Tesis: "Multinational companies"

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

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

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2

Yayintas, Hakan y Jasmina Bjelevac. "CRM Impact - Experiences from some multinational companies". Thesis, Mälardalens högskola, Akademin för hållbar samhälls- och teknikutveckling, 2010. http://urn.kb.se/resolve?urn=urn:nbn:se:mdh:diva-12699.

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

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3

Yenice-Ay, Berna. "Green supply chain modeling for multinational companies". Diss., Georgia Institute of Technology, 2002. http://hdl.handle.net/1853/20790.

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4

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

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

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5

Numic, Aida. "Multinational teams in European and American companies". Thesis, Frankfurt, M. Berlin Bern Bruxelles New York, NY Oxford Wien Lang, 2007. http://d-nb.info/989939529/04.

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6

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

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

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7

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

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8

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

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

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9

Yunis, Mohammad. "Corporate social responsibility of multinational companies in Pakistan". Thesis, University of Southampton, 2012. https://eprints.soton.ac.uk/357447/.

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

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Plakhtii, Valeriia y Валерія Плахтій. "The impact of digital transformation on multinational companies". Thesis, National Aviation University, 2021. https://er.nau.edu.ua/handle/NAU/51245.

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

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11

Walsh, Eamonn J. "Foreign exchange risk management in UK multinational companies". Thesis, Connect to e-thesis, 1986. http://theses.gla.ac.uk/767/.

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Thesis (Ph.D.) - University of Glasgow, 1986.
Ph.D. thesis submitted to the Department of Accounting and Finance, University of Glasgow, 1986. Includes Bibliographical references. Print version also available.

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12

Chai, Kah-Hin. "Knowledge sharing and reuse in international manufacturing networks : an exploratory study". Thesis, University of Cambridge, 2001. https://www.repository.cam.ac.uk/handle/1810/251759.

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13

Nickson, Dennis Paul. "A study of the internationalisation strategies of three hotel companies, with a particular focus on human resource management". Thesis, University of Strathclyde, 1999. http://oleg.lib.strath.ac.uk:80/R/?func=dbin-jump-full&object_id=21434.

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The continuing rapid growth of the international hotel industry means there is a need for research to examine how hotel companies approach the internationalisation process. This thesis therefore develops a case study and interview-based analysis of three multinational companies (MNCs) who have sought varying degrees of global presence, and examines in particular the way they have managed human resources in the process of internationalising. It reports evidence from over 70 semi-structured interviews with corporate and unit level managers conducted in Austria, France, Great Britain, Poland, Sweden and the USA. The theoretical framework for this study is provided by three interreldted literature strands: the general processes of internationalisation; international human resource management; and the sectoral and industry context. These literature strands allow for an analysis of the dominant orientation adopted to internationalisation by the case study organisations, as based on Perlmutter's centricity profile. Furthermore there is an analysis of other factors which affect the behaviour of the MNC, most notably its country-of-origin and country-of-operation. The main findings from this thesis suggest the benefits of standardisation of the physical product remain an integral part of the internationalisation strategies of hotel MNCs; though there is also evidence of two of the companies drawing on obvious national signifiers to infuse their physical product with elements of 'Frenchness' and 'Swedishness'. In relation to human resource management (HRM), despite differing orientations in terms of the extent to which the case study companies are seeking a more global orientation, the evidence points to a high degree of similarity in many of the HRM practices utilised by the organisations, particularly those in support of a high quality approach to service. Nevertheless, this partial convergence is also offset by continuing diversity in the extent to which employees fully internalise the HRM practices transferred by the case study organisations.

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14

Johnston, Andrew William. "International R&D : an application of the integration-responsiveness framework". Thesis, University of the West of Scotland, 2002. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.269643.

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This thesis investigates coordination of international research and development within the multinational company, a function previously assumed to be centralised. Specifically, it considers the effects of pressures for integration and responsiveness, as well as the nature of research and development activities, on the coordination of international research and development in 135 multinational companies located in the UK. The study reveals that international research and development can indeed be differentiated by the integration-responsiveness (I-R) framework. Four distinct clusters are identified, which correspond to the types of multinational company (MNC) identified by the I-R literature. In addition, these clusters are found to differentiate across a number of alternative variables. The clusters differ according to the extent to which the industry is technologically complex, and the degree to which each cluster understands how customers will use their new products. Additionally, the clusters can be differentiated by the extent to which the headquarters laboratory focuses on development activities as opposed to research. In terms of coordination, the clusters are differentiated by their usage of goal setting to coordinate a range of activities, as well as by their use of liaison personnel to coordinate. Analysis of the data reveals that pressures for integration in international research and development (R&D) are generally high, but that this is not the case for all MNCs. This suggests, contrary to the majority of studies in the field of international R&D, that not all MNCs need extensive coordination of their international R&D activities, and that surprisingly, strong pressures for local responsiveness remain for some MNCsBeyond establishing the appropriateness of the Integration-Responsiveness framework to the study of international R&D, a key finding of this study is that at present international R&D is characterised by a lack of fit with the strategic requirements of pressures for integration and responsiveness. Specifically, this research indicates that those MNCs in the transnational quadrant of the grid need to find ways of improving their knowledge of local markets, and increase their understanding of how their new products will be used in individual markets

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15

Harris, Gregory James. "International advertising standardization : policies and practices". Thesis, London Business School (University of London), 1994. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.307072.

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16

Jonsson, Hanna y Alexander Wahrgren. "Group composition at companies : How should multinational companies group employees for internal courses?" Thesis, KTH, Skolan för teknikvetenskaplig kommunikation och lärande (ECE), 2016. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-198643.

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Group composition is common in education and is fairly well examined at a school level but not within competence development in a working environment. How should a group of coworkers be grouped when attending a course? This can be a complicated question, especially at a big company such as Atlas Copco which has employees from all over the world. The main object with this report is to find which aspects has to be taken into account when putting people together in groups at a multinational company and secondly give a proposal to Atlas Copco for how the groups should be constructed in the company. The data collected for this report was gathered mostly during the two focus group discussions that were held by the researchers. This material was complemented with interviews held before and after the focus groups meetings, to get a more profound picture of the company. The outcome of the interviews and discussions were then compared with relevant literature on the subject, to be able to make an analysis on the important factors. Findings from the analysis shows that language and previous knowledge are limiting factors and should therefore determine if a person is allowed to attend a certain course. The more knowledge the course participants have in the subject and how well the participants understand the spoken language, the more information exchange will occur between the teacher and course participants. Geographical cultural differences were found to have a slight importance when designing groups but not so significant that special action has to be taken. Combining or keeping separate departments apart during a course were found to be a question on whether or not the different subcultures at the company could be mixed or not. In this case the informants in the research believed it was more beneficial for the company to mix, to prevent the subcultures to grow in separate ways. The conclusion is that the most important aspect of a group constellation are the language and previous knowledge in the subject of the course. This must therefore be taken in consideration when designing a group in a multinational company, if the goal of the course is to efficiently spread information to and among the participants. If an additional aim with the course is to make the participants learn to know other departments’ way of working it should be considered to have quotas for different departments to make the group heterogeneous in this way to enable for the participants to learn from each other.
Gruppsammansättningens betydelse är en omdiskuterad företeelse som är vanligt förekommande i utbildningssammanhang och är relativt väl utforskat på skolnivå men inte när det gäller kompetensutveckling inom arbetslivet. Hur ska en gruppsammansättning av arbetskamrater se ut vid ett kurstillfälle? Det kan vara en komplicerad fråga, speciellt på ett stort företag som Atlas Copco vilka har anställda över hela världen. Huvudsyftet med denna rapport är att finna vilka aspekter som behöver tas hänsyn till när folk blir sammansatta i grupper i multinationella företag och ge förslag till Atlas Copco hur grupperingen ska genomföras inom företaget. Data för denna rapport insamlades mestadels under två fokusgruppsdiskussioner som hölls av forskarna. Som komplement till detta material hölls intervjuer både före och efter fokusgruppsmötena för att få en bredare inblick i företaget. Resultatet från intervjuerna och diskussionerna jämfördes sedan med relevant litteratur för att analysera de viktiga faktorerna. Resultat av analysen visar att språkkunskaper och tidigare kunskap i ämnet behöver vara begränsande faktorer vid bestämmandet om en person tillåts närvara vid specifika kurser. Om en person inte har tillräcklig kunskap i språket kursen hålls i, sker inget lyckat informationsutbyte mellan lärare och kursdeltagare och samma gäller aspekten med tidigare kunskap. Geografiskt kulturella skillnader visades vara av ringa betydelse vid designande av grupper men inte så viktiga att det behövs vidtas speciella åtgärder. Huruvida olika avdelningar ska blandas vid kurstillfället visade sig vara en fråga ifall olika subkulturer inom företaget kan blandas. I det här fallet tyckte informanterna det var fördelaktigt för företaget att blanda subkulturer som förhinder mot att de växer ifrån varandra i olika riktningar. Slutsatsen visar att om målet för en kurs inom kompetensutveckling på ett multinationellt företag är att sprida information till och mellan deltagarna så är de viktigaste aspekterna vid formande av grupper, språk och tidigare kunskap. Om ett ytterligare mål är att deltagarna ska lära sig om olika avdelningar och hur de arbetar är det möjligt att sätta kvoter för de olika deltagande avdelningarna för att kursen ska genomföras och säkerställa en heterogenitet i detta avseende för att deltagarna ska ges bästa möjlighet att lära av varandra.

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Ciabuschi, Francesco. "On the innovative MNC : leveraging innovations and the role of IT systems /". Uppsala : Företagsekonomiska institutionen, Uppsala universitet, 2004. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-4565.

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18

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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19

Makram, Heba. "The value of talent management architectures to multinational companies". Thesis, Lancaster University, 2018. http://eprints.lancs.ac.uk/129819/.

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The purpose of this research is to examine the perceptions and understandings of two groups of strategic actors (HR and talent leaders as system designers and business leaders as system implementers) in multinational companies (MNCs). Moreover, to contribute to the knowledge and understanding of how multinational organisations think about and define Talent Management (henceforth shortened to TM) and whether and how they perceive their TM architectures to add value to the organisation. It examines two research questions. First, 'do strategic actors believe that the TM architectures implemented within their organisations add value to the organisation, and if so, what value do they believe it adds?' Second, 'how may TM architectures add value?' This question is examined through a sub-set of four research propositions in relation to a series of theoretically established value processes (value creation, capture, leverage and protection). The research draws upon ideas from three academic disciplines: Strategic Management and the role of strategic actors and the nature of strategy-as-practice, Strategic Human Resources Management (henceforth shortened to SHRM) and the study of HR systems, High Performance Work Systems (henceforth shorted to HPWS) and TM architectures, and the resource-based view (henceforth shortened to RBV) of the firm in relation to value and value creation - in order to address the problem of value and TM. It develops a series of propositions to suggest how TM architectures might add value through four enabling value processes. The findings are used to draw inferences about these potential value-adding processes. The research uses an 'explanatory' multi-case study design based on an empirical study conducted in five MNCs. The study uses a qualitative research approach, drawing on 52 in-depth interviews. The findings show that the absence of a formal TM definition led to a lack of consensus among strategic actors about the meaning of TM. Instead, there was a common perception that TM is another HR process which includes traditional practices such as the recruitment, selection, development and retention of talent. However, introducing the concepts of 'value' to the discourse of TM demonstrated how borrowing notions from the non-HR literature can contribute to our understanding of the role played in TM by strategic actors. The use of a theoretical framework - the value model - helped in understanding the value of TM architectures against each of the four value processes. This study makes a number of contributions. It empirically deconstructs the understandings of strategic actors about TM. It addresses the definitional problem currently evidenced in the literature and provides new insights to help academics understand the value of TM. It provides direction for future research. The study also contributes to practice by providing system designers and system implementers with a blueprint which could guide the design and implementation of the TM architectures introduced in their organisations to ensure that these architectures are aligned to corporate and business strategies and contribute to the enablement of value. Keywords: Talent management, Talent management architectures, Value, Value creation, Value capture, Value leverage and Value protection.

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20

Moran, Michael Christopher. "The role of multinational companies in regional economic change". Thesis, Keele University, 1988. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.254101.

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21

Shevchenko, Denys. "Strategy Specifics of Multinational Companies Operating in Creative Industries". Master's thesis, Vysoká škola ekonomická v Praze, 2017. http://www.nusl.cz/ntk/nusl-360352.

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The creative industry is a relatively new sector of the economy that grows rapidly and possesses huge potential. Multinational corporations have achieved a certain stage of development being highly globalized, vertically integrated and efficient. However, the problem of defining appropriate strategies and adjusting management approaches to industry's specifics arises. Therefore, the goal of this Diploma thesis is to analyze cultural industry market and to explain differences in business strategy between classical and cultural companies. In this academic work, the great part of attention will be devoted to a number of peculiarities. Among them firstly, the way of managing creative labor force that significantly differs from other industries. Secondly, risk management and level of intellectual property rights protection may either incentivize or discourage further development of creative products. The last but not the least, brand awareness exerts a significant impact on company's performance, therefore, analysis on this issue will be provided.

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22

Elsharawy, Hatem. "Developing Controlling and Performance Evaluation of Multinational Companies Operating in Egypt". Doctoral thesis, [S.l. : s.n.], 2006. http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&doc_number=015415895&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA.

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23

Lomotey, Jemima Naa Adoley Ankamah. "A comparison of Ghanaian work ethic in American Multinational Companies and Ghanaian Companies in Ghana". Thesis, University of Phoenix, 2016. http://pqdtopen.proquest.com/#viewpdf?dispub=10172747.

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A mixed methods sequential explanatory design was used to conduct research to help fill the gap in the literature on cross-cultural differences between Ghanaian workers in American Multinational Companies and Ghanaian Companies in Ghana. The purpose of this research was to identify, compare, and make understandable to multinational companies the work ethic of Ghanaian workers in issues related to centrality of work, leisure, and morality/ethics. In the quantitative phase, using a stratified random sampling approach, 300 participants completed surveys on work ethic. The results were analyzed using SPSS software package. The qualitative phase followed with interview of 30 purposively sampled participants on work ethics. The results were coded, organized, and categorized using NVivo. The findings did not support the perceptions held by American Multinational Companies that Ghanaians have a poor work ethic, are lazy, and love pleasure. In contrast, the study results indicated that Ghanaian worker ethics included working hard to achieve a goal, doing voluntary work, meeting deadlines; having good relationships with peers, subordinates, and superiors. The results also indicated Ghanaian workers in USA companies exhibit a set of work ethics different from the Ghanaians working in Ghanaian companies, self-employed, and not employed. The results of this research were significant at 98% confidence level and are generalizable to settings that have similar cultural exposé as Ghana, considering the differences noted which were mainly cultural based.

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24

Johansson, Peter y Souza Dos Anjos Ivia De. "Managerial Attitudes in Multinational Companies in Brazil : - a comparative study". Thesis, Stockholm University, School of Business, 2006. http://urn.kb.se/resolve?urn=urn:nbn:se:su:diva-6275.

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Different attitudes in different countries and kinds of culture? The general idea of this work is to find out if multinational organizations preserve their way of dealing with their personnel in Brazil as they do in their home countries. Culture is a subject of high importance inside most organizations now days. Corporations have to learn the culture of the country they are inter-ested in doing business with, so that negotiations can occur and deals can be made. At the same time we have a strong wave of globalization going on around the globe promoting some type of homogenization of world cultures. How is it that organizations can cope with both ways? It seems that, what is happening is that they are actually one of the biggest powers causing globalization, at the same time that when settling inside of a new culture they have also to adapt to local ways so employees will be able to perform in an environment known and comfortable to them. As the purpose of this thesis is to examine in what way the managerial attitude, and especially the employee performance management, inside a multinational organization is different on the Brazilian market compared to its home-market we had to use theories and models related to culture and cultural organizations as well as motivational theories from well established sources in these particular fields. Authors like Hofstead, Trompenaars, Schein and Maslow are among others that we decided were suitable for our purpose. The results we got from our research show that there is a difference between the Brazilian and the international market although this difference is not very much accentuated. It seems like there is a homogenization of how companies deal and value their Human Resources happen-ing and that the Brazilian market is picking up on it. We came upon interesting questions that were being raised with the development of our research that unfortunately we could not ad-dress as it was not the purpose of this work but we feel that it was significant to bring them up as followed a natural line of thought that had relevance to our work.

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25

Weinert, Stephan. "Offshore service centres of multinational companies : conceptual and empirical findings /". Hamburg : Kovač, 2007. http://www.verlagdrkovac.de/978-3-8300-2746-1.htm.

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Gu, Lixin. "Environmental management in multinational companies, transnational and market-based economies". Thesis, Imperial College London, 2002. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.251900.

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呂英傑 y Ying-kit Jimmy Lui. "Foreign direct investment by multinational chemical companies in PR China". Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1996. http://hub.hku.hk/bib/B31267579.

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Kasper, Helmut y Beate Haltmeyer. "Knowledge management and organizational learning in multinational companies (MNC´s)". WU Vienna University of Economics and Business, 2002. http://epub.wu.ac.at/554/1/document.pdf.

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Knowledge sharing and learning in MNC's (Multinational Companies) is a cross-border process in two ways: not only organizational but also national borders have to be overcome which is a highly difficult and complex undertaking. However, for MNC's the highly diversified knowledge in the different geographically dispersed units is a key asset and the transfer and usage of this knowledge throughout the whole organization is the key for competitive advantage. This paper presents a theoretical concept of knowledge sharing in MNC's and focuses on the influence of the multinational or multicultural context on the process of knowledge sharing. The model is subject to broad empirical testing in the course of our It, therefore, provides an analysis of the most important international / inter-organizational context factors and suggestions how to handle the problems arising from cultural differences with respect to successful knowledge sharing. (author's abstract)
Series: WU-Jahrestagung 2002

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29

Regupathi, Angappan. "Foreign exchange risk management by Malaysian public-listed multinational companies". Thesis, University of Hull, 2000. http://hydra.hull.ac.uk/resources/hull:12358.

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This research investigated 1.how Malaysian public-listed multinational companies manage foreign exchange (FX) risk, and 2.what factors influence the companies' inclinations to undertake particular FX risk management (FERM) activities. Data were collected using questionnaires, from November 1997 to April 1998, from 106 of the 169 Malaysian-owned non-financial multinational companies listed on the Kuala Lumpur Stock Exchange (KLSE) in mid-1996. FERM practices were measured using 54 research variables that can be grouped into seven categories - 1.management of FX risk, 2.FX exposure type, 3.FERM objective, 4.FERM responsibility, 5.FERM centralisation, 6.FERM policies and procedures, and 7.FERM techniques. While the findings were broadly similar to other studies in developed Western countries, some key differences were noted. Companies in Malaysia, compared to those in the West, seem more willing to manage FX risk, but appear to have less capacity, need, and opportunity, to undertake sophisticated FERM practices. They also seem less able to centralise their domestic subsidiaries' FERM. Logistic regression analyses were used to identify possible predictors and their conditional effects on the companies' inclinations to undertake selected FERM activities, using 23 predictor variables that can be grouped into seven categories - 1.company size, 2.debt and leverage, 3.equity ownership, 4.listing board and sector, 5.FX involvement, 6.intra-company transactions, and 7.perceived FX risk attributes. Notwithstanding some shortcomings in the study, the findings suggested many new predictor effects, and indicated that the most important predictors, in descending order, are 1.FX exposure characteristics, 2.company size, 3.debt and equity, and 4.intracompany transactions. They also highlighted the importance of, and the differences in, the effects of various FX exposure dimensions - particularly, 1.perceived exposure, 2.individual exposure and exposure component, and 3.exposure ambiguity, apart from actual total exposure size.

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30

Tengimfene, Asanda. "Effectively managing in cross-cultural business environments of multinational companies". Diss., University of Pretoria, 2020. http://hdl.handle.net/2263/79664.

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The demand of cross-border leader effectiveness in the contemporary globalized world is on the rise as business experiences a shortage in effective global leaders. Although global leadership development has become obvious in the recent years, there is still a significant gap in the international human resource competencies available to run Multinational Companies (MNCs). Over time, globalisation has brought about the rise of MNCs, as companies are continually involved in expansion strategies into new markets. These MNCs have the unique quality of being embedded in dynamic, multiple, complex and diverse global environments, which bring about distinct challenges and opportunities and have increased the requirement and criticality of having leaders with competencies that will allow them to successfully lead, globally. The author conducted twelve semi-structured interviews with expert global leaders in the financial sector, who have substantial experience in managing teams in cross-cultural business environments of MNCs, in more than one country. The global leaders occupied positions of Chief Executive Officers (CEOs), Multinational Client Service (MCS) Leaders, Sales Leader, Executives, Chairperson, Managing Director (MD) and Practice Leader. The leaders provided new insights into essential global leadership competencies, business practices, barriers, challenges and opportunities that are prevalent in complex cross-cultural contexts. From the research findings and the literature reviewed, a Cross-Cultural Leader Development (CCLD) Model was developed. Previous researchers have deemed the domain of Global Leadership Development (GLD) disintegrated and has failed to provide practical recommendations on how organisations can develop cross-cultural competencies. The CCLD Model addressed this gap. The key cross-cultural competencies that emerged from the research findings are that leaders need to possess sound cultural intelligence, value system, social intelligence, business acumen, learning, and unlearning capabilities. The model depicts an interconnected flow, which highlights the link on the types of cross-cultural practices that can be applied in business in order to strengthen the key cross-cultural competencies mainly, cross cultural and interpersonal skills training, an aligned localised business approach, diversity, inclusion and transformation initiatives, strategic partnerships and collaboration, business simulations, coaching and performance management.
Mini Dissertation (MBA)--University of Pretoria, 2020.
pt2021
Gordon Institute of Business Science (GIBS)
MBA
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31

Tshabalala, Zandile. "Multinational companies’ social license to operate in Sub-Saharan Africa". Diss., University of Pretoria, 2020. http://hdl.handle.net/2263/79666.

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Sub-Saharan Africa has been the central attraction to foreign direct investment (FDI), largely in the form of multinational companies. This growth has highlighted the extent to which multinationals gain a social license to operate; the ongoing acceptance of an organisation’s operations by society. The purpose of this research was to explore how multinational companies operating in Sub-Saharan Africa obtain a Social License to Operate (SLO), how they measure it, and how they manage key stakeholders to obtain it. A multiple-case study method was used to analyse the application of the SLO concept for multinational companies operating in the Sub-Saharan Africa region. This entailed conducting 13 in-depth semi-structured interviews with managers from four case companies who are responsible for setting and/or driving the social performance and stakeholder engagement strategy for the organisations. The study found that an understanding of stakeholder expectations is a key input to gaining an SLO and that targeted goals are required to ensure that appropriate efforts are directed into acquiring it. Furthermore, it was found that formal and informal tools can be used to measure the SLO. Finally, the role of key stakeholders was explored and it was found that the support of the global head office was crucial to the SLO, that government partnerships and the adherence to regulation are a dependable way for an organisation to gain it and lastly, the role of the employee as a licensor and a facilitator of the SLO was explored. The study contributes to the body of knowledge on the social license to operate for multinationals operating in developing countries. Thus, a framework is presented to support managers of multinationals in gaining their social licenses.
Mini Dissertation (MBA)--University of Pretoria, 2020.
pt2021
Gordon Institute of Business Science (GIBS)
MBA
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32

Lui, Ying-kit Jimmy. "Foreign direct investment by multinational chemical companies in PR China /". Hong Kong : University of Hong Kong, 1996. http://sunzi.lib.hku.hk/hkuto/record.jsp?B17963321.

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Ronen-Mevorach, Irit. "A global approach to insolvency within multinational groups of companies". Thesis, University College London (University of London), 2006. http://discovery.ucl.ac.uk/1446065/.

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This work attempts to tackle the complex case of insolvencies within multinational corporate groups ("MCGs"), an issue currently poorly dealt with under contemporary international insolvency models. In its core lies the question of whether there is justification to 'link' between affiliates in their insolvencies either for procedural or substantive purposes in spite of them being separate legal entities, which are located in different countries. In addition, what sort of mechanisms could serve this end Indeed, the thesis asserts that 'linking' is essential in many occasions, though various scenarios should be considered. Moreover, 'one size fits all' sort of approach will be deemed unfit. Thus, in order to solve this issue a universalist view is adopted, essentially looking at such cases with a worldwide perspective, accepting a certain degree of interference with the corporate form (a view termed here as 'a global approach'). The merits and reasons for embracing such mode of thought are demonstrated via examining the main 'insolvency goals' (of a system regulating international insolvencies) and asking whether a global approach is apt in dealing with them compared with a 'separable' territorial approach. This investigation reveals the advantages of a global approach to insolvencies within MCGs while proposing ways to overcome its potential flaws, so that eventually it will be able to offer a suitable comprehensive solution. It concludes by asserting that the 'battle' between the needs to link between affiliates and to maintain the corporate form can be reconciled by exercising a prudent and flexible global approach that will match the needs of the specific case. Finally, a set of propositions extracted from the discussion of the various insolvency goals are offered as guidance for future reforms of cross-border insolvency models.

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34

Ananvoranich, Orawan. "Employment practices in foreign multinational electronics companies in Thailand : a comparison between Japanese and American companies". Thesis, University of Cambridge, 1998. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.299258.

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MARICONDA, CLAUDIA GABRIELLA. "HUMAN RIGHTS AND LABOUR RIGHTS OBLIGATIONS OF MULTINATIONAL COMPANIES. PERSPECTIVES ON PRIVATE MILITARY AND SECURITY COMPANIES". Doctoral thesis, Università Cattolica del Sacro Cuore, 2016. http://hdl.handle.net/10280/11127.

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Lo studio si inserisce nel dibattito sul potere delle multinazionali e il rispetto dei diritti umani fondamentali e approfondisce i concetti di responsabilità sociale delle imprese (CSR) e della loro "accountability", inquadrando l'analisi nel contesto più ampio degli investimenti esteri diretti (FDI), con i relativi aspetti economici, tecnologici e sociali, nonché ambientali e politici. Si analizzano le norme internazionali in tema di rispetto dei diritti umani da parte delle aziende, ed i meccanismi legali per rendere le società "accountable", soprattutto in caso di complicità aziendali negli abusi perpetrati dagli Stati, anche attraverso la giurisprudenza dei tribunali penali internazionali e dei tribunali statunitensi. Viene data attenzione al settore della sicurezza, i.e. "Private Military and Security Companies" (PMSCs, interessato da notevole crescita negli ultimi decenni. Le PMSCs, impiegate da parte dei governi che esternalizzano una funzione tipicamente dello stato e da imprese e ONG attive in contesti difficili, hanno operato senza adeguato controllo. Le loro attività sollevano questioni su potenziali abusi dei diritti umani commessi dai propri dipendenti oltre che su violazioni dei diritti del lavoro subite dagli stessi. Le azioni ONU per portare le PMSCs fuori dalla 'zona legale grigia' in cui hanno operato vengono trattate insieme alle iniziative di autoregolamentazione.
The study, given the debate about the increasing power of corporations and the attempts to ensure their respect of fundamental human rights, deepens the concepts of corporate social responsibility (CSR) and corporate accountability, framing the analysis within the broader discourse of Foreign Direct Investment (FDI), with its economic, technological and social aspects as well as environmental and political issues. International standards in the area of corporations’ human rights obligations are analyzed in addition to legal mechanisms to hold corporations accountable, particularly for corporate complicity in human rights abuses by States, through the jurisprudence of international criminal tribunals and U.S. Courts. Special attention is given to the security sector, i.e. Private Military and Security Companies (PMSCs), interested in the last decades by a steady growth. PMSCs, increasingly contracted by governments willing to outsource a typical state function and by companies and NGOs active in difficult contexts, have been operating without proper supervision and accountability. PMSCs activities raise issues concerning potential human rights violations committed by their employees and labour rights abuses their employees might suffer themselves. UN actions aimed at bringing PMSCs out of the legal ‘grey zone’ where they have been operating are tackled alongside with self-regulatory initiatives.

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Palacios, Jorge Alejandro. "TRANSNATIONAL COMPANIES AND RADICAL TRANSFORMATION PROCESSES: A study of performance in comparison to other multinational companies". NSUWorks, 2014. http://nsuworks.nova.edu/hsbe_etd/4.

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The objective of this study was to answer the following question: Do organizations that were defined as having successfully adopted the transnational model, as per Bartlett and Ghoshal (1989), and labeled as transnational companies (TNC), perform significantly better than other multinational companies (MNC) when going through radical transformation processes? This research question was answered through a mixed method research design. The first part used a quantitative research approach and evaluated the financial performance of TNCs selected from the Bartlett and Ghoshal (1989) research, using secondary data sources from 6 TNCs and 20 MNCs. The second part used a qualitative approach based on empirical research to answer the question, ""What is happening now, 25 years later?,"" through in-depth interviews. Qualitative data was analyzed to discuss the contribution of the characteristics of TNCs to the performance of these organizations and their capacity to successfully go through radical transformation processes. The term, transnational, as a type of MNC that was introduced by Bartlett and Ghoshal (1988) and expanded by Zanfei (2000), served as the theoretical basis for this study. TNCs have differentiated characteristics, such as an integrated network structure, where complex coordination and knowledge-sharing processes are in place; resources and capabilities are distributed among different sites; and information, technology, and resources flow among interdependent units. This research contributes to bringing the discussion of TNCs back to the forefront of international business strategy research by assessing the applicability of certain elements of the ""transnational solution"" (Bartlett & Ghoshal, 1998) as an evolutionary next step for MNCs that seek long-term sustainable grow. Several directions are suggested for future research, including mapping performance variations over a longer period of time in combination with strategic content analysis; studying the consistency in share price and revenue performance among TNCs as a differentiating factor when compared to other MNCs; and understanding the increasingly predominant role of regions and regional offices in the organizational model of multinationals. Finally, this research further reinforces the suitability and additional depth brought by the application of mixed method research models to academic research in the field of international business.

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Pinheiro, Catarina Quelhas dos Santos da Costa. "Exit strategies of pharmaceutical multinational companies from Portugal and the successful implementation of new Portuguese companies". Master's thesis, NSBE - UNL, 2014. http://hdl.handle.net/10362/11793.

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A Work Project, presented as part of the requirements for the Award of a Masters Degree in Management from the NOVA – School of Business and Economics
In 2001 and 2004, two multinational companies (MNC) of the pharmaceutical industry, respectively Bayer and Janssen, left its manufacture operations in Portugal. From its exit, other two Portuguese small and medium enterprises (SME) were born: Bluepharma and Lusomedicamenta. These companies have been highly successful due to the representativeness of exports, contract-manufacturing and generic production. This report intents to study the exit of the MNC and the implementation of the Portuguese SMEs.

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38

Raboch, Henrique. "The Internationalization of Multinational Companies : An intra-sector comparison among firms from developing and developed countries". Thesis, Halmstad University, School of Business and Engineering (SET), 2009. http://urn.kb.se/resolve?urn=urn:nbn:se:hh:diva-3812.

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The recent emergence of Multinational Companies (MNCs) from developing countries as players of major role inside their industry has led the academic agenda to dedicate a lot of efforts on better understand the internationalization particularities of companies from this kind. This research aims on contributing to the already existent theoretical bodywork by highlighting the differences between firms from developed and developing countries by performing a cross-country comparison between two firms from the same industry: a Brazilian company, which will be called Beta due to confidentiality issues, and a Swedish company, which will be named Alpha. Although being joint-managed by Swedish and Swiss assets, this study focus on the Swedish part of the society, which is constituted by the firm which will be named Gamma. Both companies operate on the electric motors, power and automation technologies segment. The theoretical framework used was built under traditional International Business theories, such as the Nordic Research School in International Business and the Eclectic Paradigm. The method used constituted in a multiple case-study and data were collected from companies’ reports as well as other publications, and primary data were collected by applying a questionnaire with both firms. Results highlight how the self-experience was more important for Beta while partnerships affected more the case of Alpha. Different ownership advantages structures held each firm point out that the developed country MNC enjoys greater brand equity, making the developing country firm to provide adapted solutions to its customers in order to compete in the market. The orientation on seeking for localization advantages can be described as an extent as their capacities developed in the home market, and the drivers for producing abroad are similar among the firms.

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39

Thurner, Marc-Oliver. "Foreign expansion under uncertainty : the case of multinational companies in China /". [St. Gallen] : [s.n.], 2005. http://www.gbv.de/dms/zbw/503132659.pdf.

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Lehmann, Alexander. "Investment liberalization, country risks and US multinational companies in developing countries". Thesis, University of Oxford, 2000. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.324305.

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41

Owusu-Agyemang, Joe Prempeh. "CSR communication : a study of multinational mining companies in southern Ghana". Thesis, Kingston University, 2017. http://eprints.kingston.ac.uk/41050/.

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In recent years, there has been significant interest in communication on Corporate Social Responsibility (CSR) (Tehemar, 2012; Bortree, 2014). Yet, it is impractical to assume a onesize- fits-all definition for CSR (Crane and Matten, 2007; Walter, 2014). Therefore, this becomes an important area for research as CSR communications play a vital role in any CSR strategy in the business world, more especially in Ghana. Consequently, a good CSR communication can address the increasing cynicism about CSR when it is done effectively (Du et al., 2010; Kim and Ferguson, 2014). While a body of research exists about CSR communication at a theoretical level (Brugger, 2010; Schmeltz, 2012), there is a lack of empirical research investigating the topic in a particular policy and cultural content (Emel et al., 2012). The aim of this study was to address the limited research on CSR communication in Ghana. It empirically investigated whether the CSR dimensions (Triple Bottom Line) and effective CSR message components are positively linked with CSR stakeholder’ approval. The effects of individual characteristics including education and gender were also tested on the relationships. The study integrates insights from stakeholder theory (Vaaland et al., 2008; Wang, 2008) supported by both legitimacy theory (Perk et al., 2013) and institutional theory (Suddaby, 2013) to explain the planned base for CSR communication. A cross-sectional survey with 817 responses was used. This consisted of government-local-authority officials, mining company employees and host community officials from multinational mining companies (AngloGold Ashanti Limited, Ghana Bauxite Company Limited and Ghana Manganese Company Limited) operating in areas of southern Ghana. A quantitative survey analysis was employed to test the relationships through multiple regression analysis. One of the contributions pertains to the introduction of constructs of social, environmental and economic bottom lines to form a new, easy-to-remember acronym, the ‘SEE’ element in the CSR message contents. The results also make a contribution to knowledge by indicating that CSR message dimensions positively affect the way stakeholders approve mining companies’ CSR communications. Additionally, there were clear education and gender differences amongst stakeholders in accepting and approving companies’ CSR messages in Ghana. Furthermore, divergent stakeholders prefer different CSR message channels, and that certain CSR message contents are important for a particular stakeholder group.

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42

Bonneton, Domitille. "The outcomes of talent management in multinational companies : a multilevel perspective". Thesis, Paris 1, 2018. http://www.theses.fr/2018PA01E034.

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La gestion des talents est une thématique de recherche relativement récente, mais elle est d’une importance considérable pour les firmes multinationales. Peu de recherches empiriques analysent l’impact des programmes de gestion exclusive des talents, ciblant un segment de main d’œuvre considéré comme plus performant ou à meilleur potentiel afin de les attirer, les développer et les retenir dans l’entreprise. La présente thèse analyse les conséquences des programmes de gestion exclusive des talents à différents niveaux : l’individu, le groupe et l’organisation. Nous mobilisons différents cadres théoriques pour répondre à ces questions de recherche. Nous avons mené trois études distinctes reposant sur des données qualitatives et quantitatives recueillies dans deux firmes multinationales. Au niveau individuel, les résultats de la thèse montrent l’impact des programmes de gestion des talents sur la carrière individuelle des employés. Au niveau du groupe d’employés, les pratiques de gestion des talents favorisent l’émergence d’un sous-groupe ayant les mêmes attitudes et comportements, et qui constitue une élite organisationnelle. Enfin, au niveau de l’organisation, nous analysons comment ces programmes peuvent favoriser la rétention des futurs dirigeants de l’entreprise, et quelles peuvent être les autres conséquences positives ou négatives de l’émergence d’une élite organisationnelle
Talent management is a relatively recent field of research, but appears as crucial for multinational companies. Few studies analyze the consequences of exclusive talent management practices.Exclusive talent management focuses on the attraction, development and retention of one segment of employees, those with better potential or performance. This doctoral dissertation aims at analyzing its outcomes at several levels: the individual, the group and the organization. We build on several theoretical frameworks to answer our research questions. We conducted three distinct studies, based on qualitative and quantitative data, collected in two multinational companies. At the individual level,the results show the impact of talent management practices on the career of employees. At the group level, we show how exclusive talent management shapes a sub-group of employees with common attitudes and behaviors, who build an organizational elite. At the organizational level, we analyze how these programs can contribute to the retention of the future leaders and what other positive or negative consequences talent management can have

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43

Chiabotti, Teal Jordan. "Evaluating corporate environmental strategy a case study of six multinational companies /". [Gainesville, Fla.] : University of Florida, 2004. http://purl.fcla.edu/fcla/etd/UFE0004897.

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44

Li, Ekenstedt Li. "Decision processes and determinants of logistics facility locations - multinational corporations' perspectives /". Göteborg : BAS, 2004. http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&doc_number=012800957&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA.

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45

Holmström, Christine. "In search of MNC competitive advantage : the role of foreign subsidiaries as creators and disseminators of knowledge /". Uppsala : Företagsekonomiska institutionen, Uppsala universitet, 2004. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-4577.

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46

Osegowitsch, Thomas. "The relationship between global integration and performance in multinational professional engineering companies". University of Western Australia. Graduate School of Management, 2004. http://theses.library.uwa.edu.au/adt-WU2005.0059.

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This study investigates the link between global integration -- defined as the intra-firm cross-border transfer of operational resources -- and performance in multinational professional engineering companies. Using a combination of qualitative and quantitative techniques, we find some support for a positive association. We review two bodies of scholarship germane to our topic: the global integration - performance literature and the multinationality - performance literature. The inclusion of the latter is justified since the espoused performance benefits of multinationality are predominantly realised through global integration. Based upon an evaluation of these two bodies of scholarship and qualitative insights, we propose a positive relationship between global integration and performance as well as a mediating relationship, with global integration acting as a mediator between multinationality and performance. Hypothesis testing is performed in Partial Least Squares, a structural equation modelling technique ideally suited for small samples. Results reveal a significant positive association between global integration and MNC profitability. A separate research model testing the relationship between global integration and the alternative dependent, MNC growth, is rejected. Further analysis of the profitability-based research model provides support for the mediational hypothesis: the relationship between multinationality and profitability is fully mediated, suggesting no gains from multinationality per se. Supplementary tests reveal that the profitability effects of global integration are enhanced when it is strongly motivated by the desire to take advantage of specialised skills within the MNC; no such claim of moderation can be made when global integration is strongly motivated by a desire to improve staff utilisation on a global basis. The relationship between global integration and profitability is also unaffected by the origins (headquarters vs. subsidiaries) of the intra-firm operational resource transfers that constitute global integration.

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47

Feng, Lu. "Sources of competitive advantage of Western multinational construction companies in mainland China". Thesis, University of Leeds, 2010. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.531534.

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48

Zhou, Jiawen y Meiyuan Liu. "Job training in multinational companies : The case of Carl Zeiss in China". Thesis, Högskolan i Gävle, Avdelningen för ekonomi, 2014. http://urn.kb.se/resolve?urn=urn:nbn:se:hig:diva-17213.

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ABSTRACT Title: Job training in multinational companies --The case of Carl Zeiss in China Level: Final assignment for Master Degree in Business Administration Author: Jiawen Zhou, Meiyuan Liu Supervisor: Ehsanul Huda Chowdhury Examiner: Maria. Fregidou-Malama Date: 05/2014 Aim: Job training has been treated as the most popular approach to help with improving employees’ performance as well as company’s performance. However, some studies argue that there is some ineffectiveness in job training. This study aims to investigate employees’ needs for job training, the effectiveness and ineffectiveness of job training. Method: This study used both qualitative method and quantitative method through questionnaire and interviews. The findings were reported by analysis of mean method and standard deviation method. Result & Conclusions: This study shows that the more job training employees receivethe better performance they have. Another result of this study is that technology department employees have higher turnover intentionthan other departments after they receivejob training. Suggestions for future research: The limitation of this study is that it did not show much about the financial benefit of job training. Future research coulddone focusingmoreon this aspect. In addition, the transfer from training to application is also needed to be investigated later. Contribution of the thesis: For human resource managers, this study can givethem some suggestions toplantheirjobtraining program, in order to be more effective For other researchers, it can provide a vividunderstanding on the effects of job trainingin multinational companies. Key words: Job training, effectiveness, risk, evaluation, retention

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49

Attour, Suleiman I. "International advertising practices of multinational companies in Europe and the Middle-East". Thesis, City University London, 1999. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.312905.

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Oji, Kazuaki. "Business models and talent management practices of Japanese multinational companies : 1970-2018". Thesis, Massachusetts Institute of Technology, 2018. http://hdl.handle.net/1721.1/117991.

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Thesis: M.B.A., Massachusetts Institute of Technology, Sloan School of Management, 2018.
Cataloged from PDF version of thesis.
Includes bibliographical references (pages 93-98).
Few other countries have experienced as much rapid economic change as Japan. In the 1970s and 1980s, Japan was praised as "global number one" because of its extraordinary economic growth. However, from the early 1990s, the Japanese economy began to decline, and the global presence of major Japanese companies also started to diminish. Today, Japan is again on the track toward economic growth, and Japanese companies are recovering their growth momentum. During this period, Japanese companies began to change their global business strategies. During the earlier years, their core capabilities were centralized in Japan, but they have gradually shifted their R&D and marketing functions from Japan to overseas subsidiaries. Some companies are now optimizing their value chain without regard to entity and/or location limitations. These changes in global strategy should also align with changes in their talent management practices. However, I believe some Japanese companies are not making the needed changes in a timely manner. In this thesis, I explore the transition of business and talent management practices of Japanese companies, mainly manufacturers, and discuss the challenges they now face. Further, I provide suggestions to help facilitate the transformation of human resource management practices in Japanese companies.
by Kazuaki Oji.
M.B.A.

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