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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Rama, Ruth. "The changing geography and organisation of multinational agribusiness." International Journal of Multinational Corporation Strategy 2, no. 1 (2017): 1. http://dx.doi.org/10.1504/ijmcs.2017.085156.
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Rama, Ruth. "The changing geography and organisation of multinational agribusiness." International Journal of Multinational Corporation Strategy 2, no. 1 (2017): 1. http://dx.doi.org/10.1504/ijmcs.2017.10006036.
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Palchetti, Paolo. "The allocation of responsibility for internationally wrongful acts committed in the course of multinational operations." International Review of the Red Cross 95, no. 891-892 (December 2013): 727–42. http://dx.doi.org/10.1017/s1816383114000241.
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AbstractThe article aims to examine, in light of the codification work of the International Law Commission and of the most recent practice, some issues concerning the allocation of responsibility between an organisation and its troop-contributing states for the conduct taken in the course of a multinational operation (with a specific focus on UN operations). After explaining the general rule of attribution of conduct based on the status of the multinational force as an organ or an agent of the organisation, this article will examine the validity of special rules of attribution of conduct based on the notions of ‘effective control’ or ‘ultimate control’ over the acts of the multinational force. Finally, I will discuss the possibility of dual responsibility of both the organisation and the troop-contributing state concerned.
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Cormican, Kathryn, and Michael Cunningham. "Supplier performance evaluation: lessons from a large multinational organisation." Journal of Manufacturing Technology Management 18, no. 4 (May 8, 2007): 352–66. http://dx.doi.org/10.1108/17410380710743752.
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McDonnell, Anthony, Patrick Gunnigle, and Jonathan Lavelle. "Learning transfer in multinational companies: explaining inter-organisation variation." Human Resource Management Journal 20, no. 1 (January 2010): 23–43. http://dx.doi.org/10.1111/j.1748-8583.2009.00104.x.
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Wijethilake, Chaminda, Rahat Munir, and Ranjith Appuhami. "Strategic responses to institutional pressures for sustainability." Accounting, Auditing & Accountability Journal 30, no. 8 (October 16, 2017): 1677–710. http://dx.doi.org/10.1108/aaaj-07-2015-2144.
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Purpose The purpose of this paper is to examine the role of management control systems (MCS) in strategically responding to institutional pressures for sustainability (IPS). Drawing on institutional theory (DiMaggio and Powell, 1983) and strategic responses to institutional pressures framework (Oliver, 1991), the study argues that organisations strategically respond to IPS using MCS. Design/methodology/approach Data were collected by interviewing sustainability managers of a large-scale multinational apparel manufacturing organisation with its headquarters in Sri Lanka. Findings The study finds that organisations actively respond to IPS using acquiescence, compromise, avoidance, defiance, and manipulation strategies. The results not only reveal that formal MCS play a critical role in complying with IPS, but also in more active responses, including compromise, avoidance, defiance, and manipulation. The findings highlight that organisations use MCS as a medium to respond strategically to IPS, and in turn, the use of MCS has important implications for organisational change and improvement. Practical implications The study has implications for Western organisations, finding that suppliers committed to sustainability in Asia strategically respond to IPS as a means of strengthening outsourcing contracts, instead of blindly accepting. Findings indicate that organisational changes and success seem to be a function of strategically responding to IPS rather than operating an organisation by neglecting sustainability challenges. The organisational ability to use MCS in strategically responding to IPS has the potential for long-term value creation. Originality/value This study provides novel insights into the MCS, strategy and sustainability literatures by exploring different uses of MCS tools in strategically responding to IPS. More specifically, it shows how the use of MCS tools varies in supporting strategic responses, and with respective IPS. In doing so, it enhances our understanding of the importance of the use of MCS in dynamics of institutional change and practical variances in strategically responding to IPS.
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Jasimuddin, Sajjad M., N. A. D. Connell, and Jonathan H. Klein. "What Motivates Organisational Knowledge Transfer? Some Lessons from a UK-Based Multinational." Journal of Information & Knowledge Management 05, no. 02 (June 2006): 165–71. http://dx.doi.org/10.1142/s0219649206001414.
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The transfer of knowledge is an important task of contemporary organisations. In the knowledge-based economy, more and more organisations have increasingly recognised and encouraged the value of knowledge transfer. However, there is sometimes a tendency to horde knowledge, perhaps through fear of losing power or through uncertainty over job security. In this paper, we consider the motivators of knowledge transfer based on an empirical study carried out in part of a UK multinational, IBM Laboratories, in which the atmosphere appeared conducive to knowledge sharing, and knowledge transfer appeared voluntary and spontaneous. The paper questions why members of an organisation like IBM might be enthusiastic about the transfer of knowledge among themselves. The paper investigates the motivating factors that encourage the transfer of knowledge. A number of motivators underlying knowledge transfer are identified.
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Bjørge, Anne Kari, and Sunniva Whittaker. "Language Management in a Multinational Workforce: The Knowledge Worker Perspective." HERMES - Journal of Language and Communication in Business 27, no. 54 (December 22, 2015): 137. http://dx.doi.org/10.7146/hjlcb.v27i54.22952.
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<p>Organisations recruiting knowledge workers worldwide face a considerable challenge with regard to the choice of corporate language. The use of English as a lingua franca is often perceived as the most obvious option. However, there may be good arguments for using the host country language even in cases where the language in question is relatively small and the English skills of the local population are high. Our paper reports on the results of a study of a Nordic organisation that has chosen the local language as its corporate language. We investigate the implications for the employees’ professional and social identity and also discuss the language ideology underlying this choice. The study is based on both interviews and a survey conducted among both local and international members of the organization.</p>
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Gurkov, Igor. "The growing anisotropy of the multinational corporation in the “new normal”." Journal of Organizational Change Management 32, no. 2 (April 8, 2019): 194–207. http://dx.doi.org/10.1108/jocm-10-2017-0382.
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Purpose The purpose of this paper is to introduce a new research construct to depict more accurately organisational structure and the direction of organisational changes in large multinational corporations (MNCs). Design/methodology/approach The paper presents an overview of the existing literature on the phenomenon of anisotropy in natural sciences and the organisation of large corporations, and transforms an identified phenomenon into a research construct of organisational theory. Findings This paper demonstrates that anisotropy, that is, the differences in the speed and conductivity of the movement of capital (money), products (goods and services), ideas (knowledge) and talent (people) in different directions within the corporation (from the centre to the subsidiaries, from the subsidiaries to the corporate centre and between subsidiaries) is the normal state of the internal space of the MNC. Anisotropy is increasing with the on-going restructuring of the global economic order. This leads to the divergence of business units in MNCs into the core and the periphery. Research limitations/implications The paper outlines a series of promising research avenues in organisational studies. Originality/value The paper provides a novel treatment of the composition of MNCs.
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Lawrence, Paul. "Building a coaching culture in a small Australian multinational organisation." Coaching: An International Journal of Theory, Research and Practice 8, no. 1 (January 2, 2015): 53–60. http://dx.doi.org/10.1080/17521882.2015.1006649.
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Yusuf, Robe’ah, Azhar Hj Wahid, Sasigaran Moneyam, and Siti Asma’ Mohd Rosdi. "A REVIEW OF CULTURE AND COMMUNICATION ORIENTATION AMONG MALAY WORKERS TOWARDS SILENCE BEHAVIOUR TENDENCY." International Journal of Modern Trends in Social Sciences 4, no. 15 (March 3, 2021): 13–20. http://dx.doi.org/10.35631/ijmtss.415002.
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This article discusses the review of the concept of culture, value, and belief in the Malay community. The focus is on the Malay workers working in a German organisation in Malaysia. Previous studies show that there are communication and cultural gaps when workers from various races and countries working in a multinational organisation. Asian communities mainly Malay, practices collective values such as cooperation among members, care about others' dignities and, silence due to some factors which indirectly affect communication orientation while working with other races. These practices are different from the European community who observes individualistic values. Typically, the Malays work together in voicing opinions or maintaining long-term relationships. In this article, the authors discuss the groupthink theory, which may influence the workers' behaviours in organisations and decision making.
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Jollands, Stephen, Chris Akroyd, and Norio Sawabe. "Core values as a management control in the construction of “sustainable development”." Qualitative Research in Accounting & Management 12, no. 2 (June 15, 2015): 127–52. http://dx.doi.org/10.1108/qram-04-2015-0040.
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Purpose – This paper aims to examine a management control constructed by senior managers, a core value focused on sustainability, as it travels through time and space. The criticality of sustainable development suggests the need to understand the effects that core values have on organisational actions. Design/methodology/approach – A case study methodology carried out at a multinational organisation is used. This analysis was informed by an actor-network theory which allowed placing the organisation’s sustainability focused core value at the centre of this research. Findings – It was found that management control, in the form of a sustainability-focused core value, took on an active role in the case organisation. This enabled the opening of space and time that allowed actors to step forward and take action in relation to sustainable development. It is shown how the core value mobilised individual actors at specific points in time but did not enrol enough collective support to continue its travel. The resulting activities, though, provided a construction of sustainable development within the organisation more in line with traditional profit-seeking objectives rather than in relation to sustainability objectives, such as inter- and intra-generational equity. Research limitations/implications – These findings suggest possibilities for future research that examines the active role that management controls may take within sustainable development. Originality/value – This paper shows the active role a management control, a sustainability focused core value, took within an organisation. This builds on the research that examines management control in relation to sustainability issues and sustainable development as well as the literature that examines core values.
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Berge, Eivind, Gary A. Ford, Christian Stapf, Rustam Al-Shahi Salman, Urs Fischer, Sarah Coveney, Christian Weimar, et al. "Are there opportunities for a closer collaboration on clinical stroke research in Europe?" European Stroke Journal 3, no. 1 (December 11, 2017): 22–28. http://dx.doi.org/10.1177/2396987317747456.
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Introduction One of the aims of the European Stroke Organisation (ESO) is to facilitate academic, multinational clinical stroke research. However, despite examples of successful regional and national stroke research networks and collaborative groups, there is no organisational structure at a European level that can facilitate multinational clinical stroke research. Materials and methods In a project including a survey and a workshop and involving stroke researchers in the ESO, we sought to identify the challenges faced by existing clinical stroke research networks, to define the purpose and roles of any future European stroke research collaboration, and to propose an organisational structure. Results The survey and workshop gave strong support for an alliance model with independent network members, with the purpose of facilitating clinical stroke research through improved coordination and communication, provision of support, education, and advocacy and communication with other stakeholders. The focus of a proposed European clinical stroke research alliance should be multinational randomised-controlled trials in acute care, prevention and rehabilitation, but the alliance could also support other forms of multi-national clinical stroke research. Conclusion There is an interest for increased collaboration on multinational clinical stroke research in Europe, in the form of an alliance of independent research networks and collaborative groups. The ESO Trials Network Committee will continue consultation with existing stroke research networks and collaborative groups, and other key stakeholders, to assess the feasibility and support for development of an ESO Trials Alliance.
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Hicks, Richard, and Eva-Maria Knies. "Psychological Capital, Employee Engagement, and Perceived Performance in a Multinational Organisation." Journal of Business and Policy Research 10, no. 1 (July 2015): 164–77. http://dx.doi.org/10.21102/jbpr.2015.07.101.09.
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Ndubisi, Nelson Oly, Obaid Al-Shuridah, and Celine Capel. "Greening multinational enterprises in the oil, gas and petrochemicals." International Journal of Manpower 41, no. 7 (March 19, 2020): 967–85. http://dx.doi.org/10.1108/ijm-08-2019-0361.
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PurposePremised on the shortage of research on the role of organisational mindfulness in promoting environmental sustainability, this study evaluates the effects of organisational mindfulness and mindful organising on environmental sustainability outcomes in the critical case of multinational enterprises (MNEs) operating in the oil and gas sector in the Arabian Gulf.Design/methodology/approachData were collected from the (oil and gas sector) MNES. A total of 92 completed responses were received. The respondents include executives, senior managers and directors. The data were analysed using SmartPLS software. The measurement and structural models were evaluated.FindingsThe models show that four (of five) dimensions of organisational mindfulness (defined as organisational goals, desires and strategies) and mindful organising (defined as organisational tactics and practices) are significantly related. Mindful organising is significantly associated with more environmentally sustainable outcomes. But contrary to expectations sensitivity to the local environment did not have a significant moderating effect on the relationship between mindful organising and environmental sustainability initiatives and outcomes of these MNEs.Research limitations/implicationsThe paper presents several hypotheses, most of which were confirmed. Direct effects of organizational mindfulness, mindful organizing were confirmed. Environmental sensitivity has a direct effect rather than a moderating effect (as hypothesized) on environmental sustainability.Practical implicationsEnvironmental sustainability can be approached by MNEs in the oil and gas sector by among other factors, increased environmental sensitivity, signalling environmental behaviours the organisation expects, rewards and supports and putting in place a social process that is reliant on extensive and continuous interactions between individuals and among teams regarding these environmental expectations.Social implicationsSocial and environmental performance of MNEs can be improved through mindfulness-based approaches, effects of which can be transmitted through a social process that relies on continuous real-time communication and interactions among members through formal and informal interactions during meetings, briefings, work and play. Sensitivity and respect for the host community and environment can bolster brand image and social relations.Originality/valueThe paper addresses the greening issues surrounding the largely unexplored context of the Arabian Gulf’s oil and gas sector. It demonstrates that ongoing greening communications and interactions through briefings, meetings, updates and in teams' ongoing work are some of the mechanisms for achieving sustainability. Also environmental sensitivity is a direct driver rather than a contingent factor of sustainability.
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Martins, Nico, and Adéle da Veiga. "Factorial invariance of an information security culture assessment instrument for multinational organisations with operations across data protection jurisdictions." Journal of Governance and Regulation 4, no. 4 (2015): 47–58. http://dx.doi.org/10.22495/jgr_v4_i1_p4.
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An information security culture is influenced by various factors, one being regulatory requirements. The United Kingdom (UK) has been regulated through the UK Data Protection Act since 1995, whereas South Africa (SA) only promulgated the Protection of Personal Information Act (PoPI) in 2013. Both laws stipulate requirements from an information security perspective with regard to the processing of personal information, however in the UK this has been regulated for a longer period. Consequently, it is to be expected that the information security culture for organisations in the UK will be significantly different from that of SA. This raises the question as to whether the same information security culture assessment (ISCA) instrument could be used in an organisation with offices in both jurisdictions, and whether it might be necessary to customise it according the particular country’s enforcement of information security and privacy-related conditions. This is reviewed, firstly from a theoretical perspective, and secondly a factorial invariance analysis was conducted in a multinational organisation with offices in both the UK and SA, using data from an ISCA questionnaire, to determine possible factorial invariances in terms of the ISCA.
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Oswick, Cliff, and John Montgomery. "Images of an organisation: the use of metaphor in a multinational company." Journal of Organizational Change Management 12, no. 6 (December 1999): 501–23. http://dx.doi.org/10.1108/09534819910300864.
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Lahiry, Sutopa Roy, and Krishnamachari Rangarajan. "Strategic use of patents by an entrepreneurial multinational organisation in Indian context." J. for Global Business Advancement 12, no. 3 (2019): 356. http://dx.doi.org/10.1504/jgba.2019.101392.
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Hoffmann, Piroska, and Zoltán Baracskai. "Does trust matter? The role of trust in collaboration in virtual teams." Hungarian Statistical Review 3, no. 2 (2020): 50–70. http://dx.doi.org/10.35618/hsr2020.02.en050.
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Virtual cross-border teams emerged after the global credit crisis as a new operational phenomenon of multinational enterprises. This new form eliminates country-based entities and combines local departments. It is of notable benefit to financial efficiency; however, it may have a crucial impact on the structural dimension and nature of relations (ties) of social capital. The damage to ties is characterised by weak trust and heightened operational risk. Measuring trust directly is cumbersome; therefore, this study aims to measure its inversion (internal control). A quantitative research method is used to analyse a) the data (location, nationality, level of seniority, department) of 495 managers of a multinational enterprise to describe their impact on the structural dimension of social capital and the ties between employees, and b) 298 operational control points to find a statistical correlation among their number, the various types of risks and organisational diversity. The authors’ correlation analysis demonstrates that all well-structured high-risk processes are controlled by the organisation. However, the internal controlling system does not seem to cover the trust-based ill-structured processes: human relations and behaviour.
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Starling, S. W. "CREATING COMPETITIVE ADVANTAGE FROM KNOWLEDGE MANAGEMENT AND INFORMATION SHARING." APPEA Journal 40, no. 1 (2000): 587. http://dx.doi.org/10.1071/aj99038.
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Petroleum companies are being challenged to exploit complex reservoirs, operate in remote regions and employ advanced technology to meet stock market demands for increased shareholder value.However, many companies face these challenges with a diminished pool of experienced staff due to organisation downsizing, outsourcing of activities and the retirement of older employees.To combat this erosion of experience, knowledge management programs that aim to formalise the generation and leverage of expertise and skills are becoming an important means of creating and sustaining competitive advantage.To be effective, these knowledge management programs must be driven by the business needs and bring together people, processes, and technology to focus on how knowledge creates value for the organisation.An important consideration for many organisations is bringing about a cultural change which encourages knowledge management and promotes information sharing. Successful change requires leadership, resources, and appropriate rewards.The case studies presented describe how an Australian production company is planning systems to manage the capture, organisation, and sharing of knowledge, and how a multinational exploration company is implementing technology to facilitate information sharing initiatives to access, analyse, and apply knowledge around the world.
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MOISE, Claudia. "Importance of Beliefs, Attitudes and Values in the Frame of Human Resource Motivation." Annals of "Spiru Haret". Economic Series 14, no. 2 (June 30, 2014): 17. http://dx.doi.org/10.26458/1422.
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The article deals with a complex and original field of analyse – the role that concepts such as beliefs, attitudes and values can entail in the modern human resources management techniques that are dealing with employee’s motivation. Nowadays employees have a complex approach regarding motivation. Especially when we speak about big organisations such as multinational companies, we will find complex jobs having many tasks and a complicated network of inter-relations within the organisation. In such cases, as we speak about middle and top management positions, employee’s motivation is relying on different types of motivation: intrinsic and extrinsic altogether. The substantiation of an efficient motivational strategy can be based on the link between beliefs, attitudes and values of the employees and their motivation development process.
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George, Christeen. "Retaining professional workers: what makes them stay?" Employee Relations 37, no. 1 (January 5, 2015): 102–21. http://dx.doi.org/10.1108/er-10-2013-0151.
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Purpose – The purpose of this paper is to investigate why professional workers actually remain in their organisations. Design/methodology/approach – The design of the study was cross-sectional. A number of factors important for the retention of professional workers were identified from the literature. A 19 item “retention scale” was developed based on the identified retention factors and their characteristics. It was proposed that the retention factors could be divided into two levels: organisational and job. The retention scale was completed by 138 workers form the UK site of a multinational Marketing company. The reliability of the scale was assessed using Cronbach’s α and was found to be 0.80. Findings – Factor analysis supported the division of the retention factors into organisational and job levels with a two factor structure in which organisational levels loaded strongly on component 1 and job level items loaded strongly on component 2. Scores on these two subscales predicted individual workers’ intention to remain within their organisation using both MANOVA and logistic regression analysis. Research limitations/implications – This is a preliminary look at factors important for the retention of professional workers and as such has several limitations. A more comprehensive review of the literature on retention is required and further testing of the model is required with a larger sample size. Links with the literature on the psychological contract also need to be more fully explored. Practical implications – This research has practical implications for practitioners due to the importance of retaining top talent for increased competitive advantage. The factors that have been found here to be important for retaining professional workers have also been observed in high performing companies. Social implications – The retirement of the baby boomer generation means that there has to be a greater emphasis on retaining key employees in organisations to mitigate the loss of key skills and competences. Originality/value – Most previous studies and many HR managers concerned with the retention of professional and other workers tend to concentrate on those aspects of the job or of the organisation that make them leave. This study is concerned with why people stay with their employers.
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Bhuiyan, Faruk, Kevin Baird, and Rahat Munir. "The association between organisational culture, CSR practices and organisational performance in an emerging economy." Meditari Accountancy Research 28, no. 6 (April 20, 2020): 977–1011. http://dx.doi.org/10.1108/medar-09-2019-0574.
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Purpose This study aims to investigate the influence of organisational culture, specifically O’Reilly et al.’s (1991) six dimensions of the organisational culture profile (respect for people, outcome orientation, team orientation, innovation, attention to detail and stability) on corporate social responsibility (CSR) practices and the subsequent impact of CSR practices on organisational performance from the context of an emerging economy. Design/methodology/approach The study used a survey of middle- and higher-level managers in Bangladeshi organisations to develop a seven-dimensional model of CSR practices and used structural equation modelling to analyse the developed hypotheses. Findings The findings provide evidence of the influence of the six different dimensions of organisational culture on the different dimensions of CSR practices. The findings highlight the diverse impacts (i.e. positive and negative) of CSR practices on organisational performance. The study also highlights the direct influence of organisational culture on both financial and non-financial performance. In particular, the outcome and team orientation culture are positively associated with non-financial and financial performance, respectively, while an innovative culture is negatively associated with both non-financial and financial performance. Practical implications The findings of the study provide practitioners, internal (i.e. the managers and business owners of both the local and multinational organisations) and external policy-makers, and foreign investors in an emerging economy with new insights into the role of an intra-organisational factor (i.e. organisational culture) in influencing the adoption of CSR practices and the subsequent impact of CSR practices on organisational performance. Originality/value Using the 52 guidelines of CSR practices provided by the Organisation for Economic Co-operation and Development, this study provides a unique empirical insight into the influence of organisational culture on CSR practices and the impact of CSR practices on organisational performance. The findings contribute to the limited CSR literature examining the influence of organisational culture on the adoption of CSR practices and its subsequent impact on organisational performance in an emerging economy.
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Mat Nor, Norzanah, Siti Murni Mat Khairi, Herwina Rosnan, Roozita Maskun, and Elaina Rose Johar. "Establishing a knowledge-based organisation." Innovation & Management Review 17, no. 3 (February 26, 2020): 235–49. http://dx.doi.org/10.1108/inmr-05-2019-0065.
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Purpose Studies on knowledge management (KM) and its effect on organisational innovation and firm performance have been carried out and subsequently proven. However, the consequence is that KM programmes did not achieve the expected results that they were designed for. Considering the issue mentioned above, a KM shortfall and its underlying challenges seem to exist. The purpose of this study is to assess the current practices of KM, lesson learnt and KM challenges in Malaysian organisations from various types of industries. Design/methodology/approach The study was conducted with information gathered through a focus group of managers with different hierarchical levels, different types of companies, from multinational corporations to state organisations. This inductive approach was adopted to gain a grounded, rich, local and lived understanding of the process based on the case studies of eight Malaysian organisations that represent the major industries in the Malaysian economic sectors. Additionally, the information gathered was further supported with secondary data that consisted of a case study report of the eight organisations on their KM programmes’ implementation. Findings The overall results showed that the practice of KM in Malaysian organisations typically displays the following two challenges: (1) process and infrastructure issues and (2) cultural issues. Organisational culture remains the main obstacles faced by most of the organisations in adopting KM. As a lesson learnt, managers should also focus on the after-effect of KM programmes on soft human issues such as employees’ satisfaction and well-being. Research limitations/implications The authors believe that further research is required considering KM challenges and employee satisfaction or well-being to improve KM performance among different groups of employees through such methods as research survey. Practical implications The findings can act as a guideline for any organisations to address when adopting KM. Identification of the KM challenges provides the basis for organisations to attach considerable importance to employees’ satisfaction and well-being to enhance the chances of successful KM programmes. Managers should take a proactive approach in creating an appropriate atmosphere to cultivate KM culture among employees. Originality/value This study offers not only challenges in implementing and sustaining an effective KM system within organisations but also promotes moving the KM literature to the next stage where there is a lack of concern on KM implementation effect on “soft” human issues from the perspectives of employees. This is due to organisations tend to eradicate people’s performance in terms of employee well-being and satisfaction and to the author’s knowledge, this has been largely unexplored in previous research.
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Hansen, Per Krogh, and Marianne Wolff Lundholt. "Conflicts between founder and CEO narratives: Counter-narrative, character and identification in organisational changes." Frontiers of Narrative Studies 5, no. 1 (July 2, 2019): 94–111. http://dx.doi.org/10.1515/fns-2019-0007.
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AbstractCorporate communication has long been viewed through the lens of narrative and storytelling. Over time, a wide variety of conceptions have been developed in this field with respect to the special circumstances regarding the organisational communicative situation, which differs from other materialisations of narrative. In this article, however, we will explore the value of a more general approach, which pays attention to some of the recurring features of narrative across media and communicative situations. We will approach organisational narrative through common analytical and narratological concepts such as master narrative and counter-narrative, character, identification and actantial roles. Specifically, we investigate the organisational change in the Danish-owned multinational company Danfoss and examine how the materialisation of a founder narrative and a CEO master narrative each evoke different expectations, reactions and counter-narratives among the employees. Our empirical material consists of public communication in, from and around the organisation, and focus group interviews conducted at Danfoss China.
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Hibner, Jacek. "The Development of an Information Society and Electronic Commerce in the European Union in the Context of Selected Documents of the EU and International Organisations." Comparative Economic Research. Central and Eastern Europe 15, no. 1 (July 4, 2012): 103–18. http://dx.doi.org/10.2478/v10103-012-0006-x.
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Due to the rapidly growing use of the Internet, the development of electronic commerce (defined by the World Trade Organization as “the production, distribution, marketing, sale or delivery of goods and services by electronic means”1) has become one of the key aspects of today’s sustained growth. It influences productivity, facilitates the international movement of goods and services, and stimulates export and import trade. The European Union, as well as many multinational organisations, is working towards the harmonisation of their rules, and to facilitate and streamline this kind of international exchange. In this article, the author presents selected documents on electronic commerce published by the United Nations Commission on International Trade Law, the World Trade Organization, the Organisation for Economic Cooperation and Development, the International Chamber of Commerce and the European Union since 1994.
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Abbott, Jacqui, and Helen De Cieri. "Influences on the provision of work–life benefits: Management and employee perspectives." Journal of Management & Organization 14, no. 3 (July 2008): 303–22. http://dx.doi.org/10.1017/s1833367200003291.
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AbstractAs several previous studies have shown, the provision of work–life benefits (WLB) varies between organisations; while some organisations provide a comprehensive range of WLB, others do not. Our research aims to identify and examine the influences on the provision of WLB in an organisation. Recognising the potential for different goals and agenda, we propose that it is necessary to understand the perspectives of WLB held by managers and by employees. To inform our research, we have drawn upon the complementary theoretical bases of strategic choice theory, stakeholder theory and the resource-based view of the firm. Using multiple methods of data collection and including management and employee perspectives, qualitative case studies were undertaken with two Australian subsidiaries of large multinational firms. We develop and refine a framework that identifies the influences on the provision of WLB. This framework is a useful guide for researchers and practitioners seeking to understand and manage WLB.
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RAZIQ, MUHAMMAD MUSTAFA, MARTIN PERRY, and MARTINA BATTISTI. "INTERNATIONAL ROLES OF FOREIGN-OWNED SUBSIDIARIES IN NEW ZEALAND: AN EXPLORATORY STUDY." International Journal of Innovation Management 18, no. 05 (October 2014): 1450032. http://dx.doi.org/10.1142/s1363919614500327.
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Advances in the capacity to manage overseas operations have been linked to foreign-owned subsidiaries of multinational enterprises performing more varied roles for their parent organisations than they did in the past. Drawing on evidence from an original large-scale survey, this study explores the international roles performed by 429 foreign-owned subsidiaries in New Zealand. Traditionally, subsidiaries in New Zealand have predominantly been established to service the local market which although comparatively small is remote from major sources of foreign investment. The study finds that many subsidiaries have some form of international role and that subsidiaries frequently perform a variety of roles for their organisations. Investigation of subsidiary characteristics associated with an international role finds that those managed independently, and those managed by a network of reporting channels have most propensity and potential to engage in international roles. This evidence justifies greater recognition that subsidiary operations may make multiple contributions to their organisation rather than have a single purpose.
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Abbott, Jacqui, and Helen De Cieri. "Influences on the provision of work–life benefits: Management and employee perspectives." Journal of Management & Organization 14, no. 3 (July 2008): 303–22. http://dx.doi.org/10.5172/jmo.837.14.3.303.
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AbstractAs several previous studies have shown, the provision of work–life benefits (WLB) varies between organisations; while some organisations provide a comprehensive range of WLB, others do not. Our research aims to identify and examine the influences on the provision of WLB in an organisation. Recognising the potential for different goals and agenda, we propose that it is necessary to understand the perspectives of WLB held by managers and by employees. To inform our research, we have drawn upon the complementary theoretical bases of strategic choice theory, stakeholder theory and the resource-based view of the firm. Using multiple methods of data collection and including management and employee perspectives, qualitative case studies were undertaken with two Australian subsidiaries of large multinational firms. We develop and refine a framework that identifies the influences on the provision of WLB. This framework is a useful guide for researchers and practitioners seeking to understand and manage WLB.
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Kritsiotis, Dino. "Security Council Resolution 1101 (1997) and the Multinational Protection Force of Operation Alba in Albania." Leiden Journal of International Law 12, no. 3 (September 1999): 511–47. http://dx.doi.org/10.1017/s0922156599000266.
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In March 1997, the Security Council adopted Resolution 1101 (1997) which authorised a multinational protection force – known as Operation Alba – to enter Albania “to facilitate the safe and prompt delivery of humanitarian assistance, and to help create a secure environment for the missions of international organisations in Albania, including those providing humanitarian assistance.” Created with the consent of the government of Albania, the intervention occurred as a direct but also as a near-immediate response to the political, financial and humanitarian crisis that had been precipitated by the collapse of so-called pyramid schemes in Albania. The purpose of this article is to examine the background of the adoption of Resolution 1101 (1997) and then to investigate the impact and importance of the consent for the operation given by the beleaguered government of President Sali Berisha. The article will then analyse the legal significance, meaning and interpretation of Security Council in Resolution 1101 (1997), as amended in Resolution 1114 of June 1997, in its endeavour to provide an account of the organisation, achievements, shortcomings and lessons of Operation Alba.
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Belal, Ataur, and David L. Owen. "The rise and fall of stand-alone social reporting in a multinational subsidiary in Bangladesh." Accounting, Auditing & Accountability Journal 28, no. 7 (September 21, 2015): 1160–92. http://dx.doi.org/10.1108/aaaj-08-2013-1443.
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Purpose – The purpose of this paper is to examine the underlying drivers for the development and subsequent discontinuation of stand-alone corporate social responsibility (CSR) reporting in a multinational subsidiary in Bangladesh. Design/methodology/approach – The research approach employed for this purpose is a case study using evidence from a series of in-depth interviews conducted during the period 2002-2010. Interview data are supplemented by examining other sources of information including annual reports, stand-alone social reports and relevant newspaper articles during the study period. Findings – It appears that the stand-alone CSR reporting process was initiated to give the subsidiary a formal space in which to legitimise its activities in Bangladesh where both tobacco control regulation and a strong anti-tobacco movement were gaining momentum. At the start of the process in 2002 corporate interviewees were very receptive of this initiative and strongly believed that it would not be a one off exercise. However, in the face of subsequent significant national policy shifts concerning tobacco control, irreconcilable stakeholder demands and increasing criticism of the CSR activities of the organisation at home and abroad the process was brought to an abrupt end in 2009. Research limitations/implications – The paper has a number of implications for policy makers concerning the future prospects for stand-alone social/sustainability reporting as a means of enhancing organisational transparency and accountability. In addition the paper discusses a number of theoretical implications for the development of legitimacy theory. Originality/value – Using the lens of legitimacy the paper theorises the circumstances leading to the initiation and subsequent cessation of CSR reporting in the organisation concerned. As far as the authors know this is the first study which theorises and provides significant fieldwork-based empirical evidence regarding the discontinuation of stand-alone social reporting by a multinational company operating in a developing country. Thus, it extends previous desk-based attempts at using legitimacy theory to explain a decrease (or discontinuity) in CSR disclosures by de Villiers and van Staden (2006) and Tilling and Tilt (2010).
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Ziaee Bigdeli, Ali, Kawaljeet Kapoor, Andreas Schroeder, and Omid Omidvar. "Exploring the root causes of servitization challenges: an organisational boundary perspective." International Journal of Operations & Production Management 41, no. 5 (June 1, 2021): 547–73. http://dx.doi.org/10.1108/ijopm-08-2020-0507.
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PurposeThis paper explains how servitization disrupts long-established internal and external boundaries of product-focused manufacturers and investigates the root causes of servitization challenges.Design/methodology/approachThe authors draw from the collective experiences of 20 senior executives from ten multinational manufacturers involved in servitization, using a multiple case study approach, and employ a codebook thematic analysis technique.FindingsThe authors develop an integrative framework based on the theoretical notions of power, competency and identity boundaries to offer insights into the root causes of various servitization-related challenges.Research limitations/implicationsAlthough the extant literature discusses servitization challenges, it does not examine the underlying root causes that create them in the first place. This study contributes to the extant research by establishing rational links between organisational boundaries (internal and external) and servitization challenges in the interest of building a coherent and systematically integrated body of theory that can be successfully applied and built upon by future research.Practical implicationsThis study provides a foundation for managers to recognise, anticipate and systematically manage various boundary-related challenges triggered by servitization.Originality/valueIt is one of the first studies to employ the concept of organisational boundary to understand the challenges created by servitization and to account for both internal (between different functions of the same organisation) and external boundaries (between an organisation and its external stakeholders) to establish a holistic understanding of the impacts of servitization on manufacturers.
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Koopman, P. L. "Between Economic-Technical and Socio-Political Rationality: Multilevel Decision Making in a Multinational Organisation." Irish Journal of Psychology 13, no. 1 (January 1992): 32–50. http://dx.doi.org/10.1080/03033910.1978.10557864.
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Engdahl, Ola. "Compliance with International Humanitarian Law in Multinational Peace Operations." Nordic Journal of International Law 78, no. 4 (2009): 513–26. http://dx.doi.org/10.1163/090273509x12506922107073.
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AbstractThe duty to respect international humanitarian law (IHL) in military operations requires effective tools of compliance. Peace operation forces are seldom involved in armed conflict and IHL applies formally only in a minorityof operations. The increasingly volatile environments in which peace operation personnel are required to work, and the trend of enforcement capabilities of such forces, will arguably make the question of compliance with IHL all the more important. Multinational peace operations often include a range of actors–such as the UN, another organisation leading the operation, troop contributing nations (TCNs) and the host state. Differences in training and education as well implementation of IHL in different TCNs makes compliance with IHL in multinational operations a challenging task. The use of special units with their culture of secrecy involves other complex questions. On a more general level, it is not clearly established how responsibility under international is dividedamong the main actors in a multinational peace operation. A number of practical measures are suggested to overcome challenges to an effective compliance of IHL.
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Tully, Stephen. "The 2000 Review of the OECD Guidelines for Multinational Enterprises." International and Comparative Law Quarterly 50, no. 2 (April 2001): 394–404. http://dx.doi.org/10.1093/iclq/50.2.394.
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On 27 June 2000, the updated Guidelines for Multinational Enterprises (the Guidelines) were adopted by the 29 Member States of the Organisation for Economic Co-operation and Development (OECD) together with the observer governments of Argentina, Brazil, Chile and the Slovak Republic. The Ministerial Conference Chairman, Mr Peter Costello, described the 2000 Review as heralding the most “far reaching changes” to the Guidelines since their introduction in 1976.1 This note proposes to consider only the most noteworthy among them.2 Accordingly, it will not examine those elements that have merely been reaffirmed by the 2000 Review. However, the conclusions will be made that the Chairman's sentiments are only observable in the ongoing textual development of the Guidelines and that the all-important implementation mechanism has only been improved by half-measure
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Dís Óladóttir, Ásta. "Integrative Capacity as a Moving Force in Newly Formed Icelandic Multinational Enterprises." Review of Market Integration 2, no. 1 (April 2010): 135–72. http://dx.doi.org/10.1177/097492921000200108.
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The rapid growth of multinational enterprises in Iceland at the beginning of the 21st century is one of the most intriguing events in the practice on international business. Past decades have been characterised by profound changes and an increased rate of globalisation. However, much of the globalisation was initiated by large companies in major developed countries. As globalisation proceeds, smaller companies from small countries joined the process. As a result, there have been dramatic shifts in the way businesses are organised and how they compete. These rapid changes in the nature of global competition have caused international managers and international management researchers alike to search for new ways to frame problems and answer questions about how to manage complex multinational corporations (MNCs) most effectively. When a corporation establishes a subsidiary in a foreign country, through Greenfield or acquisition, its managers must decide how much control they need to maintain over the subsidiary; should the company operate separately or should it be integrated into the already existing system. A good balance is attained when the managers in the headquarters have global vision, core values and cultural principles which are shared by all subsidiary managers. The smaller the organisation at the headquarter, the more important is the integrative capacity of the initiators and the builders of the new multinational enterprise. Integrative capacity can be described in the following way: the strategic infrastructure of the corporation is seen as a multidimensional system which contains strategic resources or capability and organisational infrastructure, which might provide a foundation for global expansion and latent linkages within the MNC. When the firm boundaries are fuzzy, a conventional organisational structure is unable to satisfy the internal need for ecological evolution within its network. In a situation like this, a strategic infrastructure is necessary to the coordination and integration of business units that are geographically dispersed, while also maintaining internal differentiation and local responsiveness among individual subunits. The integrative capacity of newly formed Icelandic MNEs is discussed based on a case study of two such companies, Actavis and Marel.
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Tobolska, Anna. "Nowy model organizacji i funkcjonowania starych przedsiębiorstw przemysłowych." Studies of the Industrial Geography Commission of the Polish Geographical Society 9 (January 1, 2006): 83–97. http://dx.doi.org/10.24917/20801653.9.8.
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In the analysis of changes occurring in large Polish enterprises, special attention was paid to organisational changes as one of the chief aspects of their adaptation to the new economic conditions that also involves the formation of new spatial relations. The analysis makes use of the notional apparatus of the organisation and management science as a discipline concerned with changes in organisation and connected with the geography of enterprises.To give an empirical illustration of the changes, examples are provided of the restructuring of large enterprises like H. Cegielski Poznań S.A. and LECH Browary Wielkopolski S.A. (now Kompania Piwowarska S.A.). On the basis of the empirical research, several features were distinguished to characterise the organisational changes that had taken place in the chosen industrial plants. The organisational changes have mainly made the structures of those plants more flexible through giving autonomy to their internal organisational units, outsourcing and spin-offs. The result has been the appearance of a lot of new small and medium-sized businesses that have taken over the functions given up by the large enterprises. The spatial effect of those changes, in turn, has been the emergence of industrial agglomerations of a new type, with a large number of smaller firms connected through a cooperation network and chiefly performing orders of the large enterprises. Thus, what we observe here is a spatial concentration of collaborating firms and the appearance of agglomeration economies.There are also integration processes in which enterprises join the structures of international corporations, which makes them elements of the modern international industrial space and a part of the industrial networks set up by multinational firms.
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O’Grady, Winnie, and Chris Akroyd. "The MCS package in a non-budgeting organisation: a case study of Mainfreight." Qualitative Research in Accounting & Management 13, no. 1 (April 18, 2016): 2–30. http://dx.doi.org/10.1108/qram-09-2014-0056.
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Purpose Budgets are commonly viewed as a central component of management control systems (MCS). The beyond budgeting literature argues that managers can develop other controls to replace budgets. The purpose of this paper is to examine the MCS package of an organisation which has never in its history had a traditional budget. Design/methodology/approach The authors carry out an ethnomethodology informed case study at Mainfreight, a large multinational logistics company headquartered in New Zealand. Data were collected from interviews with managers and accountants, internal company documents, published corporate histories, a company presentation, the corporate Web site and site visits. Findings The authors found that Mainfreight’s MCS package was explicitly designed based on cultural and administrative systems which supported the planning, cybernetic and reward systems managers used to monitor key drivers of short-and long-term performance with a focus on profitability. Research limitations/implications The implication of the finding is that a more holistic view of the MCS package is necessary to understand how control is achieved within organisations that have moved beyond budgeting. Practical implications The authors show that organisations can operate without traditional budgets and still maintain a high level of control by developing appropriate cultural and administrative control systems that are internally consistent with their planning, cybernetic and reward systems. Originality/value The scarcity of organisations that have never had budgets limits opportunities to investigate an MCS package intended to function without budgets. This unique case setting reveals the design of an integrated non-budgeting MCS package.
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Toth, András. "Information-Sharing Challenges and Issues in Multinational Operations, Part 1." Land Forces Academy Review 25, no. 4 (December 1, 2020): 307–16. http://dx.doi.org/10.2478/raft-2020-0037.
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AbstractOne of the essential prerequisites for an efficient and effective organisation in our information society is the timely provision of information to the entitled person or persons. This is particularly important in the public, economic and business sphere, in public administration, law enforcement agencies and military operations as well. The information must always be available in the right place, at the right time, in the required quantity, quality and format, in order to gain and maintain the information superiority. This paper aims to analyse and present the methods of information sharing among different classified and non-classified systems and networks, their proposed areas of application, the security measures required for their safe implementation, and the risks and issues arising from their use. In this part of the article, the author analysed the different international security management procedures, the possible threats, vulnerabilities and solutions to create the most effective information-sharing environment.
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Hutchings, Kate, Erica French, and Tim Hatcher. "Lament of the ignored expatriate." Equal Opportunities International 27, no. 4 (May 2, 2008): 372–91. http://dx.doi.org/10.1108/02610150810874322.
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PurposeThe purpose of this paper is to investigate the relationship between gender and the individual and social aspects of expatriate work, emphasising how issues external to the organisation impact on the experience of female expatriates.Design/methodology/approachIn total, 102 male respondents and 44 female respondents were surveyed in order to test the perceived organisational support, career satisfaction, and expatriate social support.FindingsSignificant gender‐related differences were identified in all three areas with notable contradiction in the perception and practice of how multinational corporations (MNCs) manage their expatriates. While earlier research suggested that organisations perceived their treatment of female expatriates to be equivalent to that of men, the results indicate that female international managers do not perceive equal treatment on international assignments.Research limitations/implicationsAlthough based on a smaller sample than other international studies, the gender breakdown was sufficient for moderated regression testing.Practical implicationsAs the expatriate social support construct is largely exploratory in nature, future research could examine the effect of perceived expatriate social support on other related workplace behaviours, both domestically and internationally, including work‐life balance and diversity management.Originality/valueWhile other studies have provided a rich descriptive picture of the gendered nature of expatriation, little research has attempted to quantify the reasons behind the phenomenon. This paper addresses this gap in the literature through exploration of the issues, which impact upon the experience of female expatriates in foreign MNCs in China.