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Relevant bibliographies by topics / Multinational organisation

Academic literature on the topic 'Multinational organisation'

Author: Grafiati

Published: 4 June 2021

Last updated: 5 February 2022

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Journal articles on the topic "Multinational organisation"

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CHUNG, LAI-HONG. "CONTROL IN MNCs: IMPACT OF BUSINESS STRATEGY." Journal of Enterprising Culture 03, no. 01 (March 1995): 103–19. http://dx.doi.org/10.1142/s0218495895000064.

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This paper is directed at the problem of designing an appropriate accounting information and control system for multinational organisations. The organisational context is shaped by factors such as the interrelationships between subsidiaries, the environmental uncertainties, the nationality of subsidiary and the cultural proximity of subsidiary to parent organisation. Moreover, the subsidiaries may be pursuing different business strategies and therefore may require different controls. Hence, strategy must be included as a factor in designing control systems for subsidiaries of MNCs. This paper will focus on the "fit" between various functions of the control system and business strategy in the context of a multinational organisation.

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Olson, Peter M. "A NATO perspective on applicability and application of IHL to multinational forces." International Review of the Red Cross 95, no. 891-892 (December 2013): 653–57. http://dx.doi.org/10.1017/s1816383114000150.

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Questions of the applicability and application of international humanitarian law (IHL) to multinational forces are of central interest to the North Atlantic Treaty Organisation (NATO, also referred to as ‘the Alliance’ or ‘the Organisation’). Far from being incidental, multinational military coordination is the Organisation's raison d’être and the driving concept behind its methods, history and operations. Since the end of the Cold War, it has conducted a series of major multinational military operations – in and around the Balkans, Afghanistan, Libya and elsewhere – in which questions of the application of IHL have inevitably arisen.

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Patel, Bimal N. "The Accountability of International Organisations: A Case Study of the Organisation for the Prohibition of Chemical Weapons." Leiden Journal of International Law 13, no. 3 (September 2000): 571–97. http://dx.doi.org/10.1017/s0922156500000364.

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The law of international organisations needs to address comprehensively, the legal question of the accountability of such Organisations. In the contemporary world, whereas states, multinational corporations, and individuals can be held accountable under applicable systems of law, there is no equivalent set of rules that applies to international organisations. The OPCW, a global disarmament Organisation, is a good model of an accountable Organisation. The Chemical Weapons Convention embodies various sets of rules and provisions, which ensure the accountable functioning of the Organisation. This article examines the concept of the accountability of international organisations as envisioned by the International Law Association, and analyses the concept in the context of the OPCW.

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Jooss, Stefan, Anthony McDonnell, Ralf Burbach, and Vlad Vaiman. "Conceptualising talent in multinational hotel corporations." International Journal of Contemporary Hospitality Management 31, no. 10 (October 14, 2019): 3879–98. http://dx.doi.org/10.1108/ijchm-10-2018-0849.

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Purpose To identify, develop and retain talent, an important first step is to ensure that key stakeholders in the talent management (TM) process have a shared view of what is meant by talent within the organisation. The purpose of this paper is to conceptualise how talent is defined in the context of the hospitality industry and to examine the degree of (mis)alignment among corporate and business unit leaders. Design/methodology/approach The paper uses a qualitative approach consisting of 73 interviews with stakeholders at corporate and business unit levels in three multinational hotel corporations. In addition, documents were collected and analysed to support the interview data. Findings Each organisation had a formal approach to conceptualising talent at a corporate level. Both inclusive and exclusive views on talent as well as a broad set of characteristics that make up talent were reported with the importance of organisational values being prominent. However, despite formal global policies being in place, considerable divergence in practice was found across organisational levels. Practical implications A lack of clarity on what talent means in an organisational setting may lead to an inconsistent talent identification process which may lead to negative perceptions of fairness among employees. This may, in turn, bring about disgruntled employees and increased turnover. Originality/value This paper provides empirical evidence to the limited body of knowledge on the conceptualisation of talent. The display of organisational values emerged as important to being labelled talent, a factor that has received scant consideration in the literature.

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Katz, Jan Hack. "The Spatial Organisation of Multinational Corporations." Journal of International Business Studies 17, no. 1 (March 1986): 161–63. http://dx.doi.org/10.1057/jibs.1986.20.

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Peck, F. W. "The spatial organisation of multinational corporations." Applied Geography 7, no. 3 (July 1987): 258. http://dx.doi.org/10.1016/0143-6228(87)90039-7.

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Farndale, Elaine, Susanne E. Beijer, Marc J.P.M. Van Veldhoven, Clare Kelliher, and Veronica Hope-Hailey. "Work and organisation engagement: aligning research and practice." Journal of Organizational Effectiveness: People and Performance 1, no. 2 (May 27, 2014): 157–76. http://dx.doi.org/10.1108/joepp-03-2014-0015.

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Purpose – To date, work engagement has been the domain of academics whilst organisation engagement has been the focus of practice. The purpose of this paper is to address the growing divide by exploring the construct clarity and discriminant validity of work and organisation engagement simultaneously, providing insight into how these constructs relate empirically, as well as investigating the nomological network of each. Design/methodology/approach – Empirical data were collected through online surveys from 298 employees in two multinational companies. Respondents were primarily managerial and professional employees. The survey included measures of work and organisation engagement, as well as work outcomes and organisation performance. Findings – The findings indicate that work and organisation engagement are distinct constructs, and have differential relationships with important employee outcomes (commitment, organisational citizenship behaviour, initiative, active learning, job satisfaction), and organisational performance. Practical implications – The findings provide opportunities for practitioners to explore the potentially unique ways in which different types of engagement may add value to jobs and organisations. Originality/value – The study takes important steps in bridging the academic/practitioner divide: the paper clearly demonstrates how the two concepts of work and organisation engagement relate to and complement each other as useful constructs for research and practice.

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Kronz, Elmar. "Acquiring and developing leaders on a global or multinational scale." Strategic HR Review 13, no. 6 (October 7, 2014): 249–54. http://dx.doi.org/10.1108/shr-09-2014-0048.

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Purpose – This paper aims to highlight good practice methodologies for acquiring and developing leaders on a global or multinational scale. Design/methodology/approach – This paper is based on the experience and research of global talent management consultancy, Inc. (DDI), throughout its 40-year history helping some of the world’s largest companies choose and execute the right talent strategies. Findings – Multinational organisations need to adopt talent systems that are flexible enough to operate in different local markets, but consistent enough to provide meaningful data across the organisation to support leadership succession and development. Originality/value – The practice advice in this article will help talent management and Human Resources (HR) professionals in large and multinational organisations improve the acquisition and development of their managers.

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Ohunakin, Folakemi, Anthonia Adeniji, Olaleke Oluseye Ogunnaike, Friday Igbadume, and Dayo Idowu Akintayo. "Тhe effects of diversity management and inclusion on organisational outcomes: a case of multinational corporation." Business: Theory and Practice 20 (March 6, 2019): 93–102. http://dx.doi.org/10.3846/btp.2019.09.

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This article provides an empirical study on effects of diversity management and inclusion on organisational outcomes. The importance of diversity management and inclusion on organisation is of immense benefit especially in a Multinational Corporations, where diversity and inclusion are parts of their core values. However, in our context, which had been identified as the most diverse country in Africa, there is need to establish how the management and inclusion of these diverse workforce would benefit organisational activities, coupled with the fact that, there is dearth of research on these constructs in extant literature. This study investigated the effects of diversity management and inclusion on organisational outcomes (job satisfaction and job performance) among Shell Corporation employees. Pen and paper questionnaire of 384 copies were administered to the Lagos Branch employees of Shell Corporation. Cross-sectional research design was adopted. Confirmatory Factor Analysis (CFA), convergent and divergent validity, correlational analysis, and structural equation model were used for the analysis. The findings showed positive effect of diversity management and inclusion on employees’ job satisfaction and employees’ job performance. It implies that diversity management and inclusion have the potentials of assisting organisation in creating a climate in which employee will like to work harder with readiness to continue to work with the organisation.

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D'Amato, Vittorio, Francesca Macchi, and Elena Tosca. "Learning Organisation: The Case of Italian Multinational Companies." World Journal of Management 8, no. 1 (March 2017): 146–58. http://dx.doi.org/10.21102/wjm.2017.03.81.11.

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Dissertations / Theses on the topic "Multinational organisation"

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Rocha, Robson. "Work systems transformation : factory re-organisation in multinational companies /." Frederiksberg : Samfundslitteratur, 2003. http://www.gbv.de/dms/zbw/375437088.pdf.

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Ascani, Andrea. "Aspects of multinational enterprises in the global economy : location, organisation and impact." Thesis, London School of Economics and Political Science (University of London), 2015. http://etheses.lse.ac.uk/3266/.

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The role played by Multinational Enterprises (MNEs) in the global economy is becoming increasingly relevant as they shape sectorial, regional and national trajectories of economic development through their cross-border activities and behaviour. This thesis investigates how the characteristics of MNEs, their activities and location-specific attributes interact with each other and shape both behaviour and choices of MNEs and the impact of foreign direct investment (FDI). The thesis is structured into a general Introduction, aimed at guiding the reader throughout the thesis and providing a broad conceptual framework, and three analytical Parts focusing on (i) MNE greenfield investment location strategies, (ii) MNE selection decisions in cross-border acquisitions and (iii) impact of MNE operations on host regions. In Part I, the location behaviour of MNEs, in the light of the specificities of the recipient economies, is carefully analysed. In particular, the three Chapters of Part I investigate the location behaviour of European MNEs in a set of European Union (EU) neighbouring countries over the period 2003-2008, by focusing on different aspects of location strategies. In Chapter 1, an initial descriptive analysis is produced in order to account for the general determinants of MNE location behaviour. This chapter, therefore, offers a quantitative assessment of the main drivers of FDI in the EU neighbourhood and it also explores sectorial and functional dynamics. Chapter 2 deepens the study of MNE location behaviour by developing both a quantitative and a qualitative analysis of FDI determinants based on the experience of Italian MNEs operating in the EU neighbourhood. This mixed-methods approach allows integrating the general insights emerging from the analysis of the broad group of Italian investors with the in-depth case studies of two specific large Italian MNEs with a strong presence in EU neighbouring countries in recent years. Subsequently, in Chapter 3, particular attention is devoted to the empirical analysis of the spatial distribution of MNE activities in relation to differences in terms of economic institutions of the host locations. This specific line of research is based on an innovative quantitative approach to the study of MNE location strategies in terms of greenfield FDI in the sample of neighbouring countries of the EU. In particular, Chapter 3 focuses on the heterogeneous location strategies of MNEs with respect to location attributes. Overall, the main findings of Part I of the thesis not only suggest that the traditional drivers of FDI emphasised in the existing literature, such as market access and cost-saving factors, still represent relevant elements for MNE behaviour, but it is also highlighted that MNE specificities are crucial to understand investment choices and that industry-wide differences can influence both entry modes and the location decisions of MNEs. The most innovative contribution of Part I, however, is related to Chapter 3, where the quantitative analysis of MNE location behaviour by means of Mixed Logit models suggests that MNEs have heterogeneous preferences with respect to location characteristics, especially economic institutions. This indicates that MNE strategies are highly diverse and the previous quantitative literature may have underestimated the complexity of the interaction between MNEs characteristics and location attributes. After exploring the determinants of MNE location strategies, Part II of the thesis aims at studying the selection decisions of MNEs engaging in cross-border acquisitions. This represents a very novel area of enquiry and the objective of Chapter 4 is to quantitatively assess the relevance of target firms’ attributes in shaping MNE acquisition choices in the framework of their international organisation of production. In particular, the aim of this Chapter is to assess whether acquisition decisions are associated to the search of strategic assets or to market access considerations. Results suggest that, in the sample of EU15 firms under analysis in the period 1997-2013, the latter motivation tends to be more relevant. This is in line with market access motives operating at the firm level, differently from other studies on FDI and acquisitions focusing on the industry- or country-wide level of analysis. Evidence in favour of strategic-asset seeking strategies of MNEs acquiring European firms, instead, remains weak. Therefore, this Chapter highlights that domestic firms engaging in the generation of successful business linkages within or across national markets can represent a valuable target for MNE cross-border acquisition decisions. Finally, building on the previous sections on the determinants of location choices and selection patterns in cross-border takeovers, Part III of the thesis focuses on the impact of FDI on recipient areas in terms of their innovation potential. Chapter 5 is developed as a quantitative analysis with the specific objective of isolating the causal effect of MNE operations on the innovative performance of host regions. This is investigated by employing NUTS-3 level data on Italy for the period 2001-2006. The empirical analysis is supported by the implementation of an Instrumental Variable (IV) strategy in order to tackle potential endogeneity bias in the estimation of FDI-induced spillovers. This Chapter contributes to the existing debate by focusing on the geographical level of FDI externalities, whereas the great majority of past studies mainly investigate industry-wide effects. Results suggest that the presence of FDI in a location contributes to fostering the innovative performance of the local economy. Therefore, MNEs can be seen as carriers of superior knowledge and new organisational practices that spill over space to the benefit of domestic firms. In a policy-making perspective, this provides a clear rationale for the attraction of FDI as an international channel for knowledge sourcing. The three Parts of the thesis are strongly complementary as the strategies of MNEs in Part I and II in terms of FDI (i.e. greenfield and acquisitions) are integrated with an assessment of the impact that corporate activities have on recipient economies in Part III. Although the broad conceptual background to the work as a whole is provided in the general Introduction of the thesis, each Chapter has a section devoted to a dedicated and specific review of the literature. Moreover, the thesis also contains an acknowledgement of the limitations of the study, which is provided in the concluding sections of each Chapter, as well as a discussion of the contributions and implications that the analyses developed in the various Chapters have for academic research and policy-making.

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Sakurai, Yuka, and Yuka Sakurai@anu edu au. "Problems and Prospects in Cross-Cultural Interactions in Japanese Multinational Corporations in Australia." The Australian National University. Faculty of Economics and Commerce, 2001. http://thesis.anu.edu.au./public/adt-ANU20020122.092141.

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As multinational corporations (MNCs) are extending their international operations they need to examine issues such as the localisation of human resource policies and management, and the effective use of local and expatriate managers. Examination of expatriate studies indicates a lack of attention given to the relationships between expatriate managers and local managers or the perspectives of local managers working in MNCs. This thesis attempts to fill these gaps by focusing on the cross-cultural interactions between expatriate and local managers. This thesis addresses the importance of positive cross-cultural understanding between Japanese expatriate managers and local managers in Japanese subsidiaries in Australia, and its effect on work-related outcomes such as job satisfaction and commitment to the organisation. It identifies macro and micro factors which are associated with levels of job satisfaction and commitment of Japanese expatriate managers and Australian managers with special focus on economic functions of industry, communication, and mutual perceptions. Conceptual models for predicting organisational commitment for Japanese expatriate and Australian managers are developed, and the validity of the models is empirically tested. ¶ Australian managers and Japanese expatriate managers working for Australian subsidiaries of twelve Japanese-owned firms completed self-report questionnaires anonymously. A unique paired data set is used for particular analyses such as measuring communication and perceptions of each other. This thesis examines differences in work values and beliefs between Japanese expatriates and Australian managers on issues derived from structural and cultural features of Japanese MNCs; for example, the type of subsidiary-head office management (eg. strategic planning), integration of local managers, group-oriented decision making, and work ethic. It is found that there is a significant gap in perceptions between Japanese and Australian managers with regard to corporate membership, but no significant differences are found in their opinions towards the strategic planning style of management. Contrary to our expectations, Australian managers are found to be more group-oriented than Japanese managers. ¶ The characteristics of two industries, general trading firms (the sogo shosha) and manufacturing firms, are discussed and their impacts upon cross-cultural relationships and work attitudes of managers are examined. Findings indicate that Australian managers in manufacturing firms have more positive perceptions of work relations with Japanese managers and positive work attitudes than Australian managers in the sogo shosha. This suggests that manufacturing firms provide a more positive work environment to Australian managers than the sogo shosha, whereas cross-cultural interactions in the sogo shosha are not very effective, which may cause misunderstanding and mistrust between managers, and lower levels of job satisfaction and organisational commitment of local managers. The type of industry does not affect the work attitudes of Japanese managers or their perceptions of Australian counterparts. ¶ A conceptual model for predicting the organisational commitment of Japanese and Australian managers are developed and tested empirically. Independent variables included in the model are: individual characteristics, type of industry, psychological integration of local managers into the Japanese organisation, work relations between Japanese and local managers and job satisfaction. Results indicate that job satisfaction, work relations and tenure have significant impacts upon organisational commitment of Australian managers. As for the Japanese managers, job satisfaction and tenure have significant impacts upon organisational commitment, but no association between work relations and organisational commitment is found. In addition, the relationship between work relations and organisational commitment for the Australian managers is partially mediated by job satisfaction, however, this is not the case with the Japanese managers. ¶ The findings of this thesis will improve our understanding of cross-cultural interactions between expatriates and local managers, increasing overall firm performance and improving the quality of cross-cultural relationships within contemporary society. Moreover, these findings will provide a wider perspective on understanding how organisations can implement localisation of management and integrate local managers into the organisation.

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Chambers, Morgan. "Factors and mechanisms that influence intraorganisational collaboration and competition." Thesis, Cranfield University, 2011. http://dspace.lib.cranfield.ac.uk/handle/1826/6994.

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Recently, some authors point to value creation from the structure and behaviours associated with competition and collaboration inside the organisation (Helfat and Eisenhardt, 2004; Birkinshaw and Lingblad, 2005). While both competition and collaboration have been studied extensively between organisations, less attention has been focused on them and their interaction between units inside the organisation, particularly within complex and heterogeneous multinational corporations. The question is how to achieve the coordination and collaboration that is necessary for a multinational organisation to reap the benefits that international expansion has to offer and yet balance the propensity for competition that exists as business units struggle for scarce resources or new opportunities. In order to answer this question, the aim of this review is to first of all know what the factors and mechanisms are that influence competition and collaboration between organisational units within multinational organisations. Methodology: This study has been conducted using a systematic review methodology with the aim of producing a search of extant literature which can be trusted by others as being thorough, transparent, replicable and clear. Both quantitative and qualitative techniques have been used to achieve this. Findings: This review finds that the there is minimal extant literature that addresses competition and collaboration between business units within the multinational corporation and that it also fails to provide a comprehensive understanding of the factors and mechanisms that influence the co-existence of intraorganisational competition and collaboration. They are typically viewed as mutually exclusive or at opposite ends of a continuum. While there has been some recent research attention given to intraorganisational collaboration and competition, each in their own right, there has not been an extensive review of the factors and mechanisms when looking at their coexistence within the multinational corporate environment. By bringing the two literatures into view and investigating the paradoxical nature of the influences on andthe interactions between competition and collaboration, insights into an optimal mix based on the corporations strategy and value creation logic can be gained for both academics and business unit leaders.

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Ferguson, Alana Paulette. "The evaluation of a talent management programme within a global multinational organisation: a case study." Thesis, Rhodes University, 2016. http://hdl.handle.net/10962/64747.

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Park-Westman, Misook. "Managing competence development programs in a cross-cultural organisation : what are the barriers and enablers? /." Linköping : Linköpings universitet, 2006. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-7570.

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Wallace, Carol Anne. "The impact of personnel, training, culture and organisational factors on application of the HACCP system for food safety management in a multinational organisation." Thesis, University of Central Lancashire, 2009. http://clok.uclan.ac.uk/6559/.

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The Hazard Analysis and Critical Control Point system (HACCP) is the internationally accepted mechanism for control of foodborne disease through food safety assurance. It is a generally held belief that HACCP is best applied by a multidisciplinary team, thus delivering a stronger food safety system than could be developed by individuals working alone. However, the origins and reasons for the use of HACCP teams in the historical record are unclear and where are no studies into the effectiveness of HACCP team decision-making. Similarly, HACCP training is believed to be fundamental to successful HACCP implementation; however there are few objective measures of the standards of training or of the effectiveness of learning. This is compounded by a lack of internationally agreed tools to measure the effectiveness of HACCP systems in practice. Whilst literature on barriers to HACCP application, particularly in small and less developed businesses, is strong, the reasons for HACCP success or failure in manufacturing companies are less well understood. Multinational manufacturers generally work across, not only national and regional boundaries, but also cultural dimensions, however international projects such as HACCP application may be initiated without consideration of how different cultural factors within the organisation could affect the project's success. Due to the limited literature on HACCP success factors and the absence of previous studies considering the potential impact of national or regional culture, it is important to gain an understanding of and share the experiences of multinational companies that have applied HACCP. In the setting of a multinational food company, this research has developed new tools,assessed HACCP knowledge levels, investigated HACCP team decision-making processes, assessed the validity of working HACCP Plans and considered how cultural and organisational dimensions impact HACCP application. This multifaceted approach has facilitated deconstruction of HACCP learning and development, leading to an understanding of key factors involved in effective HACCP in a global manufacturing context. This thesis makes a theoretical contribution by extending the understanding of the HACCP application process in international manufacturing. It provides insights that will underpin future policies for HACCP application and makes practical recommendations for effective HACCP within the diverse cultures of international business.

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Gustafsson, Nathalie, and Charlotta Sylvan. "The Translation of Core Values in a Multinational Organisation : H&M in Shanghai - A Case Study." Thesis, Umeå universitet, Företagsekonomi, 2013. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-79073.

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The thesis addresses the translation process of organisational core values. Core values can be seen as the guiding principles that reveal how the organisation conducts its business. These are often written down as a part of the company’s philosophy and tend to be explicitly articulated to all their entities and functions throughout their organisation. By doing so, the organisation wish to benchmark certain behaviour among their employees. In this thesis, the purpose is to explore how the employees in a subsidiary translate and understand the core values of their Swedish employer. Our aim is to investigate what happens with the meaning of the core values when translated by the employees, as well as to see how these values are visible in the employees day-to-day actions. In this study, a qualitative approach have been used and a case study has been conducted in one of H&M’s subsidiaries. Through 12 semi-structured interviews with employees with different roles in the organisation we have been able to create further understanding of the phenomenon of core value translation in a Chinese setting. H&M is a large, multinational retail company with presence in 49 countries all over the world. This case study can serve the purpose guide managers wanting to understand how their Chinese colleagues accept and interpret their strategies, as more and more Swedish companies are expanding to China. The nature of the study is of abductive character, where we have used the ‘systematic combining’ approach. This enabled us to incorporate new theories and data throughout the research process to facilitate our understanding of our findings. The theoretical background has thus served as base for our understanding and have been constantly reviewed and revised during the research process. Our conclusion from this study is that the translation of the core values relies on the institutionalised organisational procedures and processes set in place. What supported the translation process were mainly the daily conversations with fellow colleagues and repeated procedures, such as meetings and interaction between positions. We also found that those values that had a clear practical usage, tended to be easier for the employees to translate into own actions. Our main finding is however, that the employees translated the core values into a guiding tool that supported and joined the workforce in their daily activities. All parts of the value ‘package’ had been re-contextualised to fit the employees in their local context and were visible in their actions in various ways, but with the common purpose to guide.

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Sithole, Kenneth. "A strategy-as-practice perspective : a case study of a business unit within a multinational engineering organisation." Thesis, Stellenbosch : Stellenbosch University, 2011. http://hdl.handle.net/10019.1/18127.

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Thesis (MBA)--Stellenbosch University, 2011.
ENGLISH ABSTRACT: This research report aims to contribute to the contemporary research discourse within the Strategy-as-Practice (S-as-P) field by studying day-to-day strategising practices that take place within a modern organisation. From an S-as-P point of view, strategy is described as a situated, socially accomplished activity, while strategising comprises those actions, interactions and negotiations of multiple actors and the situated practices that they draw upon in accomplishing that activity (Jarzabkowski, Balogun & Seidl, 2007: 8). Here, strategy is redefined as an action organisations perform rather than a concept organisations ‘have’. This introduces a shift in the strategy process, from a prescriptive approach to a practice approach. In this report, the researcher was able to determine how strategising took place in a Business Unit (BU) at a third-tier level within a multinational engineering organisation. This involved an analysis of how the processes of strategy sense-making and sense-giving took place amongst strategic actors. Furthermore, how this was mediated by strategising methods, strategic tools and artefacts was observed. The research recognised that strategy is socially situated and therefore a social practice. To deal with this dimension, activity theory, discussed by Jarzabkowski (2005), was used as an operational measure to identify micro-social system configurations required to implement strategy. Based on an in-depth single case study of the BU, the researcher’s findings discovered unique roles that multiple actors assume in the strategy implementation process, and how they interacted in the pursuit of goal-oriented strategic initiatives. In that process, different strategising techniques were identified, namely Procedural, Interactive, Pre-active or Integrative. It was also shown how managers used these multiple strategising methods at their disposal to facilitate and mediate strategic initiatives. In an attempt to contextualise these micro-strategising practices, the case study also demonstrated how strategy was translated from broad organisational concepts to BU operational manifestations using internal formal procedures that involved a Strategy Map and Balanced Scorecard. This revealed the cascading effect of top-down strategy translation and the gap-closing effect of down-and-up feedback loops in the system. This also exposed how strategy was ‘operationalised’ by decomposing and breaking it down into sub-strategies for implementation, which then created a hierarchy of strategies that were specific to each level of the organisation.
AFRIKAANSE OPSOMMING: Hierdie navorsingsverslag beoog om by te dra tot die kontemporêre navorsingsgesprek binne die Strategie-as-Praktyk (S-as-P) veld deur dag-tot-dag strategie praktyke wat binne ‘n modern organisasie plaasvind te bestudeer. Vanuit ‘n S-as-P oogpunt, word strategie beskryf as ‘n geposisioneerde, sosiaal-uitgevoerde aktiwiteit, terwyl strategie-beplanning bestaan uit die aksies, interaksies en onderhandelings van onderskeie betrokkenes en die geposisioneerde praktyke waaruit geput word in die uitvoering van daardie aktiwiteit. Strategie word hier herdefinieer as ‘n aksie wat organisasies uitvoer eerder as ‘n konsep wat hulle het. Dit bring ‘n verskuiwing in die strategie proses mee, van ‘n voorskriftelike benadering na ‘n praktiese benadering. Die navorser het in hierdie verslag daarin geslaag om te bepaal hoe strategiese beplanning in ‘n derde vlak Besigheidseenheid (BE) binne ‘n multinasionale ingenieursorganisasie plaasvind. Hiervoor is ‘n analise gedoen van hoe die prosesse van strategiese sin-maak en sin-gee onder strategiese betrokkenes plaasvind. Daarbenewens is waargeneem hoe mediasie deur strategie-beplanningsmetodes, strategiese gereedskap en voorwerpe plaasgevind het. Om met hierdie dimensie om te gaan, is aktiwiteitsteorie, soos bespreek deur Jarzabkowski (2005), gebruik as ‘n operasionele maatstaf om mikro-sosiale sisteem konfigurasies wat vereis word vir implementasie van die strategie te identifiseer. Die navorser se bevindings, gebaseer op ‘n enkele diepgaande gevallestudie van die BE, het unieke rolle geïdentifiseer wat verskeie rolspelers tydens die strategie implementeringsproses aanneem en ook die interaksie wat plaasgevind het in die nastreef van doelgeöriënteerde strategiese inisiatiewe. In die proses is verskillende strategie-tegnieke geïdentifiseer, naamlik Prosedure, Interaktief, Pre-aktief of Integrerend. Daar is ook getoon hoe bestuurders hierdie verskillende beskikbare strategie-metodes aangewend het om strategiese inisiatiewe te fasiliteer en bemiddel. In ‘n poging om hierdie mikro-strategiese praktyke te kontekstualiseer, het die gevallestudie ook aangedui hoe strategie vanaf breë organisatoriese konsepte deur die gebruik van interne formele prosedures, wat ‘n Strategie Kaart en Gebalanseerde Telkaart ingesluit het, omgesit is na operasionele aanwysings vir die BE. Hierdeur is die waterval effek van top- afwaartse omsetting en die gaping-vullende effek van af-en-op terugvoerlusse in die sisteem blootgelê. Dit het ook aangetoon hoe strategie ‘ge-operasionaliseer’ is deur dit te ontkoppel en af te breek tot sub-strategieë vir implementasie, waardeur ‘n hiërargie van strategieë, spesifiek vir elke vlak van die organisasie, geskep is.

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Sampson, Samantha Ann. "Does location matter? An investigation into the factors influencing employees' intention to stay in a multinational organisation." Master's thesis, University of Cape Town, 2018. http://hdl.handle.net/11427/29685.

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Globalisation and the skills shortage worldwide has increased the mobility of employees, and in turn, given employees access to more job opportunities globally. The mobility of employees makes employee retention more challenging than ever before. The topic of employee retention has been vastly researched over the years and human resource practitioners have identified multiple factors which influence employees’ intention to stay. This study focuses on six variables which were found to influence an employee’s intention to stay: job satisfaction, supervisor support, compensation, career advancement, work-life balance and affective commitment. The study assessed whether the factors which influence employees’ intention to stay differed between the locations of an international financial-technology organisation, Prodigy Finance. There are 98 participants in the sample. The data was collected via a selfadministered online survey. Results show that whilst the six variables do influence the employees’ intention to stay within the organisation as expected, the employees’ perception of work-life balance and compensation differed between locations. The employees’ perception of work-life balance in London and the employees’ perception of compensation in New York had more of on influence on their intention to stay, compared to the other locations. Suggestions for future research, limitations and other implications are discussed.

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Books on the topic "Multinational organisation"

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The spatial organisation of multinational corporations. New York: St. Martin's Press, 1985.

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The spatial organisation of multinational corporations. London: Croom Helm, 1985.

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McCluskey, M. A. The effects of management and organisation structure on global I.T. activities in multinational organisations. Manchester: UMIST, 1997.

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Casson, Mark. The organisation and evolution of the multinational enterprise: An information cost approach. Reading, England: University of Reading, Dept. of Economics, 1996.

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Egelhoff, William G. Organizing the multinational enterprise: An information-processing perspective. Cambridge, Mass: Ballinger Pub. Co., 1988.

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Organisation for economic co-operation and development. The OECD declaration and decisions on international investment and multinational enterprises: 1991 review. Paris: Organisation for Economic Co-Operation and Development, 1992.

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Nohria, Nitin. The differentiated network: Organizing multinational corporations for value creation. San Francisco: Jossey-Bass Publishers, 1997.

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The OECD guidelines for multinational enterprises and labour relations, 1982-1984: Experience and review. Deventer: Kluwer Law and Taxation Publishers, 1985.

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International democracy and the West: The role of governments, civil society, and multinational business. Oxford: Oxford University Press, 2004.

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International, EarthRights. A governance gap: The failure of the Korean government to hold Korean corporations accountable to the OECD guidelines for multinational enterprises regarding violations in Burma : a report. [Yangoon]: EarthRights International, 2009.

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Book chapters on the topic "Multinational organisation"

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Crilly, Jim, and Paul Kirkham. "Strategy in practiceinsights from an entrepreneurial multinational." In Building an Entrepreneurial Organisation, 36–46. Abingdon, Oxon ; New York, NY : Routledge, 2017.: Routledge, 2017. http://dx.doi.org/10.4324/9781315716084-3.

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Higgins, Rosalyn. "A Multinational Corporation or an International Organisation?" In New Diplomacy in the Post-Cold War World, 182–90. London: Palgrave Macmillan UK, 1993. http://dx.doi.org/10.1007/978-1-349-22738-9_16.

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Pearce, Robert D. "Organisation and Control of International R&D in MNEs." In The Internationalisation of Research and Development by Multinational Enterprises, 91–107. London: Palgrave Macmillan UK, 1989. http://dx.doi.org/10.1007/978-1-349-10496-3_5.

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Chen, Zhenjiao, and Doug Vogel. "How Mentorship Improves Reverse Transfer of Tacit Knowledge in Chinese Multinational Companies (MNCs)." In Lecture Notes in Information Systems and Organisation, 125–34. Cham: Springer International Publishing, 2016. http://dx.doi.org/10.1007/978-3-319-30133-4_9.

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Corsi, Katia, Daniele Rizzo, and Sara Trucco. "Integrated-Multi-Layered Information Systems in Engineer-to-Order Multinational Business Processes: Managerial, Accounting and Organizational Aspects." In Lecture Notes in Information Systems and Organisation, 249–77. Berlin, Heidelberg: Springer Berlin Heidelberg, 2013. http://dx.doi.org/10.1007/978-3-642-35761-9_15.

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Salameh, Abdallah, and Julian M. Bass. "Spotify Tailoring for Architectural Governance." In Agile Processes in Software Engineering and Extreme Programming – Workshops, 236–44. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-58858-8_24.

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Abstract Organisations usually tailor Agile methods to fit their needs best. Spotify has developed its own Agile culture to facilitate software development for hundreds of developers across multiple cities. The Spotify model has become influential among agile proponents and hence formed the basis of methods used in other organisations. We have identified a lack of research into agile architecture using the Spotify model. To explore How can architectural governance increase the autonomy of teams when using the Spotify model?, an intervention embedded case study was conducted in a multinational FinTech organisation, using the Spotify model. New processes were introduced by developing and evaluating an approach to Agile architectural governance. This approach incorporates a structural change and a change management process. We conducted 6 semi-structured open-ended interviews and direct observations of Agile practices. The collected data was analysed using Thematic Analysis and informed by some Grounded Theory techniques. The practitioners in our study report benefits of this evaluated approach. These benefits include transforming architectural based decision into decentralised based decision-making, strengthening the autonomy of squads through aligning architectural based decisions, sharing the architectural knowledge among the squads, and other benefits. We identify the characteristics and benefits of our evaluated approach to Agile architectural governance using the Spotify model. Also, we identify guidelines and challenges for those wishing to adopt this approach.

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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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Chorafas, Dimitris N. "Organisational Perspectives in Multinational Business." In Membership of the Board of Directors, 268–89. London: Palgrave Macmillan UK, 1988. http://dx.doi.org/10.1007/978-1-349-10182-5_13.

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Turrell, Mark. "ABB Asea Brown Boveri: Supporting the Multi-cultural Multinational." In Transforming Organisations Through Groupware, 39–45. London: Springer London, 1996. http://dx.doi.org/10.1007/978-1-4471-3052-9_4.

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Hirsch-Kreinsen, Hartmut. "Kapitel IX Betriebliche und überbetriebliche Organisation: Multinationale Unternehmen." In Handbuch Arbeitssoziologie, 597–617. Wiesbaden: VS Verlag für Sozialwissenschaften, 2010. http://dx.doi.org/10.1007/978-3-531-92247-8_20.

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Conference papers on the topic "Multinational organisation"

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SMUTKA, Lubos, Irena BENEŠOVÁ, Patrik ROVNÝ, and Renata MATYSIK-PEJAS. "THE EU SUGAR MARKET PROFILE AND ITS MAIN DRIVERS." In Rural Development 2015. Aleksandras Stulginskis University, 2015. http://dx.doi.org/10.15544/rd.2015.111.

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Sugar is one of the most important elements in human nutrition. The Common Market Organisation for sugar has been a subject of considerable debate since its establishment in 1968. The European agricultural market has been criticized for its heavy regulations and subsidization. The sugar market is one of the most regulated ones; however, this will change radically in 2017 when the current system of production quotas will end. The current EU sugar market changed is structure during the last several decades. The significant number of companies left the market and EU internal sugar market became more concentrated. The aim of this paper is presentation characteristics of sugar market with respect to the supposed market failure – reduction in competition. The analysis also identifies the main drivers and determinants of the EU especially quota sugar market. In relation to paper’s aim the following results are important. The present conditions of the European sugar market have led to market failure when nearly 75 % (10 million tonnes) of the quota is controlled by five multinational companies only. These multinational alliances (especially German and French one) are also taking control over the production capacities of their subsidiaries. In most countries, this causes serious problems as the given quota is controlled by one or two producers only. This is a significant indicator of market imperfection. The quota system cannot overcome the problem of production quotas on the one hand and the demand on the other; furthermore, it also leads to economic inefficiency. The current EU sugar market is under the control of only Sudzucker, Nordzucker, Pfeifer and Langen, Tereos and ABF.

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McCombie, Charles, Neil Chapman, and Thomas H. Isaacs. "Global Developments in Multinational Initiatives at the Back End of the Nuclear Fuel Cycle." In ASME 2009 12th International Conference on Environmental Remediation and Radioactive Waste Management. ASMEDC, 2009. http://dx.doi.org/10.1115/icem2009-16294.

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Interest in expanding nuclear power globally continues to grow and various studies are underway to examine all issues associated with much expanded nuclear programmes. The most open questions today are related to the security and non-proliferation implications and to the disposal of radioactive wastes. The security and proliferation concerns have been almost entirely focussed on enrichment technology at the front-end of the nuclear fuel cycle and on reprocessing. Although these are the highest risk areas, it is also important that the potential security problems associated with waste management (in particular with the storage and disposal of spent fuel and radioactive wastes) are not neglected. Furthermore, the costs of national geological repositories imply that, for new or small nuclear programmes, such facilities can be implemented only in the far future, if at all. The international community should continue to strengthen its efforts to highlight the risks and to facilitate solutions that reduce the threats of nuclear materials being distributed widely across the globe. In practice, this challenge has been taken up by a number of organisations that are developing initiatives that can alleviate the potential global security and proliferation problems by promoting multinational approaches to the fuel cycle. This paper addresses those initiatives that are concerned with the storage and final disposal of radioactive wastes and spent nuclear fuel.

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