Tesi: "MNCs" – Grafiati

1

Muringaseril, Sigu. "Control concepts in multinational corporations (MNCs) : the case of Swiss MNCs with foreign subsidiaries in India". kostenfrei, 2007. http://www.unisg.ch/www/edis.nsf/wwwDisplayIdentifier/3398.

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Muringaseril, Sigu. "Control concepts in multinational corporations (MNCs) the case of Swiss MNCs with foriegn subsidiaries in India /". Niedermann Druck, St. Gallen : Univ. of St. Gallen, 2007. http://search.ebscohost.com/login.aspx?direct=true&db=buh&AN=35635054&site=ehost-live.

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3

Chang, Yi-Ying. "HRM strategies and practices and emerging MNCs in the UK : the case of Taiwanese MNCs in the UK". Thesis, Loughborough University, 2007. https://dspace.lboro.ac.uk/2134/34719.

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HRM practices in foreign subsidiaries have been a subject of much attention in recent years. However, research on HRM practices by subsidiaries of multinationals has so far focused largely on subsidiaries of western multinationals in western and or emerging economies. We have little knowledge concerning HRM practices of subsidiaries of multinationals from emerging economies in developed western countries. This research examines key factors influencing transferring process of HRM strategies and practices of Taiwanese MNCs in the UK.

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4

Persson, Magnus. "Unpacking the Flow : Knowledge Transfer in MNCs". Doctoral thesis, Uppsala universitet, Företagsekonomiska institutionen, 2006. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-7115.

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Multinational corporations (MNCs) are increasingly competing on their ability to utilise knowledge sourced from various parts of the world. In order to draw full advantage of a multinational presence, harnessing the potential of peripheral knowledge assets is a main strategic imperative. This thesis examines an activity that is central to MNCs use of such peripheral knowledge assets, namely the transfer of knowledge from one subunit to another. The knowledge transfer problem is approached in two ways: the extent to which subunits engage in knowledge transfer to other units in the organisation and the performance of knowledge transfer projects. The evidence provided in this thesis is derived from the analyses of quantitative data collected in two separate projects. A central argument concerns the importance of studying performance of knowledge transfer projects. Knowledge transfer is seen as distinct and purposeful projects. It is suggested that the performance of these transfer projects can be evaluated along the dimensions of transfer efficiency and transfer effectiveness. Results indicate that the extent to which subunits transfer knowledge to other MNC subunits is influenced by the presence of lateral integrative mechanisms as well as the presence of incentives to engage in knowledge transfer and subunit socialisation. Moreover, the operational structure of the subunit influences the extent of outbound knowledge transfer. The present evidence also suggests that subunit capabilities to knowledge transfer can be developed by accumulation of transfer experiences. However, even if subunits engage in knowledge transfer to an increasing degree, it is not self-evident that they become better at the task. In particular, these capabilities seem to be specific to source-recipient dyads, i.e. only experience from previous interactions in this dyad increase transfer performance. Evidence also suggests that authoritative pressure and centralised formal structures can lead to superficial collaboration in knowledge transfer. Finally, it is shown that despite the past years increasing interest in inter-firm networking as means to develop and access knowledge to innovative processes, such external interaction in subunits may compromise the possibilities to subsequently transfer the newly developed knowledge to be exploited in other parts of the MNC.

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Lundeteg, Amanda. "Knowledge Management: Standardization vs. Adaptation in MNCs". Thesis, Uppsala universitet, Företagsekonomiska institutionen, 2012. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-167412.

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It is necessary for multinational corporations (MNCs) to manage their knowledge flows effectively in order to gain or maintain competitive advantage. The knowledge management (KM) process needs to be cost effective, which can be achieved through a standardized “one-size fits all” strategy. Some scholars argue that a standardized KM strategy is not possible in international KM, since countries are different and cultural differences makes it necessary to adapt the KM strategy with regard to different cultures. It becomes a question about standardization versus adaptation of KM. This study aims on describing the factors affecting international KM and thereby whether it is appropriate to standardize or adapt international KM. The empirical findings in this study derive from qualitative interviews with internationally experienced managers at three MNCs with subsidiaries spread over the world. By studying different factors that affect KM, it is shown that the MNCs mainly benefit from standardized KM strategies.

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Belal, Nacera Catherine. "Recontextualizing Culture, Power, and Change within MNCs". Thesis, The American University of Paris (France), 2019. http://pqdtopen.proquest.com/#viewpdf?dispub=13871675.

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The current state of the global economy is in constant transformation. This transformation results in new industries, technologies, and markets. In order to effectively maintain relevance throughout these transformations, organizations must be equipped with the ability to manage change and foster innovation. An organization that is unable to adapt to the rapid changes taking place in this economy will be at greater risk for failure. Context, whether it be cultural, geographic, social or a mix of several overlapping dynamics, is the silent decider of organizational paradigms. The process of transferring organizational assets, such as strategy or culture, from one context to another, is known as recontextualization. This thesis seeks to address the significance of recontextualized organizational assets within a Multinational Corporation (MNC) and the impact on its employees and management structures. The case study will examine how recontextualization shapes a French Headquarter (HQ) - US subsidiary relationship, and more specifically how this contextual dynamic impacts the reception of a HQled change management mission. The conclusion of this thesis will provide perspective for future attempts at collaborative change must integrate greater awareness of recontextualization, particularly during their planned strategic organizational transformation. The supporting research presented throughout this work encompasses interviews with organizational development leaders, cross-cultural management and recontextualization experts, as well as employee testimonials and an autoethnography illustrating the complexities of the HQ-subsidiary relationship.

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Löfstedt, Gunnar, e Eero Silfver. "Expatriate-Subsidiary Relationships and Knowledge Transfer in MNCs : A Case Study of a Swedish MNC in Asia". Thesis, Internationella Handelshögskolan, Högskolan i Jönköping, IHH, Företagsekonomi, 2016. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-30249.

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Ishihara, Hiroyuki. "Dynamics of reverse knowledge transfer in MNCs : case studies of an American MNC and its Japanese subsidiary". Thesis, University of Manchester, 2017. https://www.research.manchester.ac.uk/portal/en/theses/dynamics-of-reverse-knowledge-transfer-in-mncs-case-studies-of-an-american-mnc-and-its-japanese-subsidiary(fd5baaad-b671-4daa-9885-96d5db08028b).html.

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Recently, facing the fierce competition around the world, the headquarters of many MNCs are under pressure to make a decision quickly and effectively for their global marketing strategy. Under such a situation, how effectively the headquarters can obtain knowledge regarding the market situation of subsidiaries around the world is important. In this research, the concept of reverse knowledge transfer is applied to the space of the headquarters' acquisition of knowledge from subsidiaries, from the perspective of decision-making for global marketing strategies. In the extant literature, however, studies on reverse knowledge transfer analyzing the mechanisms dynamically in a multi-faceted way from the perspective of transferring marketing-related knowledge are rare. In order to capture the reverse knowledge transfer mechanisms in a MNC precisely and dynamically, three case studies of the headquarters of an American MNC and its Japanese subsidiary were conducted. Through analysis of the case studies, two new factors were found; one is 'bypass effect', and the other is 'heeding capacity'. By bringing in those new factors, a new dynamic model for reverse knowledge transfer is proposed.

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Danell, Roger, e Anders Knutsson. "Transnational development projects in MNCs: A study of Ericsson". Thesis, Linköping University, Department of Management and Economics, 2001. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-858.

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Background: The past decades two trends has been detected in the society. First of all, the new economy has brought along globalisation as a striking trend, and secondly we have been hit by some kind o f"projectification". The two trends seem to work against each other on several levels and global companies have a hard time coping with both at the same time.

Purpose: The purpose of this thesis is to describe how an international development project is organised and show what impacts a MNC structure has on its projects concerning management and communication. Method: In order to reach an understanding, a qualitative case study was performed, and several interviews with people within a Ericsson project was made. In addition, Ericsson internal material and project documentation was used.

Findings: We found that the global structure very much has an impact on the project studied and that it did not have the characteristics that, literature of today describes, is common for projects. Since the project consist of several independent subsidiary we would not like to call it a project organised in a matrix, but rather described as an "intra-corporational consortium". Because of this structure, there are implications for management and communication as well. The management, we believe, is more done by "good will", and there is a strong resistance for communicating since there is a belief that information will handle all problems.

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Lundström, Fredrik, e Christofer Andersson. "Evaluating Emerging Markets : Swedish MNCs and their Evaluation Behavior". Thesis, Uppsala University, Department of Business Studies, 2007. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-7939.

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Country portfolio analysis, a commonly used tool among companies when evaluating potential target markets, only focus on potential sales instead of including cost and risk into the equation. However, some researchers today have become aware of the importance of taking these costs and risks into account. One of these researchers is Pankaj Ghemawat, who has developed a framework called CAGE which is supposed to be a complementary tool to the country portfolio analysis model. In this thesis we study if Swedish MNCs consider the factors suggested in the CAGE-framework when evaluating emerging markets. Furthermore, we suggest some adjustments to the evaluation process.

Data have been collected through a web-based questionnaire. The respondents were all headquarter managers in Swedish multinational corporations (MNCs). Our results show that the two most overlooked distances of the CAGE-framework are the cultural and the geographic distances. Hence, the two most considered were the economic and administrative distances. This is in partial accordance with Ghemawat’s theory, in which he states that the cultural distance is one of the two most overlooked distances. However, he presents administrative distance as the second most overlooked distance, which means that our thesis shows a somewhat different result than Ghemawat’s findings.

A company evaluating an entry into an emerging market needs to consider the CPA-model, but this is not enough. They also need to take other factors into account. These are previous as well as future growth of the market, predicted growth for the specific product or service in the market in question, and the competitive situation in the emerging market. A consideration of these factors gives the company a complete picture of a market regarding profit potential. Thereafter, this potential needs to be adjusted for the distances in the CAGE-framework.

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Larsson, David, Johan Lindelöf e Johan Wennergren. "Swedish MNCs in China : Managing and Organizing Across Borders". Thesis, Internationella Handelshögskolan, Högskolan i Jönköping, IHH, Företagsekonomi, 2012. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-18370.

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Purpose: The purpose of this study is to investigate how and to what degree Swedish multinational companies (MNCs) adapt to local conditions when they establish subsidiaries in China, and if cultural differences play an important role in their operations. Background: The major challenge for MNCs establishing abroad is the configuration and integration of their country subsidiaries (Galbraith, 2000). Therefore, it is vital to understand how activities within an organization, such as structures, processes, reward systems, and people practices, should be designed in order for the company to be as efficient as possible (Weiss, 2007; Kesler & Kates, 2011). Swedish direct investments in China have increased significantly in the late 2000s, especially in the eastern regions, where a majority of about 650 Swedish companies in China are located (Swedish Trade Council, 2012a). Establishing across borders is a step towards future growth, but it is important to note that a cross-border expansion comes with many challenges (Galbraith, 2000). Method: This study uses a qualitative research method by investigating the experiences and practices of two Swedish multinational companies with operations in Shanghai, China. Information has been collected from eight respondents in the form of interviews and open-ended questionnaires. Conclusion: Swedish MNCs standardize their organization to a large extent when they establish subsidiaries in China, and culture has a slight influence on the practices of Swedish MNCs but does not play a major role for the business as a whole.

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12

Van, Zyl Stefan Daniel. "The diplomacy of multinational corporations (MNCs) : bargaining with developing states". Thesis, Stellenbosch : Stellenbosch University, 2004. http://hdl.handle.net/10019.1/50137.

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Thesis (MA)--Stellenbosch University, 2004.
ENGLISH ABSTRACT: This assignment investigates the bargaining relationship between multinational corporations (MNCs) and developing countries. The units of analysis of this study in Global Political Economy are MNCs (non-state actors) and nation-states. In the contemporary global production structure the 'balance of power' between MNCs and developing countries has shifted in favour of MNCs. Descriptive secondary sources were used to illustrate the MNC-State bargaining relationship in telecommunications privatisation in Sub-Saharan Africa. In the contemporary global economy nation-states only rarely still compete for territory, but rather for wealth-creating activities to be located within their borders. Important changes in the global production structure have resulted in the increased mobility and economic power of MNCs. These developments have affected the strategic relationship between MNCs and nation-states and the former have used their advantage to gain preferential treatment in the bargaining process. The nation-states are also competing amongst themselves for the investment and technology and knowledge transfers from these firms. Privatisation programmes in Sub-Saharan Africa have substantially increased MNC participation on the continent, which has been historically marginalised from global foreign direct investment receipts. Research has shown that MNC participation in infrastructure service provision is more efficient than government ownership. However, this does not constitute a loss of sovereignty, but rather emphasises the changing role of nation-states as facilitators of global market relations. On examination, the distinct bargaining relationship in telecommunications privatisation clearly illustrates the dependence of Sub-Saharan African countries on technologically advanced MNCs. Thus, the 'balance of power' has shifted more to MNCs in the global political economy.
AFRIKAANSE OPSOMMING: Hierdie navorsingswerkstuk ondersoek die bedingingsverhouding tussen multinasionale korporasies (MNKs) en ontwikkelende lande. Die ondersoekeenhede in die studie van die Globale Politieke Ekonomie is MNKs (nie-staatrolspelers) en regeringstate. In die huidige globale produksiestruktuur het die mag tussen MNKs en ontwikkelende lande verander sodat die MNKs nou die magsoorwig het. Beskrywende sekondêre bronne is gebruik om die MNK-regeringstaat se bedingingsverhouding in telekommunikasie privatisering in Sub-Sahara Afrika te illustreer. In die teenswoordige globale ekonomie kompeteer regeringstate selde met mekaar om territoriale mag, maar oorwegend om welvaartskeppende bedrywe binne hul grense aan te moedig. Belangrike veranderings in die globale produksiestruktuur het MNKs se mobiliteit en ekonomiese mag verhoog. Hierdie ontwikkelinge het die strategiese verhouding tussen MNKs en regeringstate verander. MNKs gebruik hierdie invloed om voordeel te trek uit regeringstate wat kompeteer vir belegging en die tegnologie- en kennisoordrag van hierdie korporasies. Privatiseringsprogramme in Sub-Sahara Afrika het MNK-deelname op die kontinent verhoog, wat histories gemarginaliseer is van buitelandse direkte belegging. Navorsing dui daarop dat MNKs se deelname in infrastruktuurdienslewering meer doeltreffend is, as wanneer dit onder staatsbeheer is. Dit lei egter nie tot 'n verlies aan soeweriniteit nie, maar beklemtoon die regeringstaat se veranderde rol as fasiliteerder van globale markverhoudinge. Die ondersoek na die uitsonderlike bedingingsverhouding in die privatisering van telekommunikasie beklemtoon Sub-Sahara Afrika se afhanklikheid van tegnologies-ontwikkelde MNKs. Die magsbalans het gevolglik na die MNKs oorskuif in die globale politieke ekonomie.

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Mahnke, Volker, Björn Ambos, Phillip C. Nell e Bersant Hobdari. "How Do Regional Headquarters Influence Corporate Decisions in Networked MNCs?" Elsevier, 2012. http://dx.doi.org/10.1016/j.intman.2012.03.001.

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In networked MNCs where knowledge and power are distributed, corporate strategy processes benefit from input arising from many different levels of the organization. Recently, the regional (i.e., supra-national) level has been emphasized as an important additional source of knowledge and input, and as a bridge between local subsidiaries and global corporate headquarters. This paper builds theory on the antecedents to regional headquarters' influence on corporate decisions (i.e., organizational, behavioral, and motivational). Based on a survey of regional headquarters in Europe and their relations with MNC headquarters, we provide empirical evidence that a regional headquarters' autonomy and signaling behavior have significant effects on its influence on corporate strategy. Furthermore, we find support for our hypothesis that the regional headquarters' charter moderates such bottom-up influence. (authors' abstract)

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Shetty, Sadu. "Impact of Firm Performance, Multi-Nationality, and Innovation in MNCs". NSUWorks, 2013. http://nsuworks.nova.edu/hsbe_etd/105.

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This study examined the role of firm performance, internationality, innovation intensity and firm size in determining CEO executive compensation in multinational enterprises. The framework for this study was established by reviewing literature relevant in executive compensation, agency theory, internationalization, innovation, contingency, and resource based theories. The sample data of 1,950 observations from 488 companies over a period of four years (2008-2011) were collected from ExecuComp database and from Forbes Global 2000 companies list published in 2011. A quantitative methodological approach using correlational research design was employed. The results indicated a positive relation between executive compensation paid to CEOs and firm performance measured in return on assets and return on equity, and size of the firm. Results did not indicate a strong relation between executive compensation paid to CEOs and internationalization and, investment in research and development in multinational corporations. Empirical analyses derived from the data set of this study failed to provide adequate evidence to support the expected moderating effect of firm size on executive compensation paid to CEOs and firm performance. A large part of executive compensation paid to CEO remains unexplained in part due to the need for a greater understanding of the effects of the contextual variables related to internationalization, innovation intensity, and understanding the impact differences from short term and long term executive compensation structures. This dissertation contributes to the literature on compensation, MNC analysis, and innovation.

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Intscher, Nicholas. "The fragmentation of political risk and MNCs' supply chain linkages". Thesis, Massachusetts Institute of Technology, 2020. https://hdl.handle.net/1721.1/128635.

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Thesis: Ph. D., Massachusetts Institute of Technology, Department of Political Science, May, 2020
Cataloged from student-submitted PDF version of thesis.
Includes bibliographical references (pages 260-279).
Political science research devotes considerable attention to the impact of political risk on multinational companies' (MNCs') behavior. However, this body of research suffers from two main oversights: (1) a disproportionate focus on MNCs' investment decisions, and (2) an assumption that political risk takes a common, centralized form across countries. In this dissertation, I redirect, attention to the political determinants of MNCs' supply chain linkages. I argue that these linkages represent a risk-mitigating strategy for MNCs, and one that is particularly well suited for dealing with environments where the sources of political risk are spread throughout the state apparatus -- which I refer to as fragmented political risk. To test this theory, I draw on both cross-sectional survey data of MNCs in Sub-Saharan Africa and firm-level panel data from Indonesia -- a country that experienced a profound fragmentation in the structure of political risk. The principal finding of this research is that fragmented political risk causes MNCs to increase their use of local suppliers, with particularly strong effects among those that are (1) more vulnerable to political risk, and (2) have a greater capacity to adopt linkages, in general. These findings qualify research on the political determinants of FDI by showing that MNCs, and not merely states, are capable of resolving political risk in the host country.
by Nicholas Intscher.
Ph. D.
Ph.D. Massachusetts Institute of Technology, Department of Political Science

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Clougherty, Joseph A., Klaus Gugler, Lars Sørgard e Florian Szücs. "Cross-border mergers and domestic-firm wages: Integrating "spillover effects" and "bargaining effects"". Palgrave Macmillan, 2014. http://dx.doi.org/10.1057/jibs.2014.2.

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Two literatures exist concerning cross-border merger activity's impact on domestic wages: one focusing on positive spillover-effects; the other focusing on negative bargaining-effects. Motivated by scarce theoretical scholarship spanning these literatures, we nest both mechanisms in a single conceptual framework. Considering the separate phenomena of inward and outward cross-border merger activity, our theoretical model generates three formal propositions: cross-border mergers can lead to wage increases via positive spillover-effects; and negative bargaining-effects are relatively more dominant when union market power is high, and when merging firms exhibit relatedness. Employing US firm-level panel data on wages combined with industry-level data on unionization and merger activity (covering 1989-2001), we find support for our propositions as inward and outward cross-border merger activity generate positive spillovers to wages, but are more likely to generate firm-level wage decreases when unionization rates are high and when cross-border merger activity is characterized as horizontal. Accordingly, future research on how cross-border mergers affect domestic wages should be mindful that both spillover and bargaining effects are at play, and that the degree of union market-power and the relatedness of cross-border merger activity are critical in determining which effect dominates. (authors' abstract)

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Kerekou, Hondo Séphora Claire. "Transfer of training and development practice from western countries MNCs to their subsidiaries in developing countries : the case of french and US MNCs in ivory cost". Doctoral thesis, Université Laval, 2021. http://hdl.handle.net/20.500.11794/69448.

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Cette thèse s'intéresse aux déterminants institutionnels et culturels du transfert de la pratique de formation et du développement des compétences des multinationales françaises et américaines vers leurs filiales en Côte d'Ivoire, un pays Africain en développement. La question fondamentale de recherche est : quels sont les facteurs institutionnels et culturels qui influencent le transfert de la pratique de formation et du développement des compétences des multinationales françaises et américaines vers leurs filiales en Côte d'Ivoire ? Afin de répondre à cette question, cette thèse est subdivisée en trois (03) articles. Le premier article met en évidence les initiatives visant à développer les compétences en Afrique subSaharienne, identifie les challenges qui leurs sont liées et propose des solutions idoines à leur amélioration. Le deuxième article examine les facteurs institutionnels du pays hôte qui influencent le transfert de la pratique de formation et de développement des compétences des multinationales françaises et américaines vers leurs filiales en Côte d'Ivoire. Le troisième article, quant à lui, examine l'influence de la distance culturelle entre les pays d'origine et hôte sur ce transfert.
This thesis examines institutional and cultural determinants of training and development practice transfer to French and US MNCs' subsidiaries in Ivory Coast, a developing country of Africa. The fundamental research question is: 1) what institutional and cultural factors influence training and development practice transfer to French and US MNCs' subsidiaries in Ivory Coast? This thesis is divided into three (03) articles to answer this question. The first article highlights human capital development initiatives in Sub-Saharan Africa, identifies challenges related to them, and offers solutions for their improvement. The second article investigates the host country's institutional factors that influence training and development practice transfer to French and US MNCs' subsidiaries in Ivory Coast. The third article examines the influence of the cultural distance between home and host countries on such transfer.

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Graber, Annette. "Executive Hiring and Retention in Multi-National Corporations (MNCs) in China". St. Gallen, 2004. http://www.biblio.unisg.ch/org/biblio/edoc.nsf/wwwDisplayIdentifier/01650423001/$FILE/01650423001.pdf.

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Bergman, Sonia, e Hanna Dackland. "THE INFLUENCE OF LEADERSHIP BEHAVIOURS IN THE INTERNATIONALISATION PROCESS OF MNCS". Thesis, Internationella Handelshögskolan, Högskolan i Jönköping, IHH, Företagsekonomi, 2018. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-39955.

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Background -Today's international business environment has facilitated the internationalisation process for firms all around the world by the reduced barriers to international trade (Efrat and Shoham, 2012). An expansion across borders is desirable since it offers the possibility of future business activities and it can aid a company to reach superior performance (Cotae, 2013). There are numerous strategies to an internationalisation process and the decisions made by the top management demonstrates the relationship between leadership behaviour and internationalisation (Cotae, 2013; Schweizer, Vahlne and Johanson, 2010). Therefore, this study will investigate leaders in multiple firms during the various stages of the internationalisation process in order to discover both how and to what degree they influence the internationalisation within their organisations. Purpose- The purpose of this study is to explore what types of leadership behaviour influence the internationalisation process in MNCs and to examine specifically influential types of leadership behaviours in order to analyse the relationship between the behavioural and strategic differences in MNCs throughout the internationalisation process. Method- This study will use an exploratory approach by combining existing theoretical frameworks and empirical data. Empirical data was collected through a qualitative research method consisting of nine semi-structured interviews, then qualitative content analysis was applied. Conclusion– The results show that a medium influence through authentic leadership can be demonstrated and can also be revealed as successful based on the MNCs current international activities.

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Resvik, Lina, e Viktoria Vegborn. "Determining a CSR Strategy when Internationalizing - A Study on Swedish MNCs". Thesis, Internationella Handelshögskolan, Högskolan i Jönköping, IHH, Företagsekonomi, 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-44200.

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Background The rapid pace of globalization along with internationalization, challenge global MNCs to contemplate with a wide range of stakeholders. The demands of integrating CSR into the strategic outlook is becoming more essential, in order to balance home-country’s and host-country’s expectations. Previous research has defined three different CSR strategies that is utilized when having business operations in multiple countries. Although, there is a limited research regarding the design and implementation of these strategies and what influences each approach. Hence, this gap makes it interesting for further research. Purpose The aim of this thesis is to investigate the influencing factors for MNCs to use a global, glocal or local CSR strategy, when internationalizing. Method This thesis is based on a qualitative research approach, where the empirical findings were gathered through interviews with five Swedish MNCs, with one participant from each corporation, working extensively with CSR. Findings Most MNCs believe they have a global CSR strategy, while the findings implied that the sampled MNCs are moving towards a glocal CSR approach. It is evident that actual strategic practices deviate from theory, however, the major factors found were in consistency with existing literature. New factors that were identified that influences MNCs choice of strategy were listed corporations, low versus high-risk countries, and different approaches of a centralized structure.

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Hermansson, Frida, e Ulrika Kilnes. "Knowledge transfer from expatriates : A study of MNCs’ exploitation of expatriates’ knowledge". Thesis, Uppsala University, Department of Business Studies, 2008. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-9431.

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This paper investigates how expatriates experience that their knowledge gained from international assignments is transferred and exploited by the MNC. The results from 93 expatriates from eleven Large Cap companies suggest that knowledge is not exploited trough formal mechanisms. Instead informal mechanisms of knowledge transfer such as networks and own initiatives seem to be a more common way of transferring and exploiting knowledge in the investigated MNCs. The findings indicate that the knowledge that the expatriates that failed their mission abroad gained is not exploited to the same extent as the expatriates that successfully completed their assignments.

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Camara, Omar. "Capital structure dynamics of US-based multinationals (MNCs) and domestic (DCs) firms". Thesis, University of St Andrews, 2012. http://hdl.handle.net/10023/3147.

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This thesis is an empirical investigation of three related capital structure dynamics of US-based multinationals and their domestic counterparts. Specifically, the thesis examined whether there are differences in capital structure adjustment speed between US-based Multinationals (hereafter, MNCs) and Domestic Corporations (hereafter, DCs), and if so, what theoretical factors contribute to the differences. At an industry level, the thesis examine whether or not industries of US-based Multinationals (MNCs) and their domestic counterparts (DCs) have different speed of capital structure adjustment toward the target level, particularly the manufacturing industry. And at the macro level, the thesis estimates the effect of macroeconomic factors (commercial paper spread, growth in aggregate capital expenditure of nonfinancial firms, and consumer price index (CPI)), and macroeconomic conditions defined by GDP, default spread, unemployment and price-output ratio on capital structure dynamics of US-based MNCs relative to DCs. Various econometric techniques were employed in the thesis to test the hypothesis that capital structure dynamics of US-based MNCs differ from DCs. Using fixed effect instrumental variables (FEIV), the empirical results shows that on average, DCs adjust to target leverage faster than MNCs. Similarly, the results support existences of capital structure differences among industries for MNCs and DCs.

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Dong, Qin. "Research on MNCs' Supply Chain Implementation in China. Contents, problems and Recommendations". Phd thesis, Université de Grenoble, 2011. http://tel.archives-ouvertes.fr/tel-00601747.

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Biswas, Popy Christina, e Romana Siddique. "Knowledge transfer in MNCs: Headquarter to subsidiaries in developed & emerging markets". Thesis, Högskolan i Gävle, Avdelningen för ekonomi, 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:hig:diva-35118.

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Aim: This study aims to analyze the approaches and procedures used in the knowledge transfer process (KTP) in MNCs from Headquarter to their subsidiaries operating in developed and emerging markets.Method: Qualitative research with an inductive approach is used for this study where multiple case studies are conducted based on six MNCs in which each MNC was considered as an individual case. Data were collected through semi-structured interviews and extant literatures which mainly include scholarly articles. Findings: Our findings show two main approaches: knowledge-utilization and Knowledge-creation are mainly used in knowledge transfer by MNCs. Knowledge-utilization approach is followed when the process channel is from headquarter to their subsidiaries. Whereas Knowledge-creation approach is used more in the MNCs headquarters and their subsidiaries operating in developed markets as compared to the MNCs subsidiaries operating in emerging markets due to limited access of resources and managerial focus. Furthermore, external factors such as culture, language, geographic location impediment the KTP and other factors like pandemic scenario, expatriate manager and, access to knowledge augment the KTP.Contribution of the thesis: Through this study, the MNCs at managerial level, in developed and emerging markets can learn the effective way to knowledge utilization as well as can develop innovation capabilities. Moreover, a societal perspective is also considered in this study by highlighting the fact of current Pandemic situation which has completely changed the living and working style but simultaneously reduced the communication gap as we are now more digitally connected with each other.Recommendations for future research: The use of digital tools in KTP, the KT strategy adopted in crisis situations like COVID-19 can be focused in future studies. Another issue can be recommended that is whether gender difference influences the knowledge transfer process or not.Keywords: Knowledge transfer (KT), Knowledge transfer process (KTP), Knowledge-utilization, Knowledge-creation, Developed Market (DM), Emerging Market (EM

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25

Martín, Sánchez Virginia, e Sarah Schuch. "An Innovation Strategy Towards Circularity in MNCs : The Application of Dynamic Capabilities". Thesis, Linnéuniversitetet, Institutionen för marknadsföring (MF), 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-96245.

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The business environment is constantly being challenged with growing complexity and rapid changes, usually unforeseeable, as it could be observed during the last decades. One topic growing intensively in importance is environmentally sustainable business practices, which are often driven by societal expectations and new regulations; and which, under the enormous pressure of external stakeholders, cannot be avoided by companies anymore. Circular Economy, a relatively new concept, is becoming more popular, offering businesses not only a competitive advantage, but also the possibility to operate profitably, while still contributing to a sustainable development. This thesis provides insights on how MNCs with linear business models can take advantage of dynamic capabilities in order to incorporate circular business strategies. Current literature lacks research about the connection of how dynamic capabilities can support companies with the implementation of Circular Economy principles. Startups often implement sustainable strategies from inception, but: how can traditional MNCs of complex character successfully innovate their business models and strategies, without major disruption and losing their profitability? We argue that not only these young and born circular companies will lead the markets in the future, but also existing MNCs can successfully develop and stay competitive. This study wants also to highlight what resources and capabilities both types of companies state as key for successful circular business strategies, and how they are handled and embedded in the organizational structure by managers. A qualitative case study approach provided the detailed necessary information (from different industries and degree of circularity) to address the question. The findings widen the research of business model innovation towards circular business strategies and show a clear picture of which dynamic capabilities are of importance and how they can be successfully incorporated. We conclude by indicating that the concepts of learning, knowledge, relationships, leadership and management style were perceived as the most decisive within the organizations; with remaining external barriers as challenging.

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Akobo, Loliya. "Contextualising diversity management : a practice by MNCs towards national development in Nigeria". Thesis, University of Manchester, 2015. https://www.research.manchester.ac.uk/portal/en/theses/contextualising-diversity-management-a-practice-by-mncs-towards-national-development-in-nigeria(2cd451d3-6f6a-47a3-9d91-ee91c27c91ee).html.

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Studies have acknowledged various conceptualisations of diversity management. These studies have also provided guidance for better and effective ways for managing diversity at the organisational, national and global levels. Nonetheless, it has been argued that focus on conceptualising diversity management has mainly been within the context of the Global North: reflecting mainly Anglo-centric and neo liberal structuring. As a result, this has limited the growth of management styles in Africa. To this effect, this research explores the nature and concept of diversity in Nigeria; it examines diversity management approaches by Shell and General Electric (GE) subsidiaries in Nigeria, and evaluates the broader role of these diversity management practices in contributing to the National Development Plans in Nigeria. Though starting from an Anglo-centric and neo liberal position, I go beyond this structuring as I critically examine the diversity management practices from a Nigerian context and by conducting interviews about the significance of these practices in Nigeria. This research adopts a feminist lens that gives voice and unveils power relations. In addition, I draw on four Western diversity frameworks, including Cox Taylor organisational types and dimensions, Ely and Thomas model of diversity, relational framework by Syed and Ozbilgin and intersectionality theory. These frameworks and approaches analyse the implication of diversity management within these MNC systems in Nigeria as they promote social equality and foster development. In addition, evaluating the broader roles of these MNCs in contributing to national development planning emphasises the need for incorporating diversity management in human resource development theorizing.

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27

Asim, Farah. "An Exploration of CSR and Employee Engagement in MNCs operating in Pakistan". Thesis, Curtin University, 2019. http://hdl.handle.net/20.500.11937/75526.

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CSR has become a popular subject of public debate and organizational success over the years. Using stakeholder theory this study explores CSR and employee engagement in MNCs operating in Pakistan by adopting qualitative collective case study approach. Data is collected via organizations documents and semi-structured interviews with HRM&D managers and employees. Findings from this study is expected to offer insights into the link between CSR and HRM strategies for enhanced employee engagement in today’s diverse workplace.

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Sonmez, Alper. "Technology Spillovers And Transfer Through Mncs: A Case Study On Turkish Automotive Industry". Phd thesis, METU, 2012. http://etd.lib.metu.edu.tr/upload/12614811/index.pdf.

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This thesis aims to provide evidence on whether FDI occurring in the Turkish economy has any effect on domestic firms, especially whether and to what extent it leads to KTTs towards domestic firms by paying attention to the role of MNCs. In order to do so, we firstly conduct a series of econometric analyses to analyze the impact of FDI-related technology spillovers on domestic firms&rsquo
productivity level in the Turkish manufacturing industry. Estimation results produced positive evidence on horizontal and backward technology spillovers, while negative evidence on forward spillovers. Secondly, we conduct a comprehensive empirical research based on case study at firm-level in the Turkish automotive industry. By this study, generally we aim to investigate the existence, nature and intensity of transfers, and what &ndash
if any &ndash
kind of KTTs occur at both inter- and intra-firm level in the industry. For this aim, we used two different research methods to collect detailed data and information from both suppliers and AMMs at the firm-level. Our main findings in terms of KTTs at inter-firm level can be summarized in this way: foreign suppliers are seen to dominate local suppliers in terms of many indicators and absorptive capacity level
it seems that KTTs occur from AMMs to their domestic suppliers mainly on providing documentations, assistances for logistic management, quality control, know-how, R&
D, co-design and co-development activities, designing and cost reduction
compared to foreign suppliers, local suppliers tend to be involved in those production-product-training related KTTs which are less knowledge-intensive and of a lesser quality. Also, performing R&
D activities is found as the most important firm level factor which influences positively KTTs, strategic collaboration activities with the AMMs, and many technology activities of the suppliers. The technology policies on attracting more FDI flows should be reviewed under the findings and insights of this study since it is a necessary condition &ndash
although not sufficient - to have an efficient absorptive capacity level and/or skilled human capital stock in order to get benefit from these flows.

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Åhlander, Karl. "Aspects of modern treasury management : organization and external financial activities in Swedish MNCs". Doctoral thesis, Handelshögskolan i Stockholm, Institute of International Business (IIB), 1990. http://urn.kb.se/resolve?urn=urn:nbn:se:hhs:diva-1905.

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30

Zhu, Yuqi, e Yunbu Zhang. "A Comparative Case Study on Corporate Social Responsibility (CSR) between SMEs and MNCs". Thesis, Högskolan i Halmstad, Sektionen för ekonomi och teknik (SET), 2012. http://urn.kb.se/resolve?urn=urn:nbn:se:hh:diva-18202.

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The purpose of this thesis is to describe the behaviors that multinational corporations(MNCs) and small and medium-sized enterprises (SMEs) are taking for carrying outcorporate social responsibility (CSR) under the context of sustainable development.Besides, the factors which drive and influence the performance are further exploredand discussed.The thesis is to be analyzed by means of a literature review, qualitative case study,semi-structured interviews, within case study and cross case study.By adopting these methods, the thesis shows that both MNCs and SMEs are aware ofand actively shouldering CSR in spite of different contents and approaches. MNCs areable to integrate economic, environment and social values into CSR strategy whileSMEs focus more on economic values. Competitive pressures, social expectations andinternal governance system are the main drivers of MNCs. By contrast, owners’ desiregives rise to the performance of carrying out CSR strategy by SMEs.It is suggested that a new domain of CSR namely, political social responsibility isfound through the study. It demonstrates that MNCs with the state-owned nature haveparticular missions and responsibilities to serve the country and society, which is notcommon but exists in the world.

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31

Zheng, Benjamin Yukai 1971. "Improving logistics and supply chain services for MNCs doing business in P.R. China". Thesis, Massachusetts Institute of Technology, 2003. http://hdl.handle.net/1721.1/28523.

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Thesis (M. Eng. in Logistics)--Massachusetts Institute of Technology, Engineering Systems Division, 2003.
Includes bibliographical references (leaves 42-43).
by Benjamin Yukai Zheng.
M.Eng.in Logistics

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32

Alomar, Jawaher. "An exploration of corporate social responsibility in multinational companies (MNCs) in Saudi Arabia". Thesis, Swansea University, 2014. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.644531.

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The issue of Corporate Social Responsibility (CSR) in the Multinational Corporations (MNCs) of developing countries has received considerable attention in international business and international management literature in recent years, but there is a dearth of research on CSR in MNCs operating in the Gulf Cooperation Council (GCC) countries, especially in Saudi Arabia. In particular there is a scarcity of research on how MNCs, mainly from Western Countries, develop and implement their CSR activities in the Islamic world. Moreover there is a paucity of research exploring the role of CSR in shaping the MNC subsidiary-host country relationship. This study was undertaken to fill these gaps in the literature. In this respect, the study investigates MNCs' CSR initiatives in Saudi Arabia. In particular, it explores the perceptions of CSR held by managers of MNCs, the government, society and other stakeholders concerned. The examination also covered the factors affecting the subsidiary-host country relationship and the elements which facilitate cordial interdependency in Saudi Arabia. The study is innovative because of the dominance of religion and the government in the social, political and economic affairs of Saudi Arabia and the effects of these on the management of MNCs. A CSR theoretical framework was developed to guide the study and a qualitative research methodology was adopted. Essentially, questionnaires s and interviews were used to collect the data and evidence for the study. The data and other fieldwork empirical evidence were analysed thematically and with the support of NVivo. The study generated some novel and interesting findings, providing deeper insights into CSR practice and management and their impact on the subsidiary-host country relationship. The main finding of the study is that local Islamic culture and governmental rules are the most influential in shaping CSR in the MNC subsidiaries. The study also revealed that perceptions of the CSR concept were more or less in line with the Western perspective, but in Saudi Arabia the ethical impact was greater due to the dominant influence of local Islamic culture. It also emerged from the study that most of the challenges facing MNCs' subsidiaries in Saudi Arabia in their CSR implementation arose from a lack of government support and excessive, inefficient bureaucracy. Therefore, this suggests a need for MNCs to conduct CSR activities via existing or feasible governmental channels, such as through paI1nerships formed with the government and an alignment of CSR objectives with governmental concerns and initiatives. The study also emphasised the importance of using Islamic principles as a means of promoting CSR activities in order to ensure the acceptance of the MNCs' CSR initiatives. An interesting finding of the study was that the initiation of CSR activities by MNCs was primarily motivated by a need to enhance corporate reputation at both local and global levels. The conclusion drawn from the findings was that the adoption of CSR in MNC subsidiaries greatly depended on the actions and choices of the corporation in terms of how they wanted to be perceived by both the government and the public in Saudi Arabia. An analysis of the data and evidence gathered shows that in general, to achieve cordial interdependent relationships and the benefit of interdependence, an MNC needs to form a paI1nership between the subsidiary and local organisation or the government, in order to focus on local needs. It is therefore suggested that CSR activities should be aligned with the needs and issues specific to the host country.

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33

Sandjong, Arielle Dora Nganya. "A critical evaluation of knowledge transfer management in improving organisational effectiveness within MNCs". Thesis, Cardiff Metropolitan University, 2015. http://hdl.handle.net/10369/7530.

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This thesis would be trivial if it did not aim to assist organisations to continuously improve their activities and sustain long-term profitability in today’s competitive market. It reports the development of a knowledge transfer model within MNCs with the major focus on knowledge flow within international Lean and Six Sigma teams. The model highlights the inhibitory and facilitatory factors in knowledge transfer processes. To remain among the leaders in the market, firms must continuously strive for better performance. This often implies the best management practices such as continuous improvement processes. Lean and Six Sigma are two well-known approaches which are strategically important for businesses. The adoption and deployment of both Lean and Six Sigma, however, cannot be successful without a robust knowledge management structure, especially when deployed in an international dimension where subsidiaries and HQ constantly interact to maintain a high performance level. For many decades, efforts to develop knowledge management in multinationals have been important. Some of the well-know authors in this field are Davenport and Prusak, Szulanski, Minbaeva, Gupta and Govindarajan, and Holden. Although there have been many attempts to understand the phenomenon of knowledge management in multinationals, there are limited studies reported in the literature regarding knowledge transfer in international Lean and Six Sigma teams within MNCs in the broad triad of developed, underdeveloped and developing countries. Moreover, a number of knowledge transfer models have been proposed and described in many other research studies, but none is fully adaptable to the context of these international teams because of their lack of specificity to this particular field of practice. In fact, besides working within an international team, Lean and Six Sigma project leaders in MNCs are often seen as internal consultants, providing their services to two different categories of individuals: people with basic Lean and Six Sigma knowledge and those with no Lean and Six Sigma knowledge. Hence there is a need for a strong communication system to maintain good information flow and understanding in such international firms. This research thus investigated the existing phenomenon of knowledge transfer in Lean and Six Sigma teams within MNCs through a single case study carried out in four main regions Asia (Malaysia), Europe (France, Germany, the UK), Latin America (Argentina, Brazil) and the USA. It emphasised evaluating and comparing how (1) Lean and Six Sigma knowledge was developed, transferred and implemented in these different units, and (2) how the team members interacted together in order to successfully deploy Lean and Six Sigma projects internationally. This enabled the researcher to identify and understand the difficulties behind the success of knowledge transfer effectiveness in such teams. This study was conducted in three phases. In the preliminary phase, the literature review enabled the researcher to identify the gaps and establish the conceptual framework that helped the presentation of the phenomenon. Definitions of knowledge and knowledge management are put forward to highlight the characteristics of these concepts and to show how a good understanding of the complexity of ‘knowledge’ itself can improve knowledge absorption. An evaluation of the development of Lean and Six Sigma methodologies in MNCs was conducted. Secondly, the framework guided the researcher through interviews with Lean and Six Sigma experts and document analysis which resulted in a selection of frameworks. Finally, the resulting insights from the data analysis using expert knowledge, understanding, interpretation and experience enabled the refinement and validation of the proposed conceptual framework. A final model was then recommended to help Lean and Six Sigma project leaders and managers to effectively communicate and internalise, implement and innovate knowledge within their area of practice. This model contributes to knowledge in the area of international business, management practices and knowledge management within MNCs by incorporating new factors that affect knowledge transfer processes. To begin with, it suggests ensuring a balance between subsidiary autonomy and HQ–subsidiary networking for effective communication flow while investing more time in developing trust and understanding culture since cross-cultural differences appeared also to be seen as a positive asset for organisations, offering new opportunities for learning new ways of doing things and thus leading to innovation. Secondly, it proposes reinforcing the relationship base (common interest, individual commitment, trust, credibility and respect) in teams for better interaction, decision-making and change management. Thirdly, it emphasises training for knowledge development and internalisation, mentoring and coaching, and IT compatibility for ‘knowledge leveraging’. Knowledge transmission channels such as IT compatibility systems and mentoring and coaching enabled non-duplication of a piece of knowledge in the sense that it minimises the reinvention of knowledge that already exists elsewhere in the network. This thesis provides a constructive basis for further research within the field of both knowledge management and continuous improvement methodologies (Lean and Six Sigma) within MNCs and the researcher’s goal is to expand its analytical generalisation. Although DAS was specifically using Lean and Six Sigma as continuous improment methodologies, the company was the most appropriate case for this study as it has shown remarquable results in the deployment of continuous improvement methodologies (Lean Six Sigma). This success is mainly due to their capacity in improving organisational effectiveness by expanding knowledge transfer within their MNC through networking in international teams and geographically disperced units. Besides, they have a strong organisational culture which they try to align with other unit’s cultures. Other MNCs using continuous improvement teams can thus draw on this example to improve their organisational effectiveness.

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Gong, Yu. "Supply chain learning of sustainability in China : what role does MNCs' leadership play?" Thesis, University of Exeter, 2016. http://hdl.handle.net/10871/27592.

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Sustainable Supply Chain Management (SSCM) has increasingly been considered important by both industry and academia, organizations around the world seek to extend or disseminate their sustainable practices to their multi-tier supply chains in order to make the whole chain sustainable. Among the main streams of SSCM research, it is surprising that, with a few exceptions, the leadership role of multinational corporations (MNCs) in their supply chains in an emerging economy has been ignored by researchers. Little is known on how MNCs, assuming leadership in their supply chain, have been able to facilitate their supply chain members to learn sustainability practice in an emerging economy context i.e. the mechanisms. To address this gap in the literature, a multiple-case study is designed. Multi-tier supply chains of three MNCs were selected to investigate their proactive sustainability projects in China. They are: Tetra Pak creating a recycling chain in China; Nestlé modernising China’s dairy industry; and IKEA’s sustainable cotton initiative. By adopting Resource Orchestration Theory (ROT), findings related to supply chain leadership, supply chain learning, multi-tier SSCM are presented. A number of testable propositions are advanced. The main findings of the research are that rather than focusing on the ‘low hanging fruits’ of sustainability, MNCs implement proactive sustainable initiatives requiring a strategic thinking and long term significant investment by engaging their multi-tier suppliers and non-traditional supply chain members. They tend to play a leadership role in the implementation process enabled by transformational and transactional leadership styles. These MNCs applied different leadership styles and governance mechanisms on different tiers of suppliers, which render different supply chain structures in the process of supply chain learning, which includes three stages of set up, operating and sustaining. This research contributes to SSCM research in the following ways: first, it may be the first attempt that investigates multi-tier SSCM through supply chain learning and supply chain leadership angles adopting a ROT perspective. This help to explain how MNCs implement sustainable initiatives in China; second, it contributes to supply chain learning literature by differentiating supply chain learning stages and learning content in terms of focal company knowledge resources and supplier learning complexity to explain the implementation of SSCM initiatives; third, leadership at an individual level is well researched and understood but it is not the case for organisational level leadership. This research enriches our understanding of the role of organisational leadership in MNCs’ SSCM; fourth, the research contributes to multi-tier SSCM with a focus on both supply chain governance mechanisms and supply chain structure; fifth, this research extend ROT from within an organization context to supply chains and include three aspects: breadth (resource orchestration across the scope of the supply chain including both internal and external breadth); depth (resource orchestration across multi-tiers of the supply chain); and project lifecycle (resource orchestration at various stages of supply chain learning stages); finally, a complete theoretical framework is developed to tie together the constructs of supply chain learning, supply chain leadership, multi-tier SSCM with ROT. Practically, a step by step methodology, integrating the key factors affecting the implementation of SSCM initiatives including supply chain learning, supply chain leadership, multi-tier supply chain governance and supply chain structure, is proposed. The ‘best practices’ of the researched MNCs provide a feasible roadmap for these organizations to learn from.

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HUANG, Shengsheng. "Management localization and performance of MNCS in China : a contingent resource-based view". Digital Commons @ Lingnan University, 2005. https://commons.ln.edu.hk/mkt_etd/12.

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Although many foreign invested enterprises (FIEs) and consultants in China put the localization to a strategic level, management localization is still an emerging issue of human resource management in academic research. A few previous studies on management localization focused on the internal efficiency of the subsidiaries or parent-subsidiary relationship. The impact of management localization on the interaction between the subsidiary and local environment has received little attention. Moreover, localization lacks a consistent and valid definition. This thesis attempts to bridge the gap by systematically exploring the strategic impact of management localization. Management localization is defined as substituting expatriate managers with local managers. Based on resource-based view, local managers can be considered the vehicle of local managerial resources and thus can bring competitive advantage to the subsidiary. It is hypothesized that the effect of the management localization on the performance of the subsidiaries is contingent on cultural distance, localization emphasis, resource dependence, and decision participation of the local managers. In-depth interviews in China help to illuminate the concept validity and definition of management localization, and the data from a questionnaire survey in China are used to test the hypotheses. The results of hierarchical regression analyses provide partial support for the contingent resource perspective. The findings have meaningful implications for management localization at the multinationals’ subsidiaries and provide strong heuristics for future studies of this issue.

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Chen, Ivy Siok Ngoh. "Newly industrialised country firms in Western Europe : marketing strategies, organisation and performance". Thesis, University of Warwick, 1998. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.323373.

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37

Kynighou, Anastasia. "Analysing the interplay of factors affecting the implementation of HRM within service sector MNCs : the case of Cypriot sub-units". Thesis, University of Manchester, 2011. https://www.research.manchester.ac.uk/portal/en/theses/analysing-the-interplay-of-factors-affecting-the-implementation-of-hrm-within-service-sector-mncs-the-case-of-cypriot-subunits(5637bb36-d34f-4785-a96e-b43ce3f29031).html.

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This thesis examines the implementation of HR practices within Cypriot sub-units of service sector MNCs. It attempts to shed light on the decision-making process which takes place at the local unit and highlight the forces which shape this. Existing literature, albeit influential, seems to be constrained by the underlying notion that HQ seek to transfer HR practice to the local unit. Hence, researches have attempted thus far to explore the factors which facilitate or hinder the transfer. However, this thesis uses a bottom-up approach and shifts the emphasis from the top to the bottom level without assuming proactive, vertical transfer of practices. However, influence from the top level is by no means ignored. On the contrary, intra-organisational aspects and pressures have been incorporated in the integrated model used for this analysis. The integrated model, as such, incorporates influences from four different theoretical approaches in order to study HRM within sub-units. Indeed, findings from this thesis illustrate how external and internal forces interplay to shape HR policies and practices locally. The multi-dimensional approach suggested in this thesis contributes to the literature by highlighting the interplay of factors which shape HRM within MNCs. This allows for a deeper understanding of how HRM occurs at local level. Findings from this thesis can also be extended beyond to a range of other countries and sectors.

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Kim, Seong-Soo. "Determinants of the Magnitude of Foreign Direct Investment: An Analysis of Korean Manufacturing MNCs". Thesis, University of North Texas, 1993. http://catalog.hathitrust.org/api/volumes/oclc/34787544.html.

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39

Belova, Olesya, Fatima Jamil e Chiara Troncatti. "POST ENTRY CHANGES: A case study of large Italian MNCs operating in BRIC markets". Thesis, Uppsala University, Department of Business Studies, 2010. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-126772.

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In this paper we aim to identify the most important factors that influence the decisions made by large Western MNCs concerning post entry changes (PEC) in the BRIC markets. Thiss tudy attempts to explain processes and reasons why these changes take place. In addition we make a comparison between strategies followed and the differences between them for each of the BRIC markets.Most academic literature focuses on entry mode theories, however little has been written onPEC. PEC today is a hot topic in the current international business environment. This isevident in the market as many Western MNCs that invested in emerging markets throughJoint Ventures (JV) during the late 1980s and 1990s are now restructuring their strategies in order to further their growth (Luo, 2007).The paper uses a qualitative study to explain and explore PEC strategies in each of the four BRIC markets, using case studies of three Italian large MNCs: Artsana, De Longhi and Luxottica.The study finds that firstly BRIC markets should not be seen as a whole, as academic literature has a tendency to suggest. Secondly, the study finds that country-specific conditions directly affect PEC choices and decisions differently in each market. We have identified a number of variables which influence PEC, of these economic conditions and institutional context pressures were found to be the most important determinants for PEC within the MNCs studied. This study will help management to better choose appropriate PEC and set the most suitable operational mode for each specific environment.

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40

Okamoto, Yumiko, e 由美子岡本. "Roles of MNCs in Regional Development and their Locational Determinants : The Case of China". Graduate School of International Development. Nagoya University, 2003. http://hdl.handle.net/2237/6267.

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41

Wuerfel, Tyll, e Ellen Weiler. "Influences on the Adaptation and Standardization Level of Swedish MNCs in the German Market". Thesis, Linnéuniversitetet, Institutionen för marknadsföring (MF), 2016. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-53093.

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The purpose of this thesis is to describe how the factors influence the level of adaptation and standardization of a marketing strategy and subsequently analyze how the factors influence the level of adaptation and standardization of Swedish MNCs’ in the German market. The relevant factors for the decision towards standardization and adaptation are found out using a framework composed by Viswanathan & Dickson (2007). The factors chosen are homogeneity of customer response to the marketing-mix, transferability of competitive advantage, homogeneity of economic freedom and decision variables. This thesis does so in a deductive and qualitative approach using Swedish retailer Clas Ohlson as a case study. Underlying this is a contextualized and interpretivist point of view. Data was collected through focus group interviews with German and Swedish students and complemented through data mining. An analysis of the empirical data shows a high homogeneity of customer response to the marketing-mix, the possibility of transferring the competitive advantage and a high homogeneity of economic freedom was discovered. When applying the frame of reference on the empirical data, Swedish MNCs, especially Swedish retailers, are recommended to choose a high degree of standardization for their IMS in the German market. It was discovered that the used framework does to some extent not cover a wish proposed by the German participants calling for a partial adaptation of the international marketing strategy. This disproves the assumption underlying the frame of reference as the majority of factors suggest standardization, yet from a consumer perspective, there is the wish to partially adapt. In the conclusion managerial implications, limitations and research implications are mentioned as well.

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42

Finocchi, Emiliano. "Frogs in Hot Water| MNCs Responses to Crisis in the Frontier Market of Mozambique". Thesis, Temple University, 2018. http://pqdtopen.proquest.com/#viewpdf?dispub=10791355.

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As the world becomes more globalized, multinational corporations (MNCs) are obliged to spread and open subsidiaries in foreign countries. Unfortunately, some countries have unstable political systems that exist in a state of systematic crisis. For corporations whose subsidiaries are caught in the middle of a political crisis in foreign territories, this unrest presents high physical and economic risks. Thus, what types of threats do firms encounter, and how do they perceive them? Can their experience influence their perception of the crisis? The focus of this dissertation is to study the decision-making process of multinational corporations in times of political and economic crisis at a subsidiary level, utilizing the example of Mozambique. Two studies were conducted.

The first was drawn on prior literature on threat perception, social embeddedness and MNCs’ reaction to external threats. A conceptual model of MNCs’ response to political crises in frontier markets was developed. The antecedents or predictors of exit included influences on exit decision, past experiences, crisis perceptions and the moderator effect of social embeddedness between perception and exit.

The second study focused on MNCs that not only decided to stay in the foreign market, but seek for unique opportunities in an economic crisis. The conceptual model created is simple, and builds upon existing literature on social embeddedness, MNCs’ experience, and international staffing. Within the international staffing literature, it provides a strong contribution to the theories on parent country nationals and host country nationals, implementing new constructs such as parent company experience and subsidiary company experience.

Both models were tested using a survey data from managers of 108 MNCs’ subsidiaries in Mozambique, some of which exited due to the economic and political crisis, and some of which remained. The results indicate that both models are mostly supported. These studies contribute to the literature involving MNCs in host countries, including threat perception, social embeddedness, local content, international staffing, expatriates and past experiences. In practical terms, they provide a tool for both policymakers and private MNCs to act preemptively in times of political and/or economic crisis.

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43

Kilnes, Ulrika. "Formal mechanisms of repatriate knowledge transfer and assimilation : A study of knowledge management in MNCs". Thesis, Uppsala University, Department of Business Studies, 2009. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-107155.

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This paper investigates formal mechanisms of knowledge transfer and assimilation in Large Cap companies listed on the Nordic Exchange, as well as potential reasons to why formal mechanisms are not used or implemented. The findings, that are consistent with previous research on the subject, indicate that formal mechanisms like reports, seminars, meetings, workshops, IT based systems, and rewards to motivate and stimulate knowledge transfer and assimilation, are in general not used. Investigate potential explanations to why formal mechanisms are not implemented or used are related to the tacit nature of knowledge, the organizational culture and structure, as well as the absence of interest, initiatives and structures.

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Donnelly, Sióbhan Noelle. "The management of industrial relations (IR) and human resources (HR) in Irish-owned multinationals (MNCs)". Thesis, University of Warwick, 1999. http://wrap.warwick.ac.uk/36428/.

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This thesis is concerned with HRM in Irish-owned multinational companies (MNCs). For the purpose of this research, HRM is understood in its broadest sense as encompassing the policies, processes and procedures involved in the management of people within organisations (Sisson, 1989). Adopting a head office-centred approach, this thesis specifically focuses on two dimensions of FIRM: (i) the collective management of non-managerial employees, that is the management of industrial relations (IR), and (ii) the management of non-operational human resources (HR), that is the management of managers. Chapter four will outline in greater detail the rationale for this focus. Finally, given the paucity of empirical research into the behaviour of Irish-owned MNCs and the broad leaning of the Irish HRM literature towards the practices of foreign-owned MNCs based within Ireland, this research is exploratory in nature.

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Yavuz, Serap. "Cross-cultural interfaces : hybridization of HRM practices of MNCs in developing countries and emerging economies". Thesis, Middlesex University, 2009. http://eprints.mdx.ac.uk/8037/.

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The present study examines hybrid human resources management (HRM) practices of multinational companies (MNCs) operating in developing countries (DCEEs) and the outcomes of this hybridization in terms of local employees' perceptions of appropriate and effective HRM practices. With the increased investment of Western industrialized world to DCEEs, managing HR in MNCs becomes an issue of critical importance (Jackson, 2004a). However, to balance the incompatible demands of being locally responsive while preserving global integration is a challenging task for HRM managers in MNCs (Horwitz, (Camoche, & Chew, 2002) and this challenging task eventually leads to adoption of hybrid models. Not only the description of the process of the hybridization of HRM practices but also its outcomes are missing in the literature. According to Jackson (2004b), the effects of HRM hybridization must be examined with a specific focus on their effectiveness and appropriateness both at the organizational and individual levels. The objectives of this study are to a) contribute to the literature by examining perceived outcomes of so-called 'Western' cultural influences in the context of HRM in DCEEs, and b) contribute to practice by providing feedback to HRM practitioners, especially in MNCs, about how to implement HRM in particular cultural and institutional contexts to increase their appropriateness and effectiveness. In a concurrent mixed-method design with a pragmatic approach, both quantitative and qualitative data were triangulated. Quantitative data collected from snowball samples of employees working in MNCs in Turkey and Romania through a large scale survey revealed a significant relationship between socio-cultural values and preferred HRM practices. Values rather than institutional contextual variables revealed to be stronger predictors of understanding HRM in context. Results further revealed that as the discrepancy between preferred and actual HRM decreases, it was perceived more appropriate and effective, which, in turn, lead to higher organizational commitment (OC) and lower turnover intention through mediation of higher person-organization (PO) fit. Furthermore, not only did the structural equation modeling findings establish the validity of the constructs of HRM hybridity, appropriateness and effectiveness (i.e., measurement model), they also supported the link between hybridity and positive employee attitudes, mediated by HRM appropriateness and effectiveness (i.e., structural model). Qualitative data collected through semi-structured interviews from employees in two case MNCs in Turkey and Romania also revealed the influence of various factors including cultural values and higher institutions on the implementation of HRM as well as its hybridization process. Findings complementing quantitative data as well as theoretical and practical contributions of the present research, its limitations, and future research avenues were also presented.

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Grande, Marlene Vidal. "Corruption and MNCs' entry mode. An empirical econometric study of Portuguese firms internationalizing to PALOPs". Master's thesis, Faculdade de Economia da Universidade do Porto, 2010. http://hdl.handle.net/10216/56101.

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Amaugo, Amarachi Ngozi. "The transfer of HR practices of four multinational companies (MNCS) to their subsidiaries in Nigeria". Thesis, University of Bedfordshire, 2016. http://hdl.handle.net/10547/622100.

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This thesis examines the transfer of HR practices in the Nigerian subsidiaries of MNCs from emerging countries. It aimed to address a number of gaps identified from the literature, especially as there is a dearth of study in this area in developing countries in contrast to developed countries. Specifically, the study attempts to shed light on the nature of the HR practices, the process of the transfer of HR practices, the factors that influence the transfer process and the role of HR in the transfer process. The study utilised 48 semi-structured interviews conducted between November 2012 and March 2015 in the Nigerian subsidiary of the four case companies. The data was predominantly gathered using an in-depth semi-structured interview of HR managers and specialists, line managers of other functional departments, senior managers and others who are involved with people-related issues on the nature of HRM policies applied in subsidiaries of MNCs from emerging economies and their approach to the management of their human resources in overseas subsidiaries. Generally, the findings from this study reveal that these MNC case companies display more similarities than differences. In particular, similarities were found to be the increasing emphasis on training and development, which was used to develop employees extensively, implementing standard appraisal systems which are more target-oriented and standardised communication. However, differences existed in the areas of compensation and benefits, and recruitment and selection. Additionally, expatriates are appointed in key positions and are used to facilitate the transfer of these practices. Furthermore, similarities and differences are influenced by a number of factors. Overall, the study’s findings contribute to knowledge in several ways. First, they extend knowledge on the convergence debate and show that there is convergence among EMNCs themselves and with western MNCs, and this convergence is with regards to the adoption of Anglo-Saxon practices that are known to be globally accepted standard practices. The study also contributes to the Upper Echelon Theory in that it confirms that the education and experience of top and senior managers affects the nature of HR practices adopted. This study can be extended into other contexts. Secondly, it contributes to knowledge on the approaches adopted by the MNCs and the findings reveal that various IHRM approaches could be used depending on the policy or practice that is considered of “strategic importance”. It reveals that an exportive approach was adopted by the parent companies.

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Nwoke, Uchechukwu. "Neoliberal corporate governance, oil MNCs and the Niger Delta region : the barriers to effective CSR". Thesis, University of Kent, 2015. https://kar.kent.ac.uk/48647/.

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In recent years, oil has become a dominant feature of the Nigerian economy. For almost two decades, the Niger Delta region – where the oil is primarily situated – has been engulfed in crisis which continues to prove adverse to the socio-economic development of the country. Many have argued that the unrest in the region is rooted in the inability of MNCs to act in a socially responsible manner. The MNCs argue that the various CSR projects they have initiated and implemented should be enough to satisfy host-communities. This research seeks to contribute to the body of knowledge in this area. It assesses whether CSR in its contemporary form is capable of making a significant contribution to the resolution of the Niger Delta crisis. It examines the nature of contemporary CSR in the context of the essentially neoliberal forms of corporate governance which have risen to dominance in recent years. In the course of the research, the thesis identifies and separates for analytical purposes, a number of interconnected but distinguishable barriers that render the CSR practices of MNCs ineffective – ideological, practical and political barriers. It suggests that these barriers, rooted mainly in the Anglo-American neoliberal shareholder value model of corporate governance and promoted by international organizations including the OECD, the World Bank and the IMF, militate against the realization of effective CSR, both in Nigeria specifically and, perhaps more generally. It argues that given the current dominance of the ‘maximizing shareholder value’ model of corporate governance – both in Nigeria and internationally – it will not be advisable to pin too much hope in CSR as a solution to the problems in the region. Neither the culture of corporations, nor the pressures to which they are currently subjected encourage socially responsible behaviour. The thesis equally argues that the problem in Nigeria is exacerbated by the country’s political situation and the close links between MNCs and key state officials. In view of the arguments developed in the thesis, one of its main conclusions is that the existence and operations of these barriers render the CSR practices of MNCs in the area ineffective.

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49

Grande, Marlene Vidal. "Corruption and MNCs' entry mode. An empirical econometric study of Portuguese firms internationalizing to PALOPs". Dissertação, Faculdade de Economia da Universidade do Porto, 2010. http://hdl.handle.net/10216/56101.

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50

Goisa, Melissa Maria Ines, e Mohammed K. A. Tayeh. "Organizational, individual and technological influences on MNCs’ knowledge transfer - : a case study of Gruppo AB". Thesis, Högskolan i Gävle, Företagsekonomi, 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:hig:diva-30156.

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Aim: to develop and understand which are the elements that influence the conventional and reversed knowledge transfer, how they influence it and the benefits of transferring knowledge within a multinational corporation. Methods: qualitative research strategy, inductive approach, and single case study design. Ten semi-structured interviews were conducted face-to-face and though video-calls. Four interviewees belong to Italian headquarters, three to the Canadian subsidiary and three to the US subsidiary. Results and conclusions: the research identifies culture, relationship HQ-subsidiary, geographical distance, expatriates, relationship between employees, language difference, trust, transparency, motivation, and technology as the elements influencing conventional and reversed knowledge transfer; the influences these elements exercise on them, and the benefits of knowledge transfer flows. Suggestions for further research: to replicate the qualitative study with a multi-case study design; to develop a deeper understanding on the relationship between the elements; and to deeper understand how knowledge transfer benefits can influence the MNC’s overall performance and subsidiaries’ performance. Contribution of the thesis: it contributes with in-depth understanding of the elements influencing conventional and reversed knowledge transfer, their benefits and a theoretical framework; highlights the importance of knowledge transfer for social development; and it provides an understanding of the benefits of knowledge transfer to achieve competitive advantage.

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