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Identify whether GoPops is taking an ethnocentric, polycentric or
geocentric approach to staffing its new Russian stores. Use details from
the case to justify your response. (10 marks)
What are the benefits and risks of this approach to staffing, for GoPops?
 (15 marks)
Question 2 …………………………………………………………………. 25 marks
What type of adjustment issues do expatriates typically face, and what
can organisations do to help manage the transition?
Question 3 …………………………………………………………………. 25 marks
In what ways might the experience of GoPop’s expatriate managers in
Russia be different from the experiences reported in:
Perley-Ann Friedman , Lorraine S. Dyke & Steven A. Murphy
(2009) Expatriate adjustment from the inside out: an
autoethnographic account, The International Journal of Human
Resource Management, 20:2, 252-268.
Question 4 …………………………………………………………………. 25 marks
What training would you recommend be provided to the following
manager who has been accepted for posting to Russia?
Now aged 32, joined the organization at 20 years of age.
Has been in a management position with GoPops for seven years.
Has only travelled to Hawaii and Bermuda for one week holidays
and has never travelled to another country for business.
Speaks no language other than English
Is concerned about not knowing very much about Russian culture
and the way fast food outlets are managed in Russia. 
BUS707 Semester 1 Task 3 – Open book Exam (take home) pg. 3
Case study for Task 3 – Take-home exam
A US-based fast-food chain, GoPops, owns more than 200 fast-food
stores throughout the United States (USA) and a further 80 in Western
Europe. It recently acquired a small fast food chain headquartered in
Russia with 60 stores. GoPops’ Chief Executive (CEO) decided that half
of the new stores in Russia would be retained and rebranded as part of
the GoPops Group; the other half will be sold.
GoPops set aside two months to rebrand the stores. During its start-up
phase in Russia, GoPops planned to draw on the expertise of their
existing managers and decided that only internal candidates should be
considered. They planned to send some of their existing US-based and
European-based managers to Russia to lead the changeover of the new
stores and then manage them after they re-opened. They thought that
this was important so they could incorporate the organization’s values.
However, they believed that once the stores are up and running, local
managers could be hired. Initially there were 30 Western managers from
various countries and GoPops planned to reduce this number
significantly over a five year time period so that Russians would replace
all but five store managers.
GoPops also decided to recruit a large number of entry-level staff
because almost all of the staff from the firm that was acquired had left.
For staff at this level, it decided to follow the practice widely used in its
existing restaurants and hire Russian teenagers as many of the store
staff... people with no prior work experience. The thinking was that it
would be easier to instil GoPops’ work habits and standards in people
who hadn’t already developed different work habits in former jobs. In
this, GoPops believed they would be helped by their strong systems and
training for store staff and the experience of store managers they would
transfer in from the US and Europe.
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