the framework and name its author/model; (2) application - map it to this company's specifics. The repeated "average vs excellent" signal: generic principle = pass; detail contextualised to the firm + a real semester example = high marks. Budget ~6 lines of definition, the rest application. 闭卷 -- 所以你必须点出框架名称,而不是引用它。对每个 Part,先写一份限时答案,再核对。阅卷人把分数分作两 块:(1)概念理解 -- 定义框架并点出其作者/模型;(2)应用 -- 把它映射到这家公司的具体细节上。那个反复出现的 “及格与优秀”信号:泛泛的原理=及格;情境化到该公司的细节+一个真实的学期案例=高分。预算大约 6 行用于定 义,其余用于应用。 ✓ The 4-move answer skeleton that fits every Part 适配每一个 Part 的“四步答题骨架” Name - Define - Apply - So-what. (1) Name the framework + its author/model. (2) One precise sentence of definition. (3) Map each component to a concrete detail in the scenario. (4) A judgement/recommendation that answers the actual question. Do this per Part and you cannot leave easy marks on the table. 命名→定义→应用→所以呢。(1)点出框架+其作者/模型。(2)一句精准的定义。(3)把每个组成部分映射到情境中 的一个具体细节上。(4)给出回应实际问题的判断/建议。每个 Part 都这样做,你就不会把唾手可得的分数留在桌上。 SCENARIO 1 NordVista - entering a distant market SCENARIO 1 NordVista -- 进入一个遥远的市场 Topic focus: global business environment + strategy / market entry (Topics 1-3). Read once, then attempt both Parts under 500 words total. 主题聚焦:全球商业环境+战略/市场进入(主题1-3)。读一遍,然后在总计 500 字以内尝试两个 Part。 AskSia Library · MGMT30004 · 双语 Bilingual NordVista is a Finland-based maker of premium home-air-quality monitors, sold so far only across the Nordic and Baltic region through its own webstore. Demand at home has plateaued. The board wants to enter South Korea, where urban air-quality anxiety is high, smartphone penetration is near-total, and a few strong local electronics brands already dominate retail shelves. NordVista has a strong brand at home but is unknown in Asia, holds limited cash, and has never operated outside Europe. S1 . Part A SCENARIO 12. 5 pts . ~ 250 words Before NordVista commits to South Korea, what types of risk should its managers assess, and why? Name the scanning framework you would use, and illustrate with one real global force discussed this semester. 在 NordVista 承诺进入韩国之前,它的管理者应评估哪些风险类型,又为什么?说出你会使用的扫描框架,并以本学期 讨论过的一个真实全球性力量来举例说明。 MODEL ANSWER 1 Name + define the framework. Use PESTLE (Aguilar, 1967) to scan the macro-environment - Political, Economic, Sociocultural, Technological, Legal, Environmental; note Deresky & Miller foreground PELT (political-economic-legal-technological) risk. The point: a single foreign force can ripple across every dimension, so you assess them as a set, at global - regional - national - operating levels. 点出并定义框架。用 PESTLE(Aguilar, 1967) 扫描宏观环境 -- Political 政治、Economic 经济、Sociocultural 社会文 化、Technological 技术、Legal 法律、Environmental 环境;注意 Deresky & Miller 把 PELT(政治-经济-法律-技术)风 险置于前台。要点是:单一一股外来力量能够波及每一个维度,所以你要把它们作为一个整体来评估,在全球→区域→国 家→运营各层级上进行。 2 Apply the risk types to NordVista. Political/legal - Korean product-safety, labelling and data-privacy rules for a connected device; possible trade frictions. Economic - won/euro FX volatility hitting an importer with limited cash; price sensitivity vs entrenched local brands. Sociocultural - high-context, brand-loyal, status- conscious buyers (Hofstede axes). Technological - cyber/data risk on a smart device, dependence on app- store and platform rules. Environmental - the air-quality narrative that is the very demand driver. 把风险类型应用到 NordVista 上。政治/法律 -- 针对一款联网设备的韩国产品安全、标签与数据隐私规定;可能的贸易摩 擦。经济 -- 韩元/欧元汇率波动,冲击一个现金有限的进口商;面对根深蒂固的本地品牌的价格敏感性。社会文化 -- 高语 境、品牌忠诚、注重身份地位的买家(Hofstede 各轴)。技术 -- 智能设备上的网络/数据风险,对应用商店和平台规则的依 赖。环境 -- 空气质量这一叙事,正是需求的驱动因素本身。 Why it matters here. NordVista faces the liability of foreignness in an unfamiliar, distant market; systematic risk scanning is Step 2 (assess the environment) of the five-step Strategic Management Process and de- risks the entry-mode choice in Part B.[22]Source: asksia-cheatsheet-mgmt30004.pdf· Name + apply: state the framework, then apply it to this company - not generic principles · Budget ~250 words / part; answer both A and B - half the marks live in each · Add one real semester example per answer (a case or guest insight) · Master the compare-pairs: integration vs responsiveness, equity vs non-equity, CSR vs CSV, ethnocentric vs geocentric, high vs low context · Open with the framework name, then a one-line definition, then the application - markers scan for the name first · Spend prep on the spine (5-step SMP + stakeholder theory) - both recur across topics SIA > Each Q is a new fictitious firm on a different topic, so revise breadth, not one topic deep. Drill: for every topic, "if asked, which framework + which case do I reach for?" That reflex is the whole exam. asksia. ai/cheatsheet/ unimelb-mgmt30004 · side 2/2 AskSia CHEAT SHEET SERIES HR's most culturally-"noisy" area is feedback. MEYER "diversity meets feedback" Upgraders strengthen criticism ("absolutely") in direct cultures; downgraders soften it ("maybe") in indirect ones; some cultures cushion negatives with positives. Status incongruence . less willing to accept feedback from a perceived "lower-status" person. Algorithmic management (Kellogg et al. ) . neither simply good nor bad - trades efficiency/scalability/consistency & nudging against opacity, surveillance, lost autonomy, bias & "algoactivism. " Goal-setting theory (Locke & Latham) . clear goals + aligned feedback drive effort. Diversity layers: surface-level (visible demographics) vs deep-level (values, attitudes, personality). Canon also in Ch 11: classic motivation theories (Maslow, Herzberg, McClelland, equity, expectancy) - note these don't transfer across cultures unchanged . 12 . Global Leadership T11 . CH 11 TikTok Global mindset . the cognitive ability to work across cultures & markets - openness, cultural curiosity, cross-cultural confidence, relationship-building, empathy (the "effective global leader" attributes). A2 Milk GLOBE leadership - CLT (culturally-endorsed implicit leadership theory): charismatic/value-based & team- oriented leadership are viewed positively near- universally, while participative, humane, autonomous & self-protective styles vary by culture. Transformational (inspire, raise aspirations, change the system) vs transactional (reward-for-performance exchange) - effectiveness is culturally contingent (links to Hofstede/GLOBE power distance). No single style is universally best; e-leadership adds the virtual- distance challenge. Choice architecture / nudge (Thaler & Sunstein) . steer behaviour toward goals without forbidding options or changing incentives - the lever behind algorithmic nudging for distance management. 12b . IHRM & Leadership Cases APPLY THESE

• 3）你必须“背到脱口而出”的核心框架清单（=闭卷回忆层）

下面每个点，我都给你：定义（考试能直接写）+ 常见考法（Part A/B）+ 易错点。
你复习时就按这个清单做“背诵→口述→应用一句话”。

• A）Side 1：环境 & 战略（最常出“你选什么策略/进入方式/结构”的题）

• A1. PESTLE / PELT 宏观扫描（Aguilar）

• 定义（写给阅卷人看的）：
  • PESTLE：Political / Economic / Sociocultural / Technological / Legal / Environmental 的宏观环境扫描框架；教材强调 PELT（政治/经济/法律/技术），文化更常放到 Topic 7。[13]Source: asksia-bible-mgmt30004-bilingual.pdf4 So-what + the cautionary tale. Avoid the Open Home Loans failure mode - a head-office manager remotely leading a larger offshore team, leading to communication breakdown and people not speaking up (high power distance + low-context HQ). Place a local leader once the hub reaches scale; keep values consistent, employment law / comms style localised. 所以呢+那个警示故事。避开 Open Home Loans 的失败模式 -- 一名总部经理远程领导一支更大的离岸团队,导致沟通崩 溃、员工不敢直言(高权力距离+低语境总部)。一旦枢纽达到规模,就安置一位本地负责人;保持价值观一致,雇佣法/沟 通风格本地化。 AskSia Library · MGMT30004 · 双语 Bilingual i Marker note 阅卷人提示 High marks = name EPRG + PCN/HCN/TCN, then a justified blend (not a single label) tied to Aurora Loop's consistency-vs-localisation tension, plus the staffing logic for the leadership specifically. Linking to the guest- speaker / Starbucks-China or Unilever-geocentric examples is the "couldn't-have-written-it-last-year" detail markers reward. 高分 = 点出 EPRG+ PCN/HCN/TCN,然后给出一个有论证的混合配置(而非单一标签),系到 Aurora Loop 在一致 性对本地化之间的张力上,再加上专门针对领导层的人员配置逻辑。系到客座嘉宾/星巴克中国或 Unilever 全球中心的 例子上,正是阅卷人所奖励的那个“去年写不出来”的细节。 Rapid framework-recall - closed-book name-and-state grid 快速框架回忆 -- 闭卷“命名并陈述”表格 Cover the right column. For each framework, say its name + author and the one-liner from memory - this is the recall layer the closed-book exam assumes before you can apply anything. 盖住右列。对每一个框架,凭记忆说出它的名称+作者以及那句一行释义 -- 这就是闭卷考试在你能够应用任何东西之前所 预设的回忆层。 Framework / model (name it) One-line you must be able to state Topics 1-3 . Environment & strategy PESTLE / PELT (Aguilar) Macro-scan: Political-Economic-Sociocultural-Technological-Legal-Environmental risk (text foregrounds PELT). Integration-Responsiveness Global (standardise, scale) vs Localisation (adapt) vs Transnational (both) vs Regional. CAGE distance (Ghemawat) Country distance on Cultural, Administrative, Geographic, Economic axes. Market-entry modes Low-high commitment: export - license - franchise - JV/equity - wholly-owned subsidiary; trade control vs risk; beware liability of foreignness. Strategic alliances + Gomes- Casseres Equity (IJV) vs non-equity; cooperative vs competitive motives; must create more value than going alone. Topic 4 . Sustainability, CSR & ESG Stakeholder theory (Freeman) Serve everyone affected, not only shareholders (home/host/global stakeholder map). CSR vs CSV (Porter & Kramer) CSR = social good beside profit; CSV = social value built into strategy so it also lifts performance. Dynamic capabilities (Teece) Sense - Seize - Transform; ESG = Environmental, Social, (corporate) Governance. / ESG Topics 5-6 . Structure & teams Structure follows strategy; 5 structures Functional / product / geographic / matrix / transnational-network - chosen on integration vs responsiveness + locus of decision. 4D teams (Haas & Mortensen); expat roles[19]Source: asksia-cheatsheet-mgmt30004.pdfMGMT30004 Managing Globally UNIVERSITY OF MELBOURNE . FBE . 3RD-YEAR EXAM CHEAT SHEET Sem 1 2026 . SIDE 1 OF 2 Closed-book exam . 50% SIDE 1/2 GLOBAL ENVIRONMENT & STRATEGY . Exam blueprint . PESTLE/PELT . Political risk . Integration-responsiveness . CAGE . 5-step SMP . Entry modes . Alliances . CSR/CSV/ESG . Org structures 0 · Exam Blueprint READ FIRST * The end-of-semester exam = 50% . Format (per the unit's exam-details brief): closed-book, digital, on- campus, your own laptop under a lockdown browser (Canvas quiz, text boxes). 2 hours. No printed materials, so no citations needed - but you must know framework names (e. g. Hofstede). Structure: 4 questions x 25 pts = 100 . Each Q = Part A + Part B (12. 5 each). 500 words max / Q (2000 total). Each Q is one fictitious company; every Q adds new info on that firm tied to a different topic. What markers reward: (a) you understand the concept; (b) you apply it to the given context. Draw on theory, research, real-org examples & guest-speaker insights from across the semester. SIA > The win is name the framework + apply to the company. "Average vs excellent" = specific to the firm, not generic. Drill: which named model fits each topic, and one real case for each. 0b ·Whole-Subject Map 12 TOPICS Side 1 = the "global business" half: environment > strategy -> implementation -> sustainability -> structure. Side 2 = the "people/culture" half: teams > cross-cultural -> negotiation -> IHRM -> motivation/diversity -> leadership. Cross-cutting spine = the 5-step Strategic Management Process (col 3), re-shown across the strategy weeks. Stakeholder theory (Freeman) is the most reused theory - it returns in structure, negotiation & HRM. 1 . The Global Environment T1 . CH 1 Globalisation . the interconnectedness of countries, institutions & people in an interdependent global economy. Benefits (wider labour pool, resource/market access, specialisation) vs costs (environmental impact, uneven growth, exploitation, intensified competition). International management · developing strategies, designing operating systems & working with people worldwide to sustain competitive advantage. The global manager's first job = scan risk & opportunity this is step 1 of strategy. 1b · PESTLE / PELT MACRO SCAN PESTLE (Aguilar 1967) = Political . E conomic . Sociocultural . Technological . Legal . Environmental. Textbook foregrounds PELT (Political, Economic, Legal, Technological) and treats culture separately (deferred to Side 2). Know both labels.
• 常见考法：
  • Part A：问“进入某国前要评估哪些风险，为什么？”→ 点名 PESTLE/PELT + 讲 2-3 类风险 + 说明会如何影响公司。[16]Source: asksia-bible-mgmt30004-bilingual.pdfTL;DR. The final is closed book, on-campus, lockdown browser, four scenario questions x 25 pts, each a new fictitious company tied to a different topic, each split into Part A + Part B (12. 5 each), 500 words max per question. So practice = answer a whole scenario under that shape, then mark yourself against the model answer and the marker note. None of these reproduce a real stem - they are AskSia drills grounded in the unit's own cases (All Birds, TikTok, Rio Tinto, A2 Milk, Haier, GitLab), paraphrased. 太长不看。期末是闭卷的,在校园内、锁定浏览器、四道情境题 × 25分,每道是一家新的虚构公司、绑定一个不同的主 题,每道分为 Part A + Part B (各12. 5分),每题最多500字。因此练习=在那个结构下回答一整道情境题,然后对照标 准答案和阅卷人提示给自己打分。这些题没有一个复现真实题干 -- 它们都是 AskSia 的演练题,扎根于本学科自己的案例 (All Birds、TikTok、Rio Tinto、A2 Milk、Haier、GitLab),经过改述。 ★ How to use this bank (and what the real exam rewards) 如何使用这个题库(以及真实考试究竟奖励什么) Closed book - so you must NAME the framework, not cite it. For each Part, write a timed answer first, then check. Markers split the marks two ways: (1) concept understanding - define the framework and name its author/model; (2) application - map it to this company's specifics. The repeated "average vs excellent" signal: generic principle = pass; detail contextualised to the firm + a real semester example = high marks. Budget ~6 lines of definition, the rest application. 闭卷 -- 所以你必须点出框架名称,而不是引用它。对每个 Part,先写一份限时答案,再核对。阅卷人把分数分作两 块:(1)概念理解 -- 定义框架并点出其作者/模型;(2)应用 -- 把它映射到这家公司的具体细节上。那个反复出现的 “及格与优秀”信号:泛泛的原理=及格;情境化到该公司的细节+一个真实的学期案例=高分。预算大约 6 行用于定 义,其余用于应用。 ✓ The 4-move answer skeleton that fits every Part 适配每一个 Part 的“四步答题骨架” Name - Define - Apply - So-what. (1) Name the framework + its author/model. (2) One precise sentence of definition. (3) Map each component to a concrete detail in the scenario. (4) A judgement/recommendation that answers the actual question. Do this per Part and you cannot leave easy marks on the table. 命名→定义→应用→所以呢。(1)点出框架+其作者/模型。(2)一句精准的定义。(3)把每个组成部分映射到情境中 的一个具体细节上。(4)给出回应实际问题的判断/建议。每个 Part 都这样做,你就不会把唾手可得的分数留在桌上。 SCENARIO 1 NordVista - entering a distant market SCENARIO 1 NordVista -- 进入一个遥远的市场 Topic focus: global business environment + strategy / market entry (Topics 1-3). Read once, then attempt both Parts under 500 words total. 主题聚焦:全球商业环境+战略/市场进入(主题1-3)。读一遍,然后在总计 500 字以内尝试两个 Part。 AskSia Library · MGMT30004 · 双语 Bilingual NordVista is a Finland-based maker of premium home-air-quality monitors, sold so far only across the Nordic and Baltic region through its own webstore. Demand at home has plateaued. The board wants to enter South Korea, where urban air-quality anxiety is high, smartphone penetration is near-total, and a few strong local electronics brands already dominate retail shelves. NordVista has a strong brand at home but is unknown in Asia, holds limited cash, and has never operated outside Europe. S1 . Part A SCENARIO 12. 5 pts . ~ 250 words Before NordVista commits to South Korea, what types of risk should its managers assess, and why? Name the scanning framework you would use, and illustrate with one real global force discussed this semester. 在 NordVista 承诺进入韩国之前,它的管理者应评估哪些风险类型,又为什么?说出你会使用的扫描框架,并以本学期 讨论过的一个真实全球性力量来举例说明。 MODEL ANSWER 1 Name + define the framework. Use PESTLE (Aguilar, 1967) to scan the macro-environment - Political, Economic, Sociocultural, Technological, Legal, Environmental; note Deresky & Miller foreground PELT (political-economic-legal-technological) risk. The point: a single foreign force can ripple across every dimension, so you assess them as a set, at global - regional - national - operating levels. 点出并定义框架。用 PESTLE(Aguilar, 1967) 扫描宏观环境 -- Political 政治、Economic 经济、Sociocultural 社会文 化、Technological 技术、Legal 法律、Environmental 环境;注意 Deresky & Miller 把 PELT(政治-经济-法律-技术)风 险置于前台。要点是:单一一股外来力量能够波及每一个维度,所以你要把它们作为一个整体来评估,在全球→区域→国 家→运营各层级上进行。 2 Apply the risk types to NordVista. Political/legal - Korean product-safety, labelling and data-privacy rules for a connected device; possible trade frictions. Economic - won/euro FX volatility hitting an importer with limited cash; price sensitivity vs entrenched local brands. Sociocultural - high-context, brand-loyal, status- conscious buyers (Hofstede axes). Technological - cyber/data risk on a smart device, dependence on app- store and platform rules. Environmental - the air-quality narrative that is the very demand driver. 把风险类型应用到 NordVista 上。政治/法律 -- 针对一款联网设备的韩国产品安全、标签与数据隐私规定;可能的贸易摩 擦。经济 -- 韩元/欧元汇率波动,冲击一个现金有限的进口商;面对根深蒂固的本地品牌的价格敏感性。社会文化 -- 高语 境、品牌忠诚、注重身份地位的买家(Hofstede 各轴)。技术 -- 智能设备上的网络/数据风险,对应用商店和平台规则的依 赖。环境 -- 空气质量这一叙事,正是需求的驱动因素本身。 Why it matters here. NordVista faces the liability of foreignness in an unfamiliar, distant market; systematic risk scanning is Step 2 (assess the environment) of the five-step Strategic Management Process and de- risks the entry-mode choice in Part B.[27]Source: asksia-cheatsheet-mgmt30004.pdf1 . The Global Environment T1 . CH 1 Globalisation . the interconnectedness of countries, institutions & people in an interdependent global economy. Benefits (wider labour pool, resource/market access, specialisation) vs costs (environmental impact, uneven growth, exploitation, intensified competition). International management · developing strategies, designing operating systems & working with people worldwide to sustain competitive advantage. The global manager's first job = scan risk & opportunity this is step 1 of strategy. 1b · PESTLE / PELT MACRO SCAN PESTLE (Aguilar 1967) = Political . E conomic . Sociocultural . Technological . Legal . Environmental. Textbook foregrounds PELT (Political, Economic, Legal, Technological) and treats culture separately (deferred to Side 2). Know both labels. Levels of operating environment: Global -> Regional > National -> Operating - assess risk/opportunity at each level. 1c . Political & T1 : KEY Economic Risk TYPES Political risk · any government action or politically- motivated event that could harm a firm's long-term profitability/value. Forms: · Expropriation / confiscation of assets · Terrorism; discriminatory treatment Barriers to repatriation of funds . · Political interference; official dishonesty Economic risk . tied to a country's stability & development - 3 categories: (1) abrupt monetary/fiscal-policy change; (2) shifts in foreign- investment policy; (3) currency / FX volatility. Read GDP & GDP per capita as market-attractiveness signals. Tech / Legal / Environmental risk: cyber as a leading business risk; local + international law (WTO, ILO), labelling/advertising rules; climate & decarbonisation pressure (Paris Agreement -> mandated reporting). Worked example - Treasury Wine Estates in China: trace one firm through all six PESTLE letters - tariffs (P), revenue decline (E), falling local wine demand (S), cyber (T), labelling/advertising rules (L), climate on grapes (En). Lesson: a single global force ripples across every dimension. SIA > A Part-A "what risks should they assess?" answer = name PESTLE/PELT, then 2-3 specific risk types + why, plus one real semester force (e. g. a China tariff shock). 2 . Developing Global Strategy T2 · CH 6
  • 高分加法：再补一句“要在全球→区域→国家→运营四层级评估”。[16]Source: asksia-bible-mgmt30004-bilingual.pdfTL;DR. The final is closed book, on-campus, lockdown browser, four scenario questions x 25 pts, each a new fictitious company tied to a different topic, each split into Part A + Part B (12. 5 each), 500 words max per question. So practice = answer a whole scenario under that shape, then mark yourself against the model answer and the marker note. None of these reproduce a real stem - they are AskSia drills grounded in the unit's own cases (All Birds, TikTok, Rio Tinto, A2 Milk, Haier, GitLab), paraphrased. 太长不看。期末是闭卷的,在校园内、锁定浏览器、四道情境题 × 25分,每道是一家新的虚构公司、绑定一个不同的主 题,每道分为 Part A + Part B (各12. 5分),每题最多500字。因此练习=在那个结构下回答一整道情境题,然后对照标 准答案和阅卷人提示给自己打分。这些题没有一个复现真实题干 -- 它们都是 AskSia 的演练题,扎根于本学科自己的案例 (All Birds、TikTok、Rio Tinto、A2 Milk、Haier、GitLab),经过改述。 ★ How to use this bank (and what the real exam rewards) 如何使用这个题库(以及真实考试究竟奖励什么) Closed book - so you must NAME the framework, not cite it. For each Part, write a timed answer first, then check. Markers split the marks two ways: (1) concept understanding - define the framework and name its author/model; (2) application - map it to this company's specifics. The repeated "average vs excellent" signal: generic principle = pass; detail contextualised to the firm + a real semester example = high marks. Budget ~6 lines of definition, the rest application. 闭卷 -- 所以你必须点出框架名称,而不是引用它。对每个 Part,先写一份限时答案,再核对。阅卷人把分数分作两 块:(1)概念理解 -- 定义框架并点出其作者/模型;(2)应用 -- 把它映射到这家公司的具体细节上。那个反复出现的 “及格与优秀”信号:泛泛的原理=及格;情境化到该公司的细节+一个真实的学期案例=高分。预算大约 6 行用于定 义,其余用于应用。 ✓ The 4-move answer skeleton that fits every Part 适配每一个 Part 的“四步答题骨架” Name - Define - Apply - So-what. (1) Name the framework + its author/model. (2) One precise sentence of definition. (3) Map each component to a concrete detail in the scenario. (4) A judgement/recommendation that answers the actual question. Do this per Part and you cannot leave easy marks on the table. 命名→定义→应用→所以呢。(1)点出框架+其作者/模型。(2)一句精准的定义。(3)把每个组成部分映射到情境中 的一个具体细节上。(4)给出回应实际问题的判断/建议。每个 Part 都这样做,你就不会把唾手可得的分数留在桌上。 SCENARIO 1 NordVista - entering a distant market SCENARIO 1 NordVista -- 进入一个遥远的市场 Topic focus: global business environment + strategy / market entry (Topics 1-3). Read once, then attempt both Parts under 500 words total. 主题聚焦:全球商业环境+战略/市场进入(主题1-3)。读一遍,然后在总计 500 字以内尝试两个 Part。 AskSia Library · MGMT30004 · 双语 Bilingual NordVista is a Finland-based maker of premium home-air-quality monitors, sold so far only across the Nordic and Baltic region through its own webstore. Demand at home has plateaued. The board wants to enter South Korea, where urban air-quality anxiety is high, smartphone penetration is near-total, and a few strong local electronics brands already dominate retail shelves. NordVista has a strong brand at home but is unknown in Asia, holds limited cash, and has never operated outside Europe. S1 . Part A SCENARIO 12. 5 pts . ~ 250 words Before NordVista commits to South Korea, what types of risk should its managers assess, and why? Name the scanning framework you would use, and illustrate with one real global force discussed this semester. 在 NordVista 承诺进入韩国之前,它的管理者应评估哪些风险类型,又为什么?说出你会使用的扫描框架,并以本学期 讨论过的一个真实全球性力量来举例说明。 MODEL ANSWER 1 Name + define the framework. Use PESTLE (Aguilar, 1967) to scan the macro-environment - Political, Economic, Sociocultural, Technological, Legal, Environmental; note Deresky & Miller foreground PELT (political-economic-legal-technological) risk. The point: a single foreign force can ripple across every dimension, so you assess them as a set, at global - regional - national - operating levels. 点出并定义框架。用 PESTLE(Aguilar, 1967) 扫描宏观环境 -- Political 政治、Economic 经济、Sociocultural 社会文 化、Technological 技术、Legal 法律、Environmental 环境;注意 Deresky & Miller 把 PELT(政治-经济-法律-技术)风 险置于前台。要点是:单一一股外来力量能够波及每一个维度,所以你要把它们作为一个整体来评估,在全球→区域→国 家→运营各层级上进行。 2 Apply the risk types to NordVista. Political/legal - Korean product-safety, labelling and data-privacy rules for a connected device; possible trade frictions. Economic - won/euro FX volatility hitting an importer with limited cash; price sensitivity vs entrenched local brands. Sociocultural - high-context, brand-loyal, status- conscious buyers (Hofstede axes). Technological - cyber/data risk on a smart device, dependence on app- store and platform rules. Environmental - the air-quality narrative that is the very demand driver. 把风险类型应用到 NordVista 上。政治/法律 -- 针对一款联网设备的韩国产品安全、标签与数据隐私规定;可能的贸易摩 擦。经济 -- 韩元/欧元汇率波动,冲击一个现金有限的进口商;面对根深蒂固的本地品牌的价格敏感性。社会文化 -- 高语 境、品牌忠诚、注重身份地位的买家(Hofstede 各轴)。技术 -- 智能设备上的网络/数据风险,对应用商店和平台规则的依 赖。环境 -- 空气质量这一叙事,正是需求的驱动因素本身。 Why it matters here. NordVista faces the liability of foreignness in an unfamiliar, distant market; systematic risk scanning is Step 2 (assess the environment) of the five-step Strategic Management Process and de- risks the entry-mode choice in Part B.[19]Source: asksia-cheatsheet-mgmt30004.pdfMGMT30004 Managing Globally UNIVERSITY OF MELBOURNE . FBE . 3RD-YEAR EXAM CHEAT SHEET Sem 1 2026 . SIDE 1 OF 2 Closed-book exam . 50% SIDE 1/2 GLOBAL ENVIRONMENT & STRATEGY . Exam blueprint . PESTLE/PELT . Political risk . Integration-responsiveness . CAGE . 5-step SMP . Entry modes . Alliances . CSR/CSV/ESG . Org structures 0 · Exam Blueprint READ FIRST * The end-of-semester exam = 50% . Format (per the unit's exam-details brief): closed-book, digital, on- campus, your own laptop under a lockdown browser (Canvas quiz, text boxes). 2 hours. No printed materials, so no citations needed - but you must know framework names (e. g. Hofstede). Structure: 4 questions x 25 pts = 100 . Each Q = Part A + Part B (12. 5 each). 500 words max / Q (2000 total). Each Q is one fictitious company; every Q adds new info on that firm tied to a different topic. What markers reward: (a) you understand the concept; (b) you apply it to the given context. Draw on theory, research, real-org examples & guest-speaker insights from across the semester. SIA > The win is name the framework + apply to the company. "Average vs excellent" = specific to the firm, not generic. Drill: which named model fits each topic, and one real case for each. 0b ·Whole-Subject Map 12 TOPICS Side 1 = the "global business" half: environment > strategy -> implementation -> sustainability -> structure. Side 2 = the "people/culture" half: teams > cross-cultural -> negotiation -> IHRM -> motivation/diversity -> leadership. Cross-cutting spine = the 5-step Strategic Management Process (col 3), re-shown across the strategy weeks. Stakeholder theory (Freeman) is the most reused theory - it returns in structure, negotiation & HRM. 1 . The Global Environment T1 . CH 1 Globalisation . the interconnectedness of countries, institutions & people in an interdependent global economy. Benefits (wider labour pool, resource/market access, specialisation) vs costs (environmental impact, uneven growth, exploitation, intensified competition). International management · developing strategies, designing operating systems & working with people worldwide to sustain competitive advantage. The global manager's first job = scan risk & opportunity this is step 1 of strategy. 1b · PESTLE / PELT MACRO SCAN PESTLE (Aguilar 1967) = Political . E conomic . Sociocultural . Technological . Legal . Environmental. Textbook foregrounds PELT (Political, Economic, Legal, Technological) and treats culture separately (deferred to Side 2). Know both labels.
• 必会风险类型（题干常要你展开）：[15]Source: asksia-bible-mgmt30004-bilingual.pdfIt sets up Topic 2's integration-responsiveness choice and the market-entry mode menu. A born- global is often transnational by instinct - global reach with local adaptation - while a staged entrant can afford a slower, lower-commitment path (exporting, licensing) until demand is validated. 它为主题 2 的整合-响应框架选择以及市场进入模式菜单埋 下伏笔。一家天生全球化企业往往天生具有跨国本能 -- 全 球覆盖加上本地适应 -- 而一家分阶段进入者则能负担一条 更慢、更低承诺的路径(出口、许可),直到需求被验证。 Exam move 应试要点 If a scenario firm is a digital platform / app, reach for born-global and digital drivers. If it is a capital-heavy or regulated business, lean staged - stage the commitment to manage political and economic risk. Either way, tie the path back to the risk scan from this topic. 如果情境中的企业是一个数字平台/应用,那就拿出天生全 球化和数字驱动因素。如果它是一项资本密集或受监管的业 务,则偏向分阶段 -- 分阶段投入承诺以管理政治与经济风 险。无论哪种,都要把路径回扣到本主题的风险扫描上。 "Successful businesses are constantly monitoring the environment and internal capabilities to react, pivot and adjust. " “成功的企业在持续监测环境与内部能力,以便作出反应、转向和调整。” MGMT30004 . THE STRATEGY-SPINE TAGLINE AskSia Library . MGMT30004 . XXia Bilingual ★ Recall checklist - Topic 1 回忆清单一 主题 1 (1) Globalisation = interconnectedness/interdependence; benefits (15-reasons optimism) vs costs & the deglobalisation backlash + the WEF 2026 risks. (2) PESTLE (Aguilar) - the six letters, with the text's PELT emphasis (Political/Economic/Legal/Technological); culture deferred to Topic 7. (3) Political risk types - nationalisation, expropriation, repatriation barriers, discrimination, instability - and assess-mitigate. (4) Economic risk - policy / investment-policy / FX; watch GDP, FDI, exchange rates. (5) The four levels - global - regional - national ++ operating. (6) Born-global vs staged internationalisation. Always apply to the scenario firm + one real force. (1)全球化=互联互通/相互依存;其收益(“15 条理由”的乐观面)对其代价,以及逆全球化反弹加上 WEF 2026 风 险。(2) PESTLE (Aguilar) -- 六个字母,外加教材强调的 PELT(政治/经济/法律/技术);文化部分推迟到 Topic 7。(3)政治风险类型 -- 国有化、征用、利润汇回壁垒、歧视、不稳定 -- 以及“评估→缓释”。(4)经济风险 -- 政策/ 投资政策/汇率风险;关注GDP、FDI、汇率。(5)四个层级 -- 全球→区域→国家→运营。(6)天生全球(born- global) 对分阶段国际化。永远要应用到情境公司加一股真实力量上。 AskSia Library · MGMT30004 · 双语 Bilingual T2 . WHY GO GLOBAL HEAVILY EXAM-TESTED - TOPIC 2 . STRATEGY Developing global strategy 制定全球战略 Why go global, how globally to act, and how to get in 为何走向全球、要多“全球化”地行动,以及如何进入 TL;DR. Once the environment is scanned (Topic 1), the firm formulates global strategy. Three questions drive Topic 2: (1) why go international (reactive vs proactive)? (2) how globally should it act - standardise for efficiency or localise for responsiveness (the Integration-Responsiveness framework)? (3) how does it get in - the market-entry menu, distance-checked with CAGE. 太长不看。一旦全球商业环境被扫描过(主题1),企业就要制定全球战略。主题2 由三个问题驱动:(1)为什么要国际化 (反应型 vs 主动型)?(2)它应该多全球地行动 -- 为效率而标准化,还是为响应而本地化(整合-响应框架)?(3)它如何 进入 -- 市场进入菜单,并用 CAGE 距离框架核查距离。 ★ What the exam asks here 考试在这里会问什么 A classic Part B: "which global strategic approach and which market-entry mode should this firm use entering country X - justify with theory. " Markers want you to name the I-R quadrant (global / multidomestic / transnational / international), pick an entry mode, and justify it from the firm's internal factors and the CAGE distance to that country. Closed-book: have the four quadrants and the CAGE letters ready by name. 一道经典的 Part B:“该公司进入×国时应采用哪种全球战略路径、哪种市场进入模式 -- 用理论加以论证。”阅卷人想 要你点出整合-响应框架的象限(全球/多国本土化/跨国/国际),选定一种进入模式,并依据该公司的内部因素与到该国 的 CAGE 距离加以论证。闭卷:把四个象限和 CAGE 各字母按名称备好。 Reasons to go international 走向国际化的理由 Motive type[27]Source: asksia-cheatsheet-mgmt30004.pdf1 . The Global Environment T1 . CH 1 Globalisation . the interconnectedness of countries, institutions & people in an interdependent global economy. Benefits (wider labour pool, resource/market access, specialisation) vs costs (environmental impact, uneven growth, exploitation, intensified competition). International management · developing strategies, designing operating systems & working with people worldwide to sustain competitive advantage. The global manager's first job = scan risk & opportunity this is step 1 of strategy. 1b · PESTLE / PELT MACRO SCAN PESTLE (Aguilar 1967) = Political . E conomic . Sociocultural . Technological . Legal . Environmental. Textbook foregrounds PELT (Political, Economic, Legal, Technological) and treats culture separately (deferred to Side 2). Know both labels. Levels of operating environment: Global -> Regional > National -> Operating - assess risk/opportunity at each level. 1c . Political & T1 : KEY Economic Risk TYPES Political risk · any government action or politically- motivated event that could harm a firm's long-term profitability/value. Forms: · Expropriation / confiscation of assets · Terrorism; discriminatory treatment Barriers to repatriation of funds . · Political interference; official dishonesty Economic risk . tied to a country's stability & development - 3 categories: (1) abrupt monetary/fiscal-policy change; (2) shifts in foreign- investment policy; (3) currency / FX volatility. Read GDP & GDP per capita as market-attractiveness signals. Tech / Legal / Environmental risk: cyber as a leading business risk; local + international law (WTO, ILO), labelling/advertising rules; climate & decarbonisation pressure (Paris Agreement -> mandated reporting). Worked example - Treasury Wine Estates in China: trace one firm through all six PESTLE letters - tariffs (P), revenue decline (E), falling local wine demand (S), cyber (T), labelling/advertising rules (L), climate on grapes (En). Lesson: a single global force ripples across every dimension. SIA > A Part-A "what risks should they assess?" answer = name PESTLE/PELT, then 2-3 specific risk types + why, plus one real semester force (e. g. a China tariff shock). 2 . Developing Global Strategy T2 · CH 6
  • 政治风险：国有化/征用、利润汇回壁垒、歧视、不稳定等（并写“评估→缓释”）
  • 经济风险：货币/财政政策突变、外资政策变化、汇率波动；常看 GDP/FDI/汇率
• 易错点：
  • 只“列字母”不结合公司情境 → 分会很低（一定要落地）。[16]Source: asksia-bible-mgmt30004-bilingual.pdfTL;DR. The final is closed book, on-campus, lockdown browser, four scenario questions x 25 pts, each a new fictitious company tied to a different topic, each split into Part A + Part B (12. 5 each), 500 words max per question. So practice = answer a whole scenario under that shape, then mark yourself against the model answer and the marker note. None of these reproduce a real stem - they are AskSia drills grounded in the unit's own cases (All Birds, TikTok, Rio Tinto, A2 Milk, Haier, GitLab), paraphrased. 太长不看。期末是闭卷的,在校园内、锁定浏览器、四道情境题 × 25分,每道是一家新的虚构公司、绑定一个不同的主 题,每道分为 Part A + Part B (各12. 5分),每题最多500字。因此练习=在那个结构下回答一整道情境题,然后对照标 准答案和阅卷人提示给自己打分。这些题没有一个复现真实题干 -- 它们都是 AskSia 的演练题,扎根于本学科自己的案例 (All Birds、TikTok、Rio Tinto、A2 Milk、Haier、GitLab),经过改述。 ★ How to use this bank (and what the real exam rewards) 如何使用这个题库(以及真实考试究竟奖励什么) Closed book - so you must NAME the framework, not cite it. For each Part, write a timed answer first, then check. Markers split the marks two ways: (1) concept understanding - define the framework and name its author/model; (2) application - map it to this company's specifics. The repeated "average vs excellent" signal: generic principle = pass; detail contextualised to the firm + a real semester example = high marks. Budget ~6 lines of definition, the rest application. 闭卷 -- 所以你必须点出框架名称,而不是引用它。对每个 Part,先写一份限时答案,再核对。阅卷人把分数分作两 块:(1)概念理解 -- 定义框架并点出其作者/模型;(2)应用 -- 把它映射到这家公司的具体细节上。那个反复出现的 “及格与优秀”信号:泛泛的原理=及格;情境化到该公司的细节+一个真实的学期案例=高分。预算大约 6 行用于定 义,其余用于应用。 ✓ The 4-move answer skeleton that fits every Part 适配每一个 Part 的“四步答题骨架” Name - Define - Apply - So-what. (1) Name the framework + its author/model. (2) One precise sentence of definition. (3) Map each component to a concrete detail in the scenario. (4) A judgement/recommendation that answers the actual question. Do this per Part and you cannot leave easy marks on the table. 命名→定义→应用→所以呢。(1)点出框架+其作者/模型。(2)一句精准的定义。(3)把每个组成部分映射到情境中 的一个具体细节上。(4)给出回应实际问题的判断/建议。每个 Part 都这样做,你就不会把唾手可得的分数留在桌上。 SCENARIO 1 NordVista - entering a distant market SCENARIO 1 NordVista -- 进入一个遥远的市场 Topic focus: global business environment + strategy / market entry (Topics 1-3). Read once, then attempt both Parts under 500 words total. 主题聚焦:全球商业环境+战略/市场进入(主题1-3)。读一遍,然后在总计 500 字以内尝试两个 Part。 AskSia Library · MGMT30004 · 双语 Bilingual NordVista is a Finland-based maker of premium home-air-quality monitors, sold so far only across the Nordic and Baltic region through its own webstore. Demand at home has plateaued. The board wants to enter South Korea, where urban air-quality anxiety is high, smartphone penetration is near-total, and a few strong local electronics brands already dominate retail shelves. NordVista has a strong brand at home but is unknown in Asia, holds limited cash, and has never operated outside Europe. S1 . Part A SCENARIO 12. 5 pts . ~ 250 words Before NordVista commits to South Korea, what types of risk should its managers assess, and why? Name the scanning framework you would use, and illustrate with one real global force discussed this semester. 在 NordVista 承诺进入韩国之前,它的管理者应评估哪些风险类型,又为什么?说出你会使用的扫描框架,并以本学期 讨论过的一个真实全球性力量来举例说明。 MODEL ANSWER 1 Name + define the framework. Use PESTLE (Aguilar, 1967) to scan the macro-environment - Political, Economic, Sociocultural, Technological, Legal, Environmental; note Deresky & Miller foreground PELT (political-economic-legal-technological) risk. The point: a single foreign force can ripple across every dimension, so you assess them as a set, at global - regional - national - operating levels. 点出并定义框架。用 PESTLE(Aguilar, 1967) 扫描宏观环境 -- Political 政治、Economic 经济、Sociocultural 社会文 化、Technological 技术、Legal 法律、Environmental 环境;注意 Deresky & Miller 把 PELT(政治-经济-法律-技术)风 险置于前台。要点是:单一一股外来力量能够波及每一个维度,所以你要把它们作为一个整体来评估,在全球→区域→国 家→运营各层级上进行。 2 Apply the risk types to NordVista. Political/legal - Korean product-safety, labelling and data-privacy rules for a connected device; possible trade frictions. Economic - won/euro FX volatility hitting an importer with limited cash; price sensitivity vs entrenched local brands. Sociocultural - high-context, brand-loyal, status- conscious buyers (Hofstede axes). Technological - cyber/data risk on a smart device, dependence on app- store and platform rules. Environmental - the air-quality narrative that is the very demand driver. 把风险类型应用到 NordVista 上。政治/法律 -- 针对一款联网设备的韩国产品安全、标签与数据隐私规定;可能的贸易摩 擦。经济 -- 韩元/欧元汇率波动,冲击一个现金有限的进口商;面对根深蒂固的本地品牌的价格敏感性。社会文化 -- 高语 境、品牌忠诚、注重身份地位的买家(Hofstede 各轴)。技术 -- 智能设备上的网络/数据风险,对应用商店和平台规则的依 赖。环境 -- 空气质量这一叙事,正是需求的驱动因素本身。 Why it matters here. NordVista faces the liability of foreignness in an unfamiliar, distant market; systematic risk scanning is Step 2 (assess the environment) of the five-step Strategic Management Process and de- risks the entry-mode choice in Part B.

• A2. 整合-响应（Integration–Responsiveness, I-R）+ 市场进入模式 + CAGE（Ghemawat）

• I-R 框架你要会说清楚：
  • 关键是企业在全球运营时在两股拉力间取舍：
    • Integration（整合）：一致性、规模经济、总部控制
    • Responsiveness（响应/本地适应）：本地契合、敏捷、分权到子公司
  • 考试常要你把公司放进四种战略取向并论证：global / multidomestic / transnational / international（闭卷必须能点名）。[15]Source: asksia-bible-mgmt30004-bilingual.pdfIt sets up Topic 2's integration-responsiveness choice and the market-entry mode menu. A born- global is often transnational by instinct - global reach with local adaptation - while a staged entrant can afford a slower, lower-commitment path (exporting, licensing) until demand is validated. 它为主题 2 的整合-响应框架选择以及市场进入模式菜单埋 下伏笔。一家天生全球化企业往往天生具有跨国本能 -- 全 球覆盖加上本地适应 -- 而一家分阶段进入者则能负担一条 更慢、更低承诺的路径(出口、许可),直到需求被验证。 Exam move 应试要点 If a scenario firm is a digital platform / app, reach for born-global and digital drivers. If it is a capital-heavy or regulated business, lean staged - stage the commitment to manage political and economic risk. Either way, tie the path back to the risk scan from this topic. 如果情境中的企业是一个数字平台/应用,那就拿出天生全 球化和数字驱动因素。如果它是一项资本密集或受监管的业 务,则偏向分阶段 -- 分阶段投入承诺以管理政治与经济风 险。无论哪种,都要把路径回扣到本主题的风险扫描上。 "Successful businesses are constantly monitoring the environment and internal capabilities to react, pivot and adjust. " “成功的企业在持续监测环境与内部能力,以便作出反应、转向和调整。” MGMT30004 . THE STRATEGY-SPINE TAGLINE AskSia Library . MGMT30004 . XXia Bilingual ★ Recall checklist - Topic 1 回忆清单一 主题 1 (1) Globalisation = interconnectedness/interdependence; benefits (15-reasons optimism) vs costs & the deglobalisation backlash + the WEF 2026 risks. (2) PESTLE (Aguilar) - the six letters, with the text's PELT emphasis (Political/Economic/Legal/Technological); culture deferred to Topic 7. (3) Political risk types - nationalisation, expropriation, repatriation barriers, discrimination, instability - and assess-mitigate. (4) Economic risk - policy / investment-policy / FX; watch GDP, FDI, exchange rates. (5) The four levels - global - regional - national ++ operating. (6) Born-global vs staged internationalisation. Always apply to the scenario firm + one real force. (1)全球化=互联互通/相互依存;其收益(“15 条理由”的乐观面)对其代价,以及逆全球化反弹加上 WEF 2026 风 险。(2) PESTLE (Aguilar) -- 六个字母,外加教材强调的 PELT(政治/经济/法律/技术);文化部分推迟到 Topic 7。(3)政治风险类型 -- 国有化、征用、利润汇回壁垒、歧视、不稳定 -- 以及“评估→缓释”。(4)经济风险 -- 政策/ 投资政策/汇率风险;关注GDP、FDI、汇率。(5)四个层级 -- 全球→区域→国家→运营。(6)天生全球(born- global) 对分阶段国际化。永远要应用到情境公司加一股真实力量上。 AskSia Library · MGMT30004 · 双语 Bilingual T2 . WHY GO GLOBAL HEAVILY EXAM-TESTED - TOPIC 2 . STRATEGY Developing global strategy 制定全球战略 Why go global, how globally to act, and how to get in 为何走向全球、要多“全球化”地行动,以及如何进入 TL;DR. Once the environment is scanned (Topic 1), the firm formulates global strategy. Three questions drive Topic 2: (1) why go international (reactive vs proactive)? (2) how globally should it act - standardise for efficiency or localise for responsiveness (the Integration-Responsiveness framework)? (3) how does it get in - the market-entry menu, distance-checked with CAGE. 太长不看。一旦全球商业环境被扫描过(主题1),企业就要制定全球战略。主题2 由三个问题驱动:(1)为什么要国际化 (反应型 vs 主动型)?(2)它应该多全球地行动 -- 为效率而标准化,还是为响应而本地化(整合-响应框架)?(3)它如何 进入 -- 市场进入菜单,并用 CAGE 距离框架核查距离。 ★ What the exam asks here 考试在这里会问什么 A classic Part B: "which global strategic approach and which market-entry mode should this firm use entering country X - justify with theory. " Markers want you to name the I-R quadrant (global / multidomestic / transnational / international), pick an entry mode, and justify it from the firm's internal factors and the CAGE distance to that country. Closed-book: have the four quadrants and the CAGE letters ready by name. 一道经典的 Part B:“该公司进入×国时应采用哪种全球战略路径、哪种市场进入模式 -- 用理论加以论证。”阅卷人想 要你点出整合-响应框架的象限(全球/多国本土化/跨国/国际),选定一种进入模式,并依据该公司的内部因素与到该国 的 CAGE 距离加以论证。闭卷:把四个象限和 CAGE 各字母按名称备好。 Reasons to go international 走向国际化的理由 Motive type
• CAGE 距离（Ghemawat）定义：
  • 国别距离从 Cultural / Administrative / Geographic / Economic 四轴衡量，用来解释进入某国的难度、成本与风险。[13]Source: asksia-bible-mgmt30004-bilingual.pdf4 So-what + the cautionary tale. Avoid the Open Home Loans failure mode - a head-office manager remotely leading a larger offshore team, leading to communication breakdown and people not speaking up (high power distance + low-context HQ). Place a local leader once the hub reaches scale; keep values consistent, employment law / comms style localised. 所以呢+那个警示故事。避开 Open Home Loans 的失败模式 -- 一名总部经理远程领导一支更大的离岸团队,导致沟通崩 溃、员工不敢直言(高权力距离+低语境总部)。一旦枢纽达到规模,就安置一位本地负责人;保持价值观一致,雇佣法/沟 通风格本地化。 AskSia Library · MGMT30004 · 双语 Bilingual i Marker note 阅卷人提示 High marks = name EPRG + PCN/HCN/TCN, then a justified blend (not a single label) tied to Aurora Loop's consistency-vs-localisation tension, plus the staffing logic for the leadership specifically. Linking to the guest- speaker / Starbucks-China or Unilever-geocentric examples is the "couldn't-have-written-it-last-year" detail markers reward. 高分 = 点出 EPRG+ PCN/HCN/TCN,然后给出一个有论证的混合配置(而非单一标签),系到 Aurora Loop 在一致 性对本地化之间的张力上,再加上专门针对领导层的人员配置逻辑。系到客座嘉宾/星巴克中国或 Unilever 全球中心的 例子上,正是阅卷人所奖励的那个“去年写不出来”的细节。 Rapid framework-recall - closed-book name-and-state grid 快速框架回忆 -- 闭卷“命名并陈述”表格 Cover the right column. For each framework, say its name + author and the one-liner from memory - this is the recall layer the closed-book exam assumes before you can apply anything. 盖住右列。对每一个框架,凭记忆说出它的名称+作者以及那句一行释义 -- 这就是闭卷考试在你能够应用任何东西之前所 预设的回忆层。 Framework / model (name it) One-line you must be able to state Topics 1-3 . Environment & strategy PESTLE / PELT (Aguilar) Macro-scan: Political-Economic-Sociocultural-Technological-Legal-Environmental risk (text foregrounds PELT). Integration-Responsiveness Global (standardise, scale) vs Localisation (adapt) vs Transnational (both) vs Regional. CAGE distance (Ghemawat) Country distance on Cultural, Administrative, Geographic, Economic axes. Market-entry modes Low-high commitment: export - license - franchise - JV/equity - wholly-owned subsidiary; trade control vs risk; beware liability of foreignness. Strategic alliances + Gomes- Casseres Equity (IJV) vs non-equity; cooperative vs competitive motives; must create more value than going alone. Topic 4 . Sustainability, CSR & ESG Stakeholder theory (Freeman) Serve everyone affected, not only shareholders (home/host/global stakeholder map). CSR vs CSV (Porter & Kramer) CSR = social good beside profit; CSV = social value built into strategy so it also lifts performance. Dynamic capabilities (Teece) Sense - Seize - Transform; ESG = Environmental, Social, (corporate) Governance. / ESG Topics 5-6 . Structure & teams Structure follows strategy; 5 structures Functional / product / geographic / matrix / transnational-network - chosen on integration vs responsiveness + locus of decision. 4D teams (Haas & Mortensen); expat roles[15]Source: asksia-bible-mgmt30004-bilingual.pdfIt sets up Topic 2's integration-responsiveness choice and the market-entry mode menu. A born- global is often transnational by instinct - global reach with local adaptation - while a staged entrant can afford a slower, lower-commitment path (exporting, licensing) until demand is validated. 它为主题 2 的整合-响应框架选择以及市场进入模式菜单埋 下伏笔。一家天生全球化企业往往天生具有跨国本能 -- 全 球覆盖加上本地适应 -- 而一家分阶段进入者则能负担一条 更慢、更低承诺的路径(出口、许可),直到需求被验证。 Exam move 应试要点 If a scenario firm is a digital platform / app, reach for born-global and digital drivers. If it is a capital-heavy or regulated business, lean staged - stage the commitment to manage political and economic risk. Either way, tie the path back to the risk scan from this topic. 如果情境中的企业是一个数字平台/应用,那就拿出天生全 球化和数字驱动因素。如果它是一项资本密集或受监管的业 务,则偏向分阶段 -- 分阶段投入承诺以管理政治与经济风 险。无论哪种,都要把路径回扣到本主题的风险扫描上。 "Successful businesses are constantly monitoring the environment and internal capabilities to react, pivot and adjust. " “成功的企业在持续监测环境与内部能力,以便作出反应、转向和调整。” MGMT30004 . THE STRATEGY-SPINE TAGLINE AskSia Library . MGMT30004 . XXia Bilingual ★ Recall checklist - Topic 1 回忆清单一 主题 1 (1) Globalisation = interconnectedness/interdependence; benefits (15-reasons optimism) vs costs & the deglobalisation backlash + the WEF 2026 risks. (2) PESTLE (Aguilar) - the six letters, with the text's PELT emphasis (Political/Economic/Legal/Technological); culture deferred to Topic 7. (3) Political risk types - nationalisation, expropriation, repatriation barriers, discrimination, instability - and assess-mitigate. (4) Economic risk - policy / investment-policy / FX; watch GDP, FDI, exchange rates. (5) The four levels - global - regional - national ++ operating. (6) Born-global vs staged internationalisation. Always apply to the scenario firm + one real force. (1)全球化=互联互通/相互依存;其收益(“15 条理由”的乐观面)对其代价,以及逆全球化反弹加上 WEF 2026 风 险。(2) PESTLE (Aguilar) -- 六个字母,外加教材强调的 PELT(政治/经济/法律/技术);文化部分推迟到 Topic 7。(3)政治风险类型 -- 国有化、征用、利润汇回壁垒、歧视、不稳定 -- 以及“评估→缓释”。(4)经济风险 -- 政策/ 投资政策/汇率风险;关注GDP、FDI、汇率。(5)四个层级 -- 全球→区域→国家→运营。(6)天生全球(born- global) 对分阶段国际化。永远要应用到情境公司加一股真实力量上。 AskSia Library · MGMT30004 · 双语 Bilingual T2 . WHY GO GLOBAL HEAVILY EXAM-TESTED - TOPIC 2 . STRATEGY Developing global strategy 制定全球战略 Why go global, how globally to act, and how to get in 为何走向全球、要多“全球化”地行动,以及如何进入 TL;DR. Once the environment is scanned (Topic 1), the firm formulates global strategy. Three questions drive Topic 2: (1) why go international (reactive vs proactive)? (2) how globally should it act - standardise for efficiency or localise for responsiveness (the Integration-Responsiveness framework)? (3) how does it get in - the market-entry menu, distance-checked with CAGE. 太长不看。一旦全球商业环境被扫描过(主题1),企业就要制定全球战略。主题2 由三个问题驱动:(1)为什么要国际化 (反应型 vs 主动型)?(2)它应该多全球地行动 -- 为效率而标准化,还是为响应而本地化(整合-响应框架)?(3)它如何 进入 -- 市场进入菜单,并用 CAGE 距离框架核查距离。 ★ What the exam asks here 考试在这里会问什么 A classic Part B: "which global strategic approach and which market-entry mode should this firm use entering country X - justify with theory. " Markers want you to name the I-R quadrant (global / multidomestic / transnational / international), pick an entry mode, and justify it from the firm's internal factors and the CAGE distance to that country. Closed-book: have the four quadrants and the CAGE letters ready by name. 一道经典的 Part B:“该公司进入×国时应采用哪种全球战略路径、哪种市场进入模式 -- 用理论加以论证。”阅卷人想 要你点出整合-响应框架的象限(全球/多国本土化/跨国/国际),选定一种进入模式,并依据该公司的内部因素与到该国 的 CAGE 距离加以论证。闭卷:把四个象限和 CAGE 各字母按名称备好。 Reasons to go international 走向国际化的理由 Motive type
• 市场进入模式“控制-风险-承诺阶梯”（从低到高，你要能按名字写出来）：[11]Source: asksia-bible-mgmt30004-bilingual.pdf★ What the exam asks here 考试在这里会问什么 A high-frequency Part B: "entering country X, should the firm use an equity alliance (e. g. a joint venture) or another market-entry mode - justify. " Markers want the equity vs non-equity distinction, why ally (complementary capabilities, speed, risk-sharing, political-risk navigation), the risks, and a choice applied to the scenario. Closed- book: have "IJV", "equity vs non-equity" and the alliance success factors by name. 一道高频 Part B:“进入×国时,该公司应采用股权联盟(如合资企业)还是另一种市场进入模式 -- 加以论证。”阅卷 人想要股权对非股权的区分、为何结盟(互补能力、速度、风险分担、政治风险导航)、各项风险,以及应用到情境的一 个选择。闭卷:把“IJV(国际合资企业)”“股权对非股权”和联盟成功要素按名称备好。 The control-risk-commitment ladder 控制-风险-承诺阶梯 Mode Commitment Control Risk exposure Exporting Lowest Low Low - little sunk in the market Licensing / franchising Low Low-moderate Low capital, but reputational & IP- leakage risk Non-equity alliance Moderate Shared, contractual Shared; depends on partner reliability Joint venture (equity / IJV) High (shared) Shared via ownership Shared - partner absorbs some political risk Wholly-owned subsidiary Highest Full Full - all the upside and all the downside THE TRADE - OFF
  • Exporting（出口）
  • Licensing / Franchising（许可/特许经营）
  • Non-equity alliance（非股权联盟）
  • Joint venture / equity alliance（合资/股权联盟，IJV）
  • Wholly-owned subsidiary（全资子公司，WOS）
• 常见考法：[15]Source: asksia-bible-mgmt30004-bilingual.pdfIt sets up Topic 2's integration-responsiveness choice and the market-entry mode menu. A born- global is often transnational by instinct - global reach with local adaptation - while a staged entrant can afford a slower, lower-commitment path (exporting, licensing) until demand is validated. 它为主题 2 的整合-响应框架选择以及市场进入模式菜单埋 下伏笔。一家天生全球化企业往往天生具有跨国本能 -- 全 球覆盖加上本地适应 -- 而一家分阶段进入者则能负担一条 更慢、更低承诺的路径(出口、许可),直到需求被验证。 Exam move 应试要点 If a scenario firm is a digital platform / app, reach for born-global and digital drivers. If it is a capital-heavy or regulated business, lean staged - stage the commitment to manage political and economic risk. Either way, tie the path back to the risk scan from this topic. 如果情境中的企业是一个数字平台/应用,那就拿出天生全 球化和数字驱动因素。如果它是一项资本密集或受监管的业 务,则偏向分阶段 -- 分阶段投入承诺以管理政治与经济风 险。无论哪种,都要把路径回扣到本主题的风险扫描上。 "Successful businesses are constantly monitoring the environment and internal capabilities to react, pivot and adjust. " “成功的企业在持续监测环境与内部能力,以便作出反应、转向和调整。” MGMT30004 . THE STRATEGY-SPINE TAGLINE AskSia Library . MGMT30004 . XXia Bilingual ★ Recall checklist - Topic 1 回忆清单一 主题 1 (1) Globalisation = interconnectedness/interdependence; benefits (15-reasons optimism) vs costs & the deglobalisation backlash + the WEF 2026 risks. (2) PESTLE (Aguilar) - the six letters, with the text's PELT emphasis (Political/Economic/Legal/Technological); culture deferred to Topic 7. (3) Political risk types - nationalisation, expropriation, repatriation barriers, discrimination, instability - and assess-mitigate. (4) Economic risk - policy / investment-policy / FX; watch GDP, FDI, exchange rates. (5) The four levels - global - regional - national ++ operating. (6) Born-global vs staged internationalisation. Always apply to the scenario firm + one real force. (1)全球化=互联互通/相互依存;其收益(“15 条理由”的乐观面)对其代价,以及逆全球化反弹加上 WEF 2026 风 险。(2) PESTLE (Aguilar) -- 六个字母,外加教材强调的 PELT(政治/经济/法律/技术);文化部分推迟到 Topic 7。(3)政治风险类型 -- 国有化、征用、利润汇回壁垒、歧视、不稳定 -- 以及“评估→缓释”。(4)经济风险 -- 政策/ 投资政策/汇率风险;关注GDP、FDI、汇率。(5)四个层级 -- 全球→区域→国家→运营。(6)天生全球(born- global) 对分阶段国际化。永远要应用到情境公司加一股真实力量上。 AskSia Library · MGMT30004 · 双语 Bilingual T2 . WHY GO GLOBAL HEAVILY EXAM-TESTED - TOPIC 2 . STRATEGY Developing global strategy 制定全球战略 Why go global, how globally to act, and how to get in 为何走向全球、要多“全球化”地行动,以及如何进入 TL;DR. Once the environment is scanned (Topic 1), the firm formulates global strategy. Three questions drive Topic 2: (1) why go international (reactive vs proactive)? (2) how globally should it act - standardise for efficiency or localise for responsiveness (the Integration-Responsiveness framework)? (3) how does it get in - the market-entry menu, distance-checked with CAGE. 太长不看。一旦全球商业环境被扫描过(主题1),企业就要制定全球战略。主题2 由三个问题驱动:(1)为什么要国际化 (反应型 vs 主动型)?(2)它应该多全球地行动 -- 为效率而标准化,还是为响应而本地化(整合-响应框架)?(3)它如何 进入 -- 市场进入菜单,并用 CAGE 距离框架核查距离。 ★ What the exam asks here 考试在这里会问什么 A classic Part B: "which global strategic approach and which market-entry mode should this firm use entering country X - justify with theory. " Markers want you to name the I-R quadrant (global / multidomestic / transnational / international), pick an entry mode, and justify it from the firm's internal factors and the CAGE distance to that country. Closed-book: have the four quadrants and the CAGE letters ready by name. 一道经典的 Part B:“该公司进入×国时应采用哪种全球战略路径、哪种市场进入模式 -- 用理论加以论证。”阅卷人想 要你点出整合-响应框架的象限(全球/多国本土化/跨国/国际),选定一种进入模式,并依据该公司的内部因素与到该国 的 CAGE 距离加以论证。闭卷:把四个象限和 CAGE 各字母按名称备好。 Reasons to go international 走向国际化的理由 Motive type[11]Source: asksia-bible-mgmt30004-bilingual.pdf★ What the exam asks here 考试在这里会问什么 A high-frequency Part B: "entering country X, should the firm use an equity alliance (e. g. a joint venture) or another market-entry mode - justify. " Markers want the equity vs non-equity distinction, why ally (complementary capabilities, speed, risk-sharing, political-risk navigation), the risks, and a choice applied to the scenario. Closed- book: have "IJV", "equity vs non-equity" and the alliance success factors by name. 一道高频 Part B:“进入×国时,该公司应采用股权联盟(如合资企业)还是另一种市场进入模式 -- 加以论证。”阅卷 人想要股权对非股权的区分、为何结盟(互补能力、速度、风险分担、政治风险导航)、各项风险,以及应用到情境的一 个选择。闭卷:把“IJV(国际合资企业)”“股权对非股权”和联盟成功要素按名称备好。 The control-risk-commitment ladder 控制-风险-承诺阶梯 Mode Commitment Control Risk exposure Exporting Lowest Low Low - little sunk in the market Licensing / franchising Low Low-moderate Low capital, but reputational & IP- leakage risk Non-equity alliance Moderate Shared, contractual Shared; depends on partner reliability Joint venture (equity / IJV) High (shared) Shared via ownership Shared - partner absorbs some political risk Wholly-owned subsidiary Highest Full Full - all the upside and all the downside THE TRADE - OFF
  • Part B：给你“进入 X 国”→问：
    • 选哪种 I-R 战略？
    • 选哪种进入模式？
    • 用 CAGE + 公司内部资源/风险承受来证明你的选择
• 易错点：
  • 只说“我选 JV/我选本地化”，但不写为什么（距离/风险/资源） → 低分。[16]Source: asksia-bible-mgmt30004-bilingual.pdfTL;DR. The final is closed book, on-campus, lockdown browser, four scenario questions x 25 pts, each a new fictitious company tied to a different topic, each split into Part A + Part B (12. 5 each), 500 words max per question. So practice = answer a whole scenario under that shape, then mark yourself against the model answer and the marker note. None of these reproduce a real stem - they are AskSia drills grounded in the unit's own cases (All Birds, TikTok, Rio Tinto, A2 Milk, Haier, GitLab), paraphrased. 太长不看。期末是闭卷的,在校园内、锁定浏览器、四道情境题 × 25分,每道是一家新的虚构公司、绑定一个不同的主 题,每道分为 Part A + Part B (各12. 5分),每题最多500字。因此练习=在那个结构下回答一整道情境题,然后对照标 准答案和阅卷人提示给自己打分。这些题没有一个复现真实题干 -- 它们都是 AskSia 的演练题,扎根于本学科自己的案例 (All Birds、TikTok、Rio Tinto、A2 Milk、Haier、GitLab),经过改述。 ★ How to use this bank (and what the real exam rewards) 如何使用这个题库(以及真实考试究竟奖励什么) Closed book - so you must NAME the framework, not cite it. For each Part, write a timed answer first, then check. Markers split the marks two ways: (1) concept understanding - define the framework and name its author/model; (2) application - map it to this company's specifics. The repeated "average vs excellent" signal: generic principle = pass; detail contextualised to the firm + a real semester example = high marks. Budget ~6 lines of definition, the rest application. 闭卷 -- 所以你必须点出框架名称,而不是引用它。对每个 Part,先写一份限时答案,再核对。阅卷人把分数分作两 块:(1)概念理解 -- 定义框架并点出其作者/模型;(2)应用 -- 把它映射到这家公司的具体细节上。那个反复出现的 “及格与优秀”信号:泛泛的原理=及格;情境化到该公司的细节+一个真实的学期案例=高分。预算大约 6 行用于定 义,其余用于应用。 ✓ The 4-move answer skeleton that fits every Part 适配每一个 Part 的“四步答题骨架” Name - Define - Apply - So-what. (1) Name the framework + its author/model. (2) One precise sentence of definition. (3) Map each component to a concrete detail in the scenario. (4) A judgement/recommendation that answers the actual question. Do this per Part and you cannot leave easy marks on the table. 命名→定义→应用→所以呢。(1)点出框架+其作者/模型。(2)一句精准的定义。(3)把每个组成部分映射到情境中 的一个具体细节上。(4)给出回应实际问题的判断/建议。每个 Part 都这样做,你就不会把唾手可得的分数留在桌上。 SCENARIO 1 NordVista - entering a distant market SCENARIO 1 NordVista -- 进入一个遥远的市场 Topic focus: global business environment + strategy / market entry (Topics 1-3). Read once, then attempt both Parts under 500 words total. 主题聚焦:全球商业环境+战略/市场进入(主题1-3)。读一遍,然后在总计 500 字以内尝试两个 Part。 AskSia Library · MGMT30004 · 双语 Bilingual NordVista is a Finland-based maker of premium home-air-quality monitors, sold so far only across the Nordic and Baltic region through its own webstore. Demand at home has plateaued. The board wants to enter South Korea, where urban air-quality anxiety is high, smartphone penetration is near-total, and a few strong local electronics brands already dominate retail shelves. NordVista has a strong brand at home but is unknown in Asia, holds limited cash, and has never operated outside Europe. S1 . Part A SCENARIO 12. 5 pts . ~ 250 words Before NordVista commits to South Korea, what types of risk should its managers assess, and why? Name the scanning framework you would use, and illustrate with one real global force discussed this semester. 在 NordVista 承诺进入韩国之前,它的管理者应评估哪些风险类型,又为什么?说出你会使用的扫描框架,并以本学期 讨论过的一个真实全球性力量来举例说明。 MODEL ANSWER 1 Name + define the framework. Use PESTLE (Aguilar, 1967) to scan the macro-environment - Political, Economic, Sociocultural, Technological, Legal, Environmental; note Deresky & Miller foreground PELT (political-economic-legal-technological) risk. The point: a single foreign force can ripple across every dimension, so you assess them as a set, at global - regional - national - operating levels. 点出并定义框架。用 PESTLE(Aguilar, 1967) 扫描宏观环境 -- Political 政治、Economic 经济、Sociocultural 社会文 化、Technological 技术、Legal 法律、Environmental 环境;注意 Deresky & Miller 把 PELT(政治-经济-法律-技术)风 险置于前台。要点是:单一一股外来力量能够波及每一个维度,所以你要把它们作为一个整体来评估,在全球→区域→国 家→运营各层级上进行。 2 Apply the risk types to NordVista. Political/legal - Korean product-safety, labelling and data-privacy rules for a connected device; possible trade frictions. Economic - won/euro FX volatility hitting an importer with limited cash; price sensitivity vs entrenched local brands. Sociocultural - high-context, brand-loyal, status- conscious buyers (Hofstede axes). Technological - cyber/data risk on a smart device, dependence on app- store and platform rules. Environmental - the air-quality narrative that is the very demand driver. 把风险类型应用到 NordVista 上。政治/法律 -- 针对一款联网设备的韩国产品安全、标签与数据隐私规定;可能的贸易摩 擦。经济 -- 韩元/欧元汇率波动,冲击一个现金有限的进口商;面对根深蒂固的本地品牌的价格敏感性。社会文化 -- 高语 境、品牌忠诚、注重身份地位的买家(Hofstede 各轴)。技术 -- 智能设备上的网络/数据风险,对应用商店和平台规则的依 赖。环境 -- 空气质量这一叙事,正是需求的驱动因素本身。 Why it matters here. NordVista faces the liability of foreignness in an unfamiliar, distant market; systematic risk scanning is Step 2 (assess the environment) of the five-step Strategic Management Process and de- risks the entry-mode choice in Part B.

• A3. 战略联盟：股权 vs 非股权（Equity vs Non-equity）

• 你必须能写出的区分点：
  • 股权联盟（如 IJV） vs 非股权联盟（合同型合作）；题目会直接考你“先区分，再论证”。[11]Source: asksia-bible-mgmt30004-bilingual.pdf★ What the exam asks here 考试在这里会问什么 A high-frequency Part B: "entering country X, should the firm use an equity alliance (e. g. a joint venture) or another market-entry mode - justify. " Markers want the equity vs non-equity distinction, why ally (complementary capabilities, speed, risk-sharing, political-risk navigation), the risks, and a choice applied to the scenario. Closed- book: have "IJV", "equity vs non-equity" and the alliance success factors by name. 一道高频 Part B:“进入×国时,该公司应采用股权联盟(如合资企业)还是另一种市场进入模式 -- 加以论证。”阅卷 人想要股权对非股权的区分、为何结盟(互补能力、速度、风险分担、政治风险导航)、各项风险,以及应用到情境的一 个选择。闭卷:把“IJV(国际合资企业)”“股权对非股权”和联盟成功要素按名称备好。 The control-risk-commitment ladder 控制-风险-承诺阶梯 Mode Commitment Control Risk exposure Exporting Lowest Low Low - little sunk in the market Licensing / franchising Low Low-moderate Low capital, but reputational & IP- leakage risk Non-equity alliance Moderate Shared, contractual Shared; depends on partner reliability Joint venture (equity / IJV) High (shared) Shared via ownership Shared - partner absorbs some political risk Wholly-owned subsidiary Highest Full Full - all the upside and all the downside THE TRADE - OFF[13]Source: asksia-bible-mgmt30004-bilingual.pdf4 So-what + the cautionary tale. Avoid the Open Home Loans failure mode - a head-office manager remotely leading a larger offshore team, leading to communication breakdown and people not speaking up (high power distance + low-context HQ). Place a local leader once the hub reaches scale; keep values consistent, employment law / comms style localised. 所以呢+那个警示故事。避开 Open Home Loans 的失败模式 -- 一名总部经理远程领导一支更大的离岸团队,导致沟通崩 溃、员工不敢直言(高权力距离+低语境总部)。一旦枢纽达到规模,就安置一位本地负责人;保持价值观一致,雇佣法/沟 通风格本地化。 AskSia Library · MGMT30004 · 双语 Bilingual i Marker note 阅卷人提示 High marks = name EPRG + PCN/HCN/TCN, then a justified blend (not a single label) tied to Aurora Loop's consistency-vs-localisation tension, plus the staffing logic for the leadership specifically. Linking to the guest- speaker / Starbucks-China or Unilever-geocentric examples is the "couldn't-have-written-it-last-year" detail markers reward. 高分 = 点出 EPRG+ PCN/HCN/TCN,然后给出一个有论证的混合配置(而非单一标签),系到 Aurora Loop 在一致 性对本地化之间的张力上,再加上专门针对领导层的人员配置逻辑。系到客座嘉宾/星巴克中国或 Unilever 全球中心的 例子上,正是阅卷人所奖励的那个“去年写不出来”的细节。 Rapid framework-recall - closed-book name-and-state grid 快速框架回忆 -- 闭卷“命名并陈述”表格 Cover the right column. For each framework, say its name + author and the one-liner from memory - this is the recall layer the closed-book exam assumes before you can apply anything. 盖住右列。对每一个框架,凭记忆说出它的名称+作者以及那句一行释义 -- 这就是闭卷考试在你能够应用任何东西之前所 预设的回忆层。 Framework / model (name it) One-line you must be able to state Topics 1-3 . Environment & strategy PESTLE / PELT (Aguilar) Macro-scan: Political-Economic-Sociocultural-Technological-Legal-Environmental risk (text foregrounds PELT). Integration-Responsiveness Global (standardise, scale) vs Localisation (adapt) vs Transnational (both) vs Regional. CAGE distance (Ghemawat) Country distance on Cultural, Administrative, Geographic, Economic axes. Market-entry modes Low-high commitment: export - license - franchise - JV/equity - wholly-owned subsidiary; trade control vs risk; beware liability of foreignness. Strategic alliances + Gomes- Casseres Equity (IJV) vs non-equity; cooperative vs competitive motives; must create more value than going alone. Topic 4 . Sustainability, CSR & ESG Stakeholder theory (Freeman) Serve everyone affected, not only shareholders (home/host/global stakeholder map). CSR vs CSV (Porter & Kramer) CSR = social good beside profit; CSV = social value built into strategy so it also lifts performance. Dynamic capabilities (Teece) Sense - Seize - Transform; ESG = Environmental, Social, (corporate) Governance. / ESG Topics 5-6 . Structure & teams Structure follows strategy; 5 structures Functional / product / geographic / matrix / transnational-network - chosen on integration vs responsiveness + locus of decision. 4D teams (Haas & Mortensen); expat roles
• 常见 Part B 高分要素（答案里要出现这些词/点）：[11]Source: asksia-bible-mgmt30004-bilingual.pdf★ What the exam asks here 考试在这里会问什么 A high-frequency Part B: "entering country X, should the firm use an equity alliance (e. g. a joint venture) or another market-entry mode - justify. " Markers want the equity vs non-equity distinction, why ally (complementary capabilities, speed, risk-sharing, political-risk navigation), the risks, and a choice applied to the scenario. Closed- book: have "IJV", "equity vs non-equity" and the alliance success factors by name. 一道高频 Part B:“进入×国时,该公司应采用股权联盟(如合资企业)还是另一种市场进入模式 -- 加以论证。”阅卷 人想要股权对非股权的区分、为何结盟(互补能力、速度、风险分担、政治风险导航)、各项风险,以及应用到情境的一 个选择。闭卷:把“IJV(国际合资企业)”“股权对非股权”和联盟成功要素按名称备好。 The control-risk-commitment ladder 控制-风险-承诺阶梯 Mode Commitment Control Risk exposure Exporting Lowest Low Low - little sunk in the market Licensing / franchising Low Low-moderate Low capital, but reputational & IP- leakage risk Non-equity alliance Moderate Shared, contractual Shared; depends on partner reliability Joint venture (equity / IJV) High (shared) Shared via ownership Shared - partner absorbs some political risk Wholly-owned subsidiary Highest Full Full - all the upside and all the downside THE TRADE - OFF
  • 为什么结盟：互补能力、速度、风险分担、政治风险导航
  • 风险：伙伴可靠性、控制权、知识/IP、执行复杂度等（题干给什么风险就抓什么）
• 闭卷提示：
  • “IJV”“equity vs non-equity”“联盟成功因素”这些要能按名称写出来。[11]Source: asksia-bible-mgmt30004-bilingual.pdf★ What the exam asks here 考试在这里会问什么 A high-frequency Part B: "entering country X, should the firm use an equity alliance (e. g. a joint venture) or another market-entry mode - justify. " Markers want the equity vs non-equity distinction, why ally (complementary capabilities, speed, risk-sharing, political-risk navigation), the risks, and a choice applied to the scenario. Closed- book: have "IJV", "equity vs non-equity" and the alliance success factors by name. 一道高频 Part B:“进入×国时,该公司应采用股权联盟(如合资企业)还是另一种市场进入模式 -- 加以论证。”阅卷 人想要股权对非股权的区分、为何结盟(互补能力、速度、风险分担、政治风险导航)、各项风险,以及应用到情境的一 个选择。闭卷:把“IJV(国际合资企业)”“股权对非股权”和联盟成功要素按名称备好。 The control-risk-commitment ladder 控制-风险-承诺阶梯 Mode Commitment Control Risk exposure Exporting Lowest Low Low - little sunk in the market Licensing / franchising Low Low-moderate Low capital, but reputational & IP- leakage risk Non-equity alliance Moderate Shared, contractual Shared; depends on partner reliability Joint venture (equity / IJV) High (shared) Shared via ownership Shared - partner absorbs some political risk Wholly-owned subsidiary Highest Full Full - all the upside and all the downside THE TRADE - OFF

• A4. 可持续：Friedman vs Freeman（Stakeholder Theory）+ CSR/CSV/ESG + SDGs

• Stakeholder theory（Freeman, 1984）定义：
  • 企业不只服务股东，也要服务/考虑所有受影响的利益相关者；题目会要你做“利益相关者识别与权衡”。[8]Source: asksia-bible-mgmt30004-bilingual.pdfIf the only reason a firm acts responsibly is that it pays this quarter, the pledge survives exactly as long as the business case - which is why the 2020s saw so many quietly withdrawn. 如果一家公司负责任行事的唯一理由是它这个季度有利可图,那么这份承诺存活的时间恰好与那个商业理由一样长 - 这正是为什么 2020 年代有那么多承诺被悄悄撤回。 TOPIC 4 . THE ANTI-ESG BACKLASH, PARAPHRASED i Applied - reading the backlash onto a firm 应用 -- 把反弹解读到一家企业身上 If a scenario firm announces it is "pausing" a net-zero target, don't just judge it - diagnose: is this CSR (discretionary, first to be cut) or CSV (core, harder to drop)? Which SDGs / stakeholders lose out? What governance change would make the pledge stick? That diagnosis is the high-mark answer. 如果情境中的公司宣布要“暂停”一项净零目标,不要只去评判它 -- 要去诊断:这究竟是 CSR(可自由裁量、最先被砍 掉的)还是CSV(核心的、更难放弃的)?哪些SDGs/利益相关者因此受损?什么样的治理变革能让承诺站得住脚?这 种诊断才是高分答案。 ★ Recall checklist - Topic 4 回忆清单 -- 主题 4 (1) Friedman shareholder view vs Freeman stakeholder theory (1984) + the three-level stakeholder map. (2) Carroll's pyramid - economic / legal / ethical / philanthropic. (3) CSR vs CSV (Porter & Kramer 2011) - separate- from vs integral-to profit; the 3 avenues. (4) Dynamic capabilities (Teece) - sense / seize / transform. (5) UN SDGs (17) & ESG (E/S/G + reporting regimes). (6) Greenwashing & B Corp caveats. (7) The scaling-back backlash (Pucker 2024) + its fixes. Ground every answer in the given firm - McDonald's Impact Report and A2 Milk are your worked anchors. (1) Friedman 股东观对 Freeman 利益相关者理论(1984) +三层利益相关者图谱。(2) Carroll 金字塔 -- 经济/法律/ 伦理/慈善。(3) CSR 对 CSV(Porter & Kramer 2011) -- 与利润相分离对与利润相融合;三条路径。(4)动态能力 (Teece) -- 感知/抓取/转型。(5) UN SDGs (17项)与 ESG (E/S/G+报告制度)。(6)漂绿与 B Corp 的警示。 (7)缩减反弹(Pucker 2024) +其修复之道。每个答案都要扎根于给定公司 -- McDonald's 的影响力报告和 A2 Milk 是你已演练好的锚点。 AskSia Library · MGMT30004 · 双语 Bilingual TOPIC 5 . BLOCKS TOPIC 5 . ORGANISING GLOBAL OPERATIONS HEAVILY EXAM-TESTED Structure follows strategy 结构追随战略 The right shape for the firm's global strategy - and it must evolve 适配企业全球战略的恰当形态 -- 而它必须演化 TL;DR. Once you have a global strategy (Topic 2), you need a global structure to deliver it. The governing principle is structure follows strategy (Bernstein & Nohria) - and follows it as it evolves. Every choice trades off the same two pulls: integration (consistency, scale, central control) against differentiation / responsiveness (local fit, agility, decentralised authority). 太长不看。一旦你有了全球战略(主题2),你就需要一个全球结构来交付它。支配性原则是结构追随战略(Bernstein & Nohria) -- 并且随其演化而追随。每一个选择都在权衡同样的两股拉力:整合(一致性、规模、中央控制)相对于差异化/ 响应(本地契合、敏捷、分散的权力)。 ★ What the exam asks here 考试在这里会问什么 A scenario will grow a firm or move it into new markets and ask which structure fits, and why. The winning answer names the structure (functional / product / geographic / matrix), justifies it from the integration-vs-responsiveness trade-off, and flags its known weakness. A Part B often asks about centralisation vs decentralisation - the locus of decision-making. Apply it to the given company, don't recite. 情境题会让一家公司成长、或迁入新市场,并问哪种组织结构适合它、为什么。制胜的答案会点出结构(职能型/产品 型/地理型/矩阵型),从整合对响应的权衡出发加以论证,并标出它已知的弱点。Part B 常会问集权对分权 -- 即决策权 所在之处。要应用到给定公司,不要背诵。 5. 1 The integration vs differentiation trade-off 5. 1 整合 vs 差异化的权衡 THE CORE TRADE - OFF Integration - consistency across markets, economies of scale, centralised HQ control. | Differentiation / responsiveness - local adaptation, customer focus, agility, decentralised to subsidiaries. Structure = how a firm balances these. 5. 2 The building blocks of any structure 5. 2 任何结构的构成要素[13]Source: asksia-bible-mgmt30004-bilingual.pdf4 So-what + the cautionary tale. Avoid the Open Home Loans failure mode - a head-office manager remotely leading a larger offshore team, leading to communication breakdown and people not speaking up (high power distance + low-context HQ). Place a local leader once the hub reaches scale; keep values consistent, employment law / comms style localised. 所以呢+那个警示故事。避开 Open Home Loans 的失败模式 -- 一名总部经理远程领导一支更大的离岸团队,导致沟通崩 溃、员工不敢直言(高权力距离+低语境总部)。一旦枢纽达到规模,就安置一位本地负责人;保持价值观一致,雇佣法/沟 通风格本地化。 AskSia Library · MGMT30004 · 双语 Bilingual i Marker note 阅卷人提示 High marks = name EPRG + PCN/HCN/TCN, then a justified blend (not a single label) tied to Aurora Loop's consistency-vs-localisation tension, plus the staffing logic for the leadership specifically. Linking to the guest- speaker / Starbucks-China or Unilever-geocentric examples is the "couldn't-have-written-it-last-year" detail markers reward. 高分 = 点出 EPRG+ PCN/HCN/TCN,然后给出一个有论证的混合配置(而非单一标签),系到 Aurora Loop 在一致 性对本地化之间的张力上,再加上专门针对领导层的人员配置逻辑。系到客座嘉宾/星巴克中国或 Unilever 全球中心的 例子上,正是阅卷人所奖励的那个“去年写不出来”的细节。 Rapid framework-recall - closed-book name-and-state grid 快速框架回忆 -- 闭卷“命名并陈述”表格 Cover the right column. For each framework, say its name + author and the one-liner from memory - this is the recall layer the closed-book exam assumes before you can apply anything. 盖住右列。对每一个框架,凭记忆说出它的名称+作者以及那句一行释义 -- 这就是闭卷考试在你能够应用任何东西之前所 预设的回忆层。 Framework / model (name it) One-line you must be able to state Topics 1-3 . Environment & strategy PESTLE / PELT (Aguilar) Macro-scan: Political-Economic-Sociocultural-Technological-Legal-Environmental risk (text foregrounds PELT). Integration-Responsiveness Global (standardise, scale) vs Localisation (adapt) vs Transnational (both) vs Regional. CAGE distance (Ghemawat) Country distance on Cultural, Administrative, Geographic, Economic axes. Market-entry modes Low-high commitment: export - license - franchise - JV/equity - wholly-owned subsidiary; trade control vs risk; beware liability of foreignness. Strategic alliances + Gomes- Casseres Equity (IJV) vs non-equity; cooperative vs competitive motives; must create more value than going alone. Topic 4 . Sustainability, CSR & ESG Stakeholder theory (Freeman) Serve everyone affected, not only shareholders (home/host/global stakeholder map). CSR vs CSV (Porter & Kramer) CSR = social good beside profit; CSV = social value built into strategy so it also lifts performance. Dynamic capabilities (Teece) Sense - Seize - Transform; ESG = Environmental, Social, (corporate) Governance. / ESG Topics 5-6 . Structure & teams Structure follows strategy; 5 structures Functional / product / geographic / matrix / transnational-network - chosen on integration vs responsiveness + locus of decision. 4D teams (Haas & Mortensen); expat roles
• Carroll 金字塔（四层）：经济/法律/伦理/慈善（要能列出顺序）。[8]Source: asksia-bible-mgmt30004-bilingual.pdfIf the only reason a firm acts responsibly is that it pays this quarter, the pledge survives exactly as long as the business case - which is why the 2020s saw so many quietly withdrawn. 如果一家公司负责任行事的唯一理由是它这个季度有利可图,那么这份承诺存活的时间恰好与那个商业理由一样长 - 这正是为什么 2020 年代有那么多承诺被悄悄撤回。 TOPIC 4 . THE ANTI-ESG BACKLASH, PARAPHRASED i Applied - reading the backlash onto a firm 应用 -- 把反弹解读到一家企业身上 If a scenario firm announces it is "pausing" a net-zero target, don't just judge it - diagnose: is this CSR (discretionary, first to be cut) or CSV (core, harder to drop)? Which SDGs / stakeholders lose out? What governance change would make the pledge stick? That diagnosis is the high-mark answer. 如果情境中的公司宣布要“暂停”一项净零目标,不要只去评判它 -- 要去诊断:这究竟是 CSR(可自由裁量、最先被砍 掉的)还是CSV(核心的、更难放弃的)?哪些SDGs/利益相关者因此受损?什么样的治理变革能让承诺站得住脚?这 种诊断才是高分答案。 ★ Recall checklist - Topic 4 回忆清单 -- 主题 4 (1) Friedman shareholder view vs Freeman stakeholder theory (1984) + the three-level stakeholder map. (2) Carroll's pyramid - economic / legal / ethical / philanthropic. (3) CSR vs CSV (Porter & Kramer 2011) - separate- from vs integral-to profit; the 3 avenues. (4) Dynamic capabilities (Teece) - sense / seize / transform. (5) UN SDGs (17) & ESG (E/S/G + reporting regimes). (6) Greenwashing & B Corp caveats. (7) The scaling-back backlash (Pucker 2024) + its fixes. Ground every answer in the given firm - McDonald's Impact Report and A2 Milk are your worked anchors. (1) Friedman 股东观对 Freeman 利益相关者理论(1984) +三层利益相关者图谱。(2) Carroll 金字塔 -- 经济/法律/ 伦理/慈善。(3) CSR 对 CSV(Porter & Kramer 2011) -- 与利润相分离对与利润相融合;三条路径。(4)动态能力 (Teece) -- 感知/抓取/转型。(5) UN SDGs (17项)与 ESG (E/S/G+报告制度)。(6)漂绿与 B Corp 的警示。 (7)缩减反弹(Pucker 2024) +其修复之道。每个答案都要扎根于给定公司 -- McDonald's 的影响力报告和 A2 Milk 是你已演练好的锚点。 AskSia Library · MGMT30004 · 双语 Bilingual TOPIC 5 . BLOCKS TOPIC 5 . ORGANISING GLOBAL OPERATIONS HEAVILY EXAM-TESTED Structure follows strategy 结构追随战略 The right shape for the firm's global strategy - and it must evolve 适配企业全球战略的恰当形态 -- 而它必须演化 TL;DR. Once you have a global strategy (Topic 2), you need a global structure to deliver it. The governing principle is structure follows strategy (Bernstein & Nohria) - and follows it as it evolves. Every choice trades off the same two pulls: integration (consistency, scale, central control) against differentiation / responsiveness (local fit, agility, decentralised authority). 太长不看。一旦你有了全球战略(主题2),你就需要一个全球结构来交付它。支配性原则是结构追随战略(Bernstein & Nohria) -- 并且随其演化而追随。每一个选择都在权衡同样的两股拉力:整合(一致性、规模、中央控制)相对于差异化/ 响应(本地契合、敏捷、分散的权力)。 ★ What the exam asks here 考试在这里会问什么 A scenario will grow a firm or move it into new markets and ask which structure fits, and why. The winning answer names the structure (functional / product / geographic / matrix), justifies it from the integration-vs-responsiveness trade-off, and flags its known weakness. A Part B often asks about centralisation vs decentralisation - the locus of decision-making. Apply it to the given company, don't recite. 情境题会让一家公司成长、或迁入新市场,并问哪种组织结构适合它、为什么。制胜的答案会点出结构(职能型/产品 型/地理型/矩阵型),从整合对响应的权衡出发加以论证,并标出它已知的弱点。Part B 常会问集权对分权 -- 即决策权 所在之处。要应用到给定公司,不要背诵。 5. 1 The integration vs differentiation trade-off 5. 1 整合 vs 差异化的权衡 THE CORE TRADE - OFF Integration - consistency across markets, economies of scale, centralised HQ control. | Differentiation / responsiveness - local adaptation, customer focus, agility, decentralised to subsidiaries. Structure = how a firm balances these. 5. 2 The building blocks of any structure 5. 2 任何结构的构成要素
• CSR vs CSV（Porter & Kramer, 2011）：[8]Source: asksia-bible-mgmt30004-bilingual.pdfIf the only reason a firm acts responsibly is that it pays this quarter, the pledge survives exactly as long as the business case - which is why the 2020s saw so many quietly withdrawn. 如果一家公司负责任行事的唯一理由是它这个季度有利可图,那么这份承诺存活的时间恰好与那个商业理由一样长 - 这正是为什么 2020 年代有那么多承诺被悄悄撤回。 TOPIC 4 . THE ANTI-ESG BACKLASH, PARAPHRASED i Applied - reading the backlash onto a firm 应用 -- 把反弹解读到一家企业身上 If a scenario firm announces it is "pausing" a net-zero target, don't just judge it - diagnose: is this CSR (discretionary, first to be cut) or CSV (core, harder to drop)? Which SDGs / stakeholders lose out? What governance change would make the pledge stick? That diagnosis is the high-mark answer. 如果情境中的公司宣布要“暂停”一项净零目标,不要只去评判它 -- 要去诊断:这究竟是 CSR(可自由裁量、最先被砍 掉的)还是CSV(核心的、更难放弃的)?哪些SDGs/利益相关者因此受损?什么样的治理变革能让承诺站得住脚?这 种诊断才是高分答案。 ★ Recall checklist - Topic 4 回忆清单 -- 主题 4 (1) Friedman shareholder view vs Freeman stakeholder theory (1984) + the three-level stakeholder map. (2) Carroll's pyramid - economic / legal / ethical / philanthropic. (3) CSR vs CSV (Porter & Kramer 2011) - separate- from vs integral-to profit; the 3 avenues. (4) Dynamic capabilities (Teece) - sense / seize / transform. (5) UN SDGs (17) & ESG (E/S/G + reporting regimes). (6) Greenwashing & B Corp caveats. (7) The scaling-back backlash (Pucker 2024) + its fixes. Ground every answer in the given firm - McDonald's Impact Report and A2 Milk are your worked anchors. (1) Friedman 股东观对 Freeman 利益相关者理论(1984) +三层利益相关者图谱。(2) Carroll 金字塔 -- 经济/法律/ 伦理/慈善。(3) CSR 对 CSV(Porter & Kramer 2011) -- 与利润相分离对与利润相融合;三条路径。(4)动态能力 (Teece) -- 感知/抓取/转型。(5) UN SDGs (17项)与 ESG (E/S/G+报告制度)。(6)漂绿与 B Corp 的警示。 (7)缩减反弹(Pucker 2024) +其修复之道。每个答案都要扎根于给定公司 -- McDonald's 的影响力报告和 A2 Milk 是你已演练好的锚点。 AskSia Library · MGMT30004 · 双语 Bilingual TOPIC 5 . BLOCKS TOPIC 5 . ORGANISING GLOBAL OPERATIONS HEAVILY EXAM-TESTED Structure follows strategy 结构追随战略 The right shape for the firm's global strategy - and it must evolve 适配企业全球战略的恰当形态 -- 而它必须演化 TL;DR. Once you have a global strategy (Topic 2), you need a global structure to deliver it. The governing principle is structure follows strategy (Bernstein & Nohria) - and follows it as it evolves. Every choice trades off the same two pulls: integration (consistency, scale, central control) against differentiation / responsiveness (local fit, agility, decentralised authority). 太长不看。一旦你有了全球战略(主题2),你就需要一个全球结构来交付它。支配性原则是结构追随战略(Bernstein & Nohria) -- 并且随其演化而追随。每一个选择都在权衡同样的两股拉力:整合(一致性、规模、中央控制)相对于差异化/ 响应(本地契合、敏捷、分散的权力)。 ★ What the exam asks here 考试在这里会问什么 A scenario will grow a firm or move it into new markets and ask which structure fits, and why. The winning answer names the structure (functional / product / geographic / matrix), justifies it from the integration-vs-responsiveness trade-off, and flags its known weakness. A Part B often asks about centralisation vs decentralisation - the locus of decision-making. Apply it to the given company, don't recite. 情境题会让一家公司成长、或迁入新市场,并问哪种组织结构适合它、为什么。制胜的答案会点出结构(职能型/产品 型/地理型/矩阵型),从整合对响应的权衡出发加以论证,并标出它已知的弱点。Part B 常会问集权对分权 -- 即决策权 所在之处。要应用到给定公司,不要背诵。 5. 1 The integration vs differentiation trade-off 5. 1 整合 vs 差异化的权衡 THE CORE TRADE - OFF Integration - consistency across markets, economies of scale, centralised HQ control. | Differentiation / responsiveness - local adaptation, customer focus, agility, decentralised to subsidiaries. Structure = how a firm balances these. 5. 2 The building blocks of any structure 5. 2 任何结构的构成要素[13]Source: asksia-bible-mgmt30004-bilingual.pdf4 So-what + the cautionary tale. Avoid the Open Home Loans failure mode - a head-office manager remotely leading a larger offshore team, leading to communication breakdown and people not speaking up (high power distance + low-context HQ). Place a local leader once the hub reaches scale; keep values consistent, employment law / comms style localised. 所以呢+那个警示故事。避开 Open Home Loans 的失败模式 -- 一名总部经理远程领导一支更大的离岸团队,导致沟通崩 溃、员工不敢直言(高权力距离+低语境总部)。一旦枢纽达到规模,就安置一位本地负责人;保持价值观一致,雇佣法/沟 通风格本地化。 AskSia Library · MGMT30004 · 双语 Bilingual i Marker note 阅卷人提示 High marks = name EPRG + PCN/HCN/TCN, then a justified blend (not a single label) tied to Aurora Loop's consistency-vs-localisation tension, plus the staffing logic for the leadership specifically. Linking to the guest- speaker / Starbucks-China or Unilever-geocentric examples is the "couldn't-have-written-it-last-year" detail markers reward. 高分 = 点出 EPRG+ PCN/HCN/TCN,然后给出一个有论证的混合配置(而非单一标签),系到 Aurora Loop 在一致 性对本地化之间的张力上,再加上专门针对领导层的人员配置逻辑。系到客座嘉宾/星巴克中国或 Unilever 全球中心的 例子上,正是阅卷人所奖励的那个“去年写不出来”的细节。 Rapid framework-recall - closed-book name-and-state grid 快速框架回忆 -- 闭卷“命名并陈述”表格 Cover the right column. For each framework, say its name + author and the one-liner from memory - this is the recall layer the closed-book exam assumes before you can apply anything. 盖住右列。对每一个框架,凭记忆说出它的名称+作者以及那句一行释义 -- 这就是闭卷考试在你能够应用任何东西之前所 预设的回忆层。 Framework / model (name it) One-line you must be able to state Topics 1-3 . Environment & strategy PESTLE / PELT (Aguilar) Macro-scan: Political-Economic-Sociocultural-Technological-Legal-Environmental risk (text foregrounds PELT). Integration-Responsiveness Global (standardise, scale) vs Localisation (adapt) vs Transnational (both) vs Regional. CAGE distance (Ghemawat) Country distance on Cultural, Administrative, Geographic, Economic axes. Market-entry modes Low-high commitment: export - license - franchise - JV/equity - wholly-owned subsidiary; trade control vs risk; beware liability of foreignness. Strategic alliances + Gomes- Casseres Equity (IJV) vs non-equity; cooperative vs competitive motives; must create more value than going alone. Topic 4 . Sustainability, CSR & ESG Stakeholder theory (Freeman) Serve everyone affected, not only shareholders (home/host/global stakeholder map). CSR vs CSV (Porter & Kramer) CSR = social good beside profit; CSV = social value built into strategy so it also lifts performance. Dynamic capabilities (Teece) Sense - Seize - Transform; ESG = Environmental, Social, (corporate) Governance. / ESG Topics 5-6 . Structure & teams Structure follows strategy; 5 structures Functional / product / geographic / matrix / transnational-network - chosen on integration vs responsiveness + locus of decision. 4D teams (Haas & Mortensen); expat roles
  • CSR：社会责任常被当作“利润之外/旁边”的支出（可自由裁量，容易被削减）
  • CSV：把社会价值嵌入战略与盈利逻辑中（更“核心”，更难被放弃）
• ESG/SDGs：
  • ESG = Environmental / Social / Governance；SDGs = 17 项目标（题里常让你指出“哪些 stakeholder/SDGs 受损”）。[8]Source: asksia-bible-mgmt30004-bilingual.pdfIf the only reason a firm acts responsibly is that it pays this quarter, the pledge survives exactly as long as the business case - which is why the 2020s saw so many quietly withdrawn. 如果一家公司负责任行事的唯一理由是它这个季度有利可图,那么这份承诺存活的时间恰好与那个商业理由一样长 - 这正是为什么 2020 年代有那么多承诺被悄悄撤回。 TOPIC 4 . THE ANTI-ESG BACKLASH, PARAPHRASED i Applied - reading the backlash onto a firm 应用 -- 把反弹解读到一家企业身上 If a scenario firm announces it is "pausing" a net-zero target, don't just judge it - diagnose: is this CSR (discretionary, first to be cut) or CSV (core, harder to drop)? Which SDGs / stakeholders lose out? What governance change would make the pledge stick? That diagnosis is the high-mark answer. 如果情境中的公司宣布要“暂停”一项净零目标,不要只去评判它 -- 要去诊断:这究竟是 CSR(可自由裁量、最先被砍 掉的)还是CSV(核心的、更难放弃的)?哪些SDGs/利益相关者因此受损?什么样的治理变革能让承诺站得住脚?这 种诊断才是高分答案。 ★ Recall checklist - Topic 4 回忆清单 -- 主题 4 (1) Friedman shareholder view vs Freeman stakeholder theory (1984) + the three-level stakeholder map. (2) Carroll's pyramid - economic / legal / ethical / philanthropic. (3) CSR vs CSV (Porter & Kramer 2011) - separate- from vs integral-to profit; the 3 avenues. (4) Dynamic capabilities (Teece) - sense / seize / transform. (5) UN SDGs (17) & ESG (E/S/G + reporting regimes). (6) Greenwashing & B Corp caveats. (7) The scaling-back backlash (Pucker 2024) + its fixes. Ground every answer in the given firm - McDonald's Impact Report and A2 Milk are your worked anchors. (1) Friedman 股东观对 Freeman 利益相关者理论(1984) +三层利益相关者图谱。(2) Carroll 金字塔 -- 经济/法律/ 伦理/慈善。(3) CSR 对 CSV(Porter & Kramer 2011) -- 与利润相分离对与利润相融合;三条路径。(4)动态能力 (Teece) -- 感知/抓取/转型。(5) UN SDGs (17项)与 ESG (E/S/G+报告制度)。(6)漂绿与 B Corp 的警示。 (7)缩减反弹(Pucker 2024) +其修复之道。每个答案都要扎根于给定公司 -- McDonald's 的影响力报告和 A2 Milk 是你已演练好的锚点。 AskSia Library · MGMT30004 · 双语 Bilingual TOPIC 5 . BLOCKS TOPIC 5 . ORGANISING GLOBAL OPERATIONS HEAVILY EXAM-TESTED Structure follows strategy 结构追随战略 The right shape for the firm's global strategy - and it must evolve 适配企业全球战略的恰当形态 -- 而它必须演化 TL;DR. Once you have a global strategy (Topic 2), you need a global structure to deliver it. The governing principle is structure follows strategy (Bernstein & Nohria) - and follows it as it evolves. Every choice trades off the same two pulls: integration (consistency, scale, central control) against differentiation / responsiveness (local fit, agility, decentralised authority). 太长不看。一旦你有了全球战略(主题2),你就需要一个全球结构来交付它。支配性原则是结构追随战略(Bernstein & Nohria) -- 并且随其演化而追随。每一个选择都在权衡同样的两股拉力:整合(一致性、规模、中央控制)相对于差异化/ 响应(本地契合、敏捷、分散的权力)。 ★ What the exam asks here 考试在这里会问什么 A scenario will grow a firm or move it into new markets and ask which structure fits, and why. The winning answer names the structure (functional / product / geographic / matrix), justifies it from the integration-vs-responsiveness trade-off, and flags its known weakness. A Part B often asks about centralisation vs decentralisation - the locus of decision-making. Apply it to the given company, don't recite. 情境题会让一家公司成长、或迁入新市场,并问哪种组织结构适合它、为什么。制胜的答案会点出结构(职能型/产品 型/地理型/矩阵型),从整合对响应的权衡出发加以论证,并标出它已知的弱点。Part B 常会问集权对分权 -- 即决策权 所在之处。要应用到给定公司,不要背诵。 5. 1 The integration vs differentiation trade-off 5. 1 整合 vs 差异化的权衡 THE CORE TRADE - OFF Integration - consistency across markets, economies of scale, centralised HQ control. | Differentiation / responsiveness - local adaptation, customer focus, agility, decentralised to subsidiaries. Structure = how a firm balances these. 5. 2 The building blocks of any structure 5. 2 任何结构的构成要素
• 高分“诊断型”写法（反ESG/缩减承诺类题）：
  • 公司暂停净零目标时，不要只骂/夸：要诊断这是 CSR 还是 CSV、影响哪些 stakeholder/SDGs、需要什么治理变化让承诺“站得住”。[8]Source: asksia-bible-mgmt30004-bilingual.pdfIf the only reason a firm acts responsibly is that it pays this quarter, the pledge survives exactly as long as the business case - which is why the 2020s saw so many quietly withdrawn. 如果一家公司负责任行事的唯一理由是它这个季度有利可图,那么这份承诺存活的时间恰好与那个商业理由一样长 - 这正是为什么 2020 年代有那么多承诺被悄悄撤回。 TOPIC 4 . THE ANTI-ESG BACKLASH, PARAPHRASED i Applied - reading the backlash onto a firm 应用 -- 把反弹解读到一家企业身上 If a scenario firm announces it is "pausing" a net-zero target, don't just judge it - diagnose: is this CSR (discretionary, first to be cut) or CSV (core, harder to drop)? Which SDGs / stakeholders lose out? What governance change would make the pledge stick? That diagnosis is the high-mark answer. 如果情境中的公司宣布要“暂停”一项净零目标,不要只去评判它 -- 要去诊断:这究竟是 CSR(可自由裁量、最先被砍 掉的)还是CSV(核心的、更难放弃的)?哪些SDGs/利益相关者因此受损?什么样的治理变革能让承诺站得住脚?这 种诊断才是高分答案。 ★ Recall checklist - Topic 4 回忆清单 -- 主题 4 (1) Friedman shareholder view vs Freeman stakeholder theory (1984) + the three-level stakeholder map. (2) Carroll's pyramid - economic / legal / ethical / philanthropic. (3) CSR vs CSV (Porter & Kramer 2011) - separate- from vs integral-to profit; the 3 avenues. (4) Dynamic capabilities (Teece) - sense / seize / transform. (5) UN SDGs (17) & ESG (E/S/G + reporting regimes). (6) Greenwashing & B Corp caveats. (7) The scaling-back backlash (Pucker 2024) + its fixes. Ground every answer in the given firm - McDonald's Impact Report and A2 Milk are your worked anchors. (1) Friedman 股东观对 Freeman 利益相关者理论(1984) +三层利益相关者图谱。(2) Carroll 金字塔 -- 经济/法律/ 伦理/慈善。(3) CSR 对 CSV(Porter & Kramer 2011) -- 与利润相分离对与利润相融合;三条路径。(4)动态能力 (Teece) -- 感知/抓取/转型。(5) UN SDGs (17项)与 ESG (E/S/G+报告制度)。(6)漂绿与 B Corp 的警示。 (7)缩减反弹(Pucker 2024) +其修复之道。每个答案都要扎根于给定公司 -- McDonald's 的影响力报告和 A2 Milk 是你已演练好的锚点。 AskSia Library · MGMT30004 · 双语 Bilingual TOPIC 5 . BLOCKS TOPIC 5 . ORGANISING GLOBAL OPERATIONS HEAVILY EXAM-TESTED Structure follows strategy 结构追随战略 The right shape for the firm's global strategy - and it must evolve 适配企业全球战略的恰当形态 -- 而它必须演化 TL;DR. Once you have a global strategy (Topic 2), you need a global structure to deliver it. The governing principle is structure follows strategy (Bernstein & Nohria) - and follows it as it evolves. Every choice trades off the same two pulls: integration (consistency, scale, central control) against differentiation / responsiveness (local fit, agility, decentralised authority). 太长不看。一旦你有了全球战略(主题2),你就需要一个全球结构来交付它。支配性原则是结构追随战略(Bernstein & Nohria) -- 并且随其演化而追随。每一个选择都在权衡同样的两股拉力:整合(一致性、规模、中央控制)相对于差异化/ 响应(本地契合、敏捷、分散的权力)。 ★ What the exam asks here 考试在这里会问什么 A scenario will grow a firm or move it into new markets and ask which structure fits, and why. The winning answer names the structure (functional / product / geographic / matrix), justifies it from the integration-vs-responsiveness trade-off, and flags its known weakness. A Part B often asks about centralisation vs decentralisation - the locus of decision-making. Apply it to the given company, don't recite. 情境题会让一家公司成长、或迁入新市场,并问哪种组织结构适合它、为什么。制胜的答案会点出结构(职能型/产品 型/地理型/矩阵型),从整合对响应的权衡出发加以论证,并标出它已知的弱点。Part B 常会问集权对分权 -- 即决策权 所在之处。要应用到给定公司,不要背诵。 5. 1 The integration vs differentiation trade-off 5. 1 整合 vs 差异化的权衡 THE CORE TRADE - OFF Integration - consistency across markets, economies of scale, centralised HQ control. | Differentiation / responsiveness - local adaptation, customer focus, agility, decentralised to subsidiaries. Structure = how a firm balances these. 5. 2 The building blocks of any structure 5. 2 任何结构的构成要素

• A5. 组织全球运营：Structure follows strategy + 四种结构 + 决策权归属（locus）

• 核心原则：
  • Structure follows strategy：结构要追随战略（且战略变，结构也要演化）。[8]Source: asksia-bible-mgmt30004-bilingual.pdfIf the only reason a firm acts responsibly is that it pays this quarter, the pledge survives exactly as long as the business case - which is why the 2020s saw so many quietly withdrawn. 如果一家公司负责任行事的唯一理由是它这个季度有利可图,那么这份承诺存活的时间恰好与那个商业理由一样长 - 这正是为什么 2020 年代有那么多承诺被悄悄撤回。 TOPIC 4 . THE ANTI-ESG BACKLASH, PARAPHRASED i Applied - reading the backlash onto a firm 应用 -- 把反弹解读到一家企业身上 If a scenario firm announces it is "pausing" a net-zero target, don't just judge it - diagnose: is this CSR (discretionary, first to be cut) or CSV (core, harder to drop)? Which SDGs / stakeholders lose out? What governance change would make the pledge stick? That diagnosis is the high-mark answer. 如果情境中的公司宣布要“暂停”一项净零目标,不要只去评判它 -- 要去诊断:这究竟是 CSR(可自由裁量、最先被砍 掉的)还是CSV(核心的、更难放弃的)?哪些SDGs/利益相关者因此受损?什么样的治理变革能让承诺站得住脚?这 种诊断才是高分答案。 ★ Recall checklist - Topic 4 回忆清单 -- 主题 4 (1) Friedman shareholder view vs Freeman stakeholder theory (1984) + the three-level stakeholder map. (2) Carroll's pyramid - economic / legal / ethical / philanthropic. (3) CSR vs CSV (Porter & Kramer 2011) - separate- from vs integral-to profit; the 3 avenues. (4) Dynamic capabilities (Teece) - sense / seize / transform. (5) UN SDGs (17) & ESG (E/S/G + reporting regimes). (6) Greenwashing & B Corp caveats. (7) The scaling-back backlash (Pucker 2024) + its fixes. Ground every answer in the given firm - McDonald's Impact Report and A2 Milk are your worked anchors. (1) Friedman 股东观对 Freeman 利益相关者理论(1984) +三层利益相关者图谱。(2) Carroll 金字塔 -- 经济/法律/ 伦理/慈善。(3) CSR 对 CSV(Porter & Kramer 2011) -- 与利润相分离对与利润相融合;三条路径。(4)动态能力 (Teece) -- 感知/抓取/转型。(5) UN SDGs (17项)与 ESG (E/S/G+报告制度)。(6)漂绿与 B Corp 的警示。 (7)缩减反弹(Pucker 2024) +其修复之道。每个答案都要扎根于给定公司 -- McDonald's 的影响力报告和 A2 Milk 是你已演练好的锚点。 AskSia Library · MGMT30004 · 双语 Bilingual TOPIC 5 . BLOCKS TOPIC 5 . ORGANISING GLOBAL OPERATIONS HEAVILY EXAM-TESTED Structure follows strategy 结构追随战略 The right shape for the firm's global strategy - and it must evolve 适配企业全球战略的恰当形态 -- 而它必须演化 TL;DR. Once you have a global strategy (Topic 2), you need a global structure to deliver it. The governing principle is structure follows strategy (Bernstein & Nohria) - and follows it as it evolves. Every choice trades off the same two pulls: integration (consistency, scale, central control) against differentiation / responsiveness (local fit, agility, decentralised authority). 太长不看。一旦你有了全球战略(主题2),你就需要一个全球结构来交付它。支配性原则是结构追随战略(Bernstein & Nohria) -- 并且随其演化而追随。每一个选择都在权衡同样的两股拉力:整合(一致性、规模、中央控制)相对于差异化/ 响应(本地契合、敏捷、分散的权力)。 ★ What the exam asks here 考试在这里会问什么 A scenario will grow a firm or move it into new markets and ask which structure fits, and why. The winning answer names the structure (functional / product / geographic / matrix), justifies it from the integration-vs-responsiveness trade-off, and flags its known weakness. A Part B often asks about centralisation vs decentralisation - the locus of decision-making. Apply it to the given company, don't recite. 情境题会让一家公司成长、或迁入新市场,并问哪种组织结构适合它、为什么。制胜的答案会点出结构(职能型/产品 型/地理型/矩阵型),从整合对响应的权衡出发加以论证,并标出它已知的弱点。Part B 常会问集权对分权 -- 即决策权 所在之处。要应用到给定公司,不要背诵。 5. 1 The integration vs differentiation trade-off 5. 1 整合 vs 差异化的权衡 THE CORE TRADE - OFF Integration - consistency across markets, economies of scale, centralised HQ control. | Differentiation / responsiveness - local adaptation, customer focus, agility, decentralised to subsidiaries. Structure = how a firm balances these. 5. 2 The building blocks of any structure 5. 2 任何结构的构成要素
• 四种全球结构（按名字背）：职能型 functional / 产品型 product / 地理型 geographic / 矩阵 matrix。[12]Source: asksia-bible-mgmt30004-bilingual.pdfBuilding block What it sets The trade-off Work specialisation How finely tasks are divided into discrete roles Efficiency & expertise vs silos & boredom Chain of command The unbroken line of authority - who reports to whom Clarity vs slow, rigid communication Span of control How many subordinates one manager directs Wide = flat & cheap, less oversight; narrow = tall & controlled, costly Locus of decision- making Where authority sits - HQ vs subsidiary Centralised consistency vs decentralised responsiveness AskSia Library · MGMT30004 · 双语 Bilingual i Locus of decision-making is a continuum, not a switch 决策权归属是一条连续谱,而非一个开关 The unit teaches it as a sliding scale from "HQ decides and informs the subsidiary" through to "local managers decide and inform HQ. " A global-integration strategy pushes the slider toward HQ; a localisation strategy pushes it toward the subsidiary. The skill is aligning the slider to the strategy. 本课程把它讲授为一条滑动标尺:从“总部决策并通知子公司”一直到“本地经理决策并通知总部”。全球整合战略把滑块 推向总部;本地化战略把滑块推向子公司。技能在于让滑块对齐战略。 - AskSia Library · MGMT30004 · 双语 Bilingual TOPIC 5 . STRUCTURES - TOPIC 5 (CONT. ) . THE FOUR GLOBAL STRUCTURES THE FOUR STRUCTURES Functional, product, geographic, matrix 职能型、产品型、地理型、矩阵型 Each one solves the previous one's pain - and creates a new one 每一种都解决前一种的痛点 -- 又制造出新的痛点 TL;DR. Four ways to carve up a global organisation, sitting at different points on the integration-vs- responsiveness line. Functional = maximum integration. Geographic = maximum responsiveness. Product sits between. Matrix tries to get both at the cost of complexity. Know each one's signature weakness - that is where exam application bites. 太长不看。切分一个全球组织有四种方式,分别位于整合-vs-响应这条线上的不同位置。职能式= 最大整合。地理式 =最大 响应。产品式居中。矩阵式试图两者兼得,代价是复杂性。要知道每一种的标志性弱点 -- 那正是考试应用所咬住的地方。 Structure Grouped by
• 定义性的高分句：
  • 每种结构都位于“整合 vs 响应”谱系不同位置：
    • functional 更偏整合
    • geographic 更偏响应
    • product 居中
    • matrix 想两者兼得但复杂度高
  • 考试会咬你“每种结构的标志性弱点”。[12]Source: asksia-bible-mgmt30004-bilingual.pdfBuilding block What it sets The trade-off Work specialisation How finely tasks are divided into discrete roles Efficiency & expertise vs silos & boredom Chain of command The unbroken line of authority - who reports to whom Clarity vs slow, rigid communication Span of control How many subordinates one manager directs Wide = flat & cheap, less oversight; narrow = tall & controlled, costly Locus of decision- making Where authority sits - HQ vs subsidiary Centralised consistency vs decentralised responsiveness AskSia Library · MGMT30004 · 双语 Bilingual i Locus of decision-making is a continuum, not a switch 决策权归属是一条连续谱,而非一个开关 The unit teaches it as a sliding scale from "HQ decides and informs the subsidiary" through to "local managers decide and inform HQ. " A global-integration strategy pushes the slider toward HQ; a localisation strategy pushes it toward the subsidiary. The skill is aligning the slider to the strategy. 本课程把它讲授为一条滑动标尺:从“总部决策并通知子公司”一直到“本地经理决策并通知总部”。全球整合战略把滑块 推向总部;本地化战略把滑块推向子公司。技能在于让滑块对齐战略。 - AskSia Library · MGMT30004 · 双语 Bilingual TOPIC 5 . STRUCTURES - TOPIC 5 (CONT. ) . THE FOUR GLOBAL STRUCTURES THE FOUR STRUCTURES Functional, product, geographic, matrix 职能型、产品型、地理型、矩阵型 Each one solves the previous one's pain - and creates a new one 每一种都解决前一种的痛点 -- 又制造出新的痛点 TL;DR. Four ways to carve up a global organisation, sitting at different points on the integration-vs- responsiveness line. Functional = maximum integration. Geographic = maximum responsiveness. Product sits between. Matrix tries to get both at the cost of complexity. Know each one's signature weakness - that is where exam application bites. 太长不看。切分一个全球组织有四种方式,分别位于整合-vs-响应这条线上的不同位置。职能式= 最大整合。地理式 =最大 响应。产品式居中。矩阵式试图两者兼得,代价是复杂性。要知道每一种的标志性弱点 -- 那正是考试应用所咬住的地方。 Structure Grouped by
• 决策权归属（locus of decision-making）定义：
  • 权力在总部还是子公司；它是连续谱，不是开关；整合战略推向总部，本地化战略推向子公司。[12]Source: asksia-bible-mgmt30004-bilingual.pdfBuilding block What it sets The trade-off Work specialisation How finely tasks are divided into discrete roles Efficiency & expertise vs silos & boredom Chain of command The unbroken line of authority - who reports to whom Clarity vs slow, rigid communication Span of control How many subordinates one manager directs Wide = flat & cheap, less oversight; narrow = tall & controlled, costly Locus of decision- making Where authority sits - HQ vs subsidiary Centralised consistency vs decentralised responsiveness AskSia Library · MGMT30004 · 双语 Bilingual i Locus of decision-making is a continuum, not a switch 决策权归属是一条连续谱,而非一个开关 The unit teaches it as a sliding scale from "HQ decides and informs the subsidiary" through to "local managers decide and inform HQ. " A global-integration strategy pushes the slider toward HQ; a localisation strategy pushes it toward the subsidiary. The skill is aligning the slider to the strategy. 本课程把它讲授为一条滑动标尺:从“总部决策并通知子公司”一直到“本地经理决策并通知总部”。全球整合战略把滑块 推向总部;本地化战略把滑块推向子公司。技能在于让滑块对齐战略。 - AskSia Library · MGMT30004 · 双语 Bilingual TOPIC 5 . STRUCTURES - TOPIC 5 (CONT. ) . THE FOUR GLOBAL STRUCTURES THE FOUR STRUCTURES Functional, product, geographic, matrix 职能型、产品型、地理型、矩阵型 Each one solves the previous one's pain - and creates a new one 每一种都解决前一种的痛点 -- 又制造出新的痛点 TL;DR. Four ways to carve up a global organisation, sitting at different points on the integration-vs- responsiveness line. Functional = maximum integration. Geographic = maximum responsiveness. Product sits between. Matrix tries to get both at the cost of complexity. Know each one's signature weakness - that is where exam application bites. 太长不看。切分一个全球组织有四种方式,分别位于整合-vs-响应这条线上的不同位置。职能式= 最大整合。地理式 =最大 响应。产品式居中。矩阵式试图两者兼得,代价是复杂性。要知道每一种的标志性弱点 -- 那正是考试应用所咬住的地方。 Structure Grouped by
• 常见考法：
  • 情境题让公司扩张/进新市场 → 问“哪种结构更合适，为什么；弱点是什么；Part B 常问集权/分权怎么调”。[8]Source: asksia-bible-mgmt30004-bilingual.pdfIf the only reason a firm acts responsibly is that it pays this quarter, the pledge survives exactly as long as the business case - which is why the 2020s saw so many quietly withdrawn. 如果一家公司负责任行事的唯一理由是它这个季度有利可图,那么这份承诺存活的时间恰好与那个商业理由一样长 - 这正是为什么 2020 年代有那么多承诺被悄悄撤回。 TOPIC 4 . THE ANTI-ESG BACKLASH, PARAPHRASED i Applied - reading the backlash onto a firm 应用 -- 把反弹解读到一家企业身上 If a scenario firm announces it is "pausing" a net-zero target, don't just judge it - diagnose: is this CSR (discretionary, first to be cut) or CSV (core, harder to drop)? Which SDGs / stakeholders lose out? What governance change would make the pledge stick? That diagnosis is the high-mark answer. 如果情境中的公司宣布要“暂停”一项净零目标,不要只去评判它 -- 要去诊断:这究竟是 CSR(可自由裁量、最先被砍 掉的)还是CSV(核心的、更难放弃的)?哪些SDGs/利益相关者因此受损?什么样的治理变革能让承诺站得住脚?这 种诊断才是高分答案。 ★ Recall checklist - Topic 4 回忆清单 -- 主题 4 (1) Friedman shareholder view vs Freeman stakeholder theory (1984) + the three-level stakeholder map. (2) Carroll's pyramid - economic / legal / ethical / philanthropic. (3) CSR vs CSV (Porter & Kramer 2011) - separate- from vs integral-to profit; the 3 avenues. (4) Dynamic capabilities (Teece) - sense / seize / transform. (5) UN SDGs (17) & ESG (E/S/G + reporting regimes). (6) Greenwashing & B Corp caveats. (7) The scaling-back backlash (Pucker 2024) + its fixes. Ground every answer in the given firm - McDonald's Impact Report and A2 Milk are your worked anchors. (1) Friedman 股东观对 Freeman 利益相关者理论(1984) +三层利益相关者图谱。(2) Carroll 金字塔 -- 经济/法律/ 伦理/慈善。(3) CSR 对 CSV(Porter & Kramer 2011) -- 与利润相分离对与利润相融合;三条路径。(4)动态能力 (Teece) -- 感知/抓取/转型。(5) UN SDGs (17项)与 ESG (E/S/G+报告制度)。(6)漂绿与 B Corp 的警示。 (7)缩减反弹(Pucker 2024) +其修复之道。每个答案都要扎根于给定公司 -- McDonald's 的影响力报告和 A2 Milk 是你已演练好的锚点。 AskSia Library · MGMT30004 · 双语 Bilingual TOPIC 5 . BLOCKS TOPIC 5 . ORGANISING GLOBAL OPERATIONS HEAVILY EXAM-TESTED Structure follows strategy 结构追随战略 The right shape for the firm's global strategy - and it must evolve 适配企业全球战略的恰当形态 -- 而它必须演化 TL;DR. Once you have a global strategy (Topic 2), you need a global structure to deliver it. The governing principle is structure follows strategy (Bernstein & Nohria) - and follows it as it evolves. Every choice trades off the same two pulls: integration (consistency, scale, central control) against differentiation / responsiveness (local fit, agility, decentralised authority). 太长不看。一旦你有了全球战略(主题2),你就需要一个全球结构来交付它。支配性原则是结构追随战略(Bernstein & Nohria) -- 并且随其演化而追随。每一个选择都在权衡同样的两股拉力:整合(一致性、规模、中央控制)相对于差异化/ 响应(本地契合、敏捷、分散的权力)。 ★ What the exam asks here 考试在这里会问什么 A scenario will grow a firm or move it into new markets and ask which structure fits, and why. The winning answer names the structure (functional / product / geographic / matrix), justifies it from the integration-vs-responsiveness trade-off, and flags its known weakness. A Part B often asks about centralisation vs decentralisation - the locus of decision-making. Apply it to the given company, don't recite. 情境题会让一家公司成长、或迁入新市场,并问哪种组织结构适合它、为什么。制胜的答案会点出结构(职能型/产品 型/地理型/矩阵型),从整合对响应的权衡出发加以论证,并标出它已知的弱点。Part B 常会问集权对分权 -- 即决策权 所在之处。要应用到给定公司,不要背诵。 5. 1 The integration vs differentiation trade-off 5. 1 整合 vs 差异化的权衡 THE CORE TRADE - OFF Integration - consistency across markets, economies of scale, centralised HQ control. | Differentiation / responsiveness - local adaptation, customer focus, agility, decentralised to subsidiaries. Structure = how a firm balances these. 5. 2 The building blocks of any structure 5. 2 任何结构的构成要素

• B）Side 2：团队 / 文化 / 谈判 / IHRM / 激励 / 领导力（框架名字更密集）

• B1. 全球与虚拟团队：4D Teams（Haas & Mortensen）+ 管理两件事（Process + Team culture）

• 4D 定义：现代全球团队往往同时 Diverse / Dispersed / Digital / Dynamic。[26]Source: asksia-cheatsheet-mgmt30004.pdfMGMT30004 Managing Globally UNIVERSITY OF MELBOURNE . FBE . 3RD-YEAR EXAM CHEAT SHEET Sem 1 2026 . SIDE 2 OF 2 Teams . culture . people 6 · Side-2 Blueprint PEOPLE / CULTURE * Side 2 = the people/culture half of the exam. These topics are framework-name heavy - Hofstede/GLOBE, the 5-stage negotiation, EPRG & the global-mindset models especially. Sequence: Global & virtual teams (T6) -> Cross- cultural factors (T7) -> Decision-making & negotiation (T8) -> IHRM (T9) -> Motivation & diversity across cultures (T10) > Global leadership (T11). Culture caveat: you do not memorise country dimension scores - you need the dimensions/variables & common regional differences. A purely cultural question gives you the cultural info. 7 . Global & Virtual Teams T6 . CH 10 Global team . managers/employees in or from several countries who must collaborate; should communicate corporate culture, integrate the enterprise & stay locally responsive - ideally "glocal. " (Distinguish ongoing "BAU" teams from temporary project teams. ) 4D TEAMS Haas & Mortensen 2016 Modern global teams are Diverse · Dispersed · Digital . Dynamic. Modes: virtual (digital, across countries) . co-located (mixed backgrounds, one office) . hybrid - trade global-talent access vs trust, time-zone, comms & in- group/out-group barriers. 7b . Managing Across Distance T6 Two aspects of virtual-team management: Process (comms norms, core overlap hours, collaboration tech, performance tracking) + Team culture (shared norms, trust, informal+formal comms, coaching, inclusion, cultural understanding). Expat roles (Dowling et al. ): agent of direct control . socialising agent . language node . boundary spanner · network builder · knowledge/competence transfer. Benefits flow to the expat (global skills), HQ (knowledge transfer, consistency) & the local team (learning, trust). Boundary theory (Ashforth/Kreiner/Fugate) · a segmentation<>integration continuum; work-life blurring & burnout drive "right-to-disconnect" laws (France, Australia). Exemplar: GitLab - fully-remote, handbook-first, async, radical transparency.
• 虚拟团队管理两大块：[26]Source: asksia-cheatsheet-mgmt30004.pdfMGMT30004 Managing Globally UNIVERSITY OF MELBOURNE . FBE . 3RD-YEAR EXAM CHEAT SHEET Sem 1 2026 . SIDE 2 OF 2 Teams . culture . people 6 · Side-2 Blueprint PEOPLE / CULTURE * Side 2 = the people/culture half of the exam. These topics are framework-name heavy - Hofstede/GLOBE, the 5-stage negotiation, EPRG & the global-mindset models especially. Sequence: Global & virtual teams (T6) -> Cross- cultural factors (T7) -> Decision-making & negotiation (T8) -> IHRM (T9) -> Motivation & diversity across cultures (T10) > Global leadership (T11). Culture caveat: you do not memorise country dimension scores - you need the dimensions/variables & common regional differences. A purely cultural question gives you the cultural info. 7 . Global & Virtual Teams T6 . CH 10 Global team . managers/employees in or from several countries who must collaborate; should communicate corporate culture, integrate the enterprise & stay locally responsive - ideally "glocal. " (Distinguish ongoing "BAU" teams from temporary project teams. ) 4D TEAMS Haas & Mortensen 2016 Modern global teams are Diverse · Dispersed · Digital . Dynamic. Modes: virtual (digital, across countries) . co-located (mixed backgrounds, one office) . hybrid - trade global-talent access vs trust, time-zone, comms & in- group/out-group barriers. 7b . Managing Across Distance T6 Two aspects of virtual-team management: Process (comms norms, core overlap hours, collaboration tech, performance tracking) + Team culture (shared norms, trust, informal+formal comms, coaching, inclusion, cultural understanding). Expat roles (Dowling et al. ): agent of direct control . socialising agent . language node . boundary spanner · network builder · knowledge/competence transfer. Benefits flow to the expat (global skills), HQ (knowledge transfer, consistency) & the local team (learning, trust). Boundary theory (Ashforth/Kreiner/Fugate) · a segmentation<>integration continuum; work-life blurring & burnout drive "right-to-disconnect" laws (France, Australia). Exemplar: GitLab - fully-remote, handbook-first, async, radical transparency.
  • Process：沟通规范、核心重叠工作时段、协作技术、绩效追踪
  • Team culture：共享规范、信任、正式+非正式沟通、包容、跨文化理解
• 外派人员 roles（Dowling 等）：
  • 直接控制代理、社会化代理、语言节点、边界跨越者/网络建立者、知识转移者等（题里问“如何跨边界协作”很常用）。[26]Source: asksia-cheatsheet-mgmt30004.pdfMGMT30004 Managing Globally UNIVERSITY OF MELBOURNE . FBE . 3RD-YEAR EXAM CHEAT SHEET Sem 1 2026 . SIDE 2 OF 2 Teams . culture . people 6 · Side-2 Blueprint PEOPLE / CULTURE * Side 2 = the people/culture half of the exam. These topics are framework-name heavy - Hofstede/GLOBE, the 5-stage negotiation, EPRG & the global-mindset models especially. Sequence: Global & virtual teams (T6) -> Cross- cultural factors (T7) -> Decision-making & negotiation (T8) -> IHRM (T9) -> Motivation & diversity across cultures (T10) > Global leadership (T11). Culture caveat: you do not memorise country dimension scores - you need the dimensions/variables & common regional differences. A purely cultural question gives you the cultural info. 7 . Global & Virtual Teams T6 . CH 10 Global team . managers/employees in or from several countries who must collaborate; should communicate corporate culture, integrate the enterprise & stay locally responsive - ideally "glocal. " (Distinguish ongoing "BAU" teams from temporary project teams. ) 4D TEAMS Haas & Mortensen 2016 Modern global teams are Diverse · Dispersed · Digital . Dynamic. Modes: virtual (digital, across countries) . co-located (mixed backgrounds, one office) . hybrid - trade global-talent access vs trust, time-zone, comms & in- group/out-group barriers. 7b . Managing Across Distance T6 Two aspects of virtual-team management: Process (comms norms, core overlap hours, collaboration tech, performance tracking) + Team culture (shared norms, trust, informal+formal comms, coaching, inclusion, cultural understanding). Expat roles (Dowling et al. ): agent of direct control . socialising agent . language node . boundary spanner · network builder · knowledge/competence transfer. Benefits flow to the expat (global skills), HQ (knowledge transfer, consistency) & the local team (learning, trust). Boundary theory (Ashforth/Kreiner/Fugate) · a segmentation<>integration continuum; work-life blurring & burnout drive "right-to-disconnect" laws (France, Australia). Exemplar: GitLab - fully-remote, handbook-first, async, radical transparency.
• Boundary theory（工作-生活边界）：
  • 分割-融合连续谱；远程导致边界模糊与倦怠，出现“断联权”法律趋势（例：GitLab 的远程实践）。[26]Source: asksia-cheatsheet-mgmt30004.pdfMGMT30004 Managing Globally UNIVERSITY OF MELBOURNE . FBE . 3RD-YEAR EXAM CHEAT SHEET Sem 1 2026 . SIDE 2 OF 2 Teams . culture . people 6 · Side-2 Blueprint PEOPLE / CULTURE * Side 2 = the people/culture half of the exam. These topics are framework-name heavy - Hofstede/GLOBE, the 5-stage negotiation, EPRG & the global-mindset models especially. Sequence: Global & virtual teams (T6) -> Cross- cultural factors (T7) -> Decision-making & negotiation (T8) -> IHRM (T9) -> Motivation & diversity across cultures (T10) > Global leadership (T11). Culture caveat: you do not memorise country dimension scores - you need the dimensions/variables & common regional differences. A purely cultural question gives you the cultural info. 7 . Global & Virtual Teams T6 . CH 10 Global team . managers/employees in or from several countries who must collaborate; should communicate corporate culture, integrate the enterprise & stay locally responsive - ideally "glocal. " (Distinguish ongoing "BAU" teams from temporary project teams. ) 4D TEAMS Haas & Mortensen 2016 Modern global teams are Diverse · Dispersed · Digital . Dynamic. Modes: virtual (digital, across countries) . co-located (mixed backgrounds, one office) . hybrid - trade global-talent access vs trust, time-zone, comms & in- group/out-group barriers. 7b . Managing Across Distance T6 Two aspects of virtual-team management: Process (comms norms, core overlap hours, collaboration tech, performance tracking) + Team culture (shared norms, trust, informal+formal comms, coaching, inclusion, cultural understanding). Expat roles (Dowling et al. ): agent of direct control . socialising agent . language node . boundary spanner · network builder · knowledge/competence transfer. Benefits flow to the expat (global skills), HQ (knowledge transfer, consistency) & the local team (learning, trust). Boundary theory (Ashforth/Kreiner/Fugate) · a segmentation<>integration continuum; work-life blurring & burnout drive "right-to-disconnect" laws (France, Australia). Exemplar: GitLab - fully-remote, handbook-first, async, radical transparency.

• B2. 文化框架：Hofstede 6D / GLOBE 9D / Hall 高低语境 + CQ（文化智商）

• Hofstede 六维（必须背出名字）：
  • 权力距离、不确定性规避、个人主义-集体主义、男性化-女性化、长期/短期、放纵。[10]Source: asksia-bible-mgmt30004-bilingual.pdf§ Cultural Intelligence (CQ) - the personal capability 文化智商(Cultural Intelligence, CQ)-一个人层面的能力 Cultural intelligence (CQ) is an individual's capability to function effectively across cultures - the manager-level skill that reduces cultural noise. It has four facets: drive/motivation (interest in engaging), knowledge/cognition (knowing how cultures differ - e. g. the Hofstede dimensions), strategy/metacognition (planning & checking your read of a situation), and action/behaviour (flexing verbal & non-verbal behaviour). High CQ is what lets a leader move between high- and low-context settings without giving offence. 文化智商(CQ)是个人在跨文化中有效运作的能力 -- 即降低文化噪声的经理层面技能。它有四个层面:驱动力/动机 (参与互动的兴趣)、知识/认知(懂得各文化如何相异 -- 例如 Hofstede 各维度)、策略/元认知(规划并核查你对情 境的研判),以及行动/行为(灵活调整言语与非言语行为)。高CQ 正是让领导者能在高语境与低语境环境之间穿梭而不 冒犯人的本领。 i Worked example - Lenovo-IBM culture clash 实例 -- Lenovo-IBM 文化冲突 When Lenovo acquired IBM's PC business, the friction was an organisational + national culture clash - different decision norms, communication styles and expectations. It shows why cross-border M&A needs CQ and a deliberate convergence-vs-divergence choice, not just a financial fit. 当联想(Lenovo)收购 IBM 的 PC 业务时,摩擦是一场组织文化+国家文化的冲突 -- 不同的决策规范、沟通风格和 期望。这说明了为什么跨境并购需要CQ 和一个深思熟虑的趋同对趋异选择,而不只是财务上的契合。 AskSia Library · MGMT30004 · 双语 Bilingual ★ Recall checklist - Topic 7 回忆清单 -- 主题 7 (1) Societal vs organisational culture; cultural profile = comparison tool. (2) Hofstede 6D - power distance, uncertainty avoidance, individualism-collectivism, masculinity-femininity, long/short-term, indulgence. (3) GLOBE 9D - the two collectivisms + assertiveness, gender egalitarianism, future/performance/humane orientation, power distance, uncertainty avoidance. (4) Hall high- vs low-context. (5) Communication model + cultural noise. (6) Convergence/divergence and ethnocentric/polycentric/contingency. (7) CQ = the cross-cultural capability. Apply the dimensions to a practice; do NOT recall scores. (1) 社会文化对组织文化;文化画像=一种比较工具。(2) Hofstede 六维 -- 权力距离、不确定性规避、个人主义-集体 主义、男性化-女性化、长期/短期、放纵。(3) GLOBE 九维 -- 两种集体主义+自信、性别平等、未来/绩效/人本导 向、权力距离、不确定性规避。(4) Hall 高语境对低语境。(5)沟通模型+文化噪声。(6)趋同/趋异与母国中心/多中心/ 权变。(7) CQ=跨文化能力。把维度应用到一个实践上;切勿背诵分值。 AskSia Library · MGMT30004 · 双语 Bilingual T8 . DECISION VARS TOPIC 8 . DECISION- MAKING & NEGOTIATION HEAVILY EXAM-TESTED How culture shapes the decision - and the deal 文化如何塑造决策 -- 以及交易 Negotiation is decision-making between cultures with unequal power 谈判是权力不对等的文化之间的决策 TL;DR. Culture produces patterns of decision-making - it shapes how a problem is even framed, what data is gathered, which options are legitimate and who decides. Negotiation is a big slice of cross-border decision-making, so the unit teaches a 5-stage negotiation process and the cross-cultural variables that bend each stage. The anchor case is Rio Tinto & the Juukan Gorge. 太长不看。文化产生决策的模式 -- 它塑造一个问题如何被界定、收集哪些数据、哪些选项是正当的、由谁来决定。谈判是 跨境决策的一大块,因此本学科教授一个五阶段谈判流程以及让每一阶段弯曲的跨文化变量。锚定案例是 Rio Tinto 与 Juukan Gorge. ★ What the exam asks here 考试在这里会问什么 Expect a fictitious firm negotiating with, or deciding about, a culturally distant counterpart. Part A: name & walk the 5-stage process or the decision/negotiation variables. Part B: apply them - predict where a high-context party and a low-context party will clash, and what the manager should do. Markers reward application to the given context, plus the 'legal # ethical' lesson and stakeholder awareness where power is unequal. 预期会有一家虚构公司与一个文化距离遥远的对手方进行谈判、或就其作出决策。Part A:点出并走一遍五阶段谈判流 程或决策/谈判变量。Part B:应用它们 -- 预测一个高语境方与一个低语境方会在何处发生冲突,以及经理应当怎么 做。阅卷人奖励对给定情境的应用,外加“合法≠合乎道德”这一课,以及在权力不对等之处的利益相关者意识。 8. 1 Cultural variables in the decision-making process 8. 1 决策过程中的文化变量 These variables affect every step - problem definition - gathering data - generating alternatives - choosing - implementing. 这些变量影响每一步 -- 界定问题→收集数据→生成备选方案→选择→实施。
• GLOBE 九维（你至少要知道“9维存在 + 大类”）：
  • 两种集体主义 + 自信、性别平等、未来/绩效/人本导向、权力距离、不确定性规避等。[10]Source: asksia-bible-mgmt30004-bilingual.pdf§ Cultural Intelligence (CQ) - the personal capability 文化智商(Cultural Intelligence, CQ)-一个人层面的能力 Cultural intelligence (CQ) is an individual's capability to function effectively across cultures - the manager-level skill that reduces cultural noise. It has four facets: drive/motivation (interest in engaging), knowledge/cognition (knowing how cultures differ - e. g. the Hofstede dimensions), strategy/metacognition (planning & checking your read of a situation), and action/behaviour (flexing verbal & non-verbal behaviour). High CQ is what lets a leader move between high- and low-context settings without giving offence. 文化智商(CQ)是个人在跨文化中有效运作的能力 -- 即降低文化噪声的经理层面技能。它有四个层面:驱动力/动机 (参与互动的兴趣)、知识/认知(懂得各文化如何相异 -- 例如 Hofstede 各维度)、策略/元认知(规划并核查你对情 境的研判),以及行动/行为(灵活调整言语与非言语行为)。高CQ 正是让领导者能在高语境与低语境环境之间穿梭而不 冒犯人的本领。 i Worked example - Lenovo-IBM culture clash 实例 -- Lenovo-IBM 文化冲突 When Lenovo acquired IBM's PC business, the friction was an organisational + national culture clash - different decision norms, communication styles and expectations. It shows why cross-border M&A needs CQ and a deliberate convergence-vs-divergence choice, not just a financial fit. 当联想(Lenovo)收购 IBM 的 PC 业务时,摩擦是一场组织文化+国家文化的冲突 -- 不同的决策规范、沟通风格和 期望。这说明了为什么跨境并购需要CQ 和一个深思熟虑的趋同对趋异选择,而不只是财务上的契合。 AskSia Library · MGMT30004 · 双语 Bilingual ★ Recall checklist - Topic 7 回忆清单 -- 主题 7 (1) Societal vs organisational culture; cultural profile = comparison tool. (2) Hofstede 6D - power distance, uncertainty avoidance, individualism-collectivism, masculinity-femininity, long/short-term, indulgence. (3) GLOBE 9D - the two collectivisms + assertiveness, gender egalitarianism, future/performance/humane orientation, power distance, uncertainty avoidance. (4) Hall high- vs low-context. (5) Communication model + cultural noise. (6) Convergence/divergence and ethnocentric/polycentric/contingency. (7) CQ = the cross-cultural capability. Apply the dimensions to a practice; do NOT recall scores. (1) 社会文化对组织文化;文化画像=一种比较工具。(2) Hofstede 六维 -- 权力距离、不确定性规避、个人主义-集体 主义、男性化-女性化、长期/短期、放纵。(3) GLOBE 九维 -- 两种集体主义+自信、性别平等、未来/绩效/人本导 向、权力距离、不确定性规避。(4) Hall 高语境对低语境。(5)沟通模型+文化噪声。(6)趋同/趋异与母国中心/多中心/ 权变。(7) CQ=跨文化能力。把维度应用到一个实践上;切勿背诵分值。 AskSia Library · MGMT30004 · 双语 Bilingual T8 . DECISION VARS TOPIC 8 . DECISION- MAKING & NEGOTIATION HEAVILY EXAM-TESTED How culture shapes the decision - and the deal 文化如何塑造决策 -- 以及交易 Negotiation is decision-making between cultures with unequal power 谈判是权力不对等的文化之间的决策 TL;DR. Culture produces patterns of decision-making - it shapes how a problem is even framed, what data is gathered, which options are legitimate and who decides. Negotiation is a big slice of cross-border decision-making, so the unit teaches a 5-stage negotiation process and the cross-cultural variables that bend each stage. The anchor case is Rio Tinto & the Juukan Gorge. 太长不看。文化产生决策的模式 -- 它塑造一个问题如何被界定、收集哪些数据、哪些选项是正当的、由谁来决定。谈判是 跨境决策的一大块,因此本学科教授一个五阶段谈判流程以及让每一阶段弯曲的跨文化变量。锚定案例是 Rio Tinto 与 Juukan Gorge. ★ What the exam asks here 考试在这里会问什么 Expect a fictitious firm negotiating with, or deciding about, a culturally distant counterpart. Part A: name & walk the 5-stage process or the decision/negotiation variables. Part B: apply them - predict where a high-context party and a low-context party will clash, and what the manager should do. Markers reward application to the given context, plus the 'legal # ethical' lesson and stakeholder awareness where power is unequal. 预期会有一家虚构公司与一个文化距离遥远的对手方进行谈判、或就其作出决策。Part A:点出并走一遍五阶段谈判流 程或决策/谈判变量。Part B:应用它们 -- 预测一个高语境方与一个低语境方会在何处发生冲突,以及经理应当怎么 做。阅卷人奖励对给定情境的应用,外加“合法≠合乎道德”这一课,以及在权力不对等之处的利益相关者意识。 8. 1 Cultural variables in the decision-making process 8. 1 决策过程中的文化变量 These variables affect every step - problem definition - gathering data - generating alternatives - choosing - implementing. 这些变量影响每一步 -- 界定问题→收集数据→生成备选方案→选择→实施。
• Hall 高/低语境：
  • 高语境偏隐含与关系、低语境偏直接与任务（在谈判冲突题里特别好用）。[7]Source: asksia-bible-mgmt30004-bilingual.pdfDiverse-Dispersed-Digital-Dynamic; manage process + team culture; expat = boundary spanner / knowledge transfer. Topics 7-8 . Culture & negotiation Hofstede 6D / GLOBE 9D / Hall Power distance, uncertainty avoidance, individualism, masculinity, LT/ST, indulgence; high- vs low-context; cultural noise. 5-stage negotiation (Deresky & Miller) Prepare - relationship - exchange - persuade - concede; culture re-tunes each stage (instrumental vs expressive conflict). AskSia Library . MGMT30004 . XXia Bilingual Framework / model (name it) One-line you must be able to state Topics 9-10 . IHRM, motivation, diversity EPRG + PCN/HCN/TCN Ethnocentric / Polycentric / Geocentric / Regiocentric staffing; Parent-, Host-, Third-country nationals; align to strategy. Meyer (2020) feedback; algorithmic mgmt Upgraders vs downgraders, status incongruence; algorithmic management trades efficiency vs autonomy/fairness. ★ Recall checklist - before you walk in 回忆清单一 一进考场之前 Can you, from memory: name the framework and its author for every row above; run the 5-step strategic process and the 5-stage negotiation process in order; list Hofstede's 6 dimensions and the 4 EPRG orientations + PCN/HCN/TCN; contrast CSR vs CSV and integration vs responsiveness; and for any scenario, execute Name -+ Define - Apply - So-what with a real semester case (All Birds, TikTok, Rio Tinto, A2 Milk, Haier, GitLab, Open Home Loans) attached? If yes to all, you have both halves the markers split the 50% on. 你能否凭记忆:为上面每一行点出框架及其作者;按顺序走完五步战略流程与五阶段谈判流程;列出 Hofstede 六维以 及 EPRG 四种取向 + PCN/HCN/TCN;对比 CSR 对 CSV 与整合对响应;并且对任何情境,执行命名→定义→ 应 用→ 所以呢,且附上一个真实的学期案例(Allbirds、TikTok、Rio Tinto、A2 Milk、Haier、GitLab、Open Home Loans)?如果以上全部都行,你就同时拥有了阅卷人据以拆分那50% 的两半。 AskSia Library . MGMT30004 . XXia Bilingual[10]Source: asksia-bible-mgmt30004-bilingual.pdf§ Cultural Intelligence (CQ) - the personal capability 文化智商(Cultural Intelligence, CQ)-一个人层面的能力 Cultural intelligence (CQ) is an individual's capability to function effectively across cultures - the manager-level skill that reduces cultural noise. It has four facets: drive/motivation (interest in engaging), knowledge/cognition (knowing how cultures differ - e. g. the Hofstede dimensions), strategy/metacognition (planning & checking your read of a situation), and action/behaviour (flexing verbal & non-verbal behaviour). High CQ is what lets a leader move between high- and low-context settings without giving offence. 文化智商(CQ)是个人在跨文化中有效运作的能力 -- 即降低文化噪声的经理层面技能。它有四个层面:驱动力/动机 (参与互动的兴趣)、知识/认知(懂得各文化如何相异 -- 例如 Hofstede 各维度)、策略/元认知(规划并核查你对情 境的研判),以及行动/行为(灵活调整言语与非言语行为)。高CQ 正是让领导者能在高语境与低语境环境之间穿梭而不 冒犯人的本领。 i Worked example - Lenovo-IBM culture clash 实例 -- Lenovo-IBM 文化冲突 When Lenovo acquired IBM's PC business, the friction was an organisational + national culture clash - different decision norms, communication styles and expectations. It shows why cross-border M&A needs CQ and a deliberate convergence-vs-divergence choice, not just a financial fit. 当联想(Lenovo)收购 IBM 的 PC 业务时,摩擦是一场组织文化+国家文化的冲突 -- 不同的决策规范、沟通风格和 期望。这说明了为什么跨境并购需要CQ 和一个深思熟虑的趋同对趋异选择,而不只是财务上的契合。 AskSia Library · MGMT30004 · 双语 Bilingual ★ Recall checklist - Topic 7 回忆清单 -- 主题 7 (1) Societal vs organisational culture; cultural profile = comparison tool. (2) Hofstede 6D - power distance, uncertainty avoidance, individualism-collectivism, masculinity-femininity, long/short-term, indulgence. (3) GLOBE 9D - the two collectivisms + assertiveness, gender egalitarianism, future/performance/humane orientation, power distance, uncertainty avoidance. (4) Hall high- vs low-context. (5) Communication model + cultural noise. (6) Convergence/divergence and ethnocentric/polycentric/contingency. (7) CQ = the cross-cultural capability. Apply the dimensions to a practice; do NOT recall scores. (1) 社会文化对组织文化;文化画像=一种比较工具。(2) Hofstede 六维 -- 权力距离、不确定性规避、个人主义-集体 主义、男性化-女性化、长期/短期、放纵。(3) GLOBE 九维 -- 两种集体主义+自信、性别平等、未来/绩效/人本导 向、权力距离、不确定性规避。(4) Hall 高语境对低语境。(5)沟通模型+文化噪声。(6)趋同/趋异与母国中心/多中心/ 权变。(7) CQ=跨文化能力。把维度应用到一个实践上;切勿背诵分值。 AskSia Library · MGMT30004 · 双语 Bilingual T8 . DECISION VARS TOPIC 8 . DECISION- MAKING & NEGOTIATION HEAVILY EXAM-TESTED How culture shapes the decision - and the deal 文化如何塑造决策 -- 以及交易 Negotiation is decision-making between cultures with unequal power 谈判是权力不对等的文化之间的决策 TL;DR. Culture produces patterns of decision-making - it shapes how a problem is even framed, what data is gathered, which options are legitimate and who decides. Negotiation is a big slice of cross-border decision-making, so the unit teaches a 5-stage negotiation process and the cross-cultural variables that bend each stage. The anchor case is Rio Tinto & the Juukan Gorge. 太长不看。文化产生决策的模式 -- 它塑造一个问题如何被界定、收集哪些数据、哪些选项是正当的、由谁来决定。谈判是 跨境决策的一大块,因此本学科教授一个五阶段谈判流程以及让每一阶段弯曲的跨文化变量。锚定案例是 Rio Tinto 与 Juukan Gorge. ★ What the exam asks here 考试在这里会问什么 Expect a fictitious firm negotiating with, or deciding about, a culturally distant counterpart. Part A: name & walk the 5-stage process or the decision/negotiation variables. Part B: apply them - predict where a high-context party and a low-context party will clash, and what the manager should do. Markers reward application to the given context, plus the 'legal # ethical' lesson and stakeholder awareness where power is unequal. 预期会有一家虚构公司与一个文化距离遥远的对手方进行谈判、或就其作出决策。Part A:点出并走一遍五阶段谈判流 程或决策/谈判变量。Part B:应用它们 -- 预测一个高语境方与一个低语境方会在何处发生冲突,以及经理应当怎么 做。阅卷人奖励对给定情境的应用,外加“合法≠合乎道德”这一课,以及在权力不对等之处的利益相关者意识。 8. 1 Cultural variables in the decision-making process 8. 1 决策过程中的文化变量 These variables affect every step - problem definition - gathering data - generating alternatives - choosing - implementing. 这些变量影响每一步 -- 界定问题→收集数据→生成备选方案→选择→实施。
• CQ（Cultural Intelligence）定义 + 四维：[10]Source: asksia-bible-mgmt30004-bilingual.pdf§ Cultural Intelligence (CQ) - the personal capability 文化智商(Cultural Intelligence, CQ)-一个人层面的能力 Cultural intelligence (CQ) is an individual's capability to function effectively across cultures - the manager-level skill that reduces cultural noise. It has four facets: drive/motivation (interest in engaging), knowledge/cognition (knowing how cultures differ - e. g. the Hofstede dimensions), strategy/metacognition (planning & checking your read of a situation), and action/behaviour (flexing verbal & non-verbal behaviour). High CQ is what lets a leader move between high- and low-context settings without giving offence. 文化智商(CQ)是个人在跨文化中有效运作的能力 -- 即降低文化噪声的经理层面技能。它有四个层面:驱动力/动机 (参与互动的兴趣)、知识/认知(懂得各文化如何相异 -- 例如 Hofstede 各维度)、策略/元认知(规划并核查你对情 境的研判),以及行动/行为(灵活调整言语与非言语行为)。高CQ 正是让领导者能在高语境与低语境环境之间穿梭而不 冒犯人的本领。 i Worked example - Lenovo-IBM culture clash 实例 -- Lenovo-IBM 文化冲突 When Lenovo acquired IBM's PC business, the friction was an organisational + national culture clash - different decision norms, communication styles and expectations. It shows why cross-border M&A needs CQ and a deliberate convergence-vs-divergence choice, not just a financial fit. 当联想(Lenovo)收购 IBM 的 PC 业务时,摩擦是一场组织文化+国家文化的冲突 -- 不同的决策规范、沟通风格和 期望。这说明了为什么跨境并购需要CQ 和一个深思熟虑的趋同对趋异选择,而不只是财务上的契合。 AskSia Library · MGMT30004 · 双语 Bilingual ★ Recall checklist - Topic 7 回忆清单 -- 主题 7 (1) Societal vs organisational culture; cultural profile = comparison tool. (2) Hofstede 6D - power distance, uncertainty avoidance, individualism-collectivism, masculinity-femininity, long/short-term, indulgence. (3) GLOBE 9D - the two collectivisms + assertiveness, gender egalitarianism, future/performance/humane orientation, power distance, uncertainty avoidance. (4) Hall high- vs low-context. (5) Communication model + cultural noise. (6) Convergence/divergence and ethnocentric/polycentric/contingency. (7) CQ = the cross-cultural capability. Apply the dimensions to a practice; do NOT recall scores. (1) 社会文化对组织文化;文化画像=一种比较工具。(2) Hofstede 六维 -- 权力距离、不确定性规避、个人主义-集体 主义、男性化-女性化、长期/短期、放纵。(3) GLOBE 九维 -- 两种集体主义+自信、性别平等、未来/绩效/人本导 向、权力距离、不确定性规避。(4) Hall 高语境对低语境。(5)沟通模型+文化噪声。(6)趋同/趋异与母国中心/多中心/ 权变。(7) CQ=跨文化能力。把维度应用到一个实践上;切勿背诵分值。 AskSia Library · MGMT30004 · 双语 Bilingual T8 . DECISION VARS TOPIC 8 . DECISION- MAKING & NEGOTIATION HEAVILY EXAM-TESTED How culture shapes the decision - and the deal 文化如何塑造决策 -- 以及交易 Negotiation is decision-making between cultures with unequal power 谈判是权力不对等的文化之间的决策 TL;DR. Culture produces patterns of decision-making - it shapes how a problem is even framed, what data is gathered, which options are legitimate and who decides. Negotiation is a big slice of cross-border decision-making, so the unit teaches a 5-stage negotiation process and the cross-cultural variables that bend each stage. The anchor case is Rio Tinto & the Juukan Gorge. 太长不看。文化产生决策的模式 -- 它塑造一个问题如何被界定、收集哪些数据、哪些选项是正当的、由谁来决定。谈判是 跨境决策的一大块,因此本学科教授一个五阶段谈判流程以及让每一阶段弯曲的跨文化变量。锚定案例是 Rio Tinto 与 Juukan Gorge. ★ What the exam asks here 考试在这里会问什么 Expect a fictitious firm negotiating with, or deciding about, a culturally distant counterpart. Part A: name & walk the 5-stage process or the decision/negotiation variables. Part B: apply them - predict where a high-context party and a low-context party will clash, and what the manager should do. Markers reward application to the given context, plus the 'legal # ethical' lesson and stakeholder awareness where power is unequal. 预期会有一家虚构公司与一个文化距离遥远的对手方进行谈判、或就其作出决策。Part A:点出并走一遍五阶段谈判流 程或决策/谈判变量。Part B:应用它们 -- 预测一个高语境方与一个低语境方会在何处发生冲突,以及经理应当怎么 做。阅卷人奖励对给定情境的应用,外加“合法≠合乎道德”这一课,以及在权力不对等之处的利益相关者意识。 8. 1 Cultural variables in the decision-making process 8. 1 决策过程中的文化变量 These variables affect every step - problem definition - gathering data - generating alternatives - choosing - implementing. 这些变量影响每一步 -- 界定问题→收集数据→生成备选方案→选择→实施。
  • 定义：个人跨文化有效运作的能力
  • 四维：drive/动机、knowledge/认知、strategy/元认知、action/行为

• B3. 跨文化决策与谈判：5-stage negotiation process + 文化变量

• 五阶段谈判流程（必须按顺序背）：准备→关系建立→交换信息→说服→让步与达成协议。[30]Source: asksia-cheatsheet-mgmt30004.pdfTHE PROCESS 1 Preparation 2 Relationship building 3 Exchange of task-related information 4 Persuasion 5 Concessions & agreement Culture shapes how each stage runs. Cross-cultural variables: goals (principles vs specifics); task vs relationship focus; styles (objective / subjective / axiomatic = treated as "always true," non-negotiable); behaviour (trust, deception, pressure, concessions); verbal & non-verbal; time/scheduling; trust basis; team composition; prep level. Conflict styles: low-context = explicit, direct, task- oriented (instrumental) vs high-context = implicit, relationship- & "face"-oriented, consensus (expressive). "Dirty tricks" (e. g. ambiguous authority - "I'll check with my boss"; low-ball/high-ball) are culturally relative - acceptability is "in the eye of the beholder. " Comparative styles: Japanese (hide emotions, subtle power plays, step-by-step, group good) vs North American (impersonal, methodical, profit aim, litigation) vs Latin American (emotional, impulsive, big power plays). 9c . Case . Rio Tinto / Juukan T8 · NEGOTIATION A mining MNC that legally but unethically blasted a 46,000-year-old sacred PKKP site (2020). Teaches: cross-cultural negotiation & worldview gap (Mary Graham - "the land is the law"); negotiating via a third-party intermediary who may not serve the principals; stakeholder theory with power asymmetry; leadership accountability (three execs resigned despite legal approval). Lesson: "legal is not always ethical or culturally sensitive. " Also a governance lesson: protocols must preserve continuity across personnel changes. Drill: map PKKP vs Rio Tinto across the 5 negotiation differences (goals, relationship, time, communication, agreement form). 10 · International HRM 19 · CH 9 IHRM · managing people as strategic resources within global complexity. Vertical alignment · fit HR policies to the global strategy - "right people, right place, right time, right support. " EPRG - four HR orientations (Perlmutter): ETHNOCENTRIC Standardise; staff key roles with PCNs (expats). e. g. early Netflix. POLYCENTRIC Localise; staff with HCNs. e. g. Accor. GEOCENTRIC / GLOBAL
• 题目怎么考：[10]Source: asksia-bible-mgmt30004-bilingual.pdf§ Cultural Intelligence (CQ) - the personal capability 文化智商(Cultural Intelligence, CQ)-一个人层面的能力 Cultural intelligence (CQ) is an individual's capability to function effectively across cultures - the manager-level skill that reduces cultural noise. It has four facets: drive/motivation (interest in engaging), knowledge/cognition (knowing how cultures differ - e. g. the Hofstede dimensions), strategy/metacognition (planning & checking your read of a situation), and action/behaviour (flexing verbal & non-verbal behaviour). High CQ is what lets a leader move between high- and low-context settings without giving offence. 文化智商(CQ)是个人在跨文化中有效运作的能力 -- 即降低文化噪声的经理层面技能。它有四个层面:驱动力/动机 (参与互动的兴趣)、知识/认知(懂得各文化如何相异 -- 例如 Hofstede 各维度)、策略/元认知(规划并核查你对情 境的研判),以及行动/行为(灵活调整言语与非言语行为)。高CQ 正是让领导者能在高语境与低语境环境之间穿梭而不 冒犯人的本领。 i Worked example - Lenovo-IBM culture clash 实例 -- Lenovo-IBM 文化冲突 When Lenovo acquired IBM's PC business, the friction was an organisational + national culture clash - different decision norms, communication styles and expectations. It shows why cross-border M&A needs CQ and a deliberate convergence-vs-divergence choice, not just a financial fit. 当联想(Lenovo)收购 IBM 的 PC 业务时,摩擦是一场组织文化+国家文化的冲突 -- 不同的决策规范、沟通风格和 期望。这说明了为什么跨境并购需要CQ 和一个深思熟虑的趋同对趋异选择,而不只是财务上的契合。 AskSia Library · MGMT30004 · 双语 Bilingual ★ Recall checklist - Topic 7 回忆清单 -- 主题 7 (1) Societal vs organisational culture; cultural profile = comparison tool. (2) Hofstede 6D - power distance, uncertainty avoidance, individualism-collectivism, masculinity-femininity, long/short-term, indulgence. (3) GLOBE 9D - the two collectivisms + assertiveness, gender egalitarianism, future/performance/humane orientation, power distance, uncertainty avoidance. (4) Hall high- vs low-context. (5) Communication model + cultural noise. (6) Convergence/divergence and ethnocentric/polycentric/contingency. (7) CQ = the cross-cultural capability. Apply the dimensions to a practice; do NOT recall scores. (1) 社会文化对组织文化;文化画像=一种比较工具。(2) Hofstede 六维 -- 权力距离、不确定性规避、个人主义-集体 主义、男性化-女性化、长期/短期、放纵。(3) GLOBE 九维 -- 两种集体主义+自信、性别平等、未来/绩效/人本导 向、权力距离、不确定性规避。(4) Hall 高语境对低语境。(5)沟通模型+文化噪声。(6)趋同/趋异与母国中心/多中心/ 权变。(7) CQ=跨文化能力。把维度应用到一个实践上;切勿背诵分值。 AskSia Library · MGMT30004 · 双语 Bilingual T8 . DECISION VARS TOPIC 8 . DECISION- MAKING & NEGOTIATION HEAVILY EXAM-TESTED How culture shapes the decision - and the deal 文化如何塑造决策 -- 以及交易 Negotiation is decision-making between cultures with unequal power 谈判是权力不对等的文化之间的决策 TL;DR. Culture produces patterns of decision-making - it shapes how a problem is even framed, what data is gathered, which options are legitimate and who decides. Negotiation is a big slice of cross-border decision-making, so the unit teaches a 5-stage negotiation process and the cross-cultural variables that bend each stage. The anchor case is Rio Tinto & the Juukan Gorge. 太长不看。文化产生决策的模式 -- 它塑造一个问题如何被界定、收集哪些数据、哪些选项是正当的、由谁来决定。谈判是 跨境决策的一大块,因此本学科教授一个五阶段谈判流程以及让每一阶段弯曲的跨文化变量。锚定案例是 Rio Tinto 与 Juukan Gorge. ★ What the exam asks here 考试在这里会问什么 Expect a fictitious firm negotiating with, or deciding about, a culturally distant counterpart. Part A: name & walk the 5-stage process or the decision/negotiation variables. Part B: apply them - predict where a high-context party and a low-context party will clash, and what the manager should do. Markers reward application to the given context, plus the 'legal # ethical' lesson and stakeholder awareness where power is unequal. 预期会有一家虚构公司与一个文化距离遥远的对手方进行谈判、或就其作出决策。Part A:点出并走一遍五阶段谈判流 程或决策/谈判变量。Part B:应用它们 -- 预测一个高语境方与一个低语境方会在何处发生冲突,以及经理应当怎么 做。阅卷人奖励对给定情境的应用,外加“合法≠合乎道德”这一课,以及在权力不对等之处的利益相关者意识。 8. 1 Cultural variables in the decision-making process 8. 1 决策过程中的文化变量 These variables affect every step - problem definition - gathering data - generating alternatives - choosing - implementing. 这些变量影响每一步 -- 界定问题→收集数据→生成备选方案→选择→实施。
  • Part A：点名并走流程/列变量
  • Part B：应用——预测高语境 vs 低语境哪里会冲突，经理怎么做；并加“合法 ≠ 合乎道德”与 stakeholder 视角（尤其权力不对等）。[10]Source: asksia-bible-mgmt30004-bilingual.pdf§ Cultural Intelligence (CQ) - the personal capability 文化智商(Cultural Intelligence, CQ)-一个人层面的能力 Cultural intelligence (CQ) is an individual's capability to function effectively across cultures - the manager-level skill that reduces cultural noise. It has four facets: drive/motivation (interest in engaging), knowledge/cognition (knowing how cultures differ - e. g. the Hofstede dimensions), strategy/metacognition (planning & checking your read of a situation), and action/behaviour (flexing verbal & non-verbal behaviour). High CQ is what lets a leader move between high- and low-context settings without giving offence. 文化智商(CQ)是个人在跨文化中有效运作的能力 -- 即降低文化噪声的经理层面技能。它有四个层面:驱动力/动机 (参与互动的兴趣)、知识/认知(懂得各文化如何相异 -- 例如 Hofstede 各维度)、策略/元认知(规划并核查你对情 境的研判),以及行动/行为(灵活调整言语与非言语行为)。高CQ 正是让领导者能在高语境与低语境环境之间穿梭而不 冒犯人的本领。 i Worked example - Lenovo-IBM culture clash 实例 -- Lenovo-IBM 文化冲突 When Lenovo acquired IBM's PC business, the friction was an organisational + national culture clash - different decision norms, communication styles and expectations. It shows why cross-border M&A needs CQ and a deliberate convergence-vs-divergence choice, not just a financial fit. 当联想(Lenovo)收购 IBM 的 PC 业务时,摩擦是一场组织文化+国家文化的冲突 -- 不同的决策规范、沟通风格和 期望。这说明了为什么跨境并购需要CQ 和一个深思熟虑的趋同对趋异选择,而不只是财务上的契合。 AskSia Library · MGMT30004 · 双语 Bilingual ★ Recall checklist - Topic 7 回忆清单 -- 主题 7 (1) Societal vs organisational culture; cultural profile = comparison tool. (2) Hofstede 6D - power distance, uncertainty avoidance, individualism-collectivism, masculinity-femininity, long/short-term, indulgence. (3) GLOBE 9D - the two collectivisms + assertiveness, gender egalitarianism, future/performance/humane orientation, power distance, uncertainty avoidance. (4) Hall high- vs low-context. (5) Communication model + cultural noise. (6) Convergence/divergence and ethnocentric/polycentric/contingency. (7) CQ = the cross-cultural capability. Apply the dimensions to a practice; do NOT recall scores. (1) 社会文化对组织文化;文化画像=一种比较工具。(2) Hofstede 六维 -- 权力距离、不确定性规避、个人主义-集体 主义、男性化-女性化、长期/短期、放纵。(3) GLOBE 九维 -- 两种集体主义+自信、性别平等、未来/绩效/人本导 向、权力距离、不确定性规避。(4) Hall 高语境对低语境。(5)沟通模型+文化噪声。(6)趋同/趋异与母国中心/多中心/ 权变。(7) CQ=跨文化能力。把维度应用到一个实践上;切勿背诵分值。 AskSia Library · MGMT30004 · 双语 Bilingual T8 . DECISION VARS TOPIC 8 . DECISION- MAKING & NEGOTIATION HEAVILY EXAM-TESTED How culture shapes the decision - and the deal 文化如何塑造决策 -- 以及交易 Negotiation is decision-making between cultures with unequal power 谈判是权力不对等的文化之间的决策 TL;DR. Culture produces patterns of decision-making - it shapes how a problem is even framed, what data is gathered, which options are legitimate and who decides. Negotiation is a big slice of cross-border decision-making, so the unit teaches a 5-stage negotiation process and the cross-cultural variables that bend each stage. The anchor case is Rio Tinto & the Juukan Gorge. 太长不看。文化产生决策的模式 -- 它塑造一个问题如何被界定、收集哪些数据、哪些选项是正当的、由谁来决定。谈判是 跨境决策的一大块,因此本学科教授一个五阶段谈判流程以及让每一阶段弯曲的跨文化变量。锚定案例是 Rio Tinto 与 Juukan Gorge. ★ What the exam asks here 考试在这里会问什么 Expect a fictitious firm negotiating with, or deciding about, a culturally distant counterpart. Part A: name & walk the 5-stage process or the decision/negotiation variables. Part B: apply them - predict where a high-context party and a low-context party will clash, and what the manager should do. Markers reward application to the given context, plus the 'legal # ethical' lesson and stakeholder awareness where power is unequal. 预期会有一家虚构公司与一个文化距离遥远的对手方进行谈判、或就其作出决策。Part A:点出并走一遍五阶段谈判流 程或决策/谈判变量。Part B:应用它们 -- 预测一个高语境方与一个低语境方会在何处发生冲突,以及经理应当怎么 做。阅卷人奖励对给定情境的应用,外加“合法≠合乎道德”这一课,以及在权力不对等之处的利益相关者意识。 8. 1 Cultural variables in the decision-making process 8. 1 决策过程中的文化变量 These variables affect every step - problem definition - gathering data - generating alternatives - choosing - implementing. 这些变量影响每一步 -- 界定问题→收集数据→生成备选方案→选择→实施。[30]Source: asksia-cheatsheet-mgmt30004.pdfTHE PROCESS 1 Preparation 2 Relationship building 3 Exchange of task-related information 4 Persuasion 5 Concessions & agreement Culture shapes how each stage runs. Cross-cultural variables: goals (principles vs specifics); task vs relationship focus; styles (objective / subjective / axiomatic = treated as "always true," non-negotiable); behaviour (trust, deception, pressure, concessions); verbal & non-verbal; time/scheduling; trust basis; team composition; prep level. Conflict styles: low-context = explicit, direct, task- oriented (instrumental) vs high-context = implicit, relationship- & "face"-oriented, consensus (expressive). "Dirty tricks" (e. g. ambiguous authority - "I'll check with my boss"; low-ball/high-ball) are culturally relative - acceptability is "in the eye of the beholder. " Comparative styles: Japanese (hide emotions, subtle power plays, step-by-step, group good) vs North American (impersonal, methodical, profit aim, litigation) vs Latin American (emotional, impulsive, big power plays). 9c . Case . Rio Tinto / Juukan T8 · NEGOTIATION A mining MNC that legally but unethically blasted a 46,000-year-old sacred PKKP site (2020). Teaches: cross-cultural negotiation & worldview gap (Mary Graham - "the land is the law"); negotiating via a third-party intermediary who may not serve the principals; stakeholder theory with power asymmetry; leadership accountability (three execs resigned despite legal approval). Lesson: "legal is not always ethical or culturally sensitive. " Also a governance lesson: protocols must preserve continuity across personnel changes. Drill: map PKKP vs Rio Tinto across the 5 negotiation differences (goals, relationship, time, communication, agreement form). 10 · International HRM 19 · CH 9 IHRM · managing people as strategic resources within global complexity. Vertical alignment · fit HR policies to the global strategy - "right people, right place, right time, right support. " EPRG - four HR orientations (Perlmutter): ETHNOCENTRIC Standardise; staff key roles with PCNs (expats). e. g. early Netflix. POLYCENTRIC Localise; staff with HCNs. e. g. Accor. GEOCENTRIC / GLOBAL
• Rio Tinto / Juukan Gorge 的“固定教训”：
  • 事件教：合法但不道德；跨文化世界观差异；权力不对等下的 stakeholder；治理与领导问责。[30]Source: asksia-cheatsheet-mgmt30004.pdfTHE PROCESS 1 Preparation 2 Relationship building 3 Exchange of task-related information 4 Persuasion 5 Concessions & agreement Culture shapes how each stage runs. Cross-cultural variables: goals (principles vs specifics); task vs relationship focus; styles (objective / subjective / axiomatic = treated as "always true," non-negotiable); behaviour (trust, deception, pressure, concessions); verbal & non-verbal; time/scheduling; trust basis; team composition; prep level. Conflict styles: low-context = explicit, direct, task- oriented (instrumental) vs high-context = implicit, relationship- & "face"-oriented, consensus (expressive). "Dirty tricks" (e. g. ambiguous authority - "I'll check with my boss"; low-ball/high-ball) are culturally relative - acceptability is "in the eye of the beholder. " Comparative styles: Japanese (hide emotions, subtle power plays, step-by-step, group good) vs North American (impersonal, methodical, profit aim, litigation) vs Latin American (emotional, impulsive, big power plays). 9c . Case . Rio Tinto / Juukan T8 · NEGOTIATION A mining MNC that legally but unethically blasted a 46,000-year-old sacred PKKP site (2020). Teaches: cross-cultural negotiation & worldview gap (Mary Graham - "the land is the law"); negotiating via a third-party intermediary who may not serve the principals; stakeholder theory with power asymmetry; leadership accountability (three execs resigned despite legal approval). Lesson: "legal is not always ethical or culturally sensitive. " Also a governance lesson: protocols must preserve continuity across personnel changes. Drill: map PKKP vs Rio Tinto across the 5 negotiation differences (goals, relationship, time, communication, agreement form). 10 · International HRM 19 · CH 9 IHRM · managing people as strategic resources within global complexity. Vertical alignment · fit HR policies to the global strategy - "right people, right place, right time, right support. " EPRG - four HR orientations (Perlmutter): ETHNOCENTRIC Standardise; staff key roles with PCNs (expats). e. g. early Netflix. POLYCENTRIC Localise; staff with HCNs. e. g. Accor. GEOCENTRIC / GLOBAL

• B4. IHRM：EPRG（Perlmutter）+ PCN/HCN/TCN

• EPRG 四取向（必须背）：Ethnocentric / Polycentric / Geocentric / Regiocentric。[7]Source: asksia-bible-mgmt30004-bilingual.pdfDiverse-Dispersed-Digital-Dynamic; manage process + team culture; expat = boundary spanner / knowledge transfer. Topics 7-8 . Culture & negotiation Hofstede 6D / GLOBE 9D / Hall Power distance, uncertainty avoidance, individualism, masculinity, LT/ST, indulgence; high- vs low-context; cultural noise. 5-stage negotiation (Deresky & Miller) Prepare - relationship - exchange - persuade - concede; culture re-tunes each stage (instrumental vs expressive conflict). AskSia Library . MGMT30004 . XXia Bilingual Framework / model (name it) One-line you must be able to state Topics 9-10 . IHRM, motivation, diversity EPRG + PCN/HCN/TCN Ethnocentric / Polycentric / Geocentric / Regiocentric staffing; Parent-, Host-, Third-country nationals; align to strategy. Meyer (2020) feedback; algorithmic mgmt Upgraders vs downgraders, status incongruence; algorithmic management trades efficiency vs autonomy/fairness. ★ Recall checklist - before you walk in 回忆清单一 一进考场之前 Can you, from memory: name the framework and its author for every row above; run the 5-step strategic process and the 5-stage negotiation process in order; list Hofstede's 6 dimensions and the 4 EPRG orientations + PCN/HCN/TCN; contrast CSR vs CSV and integration vs responsiveness; and for any scenario, execute Name -+ Define - Apply - So-what with a real semester case (All Birds, TikTok, Rio Tinto, A2 Milk, Haier, GitLab, Open Home Loans) attached? If yes to all, you have both halves the markers split the 50% on. 你能否凭记忆:为上面每一行点出框架及其作者;按顺序走完五步战略流程与五阶段谈判流程;列出 Hofstede 六维以 及 EPRG 四种取向 + PCN/HCN/TCN;对比 CSR 对 CSV 与整合对响应;并且对任何情境,执行命名→定义→ 应 用→ 所以呢,且附上一个真实的学期案例(Allbirds、TikTok、Rio Tinto、A2 Milk、Haier、GitLab、Open Home Loans)?如果以上全部都行,你就同时拥有了阅卷人据以拆分那50% 的两半。 AskSia Library . MGMT30004 . XXia Bilingual[30]Source: asksia-cheatsheet-mgmt30004.pdfTHE PROCESS 1 Preparation 2 Relationship building 3 Exchange of task-related information 4 Persuasion 5 Concessions & agreement Culture shapes how each stage runs. Cross-cultural variables: goals (principles vs specifics); task vs relationship focus; styles (objective / subjective / axiomatic = treated as "always true," non-negotiable); behaviour (trust, deception, pressure, concessions); verbal & non-verbal; time/scheduling; trust basis; team composition; prep level. Conflict styles: low-context = explicit, direct, task- oriented (instrumental) vs high-context = implicit, relationship- & "face"-oriented, consensus (expressive). "Dirty tricks" (e. g. ambiguous authority - "I'll check with my boss"; low-ball/high-ball) are culturally relative - acceptability is "in the eye of the beholder. " Comparative styles: Japanese (hide emotions, subtle power plays, step-by-step, group good) vs North American (impersonal, methodical, profit aim, litigation) vs Latin American (emotional, impulsive, big power plays). 9c . Case . Rio Tinto / Juukan T8 · NEGOTIATION A mining MNC that legally but unethically blasted a 46,000-year-old sacred PKKP site (2020). Teaches: cross-cultural negotiation & worldview gap (Mary Graham - "the land is the law"); negotiating via a third-party intermediary who may not serve the principals; stakeholder theory with power asymmetry; leadership accountability (three execs resigned despite legal approval). Lesson: "legal is not always ethical or culturally sensitive. " Also a governance lesson: protocols must preserve continuity across personnel changes. Drill: map PKKP vs Rio Tinto across the 5 negotiation differences (goals, relationship, time, communication, agreement form). 10 · International HRM 19 · CH 9 IHRM · managing people as strategic resources within global complexity. Vertical alignment · fit HR policies to the global strategy - "right people, right place, right time, right support. " EPRG - four HR orientations (Perlmutter): ETHNOCENTRIC Standardise; staff key roles with PCNs (expats). e. g. early Netflix. POLYCENTRIC Localise; staff with HCNs. e. g. Accor. GEOCENTRIC / GLOBAL
• 人员类型（必须背）：PCN（母国）/ HCN（东道国）/ TCN（第三国）。[7]Source: asksia-bible-mgmt30004-bilingual.pdfDiverse-Dispersed-Digital-Dynamic; manage process + team culture; expat = boundary spanner / knowledge transfer. Topics 7-8 . Culture & negotiation Hofstede 6D / GLOBE 9D / Hall Power distance, uncertainty avoidance, individualism, masculinity, LT/ST, indulgence; high- vs low-context; cultural noise. 5-stage negotiation (Deresky & Miller) Prepare - relationship - exchange - persuade - concede; culture re-tunes each stage (instrumental vs expressive conflict). AskSia Library . MGMT30004 . XXia Bilingual Framework / model (name it) One-line you must be able to state Topics 9-10 . IHRM, motivation, diversity EPRG + PCN/HCN/TCN Ethnocentric / Polycentric / Geocentric / Regiocentric staffing; Parent-, Host-, Third-country nationals; align to strategy. Meyer (2020) feedback; algorithmic mgmt Upgraders vs downgraders, status incongruence; algorithmic management trades efficiency vs autonomy/fairness. ★ Recall checklist - before you walk in 回忆清单一 一进考场之前 Can you, from memory: name the framework and its author for every row above; run the 5-step strategic process and the 5-stage negotiation process in order; list Hofstede's 6 dimensions and the 4 EPRG orientations + PCN/HCN/TCN; contrast CSR vs CSV and integration vs responsiveness; and for any scenario, execute Name -+ Define - Apply - So-what with a real semester case (All Birds, TikTok, Rio Tinto, A2 Milk, Haier, GitLab, Open Home Loans) attached? If yes to all, you have both halves the markers split the 50% on. 你能否凭记忆:为上面每一行点出框架及其作者;按顺序走完五步战略流程与五阶段谈判流程;列出 Hofstede 六维以 及 EPRG 四种取向 + PCN/HCN/TCN;对比 CSR 对 CSV 与整合对响应;并且对任何情境,执行命名→定义→ 应 用→ 所以呢,且附上一个真实的学期案例(Allbirds、TikTok、Rio Tinto、A2 Milk、Haier、GitLab、Open Home Loans)?如果以上全部都行,你就同时拥有了阅卷人据以拆分那50% 的两半。 AskSia Library . MGMT30004 . XXia Bilingual[13]Source: asksia-bible-mgmt30004-bilingual.pdf4 So-what + the cautionary tale. Avoid the Open Home Loans failure mode - a head-office manager remotely leading a larger offshore team, leading to communication breakdown and people not speaking up (high power distance + low-context HQ). Place a local leader once the hub reaches scale; keep values consistent, employment law / comms style localised. 所以呢+那个警示故事。避开 Open Home Loans 的失败模式 -- 一名总部经理远程领导一支更大的离岸团队,导致沟通崩 溃、员工不敢直言(高权力距离+低语境总部)。一旦枢纽达到规模,就安置一位本地负责人;保持价值观一致,雇佣法/沟 通风格本地化。 AskSia Library · MGMT30004 · 双语 Bilingual i Marker note 阅卷人提示 High marks = name EPRG + PCN/HCN/TCN, then a justified blend (not a single label) tied to Aurora Loop's consistency-vs-localisation tension, plus the staffing logic for the leadership specifically. Linking to the guest- speaker / Starbucks-China or Unilever-geocentric examples is the "couldn't-have-written-it-last-year" detail markers reward. 高分 = 点出 EPRG+ PCN/HCN/TCN,然后给出一个有论证的混合配置(而非单一标签),系到 Aurora Loop 在一致 性对本地化之间的张力上,再加上专门针对领导层的人员配置逻辑。系到客座嘉宾/星巴克中国或 Unilever 全球中心的 例子上,正是阅卷人所奖励的那个“去年写不出来”的细节。 Rapid framework-recall - closed-book name-and-state grid 快速框架回忆 -- 闭卷“命名并陈述”表格 Cover the right column. For each framework, say its name + author and the one-liner from memory - this is the recall layer the closed-book exam assumes before you can apply anything. 盖住右列。对每一个框架,凭记忆说出它的名称+作者以及那句一行释义 -- 这就是闭卷考试在你能够应用任何东西之前所 预设的回忆层。 Framework / model (name it) One-line you must be able to state Topics 1-3 . Environment & strategy PESTLE / PELT (Aguilar) Macro-scan: Political-Economic-Sociocultural-Technological-Legal-Environmental risk (text foregrounds PELT). Integration-Responsiveness Global (standardise, scale) vs Localisation (adapt) vs Transnational (both) vs Regional. CAGE distance (Ghemawat) Country distance on Cultural, Administrative, Geographic, Economic axes. Market-entry modes Low-high commitment: export - license - franchise - JV/equity - wholly-owned subsidiary; trade control vs risk; beware liability of foreignness. Strategic alliances + Gomes- Casseres Equity (IJV) vs non-equity; cooperative vs competitive motives; must create more value than going alone. Topic 4 . Sustainability, CSR & ESG Stakeholder theory (Freeman) Serve everyone affected, not only shareholders (home/host/global stakeholder map). CSR vs CSV (Porter & Kramer) CSR = social good beside profit; CSV = social value built into strategy so it also lifts performance. Dynamic capabilities (Teece) Sense - Seize - Transform; ESG = Environmental, Social, (corporate) Governance. / ESG Topics 5-6 . Structure & teams Structure follows strategy; 5 structures Functional / product / geographic / matrix / transnational-network - chosen on integration vs responsiveness + locus of decision. 4D teams (Haas & Mortensen); expat roles
• 高分提示（很关键）：
  • 阅卷人喜欢你给“混合配置（blend）”，而不是只贴一个标签；并把它系到公司在“一致性 vs 本地化”的张力上。[13]Source: asksia-bible-mgmt30004-bilingual.pdf4 So-what + the cautionary tale. Avoid the Open Home Loans failure mode - a head-office manager remotely leading a larger offshore team, leading to communication breakdown and people not speaking up (high power distance + low-context HQ). Place a local leader once the hub reaches scale; keep values consistent, employment law / comms style localised. 所以呢+那个警示故事。避开 Open Home Loans 的失败模式 -- 一名总部经理远程领导一支更大的离岸团队,导致沟通崩 溃、员工不敢直言(高权力距离+低语境总部)。一旦枢纽达到规模,就安置一位本地负责人;保持价值观一致,雇佣法/沟 通风格本地化。 AskSia Library · MGMT30004 · 双语 Bilingual i Marker note 阅卷人提示 High marks = name EPRG + PCN/HCN/TCN, then a justified blend (not a single label) tied to Aurora Loop's consistency-vs-localisation tension, plus the staffing logic for the leadership specifically. Linking to the guest- speaker / Starbucks-China or Unilever-geocentric examples is the "couldn't-have-written-it-last-year" detail markers reward. 高分 = 点出 EPRG+ PCN/HCN/TCN,然后给出一个有论证的混合配置(而非单一标签),系到 Aurora Loop 在一致 性对本地化之间的张力上,再加上专门针对领导层的人员配置逻辑。系到客座嘉宾/星巴克中国或 Unilever 全球中心的 例子上,正是阅卷人所奖励的那个“去年写不出来”的细节。 Rapid framework-recall - closed-book name-and-state grid 快速框架回忆 -- 闭卷“命名并陈述”表格 Cover the right column. For each framework, say its name + author and the one-liner from memory - this is the recall layer the closed-book exam assumes before you can apply anything. 盖住右列。对每一个框架,凭记忆说出它的名称+作者以及那句一行释义 -- 这就是闭卷考试在你能够应用任何东西之前所 预设的回忆层。 Framework / model (name it) One-line you must be able to state Topics 1-3 . Environment & strategy PESTLE / PELT (Aguilar) Macro-scan: Political-Economic-Sociocultural-Technological-Legal-Environmental risk (text foregrounds PELT). Integration-Responsiveness Global (standardise, scale) vs Localisation (adapt) vs Transnational (both) vs Regional. CAGE distance (Ghemawat) Country distance on Cultural, Administrative, Geographic, Economic axes. Market-entry modes Low-high commitment: export - license - franchise - JV/equity - wholly-owned subsidiary; trade control vs risk; beware liability of foreignness. Strategic alliances + Gomes- Casseres Equity (IJV) vs non-equity; cooperative vs competitive motives; must create more value than going alone. Topic 4 . Sustainability, CSR & ESG Stakeholder theory (Freeman) Serve everyone affected, not only shareholders (home/host/global stakeholder map). CSR vs CSV (Porter & Kramer) CSR = social good beside profit; CSV = social value built into strategy so it also lifts performance. Dynamic capabilities (Teece) Sense - Seize - Transform; ESG = Environmental, Social, (corporate) Governance. / ESG Topics 5-6 . Structure & teams Structure follows strategy; 5 structures Functional / product / geographic / matrix / transnational-network - chosen on integration vs responsiveness + locus of decision. 4D teams (Haas & Mortensen); expat roles

• B5. 激励与多样性：Meyer 反馈（Upgraders/Downgraders）+ Algorithmic management + Goal-setting

• Meyer 反馈差异（2020）：
  • 直接文化里“升级者”会强化批评；间接文化里“降级者”会弱化；还有“先褒后贬”的缓冲方式；会受“地位不一致”影响。[22]Source: asksia-cheatsheet-mgmt30004.pdf· Name + apply: state the framework, then apply it to this company - not generic principles · Budget ~250 words / part; answer both A and B - half the marks live in each · Add one real semester example per answer (a case or guest insight) · Master the compare-pairs: integration vs responsiveness, equity vs non-equity, CSR vs CSV, ethnocentric vs geocentric, high vs low context · Open with the framework name, then a one-line definition, then the application - markers scan for the name first · Spend prep on the spine (5-step SMP + stakeholder theory) - both recur across topics SIA > Each Q is a new fictitious firm on a different topic, so revise breadth, not one topic deep. Drill: for every topic, "if asked, which framework + which case do I reach for?" That reflex is the whole exam. asksia. ai/cheatsheet/ unimelb-mgmt30004 · side 2/2 AskSia CHEAT SHEET SERIES HR's most culturally-"noisy" area is feedback. MEYER "diversity meets feedback" Upgraders strengthen criticism ("absolutely") in direct cultures; downgraders soften it ("maybe") in indirect ones; some cultures cushion negatives with positives. Status incongruence . less willing to accept feedback from a perceived "lower-status" person. Algorithmic management (Kellogg et al. ) . neither simply good nor bad - trades efficiency/scalability/consistency & nudging against opacity, surveillance, lost autonomy, bias & "algoactivism. " Goal-setting theory (Locke & Latham) . clear goals + aligned feedback drive effort. Diversity layers: surface-level (visible demographics) vs deep-level (values, attitudes, personality). Canon also in Ch 11: classic motivation theories (Maslow, Herzberg, McClelland, equity, expectancy) - note these don't transfer across cultures unchanged . 12 . Global Leadership T11 . CH 11 TikTok Global mindset . the cognitive ability to work across cultures & markets - openness, cultural curiosity, cross-cultural confidence, relationship-building, empathy (the "effective global leader" attributes). A2 Milk GLOBE leadership - CLT (culturally-endorsed implicit leadership theory): charismatic/value-based & team- oriented leadership are viewed positively near- universally, while participative, humane, autonomous & self-protective styles vary by culture. Transformational (inspire, raise aspirations, change the system) vs transactional (reward-for-performance exchange) - effectiveness is culturally contingent (links to Hofstede/GLOBE power distance). No single style is universally best; e-leadership adds the virtual- distance challenge. Choice architecture / nudge (Thaler & Sunstein) . steer behaviour toward goals without forbidding options or changing incentives - the lever behind algorithmic nudging for distance management. 12b . IHRM & Leadership Cases APPLY THESE
• 算法管理（Kellogg 等）：
  • 不是纯好/坏：效率、可扩展、统一性、nudge vs 不透明、监控、失去自主、偏见、algoactivism。[22]Source: asksia-cheatsheet-mgmt30004.pdf· Name + apply: state the framework, then apply it to this company - not generic principles · Budget ~250 words / part; answer both A and B - half the marks live in each · Add one real semester example per answer (a case or guest insight) · Master the compare-pairs: integration vs responsiveness, equity vs non-equity, CSR vs CSV, ethnocentric vs geocentric, high vs low context · Open with the framework name, then a one-line definition, then the application - markers scan for the name first · Spend prep on the spine (5-step SMP + stakeholder theory) - both recur across topics SIA > Each Q is a new fictitious firm on a different topic, so revise breadth, not one topic deep. Drill: for every topic, "if asked, which framework + which case do I reach for?" That reflex is the whole exam. asksia. ai/cheatsheet/ unimelb-mgmt30004 · side 2/2 AskSia CHEAT SHEET SERIES HR's most culturally-"noisy" area is feedback. MEYER "diversity meets feedback" Upgraders strengthen criticism ("absolutely") in direct cultures; downgraders soften it ("maybe") in indirect ones; some cultures cushion negatives with positives. Status incongruence . less willing to accept feedback from a perceived "lower-status" person. Algorithmic management (Kellogg et al. ) . neither simply good nor bad - trades efficiency/scalability/consistency & nudging against opacity, surveillance, lost autonomy, bias & "algoactivism. " Goal-setting theory (Locke & Latham) . clear goals + aligned feedback drive effort. Diversity layers: surface-level (visible demographics) vs deep-level (values, attitudes, personality). Canon also in Ch 11: classic motivation theories (Maslow, Herzberg, McClelland, equity, expectancy) - note these don't transfer across cultures unchanged . 12 . Global Leadership T11 . CH 11 TikTok Global mindset . the cognitive ability to work across cultures & markets - openness, cultural curiosity, cross-cultural confidence, relationship-building, empathy (the "effective global leader" attributes). A2 Milk GLOBE leadership - CLT (culturally-endorsed implicit leadership theory): charismatic/value-based & team- oriented leadership are viewed positively near- universally, while participative, humane, autonomous & self-protective styles vary by culture. Transformational (inspire, raise aspirations, change the system) vs transactional (reward-for-performance exchange) - effectiveness is culturally contingent (links to Hofstede/GLOBE power distance). No single style is universally best; e-leadership adds the virtual- distance challenge. Choice architecture / nudge (Thaler & Sunstein) . steer behaviour toward goals without forbidding options or changing incentives - the lever behind algorithmic nudging for distance management. 12b . IHRM & Leadership Cases APPLY THESE
• 目标设定理论（Locke & Latham）：
  • 清晰目标 + 对齐反馈能驱动努力。[22]Source: asksia-cheatsheet-mgmt30004.pdf· Name + apply: state the framework, then apply it to this company - not generic principles · Budget ~250 words / part; answer both A and B - half the marks live in each · Add one real semester example per answer (a case or guest insight) · Master the compare-pairs: integration vs responsiveness, equity vs non-equity, CSR vs CSV, ethnocentric vs geocentric, high vs low context · Open with the framework name, then a one-line definition, then the application - markers scan for the name first · Spend prep on the spine (5-step SMP + stakeholder theory) - both recur across topics SIA > Each Q is a new fictitious firm on a different topic, so revise breadth, not one topic deep. Drill: for every topic, "if asked, which framework + which case do I reach for?" That reflex is the whole exam. asksia. ai/cheatsheet/ unimelb-mgmt30004 · side 2/2 AskSia CHEAT SHEET SERIES HR's most culturally-"noisy" area is feedback. MEYER "diversity meets feedback" Upgraders strengthen criticism ("absolutely") in direct cultures; downgraders soften it ("maybe") in indirect ones; some cultures cushion negatives with positives. Status incongruence . less willing to accept feedback from a perceived "lower-status" person. Algorithmic management (Kellogg et al. ) . neither simply good nor bad - trades efficiency/scalability/consistency & nudging against opacity, surveillance, lost autonomy, bias & "algoactivism. " Goal-setting theory (Locke & Latham) . clear goals + aligned feedback drive effort. Diversity layers: surface-level (visible demographics) vs deep-level (values, attitudes, personality). Canon also in Ch 11: classic motivation theories (Maslow, Herzberg, McClelland, equity, expectancy) - note these don't transfer across cultures unchanged . 12 . Global Leadership T11 . CH 11 TikTok Global mindset . the cognitive ability to work across cultures & markets - openness, cultural curiosity, cross-cultural confidence, relationship-building, empathy (the "effective global leader" attributes). A2 Milk GLOBE leadership - CLT (culturally-endorsed implicit leadership theory): charismatic/value-based & team- oriented leadership are viewed positively near- universally, while participative, humane, autonomous & self-protective styles vary by culture. Transformational (inspire, raise aspirations, change the system) vs transactional (reward-for-performance exchange) - effectiveness is culturally contingent (links to Hofstede/GLOBE power distance). No single style is universally best; e-leadership adds the virtual- distance challenge. Choice architecture / nudge (Thaler & Sunstein) . steer behaviour toward goals without forbidding options or changing incentives - the lever behind algorithmic nudging for distance management. 12b . IHRM & Leadership Cases APPLY THESE
• 多样性两层：表层（可见人口统计）vs 深层（价值观/态度/人格）。[22]Source: asksia-cheatsheet-mgmt30004.pdf· Name + apply: state the framework, then apply it to this company - not generic principles · Budget ~250 words / part; answer both A and B - half the marks live in each · Add one real semester example per answer (a case or guest insight) · Master the compare-pairs: integration vs responsiveness, equity vs non-equity, CSR vs CSV, ethnocentric vs geocentric, high vs low context · Open with the framework name, then a one-line definition, then the application - markers scan for the name first · Spend prep on the spine (5-step SMP + stakeholder theory) - both recur across topics SIA > Each Q is a new fictitious firm on a different topic, so revise breadth, not one topic deep. Drill: for every topic, "if asked, which framework + which case do I reach for?" That reflex is the whole exam. asksia. ai/cheatsheet/ unimelb-mgmt30004 · side 2/2 AskSia CHEAT SHEET SERIES HR's most culturally-"noisy" area is feedback. MEYER "diversity meets feedback" Upgraders strengthen criticism ("absolutely") in direct cultures; downgraders soften it ("maybe") in indirect ones; some cultures cushion negatives with positives. Status incongruence . less willing to accept feedback from a perceived "lower-status" person. Algorithmic management (Kellogg et al. ) . neither simply good nor bad - trades efficiency/scalability/consistency & nudging against opacity, surveillance, lost autonomy, bias & "algoactivism. " Goal-setting theory (Locke & Latham) . clear goals + aligned feedback drive effort. Diversity layers: surface-level (visible demographics) vs deep-level (values, attitudes, personality). Canon also in Ch 11: classic motivation theories (Maslow, Herzberg, McClelland, equity, expectancy) - note these don't transfer across cultures unchanged . 12 . Global Leadership T11 . CH 11 TikTok Global mindset . the cognitive ability to work across cultures & markets - openness, cultural curiosity, cross-cultural confidence, relationship-building, empathy (the "effective global leader" attributes). A2 Milk GLOBE leadership - CLT (culturally-endorsed implicit leadership theory): charismatic/value-based & team- oriented leadership are viewed positively near- universally, while participative, humane, autonomous & self-protective styles vary by culture. Transformational (inspire, raise aspirations, change the system) vs transactional (reward-for-performance exchange) - effectiveness is culturally contingent (links to Hofstede/GLOBE power distance). No single style is universally best; e-leadership adds the virtual- distance challenge. Choice architecture / nudge (Thaler & Sunstein) . steer behaviour toward goals without forbidding options or changing incentives - the lever behind algorithmic nudging for distance management. 12b . IHRM & Leadership Cases APPLY THESE

• B6. 全球领导力：Global mindset + GLOBE CLT + 变革型/交易型（文化权变）

• Global mindset 定义：
  • 全球思维 = 智力资本 + 心理资本 + 社会资本，并包含文化智商、适应力、伦理、关系建立等胜任力。[5]Source: asksia-bible-mgmt30004-bilingual.pdf第1讲收尾时的那条线索在此回归。随着 Al 吸收了常规分析乃至起草工作,领导力中持久的人类优势正是 Al 做不到的 那部分 -- 文化共情、伦理判断、关系建立、品格与情商。Open Home Loans 那位客座嘉宾的话点出了它:招聘看 Al 才能,但人类仍要判断 Al 看不见的品格、情商与领导力。这就是心理资本+社会资本的具体化。 i Topic 12 - 'Looking back, looking forward' 主题 12 -- “回望与前瞻” Topic 12 introduces no new content: it is the semester recap and revision game whose purpose is to consolidate Topics 1-11 for the closed-book exam. Treat it as revision only - the integration practice is handled in this pack's practice bank. Topic 12 不引入任何新内容:它是学期回顾与复习游戏,目的是为闭卷考整合 Topic 1-11。把它当作纯复习 -- 整合性 练习已由本书的练习题库来处理。 ★ Recall checklist - Topic 11 回忆清单 -- 主题 11 (1) Global mindset = intellectual + psychological + social capital; plus competencies (cultural intelligence, adaptability, ethics, relationship-building). (2) Transformational vs transactional + the four I's; best leaders use both. (3) Culturally-contingent leadership - style must fit power distance / uncertainty avoidance; no universal best. (4) GLOBE / CLT six profiles: charismatic-value-based & team-oriented near-universally positive; participative, humane-oriented, autonomous, self-protective culturally variable. (5) Virtual + crisis leadership; the human difference in the AI era. (1) 全球思维= 智力+心理+社会资本;外加各项胜任力(文化智商、适应力、伦理、关系建立)。(2)变革型对交易型 + 四个 |;最优秀的领导者两者兼用。(3)文化权变型领导 -- 风格必须契合权力距离/不确定性规避;不存在普世最佳。 (4) GLOBE / CLT 六种画像:魅力-价值导向型与团队导向型近乎普世正面;参与型、人本导向型、自主型、自我保护 型因文化而异。(5)虚拟+危机领导;Al 时代的人类差异。 AskSia Library · MGMT30004 · 双语 Bilingual GLOSSARY . 1/3 - GLOSSARY BILINGUAL · 双语词汇表 Managing Globally in two languages 用两种语言学《全球化管理》 Every framework, theorist & term - EN + X + a one-line meaning, grouped by topic 每个框架、理论家与术语 -- EN+中文+一句话释义,按主题分组 TL;DR. The exam is closed book, so you need the framework names on instant recall (the markers say so explicitly: "you must know that it is Hofstede to discuss it"). This is that recall layer - the unit's whole concept canon in one place, each term with an accurate X gloss and a plain, exam-useful meaning. Cover the right two columns and define each term cold. 太长不看。考试是闭卷的,所以你需要框架名称能即刻回忆(阅卷人明确这么说:“你必须知道它是 Hofstede才能讨论 它”)。这就是那个回忆层 -- 本学科的整套概念正典集于一处,每个术语都配有准确的中文 gloss 和一个朴素、应试有用的释 义。盖住右边两列,把每个术语冷启动地定义出来。 Term (EN) 中文 One-line meaning The spine & W1 - Global business environment · 主线+全球商业环境 Strategic Management Process 战略管理五步流 程 Deresky & Miller's 5 steps: mission - scan environment - internal factors - global approach - entry mode - implement/evaluate. International management 国际管理 Building strategy, systems & people worldwide to sustain competitive advantage. Globalisation 全球化 Interconnected, interdependent economies; benefits (scale, access) vs costs (exploitation, environment). PESTLE
• GLOBE 领导力 CLT（六画像）：
  • 魅力/价值导向、团队导向近乎普世正面；参与型、人本导向、自主型、自我保护型因文化而异。[5]Source: asksia-bible-mgmt30004-bilingual.pdf第1讲收尾时的那条线索在此回归。随着 Al 吸收了常规分析乃至起草工作,领导力中持久的人类优势正是 Al 做不到的 那部分 -- 文化共情、伦理判断、关系建立、品格与情商。Open Home Loans 那位客座嘉宾的话点出了它:招聘看 Al 才能,但人类仍要判断 Al 看不见的品格、情商与领导力。这就是心理资本+社会资本的具体化。 i Topic 12 - 'Looking back, looking forward' 主题 12 -- “回望与前瞻” Topic 12 introduces no new content: it is the semester recap and revision game whose purpose is to consolidate Topics 1-11 for the closed-book exam. Treat it as revision only - the integration practice is handled in this pack's practice bank. Topic 12 不引入任何新内容:它是学期回顾与复习游戏,目的是为闭卷考整合 Topic 1-11。把它当作纯复习 -- 整合性 练习已由本书的练习题库来处理。 ★ Recall checklist - Topic 11 回忆清单 -- 主题 11 (1) Global mindset = intellectual + psychological + social capital; plus competencies (cultural intelligence, adaptability, ethics, relationship-building). (2) Transformational vs transactional + the four I's; best leaders use both. (3) Culturally-contingent leadership - style must fit power distance / uncertainty avoidance; no universal best. (4) GLOBE / CLT six profiles: charismatic-value-based & team-oriented near-universally positive; participative, humane-oriented, autonomous, self-protective culturally variable. (5) Virtual + crisis leadership; the human difference in the AI era. (1) 全球思维= 智力+心理+社会资本;外加各项胜任力(文化智商、适应力、伦理、关系建立)。(2)变革型对交易型 + 四个 |;最优秀的领导者两者兼用。(3)文化权变型领导 -- 风格必须契合权力距离/不确定性规避;不存在普世最佳。 (4) GLOBE / CLT 六种画像:魅力-价值导向型与团队导向型近乎普世正面;参与型、人本导向型、自主型、自我保护 型因文化而异。(5)虚拟+危机领导;Al 时代的人类差异。 AskSia Library · MGMT30004 · 双语 Bilingual GLOSSARY . 1/3 - GLOSSARY BILINGUAL · 双语词汇表 Managing Globally in two languages 用两种语言学《全球化管理》 Every framework, theorist & term - EN + X + a one-line meaning, grouped by topic 每个框架、理论家与术语 -- EN+中文+一句话释义,按主题分组 TL;DR. The exam is closed book, so you need the framework names on instant recall (the markers say so explicitly: "you must know that it is Hofstede to discuss it"). This is that recall layer - the unit's whole concept canon in one place, each term with an accurate X gloss and a plain, exam-useful meaning. Cover the right two columns and define each term cold. 太长不看。考试是闭卷的,所以你需要框架名称能即刻回忆(阅卷人明确这么说:“你必须知道它是 Hofstede才能讨论 它”)。这就是那个回忆层 -- 本学科的整套概念正典集于一处,每个术语都配有准确的中文 gloss 和一个朴素、应试有用的释 义。盖住右边两列,把每个术语冷启动地定义出来。 Term (EN) 中文 One-line meaning The spine & W1 - Global business environment · 主线+全球商业环境 Strategic Management Process 战略管理五步流 程 Deresky & Miller's 5 steps: mission - scan environment - internal factors - global approach - entry mode - implement/evaluate. International management 国际管理 Building strategy, systems & people worldwide to sustain competitive advantage. Globalisation 全球化 Interconnected, interdependent economies; benefits (scale, access) vs costs (exploitation, environment). PESTLE[22]Source: asksia-cheatsheet-mgmt30004.pdf· Name + apply: state the framework, then apply it to this company - not generic principles · Budget ~250 words / part; answer both A and B - half the marks live in each · Add one real semester example per answer (a case or guest insight) · Master the compare-pairs: integration vs responsiveness, equity vs non-equity, CSR vs CSV, ethnocentric vs geocentric, high vs low context · Open with the framework name, then a one-line definition, then the application - markers scan for the name first · Spend prep on the spine (5-step SMP + stakeholder theory) - both recur across topics SIA > Each Q is a new fictitious firm on a different topic, so revise breadth, not one topic deep. Drill: for every topic, "if asked, which framework + which case do I reach for?" That reflex is the whole exam. asksia. ai/cheatsheet/ unimelb-mgmt30004 · side 2/2 AskSia CHEAT SHEET SERIES HR's most culturally-"noisy" area is feedback. MEYER "diversity meets feedback" Upgraders strengthen criticism ("absolutely") in direct cultures; downgraders soften it ("maybe") in indirect ones; some cultures cushion negatives with positives. Status incongruence . less willing to accept feedback from a perceived "lower-status" person. Algorithmic management (Kellogg et al. ) . neither simply good nor bad - trades efficiency/scalability/consistency & nudging against opacity, surveillance, lost autonomy, bias & "algoactivism. " Goal-setting theory (Locke & Latham) . clear goals + aligned feedback drive effort. Diversity layers: surface-level (visible demographics) vs deep-level (values, attitudes, personality). Canon also in Ch 11: classic motivation theories (Maslow, Herzberg, McClelland, equity, expectancy) - note these don't transfer across cultures unchanged . 12 . Global Leadership T11 . CH 11 TikTok Global mindset . the cognitive ability to work across cultures & markets - openness, cultural curiosity, cross-cultural confidence, relationship-building, empathy (the "effective global leader" attributes). A2 Milk GLOBE leadership - CLT (culturally-endorsed implicit leadership theory): charismatic/value-based & team- oriented leadership are viewed positively near- universally, while participative, humane, autonomous & self-protective styles vary by culture. Transformational (inspire, raise aspirations, change the system) vs transactional (reward-for-performance exchange) - effectiveness is culturally contingent (links to Hofstede/GLOBE power distance). No single style is universally best; e-leadership adds the virtual- distance challenge. Choice architecture / nudge (Thaler & Sunstein) . steer behaviour toward goals without forbidding options or changing incentives - the lever behind algorithmic nudging for distance management. 12b . IHRM & Leadership Cases APPLY THESE
• 变革型 vs 交易型：
  • 最好的领导者两者兼用；有效性受文化影响（与权力距离等维度相关），不存在“普世最佳”。[5]Source: asksia-bible-mgmt30004-bilingual.pdf第1讲收尾时的那条线索在此回归。随着 Al 吸收了常规分析乃至起草工作,领导力中持久的人类优势正是 Al 做不到的 那部分 -- 文化共情、伦理判断、关系建立、品格与情商。Open Home Loans 那位客座嘉宾的话点出了它:招聘看 Al 才能,但人类仍要判断 Al 看不见的品格、情商与领导力。这就是心理资本+社会资本的具体化。 i Topic 12 - 'Looking back, looking forward' 主题 12 -- “回望与前瞻” Topic 12 introduces no new content: it is the semester recap and revision game whose purpose is to consolidate Topics 1-11 for the closed-book exam. Treat it as revision only - the integration practice is handled in this pack's practice bank. Topic 12 不引入任何新内容:它是学期回顾与复习游戏,目的是为闭卷考整合 Topic 1-11。把它当作纯复习 -- 整合性 练习已由本书的练习题库来处理。 ★ Recall checklist - Topic 11 回忆清单 -- 主题 11 (1) Global mindset = intellectual + psychological + social capital; plus competencies (cultural intelligence, adaptability, ethics, relationship-building). (2) Transformational vs transactional + the four I's; best leaders use both. (3) Culturally-contingent leadership - style must fit power distance / uncertainty avoidance; no universal best. (4) GLOBE / CLT six profiles: charismatic-value-based & team-oriented near-universally positive; participative, humane-oriented, autonomous, self-protective culturally variable. (5) Virtual + crisis leadership; the human difference in the AI era. (1) 全球思维= 智力+心理+社会资本;外加各项胜任力(文化智商、适应力、伦理、关系建立)。(2)变革型对交易型 + 四个 |;最优秀的领导者两者兼用。(3)文化权变型领导 -- 风格必须契合权力距离/不确定性规避;不存在普世最佳。 (4) GLOBE / CLT 六种画像:魅力-价值导向型与团队导向型近乎普世正面;参与型、人本导向型、自主型、自我保护 型因文化而异。(5)虚拟+危机领导;Al 时代的人类差异。 AskSia Library · MGMT30004 · 双语 Bilingual GLOSSARY . 1/3 - GLOSSARY BILINGUAL · 双语词汇表 Managing Globally in two languages 用两种语言学《全球化管理》 Every framework, theorist & term - EN + X + a one-line meaning, grouped by topic 每个框架、理论家与术语 -- EN+中文+一句话释义,按主题分组 TL;DR. The exam is closed book, so you need the framework names on instant recall (the markers say so explicitly: "you must know that it is Hofstede to discuss it"). This is that recall layer - the unit's whole concept canon in one place, each term with an accurate X gloss and a plain, exam-useful meaning. Cover the right two columns and define each term cold. 太长不看。考试是闭卷的,所以你需要框架名称能即刻回忆(阅卷人明确这么说:“你必须知道它是 Hofstede才能讨论 它”)。这就是那个回忆层 -- 本学科的整套概念正典集于一处,每个术语都配有准确的中文 gloss 和一个朴素、应试有用的释 义。盖住右边两列,把每个术语冷启动地定义出来。 Term (EN) 中文 One-line meaning The spine & W1 - Global business environment · 主线+全球商业环境 Strategic Management Process 战略管理五步流 程 Deresky & Miller's 5 steps: mission - scan environment - internal factors - global approach - entry mode - implement/evaluate. International management 国际管理 Building strategy, systems & people worldwide to sustain competitive advantage. Globalisation 全球化 Interconnected, interdependent economies; benefits (scale, access) vs costs (exploitation, environment). PESTLE[22]Source: asksia-cheatsheet-mgmt30004.pdf· Name + apply: state the framework, then apply it to this company - not generic principles · Budget ~250 words / part; answer both A and B - half the marks live in each · Add one real semester example per answer (a case or guest insight) · Master the compare-pairs: integration vs responsiveness, equity vs non-equity, CSR vs CSV, ethnocentric vs geocentric, high vs low context · Open with the framework name, then a one-line definition, then the application - markers scan for the name first · Spend prep on the spine (5-step SMP + stakeholder theory) - both recur across topics SIA > Each Q is a new fictitious firm on a different topic, so revise breadth, not one topic deep. Drill: for every topic, "if asked, which framework + which case do I reach for?" That reflex is the whole exam. asksia. ai/cheatsheet/ unimelb-mgmt30004 · side 2/2 AskSia CHEAT SHEET SERIES HR's most culturally-"noisy" area is feedback. MEYER "diversity meets feedback" Upgraders strengthen criticism ("absolutely") in direct cultures; downgraders soften it ("maybe") in indirect ones; some cultures cushion negatives with positives. Status incongruence . less willing to accept feedback from a perceived "lower-status" person. Algorithmic management (Kellogg et al. ) . neither simply good nor bad - trades efficiency/scalability/consistency & nudging against opacity, surveillance, lost autonomy, bias & "algoactivism. " Goal-setting theory (Locke & Latham) . clear goals + aligned feedback drive effort. Diversity layers: surface-level (visible demographics) vs deep-level (values, attitudes, personality). Canon also in Ch 11: classic motivation theories (Maslow, Herzberg, McClelland, equity, expectancy) - note these don't transfer across cultures unchanged . 12 . Global Leadership T11 . CH 11 TikTok Global mindset . the cognitive ability to work across cultures & markets - openness, cultural curiosity, cross-cultural confidence, relationship-building, empathy (the "effective global leader" attributes). A2 Milk GLOBE leadership - CLT (culturally-endorsed implicit leadership theory): charismatic/value-based & team- oriented leadership are viewed positively near- universally, while participative, humane, autonomous & self-protective styles vary by culture. Transformational (inspire, raise aspirations, change the system) vs transactional (reward-for-performance exchange) - effectiveness is culturally contingent (links to Hofstede/GLOBE power distance). No single style is universally best; e-leadership adds the virtual- distance challenge. Choice architecture / nudge (Thaler & Sunstein) . steer behaviour toward goals without forbidding options or changing incentives - the lever behind algorithmic nudging for distance management. 12b . IHRM & Leadership Cases APPLY THESE

• 4）“必背对比对”（考试最爱让你比较）

• 你至少要能做到：一句话说出差别 + 在情境里选边并论证：[22]Source: asksia-cheatsheet-mgmt30004.pdf· Name + apply: state the framework, then apply it to this company - not generic principles · Budget ~250 words / part; answer both A and B - half the marks live in each · Add one real semester example per answer (a case or guest insight) · Master the compare-pairs: integration vs responsiveness, equity vs non-equity, CSR vs CSV, ethnocentric vs geocentric, high vs low context · Open with the framework name, then a one-line definition, then the application - markers scan for the name first · Spend prep on the spine (5-step SMP + stakeholder theory) - both recur across topics SIA > Each Q is a new fictitious firm on a different topic, so revise breadth, not one topic deep. Drill: for every topic, "if asked, which framework + which case do I reach for?" That reflex is the whole exam. asksia. ai/cheatsheet/ unimelb-mgmt30004 · side 2/2 AskSia CHEAT SHEET SERIES HR's most culturally-"noisy" area is feedback. MEYER "diversity meets feedback" Upgraders strengthen criticism ("absolutely") in direct cultures; downgraders soften it ("maybe") in indirect ones; some cultures cushion negatives with positives. Status incongruence . less willing to accept feedback from a perceived "lower-status" person. Algorithmic management (Kellogg et al. ) . neither simply good nor bad - trades efficiency/scalability/consistency & nudging against opacity, surveillance, lost autonomy, bias & "algoactivism. " Goal-setting theory (Locke & Latham) . clear goals + aligned feedback drive effort. Diversity layers: surface-level (visible demographics) vs deep-level (values, attitudes, personality). Canon also in Ch 11: classic motivation theories (Maslow, Herzberg, McClelland, equity, expectancy) - note these don't transfer across cultures unchanged . 12 . Global Leadership T11 . CH 11 TikTok Global mindset . the cognitive ability to work across cultures & markets - openness, cultural curiosity, cross-cultural confidence, relationship-building, empathy (the "effective global leader" attributes). A2 Milk GLOBE leadership - CLT (culturally-endorsed implicit leadership theory): charismatic/value-based & team- oriented leadership are viewed positively near- universally, while participative, humane, autonomous & self-protective styles vary by culture. Transformational (inspire, raise aspirations, change the system) vs transactional (reward-for-performance exchange) - effectiveness is culturally contingent (links to Hofstede/GLOBE power distance). No single style is universally best; e-leadership adds the virtual- distance challenge. Choice architecture / nudge (Thaler & Sunstein) . steer behaviour toward goals without forbidding options or changing incentives - the lever behind algorithmic nudging for distance management. 12b . IHRM & Leadership Cases APPLY THESE
  • Integration vs Responsiveness
  • Equity vs Non-equity alliance
  • CSR vs CSV
  • Ethnocentric vs Geocentric（以及 EPRG 全套）
  • High-context vs Low-context

• 5）给你一套“考前 3 步冲刺法”（按这两份资料最匹配的练法）

• 第 1 步：框架冷启动（回忆层）：
  • 用“术语表/框架表”训练：看到一句话释义 → 你要说出框架名 + 作者/模型（阅卷人明确奖励这招）。[3]Source: asksia-bible-mgmt30004-bilingual.pdfMary Graham 玛丽·格雷厄姆 First Peoples' relational worldview (1999). Perlmutter 珀尔马特 EPRG (ethnocentric/poly/geo/regio) orientations. AskSia Library · MGMT30004 · 双语 Bilingual Term (EN) 中文 One-line meaning Meyer 梅尔 Cross-cultural feedback - upgraders/downgraders (2020). Kellogg, Valentine & Christin 凯洛格等 Algorithmic management (2020). Locke & Latham 洛克与莱瑟姆 Goal-setting theory (1990). ✓ How to drill this glossary for a closed-book exam 如何为闭卷考试操练这份术语表 Three passes. (1) EN-+X: read the term, recall the gloss - builds bilingual recall. (2) X->term: cover the left column, read the one-line meaning, name the term + its theorist - this is the exact move the markers reward ("name Hofstede to discuss it"). (3) Apply: for each framework, say one sentence linking it to a real unit case (A2 Milk, Allbirds, TikTok, Rio Tinto, McDonald's). Terms marked # are textbook-layer canon (Deresky & Miller Ch. 11) expected but only lightly seen in slides - know them, but don't over-weight. 三轮过法。(1)EN→中文:读术语,回忆中文释义 -- 建立双语回忆。(2)定义→术语:盖住左栏,读那句一行释义,说 出术语+其理论家 -- 这正是阅卷人所奖励的那个招式(“点出 Hofstede 来讨论它”)。(3)应用:对每个框架,说一句 话把它系到一个真实的课程案例 (A2 Milk、Allbirds、TikTok、Rio Tinto、McDonald's)上。标有 * 的术语属于教科 书层正典(Deresky & Miller 第11章),它们是被期望掌握、但在幻灯片中只略有所见的 -- 要知道它们,但不要过度 看重。 AskSia Library · MGMT30004 · 双语 Bilingual PRACTICE . S1 PART A - PRACTICE BANK PRACTICE . 50% FINAL Sit the exam before you sit the exam 在正式考前先“考”一遍 AskSia-authored items in the real exam shape - every one worked AskSia 编写、采用真实考试形态的题目 -- 每一道都做过详解[5]Source: asksia-bible-mgmt30004-bilingual.pdf第1讲收尾时的那条线索在此回归。随着 Al 吸收了常规分析乃至起草工作,领导力中持久的人类优势正是 Al 做不到的 那部分 -- 文化共情、伦理判断、关系建立、品格与情商。Open Home Loans 那位客座嘉宾的话点出了它:招聘看 Al 才能,但人类仍要判断 Al 看不见的品格、情商与领导力。这就是心理资本+社会资本的具体化。 i Topic 12 - 'Looking back, looking forward' 主题 12 -- “回望与前瞻” Topic 12 introduces no new content: it is the semester recap and revision game whose purpose is to consolidate Topics 1-11 for the closed-book exam. Treat it as revision only - the integration practice is handled in this pack's practice bank. Topic 12 不引入任何新内容:它是学期回顾与复习游戏,目的是为闭卷考整合 Topic 1-11。把它当作纯复习 -- 整合性 练习已由本书的练习题库来处理。 ★ Recall checklist - Topic 11 回忆清单 -- 主题 11 (1) Global mindset = intellectual + psychological + social capital; plus competencies (cultural intelligence, adaptability, ethics, relationship-building). (2) Transformational vs transactional + the four I's; best leaders use both. (3) Culturally-contingent leadership - style must fit power distance / uncertainty avoidance; no universal best. (4) GLOBE / CLT six profiles: charismatic-value-based & team-oriented near-universally positive; participative, humane-oriented, autonomous, self-protective culturally variable. (5) Virtual + crisis leadership; the human difference in the AI era. (1) 全球思维= 智力+心理+社会资本;外加各项胜任力(文化智商、适应力、伦理、关系建立)。(2)变革型对交易型 + 四个 |;最优秀的领导者两者兼用。(3)文化权变型领导 -- 风格必须契合权力距离/不确定性规避;不存在普世最佳。 (4) GLOBE / CLT 六种画像:魅力-价值导向型与团队导向型近乎普世正面;参与型、人本导向型、自主型、自我保护 型因文化而异。(5)虚拟+危机领导;Al 时代的人类差异。 AskSia Library · MGMT30004 · 双语 Bilingual GLOSSARY . 1/3 - GLOSSARY BILINGUAL · 双语词汇表 Managing Globally in two languages 用两种语言学《全球化管理》 Every framework, theorist & term - EN + X + a one-line meaning, grouped by topic 每个框架、理论家与术语 -- EN+中文+一句话释义,按主题分组 TL;DR. The exam is closed book, so you need the framework names on instant recall (the markers say so explicitly: "you must know that it is Hofstede to discuss it"). This is that recall layer - the unit's whole concept canon in one place, each term with an accurate X gloss and a plain, exam-useful meaning. Cover the right two columns and define each term cold. 太长不看。考试是闭卷的,所以你需要框架名称能即刻回忆(阅卷人明确这么说:“你必须知道它是 Hofstede才能讨论 它”)。这就是那个回忆层 -- 本学科的整套概念正典集于一处,每个术语都配有准确的中文 gloss 和一个朴素、应试有用的释 义。盖住右边两列,把每个术语冷启动地定义出来。 Term (EN) 中文 One-line meaning The spine & W1 - Global business environment · 主线+全球商业环境 Strategic Management Process 战略管理五步流 程 Deresky & Miller's 5 steps: mission - scan environment - internal factors - global approach - entry mode - implement/evaluate. International management 国际管理 Building strategy, systems & people worldwide to sustain competitive advantage. Globalisation 全球化 Interconnected, interdependent economies; benefits (scale, access) vs costs (exploitation, environment). PESTLE
• 第 2 步：情境套骨架（应用层）：
  • 做 4-move：Name→Define→Apply→So-what；每个 Part 先限时写，再对照“阅卷人提示”。[16]Source: asksia-bible-mgmt30004-bilingual.pdfTL;DR. The final is closed book, on-campus, lockdown browser, four scenario questions x 25 pts, each a new fictitious company tied to a different topic, each split into Part A + Part B (12. 5 each), 500 words max per question. So practice = answer a whole scenario under that shape, then mark yourself against the model answer and the marker note. None of these reproduce a real stem - they are AskSia drills grounded in the unit's own cases (All Birds, TikTok, Rio Tinto, A2 Milk, Haier, GitLab), paraphrased. 太长不看。期末是闭卷的,在校园内、锁定浏览器、四道情境题 × 25分,每道是一家新的虚构公司、绑定一个不同的主 题,每道分为 Part A + Part B (各12. 5分),每题最多500字。因此练习=在那个结构下回答一整道情境题,然后对照标 准答案和阅卷人提示给自己打分。这些题没有一个复现真实题干 -- 它们都是 AskSia 的演练题,扎根于本学科自己的案例 (All Birds、TikTok、Rio Tinto、A2 Milk、Haier、GitLab),经过改述。 ★ How to use this bank (and what the real exam rewards) 如何使用这个题库(以及真实考试究竟奖励什么) Closed book - so you must NAME the framework, not cite it. For each Part, write a timed answer first, then check. Markers split the marks two ways: (1) concept understanding - define the framework and name its author/model; (2) application - map it to this company's specifics. The repeated "average vs excellent" signal: generic principle = pass; detail contextualised to the firm + a real semester example = high marks. Budget ~6 lines of definition, the rest application. 闭卷 -- 所以你必须点出框架名称,而不是引用它。对每个 Part,先写一份限时答案,再核对。阅卷人把分数分作两 块:(1)概念理解 -- 定义框架并点出其作者/模型;(2)应用 -- 把它映射到这家公司的具体细节上。那个反复出现的 “及格与优秀”信号:泛泛的原理=及格;情境化到该公司的细节+一个真实的学期案例=高分。预算大约 6 行用于定 义,其余用于应用。 ✓ The 4-move answer skeleton that fits every Part 适配每一个 Part 的“四步答题骨架” Name - Define - Apply - So-what. (1) Name the framework + its author/model. (2) One precise sentence of definition. (3) Map each component to a concrete detail in the scenario. (4) A judgement/recommendation that answers the actual question. Do this per Part and you cannot leave easy marks on the table. 命名→定义→应用→所以呢。(1)点出框架+其作者/模型。(2)一句精准的定义。(3)把每个组成部分映射到情境中 的一个具体细节上。(4)给出回应实际问题的判断/建议。每个 Part 都这样做,你就不会把唾手可得的分数留在桌上。 SCENARIO 1 NordVista - entering a distant market SCENARIO 1 NordVista -- 进入一个遥远的市场 Topic focus: global business environment + strategy / market entry (Topics 1-3). Read once, then attempt both Parts under 500 words total. 主题聚焦:全球商业环境+战略/市场进入(主题1-3)。读一遍,然后在总计 500 字以内尝试两个 Part。 AskSia Library · MGMT30004 · 双语 Bilingual NordVista is a Finland-based maker of premium home-air-quality monitors, sold so far only across the Nordic and Baltic region through its own webstore. Demand at home has plateaued. The board wants to enter South Korea, where urban air-quality anxiety is high, smartphone penetration is near-total, and a few strong local electronics brands already dominate retail shelves. NordVista has a strong brand at home but is unknown in Asia, holds limited cash, and has never operated outside Europe. S1 . Part A SCENARIO 12. 5 pts . ~ 250 words Before NordVista commits to South Korea, what types of risk should its managers assess, and why? Name the scanning framework you would use, and illustrate with one real global force discussed this semester. 在 NordVista 承诺进入韩国之前,它的管理者应评估哪些风险类型,又为什么?说出你会使用的扫描框架,并以本学期 讨论过的一个真实全球性力量来举例说明。 MODEL ANSWER 1 Name + define the framework. Use PESTLE (Aguilar, 1967) to scan the macro-environment - Political, Economic, Sociocultural, Technological, Legal, Environmental; note Deresky & Miller foreground PELT (political-economic-legal-technological) risk. The point: a single foreign force can ripple across every dimension, so you assess them as a set, at global - regional - national - operating levels. 点出并定义框架。用 PESTLE(Aguilar, 1967) 扫描宏观环境 -- Political 政治、Economic 经济、Sociocultural 社会文 化、Technological 技术、Legal 法律、Environmental 环境;注意 Deresky & Miller 把 PELT(政治-经济-法律-技术)风 险置于前台。要点是:单一一股外来力量能够波及每一个维度,所以你要把它们作为一个整体来评估,在全球→区域→国 家→运营各层级上进行。 2 Apply the risk types to NordVista. Political/legal - Korean product-safety, labelling and data-privacy rules for a connected device; possible trade frictions. Economic - won/euro FX volatility hitting an importer with limited cash; price sensitivity vs entrenched local brands. Sociocultural - high-context, brand-loyal, status- conscious buyers (Hofstede axes). Technological - cyber/data risk on a smart device, dependence on app- store and platform rules. Environmental - the air-quality narrative that is the very demand driver. 把风险类型应用到 NordVista 上。政治/法律 -- 针对一款联网设备的韩国产品安全、标签与数据隐私规定;可能的贸易摩 擦。经济 -- 韩元/欧元汇率波动,冲击一个现金有限的进口商;面对根深蒂固的本地品牌的价格敏感性。社会文化 -- 高语 境、品牌忠诚、注重身份地位的买家(Hofstede 各轴)。技术 -- 智能设备上的网络/数据风险,对应用商店和平台规则的依 赖。环境 -- 空气质量这一叙事,正是需求的驱动因素本身。 Why it matters here. NordVista faces the liability of foreignness in an unfamiliar, distant market; systematic risk scanning is Step 2 (assess the environment) of the five-step Strategic Management Process and de- risks the entry-mode choice in Part B.
• 第 3 步：每题强行加 1 个“本学期锚点案例”：
  • 例如 Allbirds / Rio Tinto / McDonald’s / GitLab/Haier / A2 Milk（把它作为你“去年写不出来”的细节）。[3]Source: asksia-bible-mgmt30004-bilingual.pdfMary Graham 玛丽·格雷厄姆 First Peoples' relational worldview (1999). Perlmutter 珀尔马特 EPRG (ethnocentric/poly/geo/regio) orientations. AskSia Library · MGMT30004 · 双语 Bilingual Term (EN) 中文 One-line meaning Meyer 梅尔 Cross-cultural feedback - upgraders/downgraders (2020). Kellogg, Valentine & Christin 凯洛格等 Algorithmic management (2020). Locke & Latham 洛克与莱瑟姆 Goal-setting theory (1990). ✓ How to drill this glossary for a closed-book exam 如何为闭卷考试操练这份术语表 Three passes. (1) EN-+X: read the term, recall the gloss - builds bilingual recall. (2) X->term: cover the left column, read the one-line meaning, name the term + its theorist - this is the exact move the markers reward ("name Hofstede to discuss it"). (3) Apply: for each framework, say one sentence linking it to a real unit case (A2 Milk, Allbirds, TikTok, Rio Tinto, McDonald's). Terms marked # are textbook-layer canon (Deresky & Miller Ch. 11) expected but only lightly seen in slides - know them, but don't over-weight. 三轮过法。(1)EN→中文:读术语,回忆中文释义 -- 建立双语回忆。(2)定义→术语:盖住左栏,读那句一行释义,说 出术语+其理论家 -- 这正是阅卷人所奖励的那个招式(“点出 Hofstede 来讨论它”)。(3)应用:对每个框架,说一句 话把它系到一个真实的课程案例 (A2 Milk、Allbirds、TikTok、Rio Tinto、McDonald's)上。标有 * 的术语属于教科 书层正典(Deresky & Miller 第11章),它们是被期望掌握、但在幻灯片中只略有所见的 -- 要知道它们,但不要过度 看重。 AskSia Library · MGMT30004 · 双语 Bilingual PRACTICE . S1 PART A - PRACTICE BANK PRACTICE . 50% FINAL Sit the exam before you sit the exam 在正式考前先“考”一遍 AskSia-authored items in the real exam shape - every one worked AskSia 编写、采用真实考试形态的题目 -- 每一道都做过详解[22]Source: asksia-cheatsheet-mgmt30004.pdf· Name + apply: state the framework, then apply it to this company - not generic principles · Budget ~250 words / part; answer both A and B - half the marks live in each · Add one real semester example per answer (a case or guest insight) · Master the compare-pairs: integration vs responsiveness, equity vs non-equity, CSR vs CSV, ethnocentric vs geocentric, high vs low context · Open with the framework name, then a one-line definition, then the application - markers scan for the name first · Spend prep on the spine (5-step SMP + stakeholder theory) - both recur across topics SIA > Each Q is a new fictitious firm on a different topic, so revise breadth, not one topic deep. Drill: for every topic, "if asked, which framework + which case do I reach for?" That reflex is the whole exam. asksia. ai/cheatsheet/ unimelb-mgmt30004 · side 2/2 AskSia CHEAT SHEET SERIES HR's most culturally-"noisy" area is feedback. MEYER "diversity meets feedback" Upgraders strengthen criticism ("absolutely") in direct cultures; downgraders soften it ("maybe") in indirect ones; some cultures cushion negatives with positives. Status incongruence . less willing to accept feedback from a perceived "lower-status" person. Algorithmic management (Kellogg et al. ) . neither simply good nor bad - trades efficiency/scalability/consistency & nudging against opacity, surveillance, lost autonomy, bias & "algoactivism. " Goal-setting theory (Locke & Latham) . clear goals + aligned feedback drive effort. Diversity layers: surface-level (visible demographics) vs deep-level (values, attitudes, personality). Canon also in Ch 11: classic motivation theories (Maslow, Herzberg, McClelland, equity, expectancy) - note these don't transfer across cultures unchanged . 12 . Global Leadership T11 . CH 11 TikTok Global mindset . the cognitive ability to work across cultures & markets - openness, cultural curiosity, cross-cultural confidence, relationship-building, empathy (the "effective global leader" attributes). A2 Milk GLOBE leadership - CLT (culturally-endorsed implicit leadership theory): charismatic/value-based & team- oriented leadership are viewed positively near- universally, while participative, humane, autonomous & self-protective styles vary by culture. Transformational (inspire, raise aspirations, change the system) vs transactional (reward-for-performance exchange) - effectiveness is culturally contingent (links to Hofstede/GLOBE power distance). No single style is universally best; e-leadership adds the virtual- distance challenge. Choice architecture / nudge (Thaler & Sunstein) . steer behaviour toward goals without forbidding options or changing incentives - the lever behind algorithmic nudging for distance management. 12b . IHRM & Leadership Cases APPLY THESE

• 6）我需要你给我 2 个信息，我就能把你复习做成“每天照抄就行”的清单

• 你回答我两点（用子弹点回我就行）：
  • 你的 Final 具体日期是哪天？（我好按还剩几天排每天刷哪些框架）
  • 你最怕哪 3 块（选 3 个）：
    • A 环境扫描/政治经济风险（PESTLE/PELT）
    • B I-R + CAGE + 进入模式/联盟
    • C CSR/CSV/ESG/Stakeholder
    • D 结构（四结构 + 集权/分权）
    • E 文化（Hofstede/GLOBE/Hall/CQ）
    • F 谈判（5-stage + Rio Tinto）
    • G IHRM（EPRG + PCN/HCN/TCN）
    • H 激励多样性/算法管理/Meyer 反馈
    • I 全球领导力（global mindset + CLT）

• （可选）如果你愿意，我也可以把你“最怕的 3 块 + 常犯错点”记住，下次你一来我就直接按这个顺序帮你快速复习。