According to the textbook, why do organizations such as hospitals and museums rarely have international operations?...
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According to the textbook, why do organizations such as hospitals and museums rarely have international operations? OA These organizations are heavily dependent on the judgments of professionals and professional control mechanisms in many countries. OB. These organizations are heavily dependent on the judgments of professionals and professional control mechanisms that are unique to their home countries. OC. These organizations tend to not have any operating core. O D. Hospitals and museums generally have a large number of operating cores and hence, they are difficult to replicate. O E. The World Wide Web has reduced the demand for intercutural museums. QUESTION 22 Research from the University of Aston showed a structure. of in organizational O A. weak effect, size O B. strong effect, culture O C. strong effect, institutions O D. weak effect, culture O E. strong effect, culture According to the textbook, why do organizations such as hospitals and museums rarely have international operations? OA These organizations are heavily dependent on the judgments of professionals and professional control mechanisms in many countries. OB. These organizations are heavily dependent on the judgments of professionals and professional control mechanisms that are unique to their home countries. OC. These organizations tend to not have any operating core. O D. Hospitals and museums generally have a large number of operating cores and hence, they are difficult to replicate. O E. The World Wide Web has reduced the demand for intercutural museums. QUESTION 22 Research from the University of Aston showed a structure. of in organizational O A. weak effect, size O B. strong effect, culture O C. strong effect, institutions O D. weak effect, culture O E. strong effect, culture
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Managing Supply Chain and Operations An Integrative Approach
ISBN: 978-0132832403
1st edition
Authors: Thomas Foster, Scott E. Sampson, Cynthia Wallin, Scott W Webb
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