Relevant bibliographies by topics / Multinational companies

Academic literature on the topic 'Multinational companies'

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Published: 4 June 2021
Last updated: 20 February 2023

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Journal articles on the topic "Multinational companies"

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Aguilera-Caracuel, Javier, Jaime Guerrero-Villegas, and Encarnación García-Sánchez. "Reputation of multinational companies." European Journal of Management and Business Economics 26, no. 3 (October 2, 2017): 329–46. http://dx.doi.org/10.1108/ejmbe-10-2017-019.

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Purpose The purpose of this paper is to use stakeholder theory as the theoretical reference framework to study the influence of internationalization (geographic international diversification) and social performance on multinational companies’ (MNCs) reputation. Design/methodology/approach The authors confirm the research hypotheses using a sample of 113 US MNCs in the chemical, energy and industrial machinery sectors during the period 2005-2010. Findings This study contributes to the literature in three ways. First, it incorporates literature on internationalization to study the possible connection between geographic international diversification and social performance in MNCs. Second, it sheds light on the debate between corporate social responsibility (CSR) and the reputation of MNCs in a very diverse transnational context in which MNCs must meet the needs of stakeholders at both local and global levels. Third, it incorporates the mediating role of social performance in the relationship between geographic international diversification and the firm’s reputation. Originality/value Prior studies have hardly analyzed this relationship, which becomes especially relevant for MNCs, since their implementation of advanced CSR practices in the different markets in which they operate will gain them a good reputation, not only in specific local contexts but also globally, benefitting the organization as a whole and enabling it to gain internal consistency (improvement in internal efficiency), transparency and legitimacy.
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Cooke, Phil. "Innovation in Multinational Companies." European Planning Studies 19, no. 2 (February 2011): 357–59. http://dx.doi.org/10.1080/09654313.2011.543802.

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Ratnam, C. S. Venkata. "Multinational companies in India." International Journal of Human Resource Management 9, no. 4 (January 1998): 567–89. http://dx.doi.org/10.1080/095851998340900.

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Pérez-Mesa, JC, and E. Galdeano-Gómez. "Agrifood cluster and transfer of technology in the Spanish vegetables exporting sector: the role of multinational enterprises." Agricultural Economics (Zemědělská ekonomika) 56, No. 10 (November 8, 2010): 478–88. http://dx.doi.org/10.17221/111/2009-agricecon.

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Several studies have analyzed the spread of technology by the multinational enterprises. The conclusions obtained are unsettling. Multinationals benefit more from the local branches in terms of knowledge than what they contribute. In the agro-industrial business cluster, multinationals are present as supply companies (e.g. seeds and machinery). However, they also play an important role because, in most cases, they constitute the company demand (retail distribution chain). In this context, this study intends to verify whether multinationals, by means of these two forms of interaction, encourage the use of generic technology, acting as a vector (carrier) that transfers (diffuses) technology throughout their branch networks. In this sense, we analyze the role of multinational companies within the cluster comprised of production and marketing companies, as well as the auxiliary industry for agriculture in the Almeria province (Spain).
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Mandal, Pratap Chandra. "Emerging Markets and Marketing Intelligence." International Journal of Organizational and Collective Intelligence 12, no. 1 (January 1, 2022): 1–15. http://dx.doi.org/10.4018/ijoci.304885.

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Multinational companies enter markets with emerging economies to expand their businesses. Multinationals need to obtain marketing intelligence to understand the emerging markets which have requirements different from that of developed markets. They require adopting new approaches to gathering and using marketing intelligence in emerging markets. The study discusses the importance of obtaining marketing intelligence in emerging markets. Multinationals require to treat and manage marketing intelligence as a strategic asset, organize differently for marketing intelligence in emerging markets, and use a wide range of sources and methods to obtain marketing intelligence. Multinationals should also ensure shared responsibility for marketing intelligence between corporate office and executives in the emerging markets. The above strategies will help multinational companies in obtaining adequate marketing intelligence and in growing in fast-changing economies.
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Alejandra Gonzalez-Perez, Maria, and Juan Fernando Velez-Ocampo. "Targeting one’s own region: internationalisation trends of Colombian multinational companies." European Business Review 26, no. 6 (October 7, 2014): 531–51. http://dx.doi.org/10.1108/ebr-03-2013-0056.

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Purpose – This paper aims to provide an examination of the ongoing internationalisation processes undertaken by 30 major multinational Colombian-owned firms. It also presents a theoretical overview and a conceptual framework for the understanding of internationalisation patterns from emerging countries’ multinational enterprises. Design/methodology/approach – This study is built based both on the results collected from comparative case studies based in the literature and empirical observations of Colombia’s patterns. This study observed the evolution in terms of commitment and investment decisions that 30 major Colombian companies have undergone specially within the past decade. Findings – Although, it was found that direct exports is the widespread entry mode of Colombian companies to foreign markets, most of the observed firms preferred the consolidation in host markets through Mergers & Acquisitions instead of using Greenfield investments or joint ventures. These observations might suggest similarities with the process of internationalisation of Asian tigers multinationals, which means that they are consolidating their internationalisation process based on their learning, linkages and leverages capabilities. Furthermore, Colombian companies are following the internationalisation pattern of other multilatinas. These companies have first explorer natural markets for them; in other words, they have first attempt to be established in markets that share psychic features, and similar institutional environments, as psychic and physical proximity reduces risk and facilitates foreseen return of investments, and therefore long-term capital accumulation. Research limitations/implications – This study has some limitations that suggest further research. First, although the observed firms share one main characteristic: being Colombian-owned multinationals, they belong to diverse fields, so this might pose difficultly for the creation of a framework that explains other multinationals drivers to internationalise. A second limitation is that this analysis does not deepen into the internationalisation patterns of multilatinas from countries other than Colombia; this leaves room for further research questions that might deal with the issue of analysing advantages and disadvantages in the internationalisation process of developing country multinational corporations (DCMCs). A third limitation is that this study does not have a longitudinal approach, so this paper does not intent to provide definitive information about cause-and-effect relationship regarding the drivers for DCMCs to internationalize, instead, this study is intended to provide an analysis of the outward foreign direct investment decisions of Colombian multinational firms. Practical implications – There is limited research based on primary data on accessing the internationalisation process of Colombian multinational companies. This paper offers a research framework and results which could be replicated in other Developing Country Multinational Corporation (DCMNC), and could also be studied longitudinally. This study includes relevant information on the drivers for international expansion, market selection, perceived obstacles, entry modes and consolidation in host markets via acquisitions that could possibly support managerial decisions. Originality/value – There is limited research based on primary data on accessing the process of internationalisation of Colombian multinational companies. This paper offers research framework and results which could be replicated in other DCMNC, and also could be longitudinally studied. This study includes relevant information on the drivers for international expansion, market selection, perceived obstacles, entry modes and consolidation in host markets via acquisitions that could eventually support managerial decisions.
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Yarborough, Charles M. "Tuberculosis Control for Multinational Companies." Journal of Occupational and Environmental Medicine 37, no. 4 (April 1995): 522. http://dx.doi.org/10.1097/00043764-199504000-00131.

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Feely, Alan J., and Anne‐Wil Harzing. "Language management in multinational companies." Cross Cultural Management: An International Journal 10, no. 2 (June 2003): 37–52. http://dx.doi.org/10.1108/13527600310797586.

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Sanna-Randaccio, Francesca. "New protectionism and multinational companies." Journal of International Economics 41, no. 1-2 (August 1996): 29–51. http://dx.doi.org/10.1016/s0022-1996(96)01430-4.

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Lloyd, Bruce. "Strategic management in multinational companies." Long Range Planning 19, no. 4 (August 1986): 123. http://dx.doi.org/10.1016/0024-6301(86)90282-7.

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Dissertations / Theses on the topic "Multinational companies"

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Kim, JeongHeon. "Stakeholders of multinational companies: the case of Korean multinational companies in Brazil." Universidade de São Paulo, 2015. http://www.teses.usp.br/teses/disponiveis/12/12139/tde-03122015-154936/.

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The objective of this study is to investigate the difference between stakeholders\' characteristics in Brazil and in Korea which are perceived by managers of Korean MNCs (This study has been conducted based on data collected from South Korean companies so whenever \"Korea\" and \"Korean\" are mentioned, they should be interpreted as relating to South Korea.) In international business, the multinational environment has become challenging to MNCs, which stem from the multidimensional environments of the countries, such as macroeconomic, cultural, political and legal environments, among others. That is, managing stakeholders in a different environment has become influential to managerial performance of MNCs as well. Thus, in order to identify the main stakeholders and issues related to them as management strategic focus, the stakeholder\'s characteristics of Brazil and Korea were compared and empirically approached. The data collection was done through in-depth interviews with the Korean managers of several Korean multinational companies operating in Brazil, who belong to the department that deals with local stakeholders either directly or indirectly in the host country. According to the data analysis, among the ten categories of stakeholders identified by Clarkson, the Korean companies are mainly interacting with eight stakeholders: employee, financial institution, customer, supplier, government, trade association, labor union and media, and there is effectively not only no interaction with the other two categories of NGO and community in Brazil but also no difference in their characteristics between Korea and Brazil. In reference to the distinct characteristics of the local stakeholders compared to the stakeholders in Korea, five characteristics were identified with employees, three with governments, three with financial institutions, two with customers, two with suppliers and one with trade associations, but no difference was identified with media. Managers perceived that all kinds of stakeholders are more unmanageable in Brazil than in Korea, excepting the customers. It was shown that there is a bigger difference of that manageability with employees, suppliers, financial institutions and trade associations and less difference with governments, labor unions and media, in this particular order. Analyzing the difference of the stakeholder\'s influence between the two countries, it was established that there is no difference in customers, labor unions and trade associations, there is a little difference in financial institutions and suppliers, and a bigger difference in governments and media. It is a difficult situation to find not only the study that compares the characteristics of the stakeholders but also the comparative study that deals with specific countries\' cases. The result of this comparison among the characteristics can help managers grasp the causes and existing strategies analyzed for the problems, as well as effectively establish strategies to manage the stakeholders. However, because of the limitations of the study, which collected data from only a few industries, in future research there will be a need to conduct a comprehensive study with data collected from all kinds of industries. Then, it will be possible to generalize stakeholders\' characteristics. In addition, quantitative studies need to be done in relation to the characteristics presented as a result after this analysis process so that the researchers will be able to verify the influences of stakeholders on the multinational companies statistically. clientes, sindicatos e associações de classe; pouca diferença foi identificada em relação às instituições financeiras e fornecedores e grande diferença em governos e mídia. É difícil encontrar um estudo que não apenas compare as características dos stakeholders, mas também compare as especificidades dos países. Os resultados desta comparação entre características pode auxiliar os gestores a compreender as causas e estratégias existentes para os problemas, assim como efetivamente estabelecer estratégias para gestão de stakeholders. Todavia, considerando as limitações deste estudo, que coletou dados de poucas indústrias, nas pesquisas futuras haverá a necessidade de conduzir um estudo mais abrangente, coletando dados de todos os tipos de indústria. Dessa forma, será possível generalizar as características dos stakeholders. Além disso, necessita-se realizar estudos quantitativos em relação às características apresentadas como um resultado posterior a este processo de análise e então os pesquisadores poderão verificar estatisticamente as influências dos stakeholders nas empresas multinacionais.
O objetivo deste estudo é investigar a diferença entre as características dos stakeholders no Brasil e na Coreia do Sul que são percebidas pelos gestores de empresas multinacionais coreanas(Todo o trabalho está baseado em dados da Coreia do Sul, e \"Korea\" e \"Korean\" devem ser interpretados como relacionados a este país). Em negócios internacionais, o ambiente das multinacionais tornou-se desafiador para as empresas que decorrem de ambientes multidimensionais dos países, tais como macroeconômico, cultural, político e legal, entre outros. Logo, a gestão dos stakeholders em um ambiente diferente começou a influenciar o desempenho dos gestores das empresas multinacionais também. Sendo assim, a fim de verificar os principais stakeholders e as questões relacionadas a eles como o foco em gestão estratégica, analisaram-se empiricamente e compararam-se as características dos stakeholders no Brasil e na Coreia do Sul. A coleta de dados foi realizada por meio de entrevista em profundidade com gerentes sul coreanos de diversas empresas multinacionais sul coreanas operando no Brasil, pertencentes ao departamento que interage diretamente ou indiretamente com stakeholders locais no Brasil. Segundo a análise dos dados, dentre as dez categorias de stakeholders identificadas por Clarkson, as empresas coreanas estão interagindo principalmente com oito stakeholders: empregados, instituições financeiras, clientes, fornecedores, governos, associações de classe, sindicatos e mídia, e não há interação efetiva com as outras duas categorias de ONG e comunidade no Brasil, mas tambem não existem diferenças em suas características entre Coreia do Sul e Brasil. Em relação às características distintas dos stakeholders locais comparados com os stakeholders na Coreia do Sul, identificaram-se cinco características com empregados, três com governos, três com instituições financeiras, duas com clientes, duas com fornecedores e uma com associações de classe. Contudo, não se identificaram diferenças com a mídia. Os gerentes notaram que todas as características dos stakeholders são mais ingerenciáveis no Brasil do que na Coreia do Sul, com exceção dos clientes. Apresentaram-se grandes diferenças na gerenciabilidade com empregados, fornecedores, instituições financeiras e associações de classe; menores diferenças com governos, sindicatos e mídia, nesta ordem. Analisando as diferenças da influência dos stakeholders nos dois países, ficou claro que não existem diferenças em clientes, sindicatos e associações de classe; pouca diferença foi identificada em relação às instituições financeiras e fornecedores e grande diferença em governos e mídia. É difícil encontrar um estudo que não apenas compare as características dos stakeholders, mas também compare as especificidades dos países. Os resultados desta comparação entre características pode auxiliar os gestores a compreender as causas e estratégias existentes para os problemas, assim como efetivamente estabelecer estratégias para gestão de stakeholders. Todavia, considerando as limitações deste estudo, que coletou dados de poucas indústrias, nas pesquisas futuras haverá a necessidade de conduzir um estudo mais abrangente, coletando dados de todos os tipos de indústria. Dessa forma, será possível generalizar as características dos stakeholders. Além disso, necessita-se realizar estudos quantitativos em relação às características apresentadas como um resultado posterior a este processo de análise e então os pesquisadores poderão verificar estatisticamente as influências dos stakeholders nas empresas multinacionais.
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Yayintas, Hakan, and Jasmina Bjelevac. "CRM Impact - Experiences from some multinational companies." Thesis, Mälardalens högskola, Akademin för hållbar samhälls- och teknikutveckling, 2010. http://urn.kb.se/resolve?urn=urn:nbn:se:mdh:diva-12699.

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Problem Discussion:  CRM has a growing trend of popularity in recent years within the multinational industrial companies, but at the same time; CRM initiatives achieved high failure rates to the point that it has become more common for CRM implementations to fail than to succeed. Thus as a result, the majority of companies fail to achieve CRM Impact in their organizations. Research Question:  Which basic elements are important to achieve CRM Impact within the chosen multinational industrial companies? Purpose: The thesis aims to describe and analyze CRM Impact within the chosen multinational industrial companies, by using the chosen theoretical framework. Methodology: Several company experiences are investigated through an exploratory qualitative investigation, and then analyzed with the help of theoretical framework. Conclusion: Authors have found that the most important basic elements to achieve CRM Impact within the chosen multinational industrial companies are: a supportive top management, and well-established knowledge management capabilities.
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Yenice-Ay, Berna. "Green supply chain modeling for multinational companies." Diss., Georgia Institute of Technology, 2002. http://hdl.handle.net/1853/20790.

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Křečková, Kroupová Zuzana. "Cultural Specifics of Management in Multinational Companies." Doctoral thesis, Vysoká škola ekonomická v Praze, 2002. http://www.nusl.cz/ntk/nusl-77115.

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Nowadays the world is becoming increasingly economically connected, and cultural diversity of employees is gaining importance as a crucial competitive advantage. Cross-cultural communication ability is becoming a key management skill in multinational firms and is equally important for other employees who are exposed to other cultures in the workplace. This work mainly focuses on cultural specifics of management in multinational firms. The goal of this thesis is to discover how different national cultures influence management of people, particularly work relationships, management tools and organization structures. The author discovers this through cultural dimensions that she updates for the Czech Republic and Slovakia for her work using methodology of Fons Trompenaars. The author tests three hypotheses: about the development of preferences of cultural dimensions in time, differences in preferences of cultural dimensions of Czechs and Slovaks and differences in preferences of cultural dimensions based on people's gender, age and the number of years spent abroad. The work also presents mapping of changes of attitudes in specific work and personal situations of Czechs and Slovaks over a period of time. The work additionally analyzes the influence of economic factors on work attitudes and preferences of cultural dimensions and identifies areas of potential conflicts between the cultures of Czechs and Slovaks in the workplace. It also compares results with other researches about cultural dimensions and cultural standards. The work concludes by presenting culturally specific recommendations for management of Czechs and Slovaks.
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Numic, Aida. "Multinational teams in European and American companies." Thesis, Frankfurt, M. Berlin Bern Bruxelles New York, NY Oxford Wien Lang, 2007. http://d-nb.info/989939529/04.

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Choi, Yong Chul. "Asian multinational Companies’ Co-Branding as Brand Strategies." Thesis, Halmstad University, School of Business and Engineering (SET), 2009. http://urn.kb.se/resolve?urn=urn:nbn:se:hh:diva-2662.

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Asian companies have turned to be multinationals. Many factors could be the reasons of this phenomenon, these days, cooperation strategies, especially, co-branding is an issue. Therefore, this study pursues to study which contexts Asian companies face and how Asian firms use co-branding. This study will study three cases: LG-PRADA, Sony-Ericsson, and Lenovo-IBM of co-branding. This research will analyze each case company’s portfolio with regional matrix and study how company use co-branding with co-branding typology. After reading this paper, readers can have an integrative view over Asian companies’ contexts and its co-branding strategy as its growth strategies.

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Jakobsen, Jo. "Political risk for multinational companies : sources and effects /." Trondheim : Norwegian University of Science and Technology, Faculty of Social Science and Technology Management, Department of Sociology and Political Science, 2007. http://www.gbv.de/dms/zbw/549678344.pdf.

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Stepanyan, Anna. "Personnel motivation in multinational companies : standardization and adaptation." Thesis, Högskolan i Jönköping, Internationella Handelshögskolan, 2016. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-34842.

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With the increasing emergence of multinational companies and the increased popularity of these companies, the question of the organization of their activities becomes interesting for the HR community worldwide. These companies are renowned for deliberate management structure of human resources and their effective use. For effective use of employees’ skills and knowledge the company has to constantly motivate them by intrinsic and extrinsic motivational tools. Motivational tools which use a company may be different depending on specific features of the country that the office is located. The purpose of this research is the study of how multinational companies organize the motivational system in different countries taking into account cultural characteristics and needs of the personnel in the offices of a particular country. On the basis of data derived from interviews with 12 representatives of 6 companies (4 of them Swedish companies, Oriflame, SCA, Volvo, IKEA, and two American companies, IBM and Deloitte, that have representative offices in Sweden and in Russia) it was revealed that modern multinational companies use similar motivational tools that partly standardized to keep the specifics of the company, and partly adapted to the local requirements.
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Yunis, Mohammad. "Corporate social responsibility of multinational companies in Pakistan." Thesis, University of Southampton, 2012. https://eprints.soton.ac.uk/357447/.

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Despite the growing interest of scholars, research on Corporate Social Responsibility (CSR) and the role of the subsidiaries of foreign multinational companies (MNCs) in the context of developing countries is scant. This research identifies the relevant concerns and knowledge gap in the literature, particularly, the lack of understanding of the behaviour of the subsidiaries of MNCs‟ in the context of developing countries. To address this knowledge gap this research examines the CSR of the subsidiaries of foreign MNCs in the context of a developing country (i.e. Pakistan). This research is embedded in an interpretive paradigm in which reality is subjective and social actors construct the social world. In addition, a framework is proposed that recognises the complexity of the social context within which MNCs operate, and the study presents a synthesis of interrelated theories and concepts to examine the CSR of MNCs in the context of Pakistan. Using the interpretive qualitative case study approach, empirical data were collected from different stakeholders of subsidiaries of foreign MNCs operating in Pakistan through semi-structured interviews and supplemented by annual CSR reports of MNCs. The findings highlight the usefulness of the framework and reveal that most of the MNCs operating in Pakistan are involved in philanthropic activities. These philanthropic CSR activities are the result of stakeholder legitimacy and urgency attributes. In addition, the weak legal institutional environment, the limited role of NGOs and the relatively strong social and cultural (particularly religious) institutional environment result in narrow CSR perceptions leading to mainly charity-based philanthropic activities. The findings of this research also suggest that MNCs integrate a global CSR orientation with local CSR expectations. There is however, only limited diffusion of a contemporary global CSR agenda due to the lack of systematic stakeholder engagement, lack of awareness about contemporary CSR issues, a lack of government power to implement laws, and a lack of interest of the parent companies and non-governmental organisations (NGOs). This research fills the gaps in literature through the proposed framework of the study and empirical evidence collected from a developing country context. In addition, this research suggests future research options and offers suggestions for managers of MNCs, representatives of NGOs and regulatory authorities.
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Plakhtii, Valeriia, and Валерія Плахтій. "The impact of digital transformation on multinational companies." Thesis, National Aviation University, 2021. https://er.nau.edu.ua/handle/NAU/51245.

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1. Efremov V., Vladimirova I. (2020). Features of the international activities of digital companies. Proc. of the 1st Int. conf. on Emerging Trends and Challenges in the Management Theory and Practice (ETCMTP 2019), Advances in Economics, Business and Management Research, vol. 119, Р. 12–17. 2. 2020 EU Industrial Research and Development Scoreboard: EU companies remain robust and increase investment amidst stiff global competition // EU Science hub. – 2020. 3. Corporate culture in the digital era [Electronic resource] – Access: https://www. iberdrola.com/social-commitment/digital-transformation-and-corporate-culture.
The digital economy is becoming an integral part of global economic processes. It is turning into one of the main drivers of growth and development of companies. There has even appeared such a category of business entities as digital companies, digital transnational corporations, digital multinational enterprises.
Цифрова економіка стає невід’ємною частиною глобальних економічних процесів. Це перетворюється на одного з головних рушіїв зростання та розвитку компаній. Навіть з’явилася така категорія суб’єктів господарювання, як цифрові компанії, цифрові транснаціональні корпорації, цифрові транснаціональні підприємства.
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Books on the topic "Multinational companies"

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tre, Philippe Lemai. Multinational companies in the EEC. Geneva: IRM, 1985.

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Strategic management in multinational companies. Oxford [Oxfordshire]: Pergamon Press, 1986.

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Miroshnik, Victoria W., and Dipak Basu. Corporate Culture in Multinational Companies. London: Palgrave Macmillan UK, 2014. http://dx.doi.org/10.1057/9781137447661.

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tre, Philippe Lemai. Multinational companies in the EEC. Geneva: IRM, 1985.

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Zenoff, David B. Corporate finance in multinational companies. London: Euromoney Publications, 1986.

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Goldstein, Andrea. Multinational Companies from Emerging Economies. London: Palgrave Macmillan UK, 2007. http://dx.doi.org/10.1057/9780230206335.

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Haipeter, Thomas, Markus Hertwig, and Sophie Rosenbohm. Employee Representation in Multinational Companies. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-319-97559-7.

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Hajro, Aida. Multinational Teams in European and American Companies. Bern: Peter Lang International Academic Publishers, 2018.

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Cornejo, Loran K. Multinational companies: Outsourcing, conduct, and taxes. New York: Nova Science Publishers, 2009.

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Spilker, Bert. Multinational pharmaceutical companies: Principles and practices. 2nd ed. New York: Raven Press, 1994.

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Book chapters on the topic "Multinational companies"

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Dine, Janet, and Marios Koutsias. "Multinational companies." In Company Law, 259–71. London: Macmillan Education UK, 2014. http://dx.doi.org/10.1007/978-1-137-01562-4_14.

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Dembinski, Ludwik. "Multinational Companies." In International Geneva Yearbook 1988, 310–14. Dordrecht: Springer Netherlands, 1988. http://dx.doi.org/10.1007/978-94-017-1939-1_18.

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Reiche, B. Sebastian, and Dana Minbaeva. "HRM in Multinational Companies." In The SAGE Handbook of Human Resource Management, 541–56. 1 Oliver's Yard, 55 City Road London EC1Y 1SP: SAGE Publications Ltd, 2019. http://dx.doi.org/10.4135/9781529714852.n32.

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Marginson, Paul. "Multinational companies: innovators or adaptors?" In Training in the Workplace, 81–100. London: Macmillan Education UK, 2000. http://dx.doi.org/10.1007/978-0-230-21276-3_5.

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Scullion, Hugh, and Jaap Paauwe. "Strategic HRM in multinational companies." In International Human Resource Management: a critical text, 22–46. London: Macmillan Education UK, 2005. http://dx.doi.org/10.1007/978-0-230-21319-7_2.

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Zheng, Yu, and Chris Smith. "Managing Multinational Companies in Asia." In Routledge Handbook of Human Resource Management in Asia, 240–55. Abingdon, Oxon ; New York, NY : Routledge, 2018.: Routledge, 2017. http://dx.doi.org/10.4324/9781315689005-13.

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Tüselmann, Heinz-Josef, Frank McDonald, Arne Heise, Matthew M. C. Allen, and Svitlana Voronkova. "Employee Relations in Multinational Companies." In Employee Relations in Foreign-Owned Subsidiaries, 25–36. London: Palgrave Macmillan UK, 2007. http://dx.doi.org/10.1057/9780230592001_3.

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Dhanarajan, Sumi. "Multinational Companies and Ethical Issues." In International Business, 27–30. London: Palgrave Macmillan UK, 2002. http://dx.doi.org/10.1057/9781403937766_3.

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McLaren, Duncan. "Multinational Companies and Environmental Issues." In International Business, 31–36. London: Palgrave Macmillan UK, 2002. http://dx.doi.org/10.1057/9781403937766_4.

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Buckley, Peter J. "Organisational Forms and Multinational Companies." In Studies in International Business, 61–82. London: Palgrave Macmillan UK, 1992. http://dx.doi.org/10.1007/978-1-349-12174-8_4.

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Conference papers on the topic "Multinational companies"

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de Borba Vieira, Cristina Rodrigues, and Mauro Zilbovicius. "The MNC subsidiaries of Brazilian multinational companies." In Technology. IEEE, 2008. http://dx.doi.org/10.1109/picmet.2008.4599794.

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WANG, Yuxin. "Foreign Exchange Risk Management of Multinational Companies." In 2020 5th International Conference on Modern Management and Education Technology (MMET 2020). Paris, France: Atlantis Press, 2020. http://dx.doi.org/10.2991/assehr.k.201023.027.

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Gheorghe, Stefan. "ENVIRONMENTAL�PROTECTION�AND�COMPETITIVENESS�BETWEEN�MULTINATIONAL�COMPANIES�AND." In SGEM2012 12th International Multidisciplinary Scientific GeoConference and EXPO. Stef92 Technology, 2012. http://dx.doi.org/10.5593/sgem2012/s22.v4016.

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Wang, Lihong, and Weijie Gou. "Cross-cultural Management of Multinational Companies in China." In 2016 6th International Conference on Mechatronics, Computer and Education Informationization (MCEI 2016). Paris, France: Atlantis Press, 2016. http://dx.doi.org/10.2991/mcei-16.2016.58.

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Sfondrini, Nicola, Gianmario Motta, and Antonella Longo. "Public Cloud Adoption in Multinational Companies: A Survey." In 2018 IEEE International Conference on Services Computing (SCC). IEEE, 2018. http://dx.doi.org/10.1109/scc.2018.00030.

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Berenda, Sergiy, and James Junior. "FORMATION OF CORPORATE CULTURE IN MULTINATIONAL COMPANIES (HEALTH INDUSTRY)." In THEORETICAL AND PRACTICAL ASPECTS OF MODERN SCIENTIFIC RESEARCH. European Scientific Platform, 2021. http://dx.doi.org/10.36074/logos-30.04.2021.v1.12.

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Zhao, Jun. "Causes and Countermeasures of Multinational Companies' Disinvestment in China." In International Conference on Education, Management and Information Technology. Paris, France: Atlantis Press, 2015. http://dx.doi.org/10.2991/icemit-15.2015.146.

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Zhou, Xiaoyan. "Study on the Multinational Companies Global Strategy and International Economic Cooperation of Western Companies." In International Conference on Education, Management and Computing Technology (ICEMCT-16). Paris, France: Atlantis Press, 2016. http://dx.doi.org/10.2991/icemct-16.2016.53.

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Harraf, Abe. "THE IMPACT OF THE BREXIT VOTE ON EU MULTINATIONAL COMPANIES." In 45th International Academic Conference, London. International Institute of Social and Economic Sciences, 2019. http://dx.doi.org/10.20472/iac.2019.045.016.

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Wang, Zhaohui, and Liu Yuan. "Management staff localization of multinational companies based on cultural differences." In 2013 International Conference of Information Science and Management Engineering. Southampton, UK: WIT Press, 2013. http://dx.doi.org/10.2495/isme131211.

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Reports on the topic "Multinational companies"

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Bena, Jan, Serdar Dinc, and Isil Erel. The International Propagation of Economic Downturns Through Multinational Companies: The Real Economy Channel. Cambridge, MA: National Bureau of Economic Research, September 2020. http://dx.doi.org/10.3386/w27873.

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Garcia-Bernardo, Javier, Petr Janský, and Gabriel Zucman. Did the Tax Cuts and Jobs Act Reduce Profit Shifting by US Multinational Companies? Cambridge, MA: National Bureau of Economic Research, May 2022. http://dx.doi.org/10.3386/w30086.

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Millán-Narotzky, Lucas, Javier García-Bernado, Maïmouna Diakité, and Markus Meinzer. Tax Treaty Aggressiveness: Who is Undermining Taxing Rights in Africa? Institute of Development Studies (IDS), November 2021. http://dx.doi.org/10.19088/ictd.2021.015.

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Tax avoidance strategies by multinational companies rely heavily on tax treaties. Multinational companies can relocate financial activities across countries to ensure the applicability of the most beneficial tax treaties. This ‘treaty shopping’ can be particularly harmful to African countries, impairing their efforts for domestic resource mobilisation and achieving sustainable development goals. In this paper, we analyse the aggressiveness of tax treaties towards African countries – the extent to which signing tax treaties reduces the taxing rights of African governments. We find that treaties signed with France, Mauritius and the United Arab Emirates reduce withholding tax rates the most, while treaties signed with European countries – and, in particular, the United Kingdom and France – greatly limit other taxing rights, for example, by restricting the scope of permanent establishment definition.
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Heston, Roxanne. Mapping U.S. Multinationals’ Global AI R&D Activity. Center for Security and Emerging Technology, December 2020. http://dx.doi.org/10.51593/20190008.

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Many factors influence where U.S. tech multinational corporations decide to conduct their global artificial intelligence research and development (R&D). Company AI labs are spread all over the world, especially in North America, Europe and Asia. But in contrast to AI labs, most company AI staff remain concentrated in the United States. Roxanne Heston and Remco Zwetsloot explain where these companies conduct AI R&D, why they select particular locations, and how they establish their presence there. The report is accompanied by a new open-source dataset of more than 60 AI R&D labs run by these companies worldwide.
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Navas-Alemán, Lizbeth. Innovation and Competitiveness in Mining Value Chains: The Case of Brazil. Inter-American Development Bank, December 2021. http://dx.doi.org/10.18235/0003813.

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Mining companies have mirrored other large multinational companies in setting up global value chains (GVCs), sourcing their inputs and services from an ever-larger number of highly capable suppliers in developing countries, such as those in resource-rich Latin America. However, recent empirical studies on the mining GVC in that region suggest that even innovative local suppliers find it difficult to exploit their innovations in local and foreign markets. Using a conceptual framework that combines literature on innovation and GVCs, this study analyzed how global/regional- and firm-level factors interact to explain the acquisition of local suppliers capabilities within Brazils mining industry. The study explored these issues using original data gathered in 2019 and secondary sources from Brazil. The main findings are related to (i) strategies used by domestic suppliers to develop innovative solutions for leading mining companies, (ii) how health and safety concerns spurred innovation after the disasters in Mariana and Brumadinho, (iii) new-to-the-world innovation capabilities among Brazilian suppliers to the mining industry, and (iv) the main barriers to developing innovative practices among domestic suppliers. The authors propose public policies to support major mining companies in acquiring innovations from domestic suppliers to the mining industry. Opportunities such as a Copper Rush in Brazil that could foster further innovations in mining are discussed.
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Why Companies from Emerging Markets Are Putting the Heat on Multinationals. IEDP Ideas for Leaders, August 2014. http://dx.doi.org/10.13007/427.

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