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Journal articles on the topic 'Hyundai Motor Company'

Author: Grafiati

Published: 4 June 2021

Last updated: 1 February 2022

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1

Jo, Hyung Je, and Jong-Sung You. "Transferring Production Systems: An Institutionalist Account of Hyundai Motor Company in the United States." Journal of East Asian Studies 11, no. 1 (April 2011): 41–74. http://dx.doi.org/10.1017/s1598240800006949.

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Our goal in this article is to explain how South Korea's Hyundai Motor Company successfully transferred its production system to the United States. When a production system is transferred to another country, it is modified under the influences of different institutional environments. The key to the success of Hyundai Motor Manufacturing Alabama, Hyundai's transplant in Montgomery, Alabama, is found in Hyundai's relatively low dependence on skill formation and high reliance on numerical flexibility of its production system relative to its Japanese counterparts. While Japanese automakers had difficulties transferring their production system to their US transplants, Hyundai did not because its production system did not require highly skilled labor. Alabama's flexible labor market and the absence of labor unions enabled Hyundai to more efficiently utilize the numerical flexibility of production workers than was possible at its original plant in Korea, which suffered from adversarial labor relations. This case study casts doubt on the convergence model of technology and globalization, because it shows varieties of production systems developing under different institutional environments.

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2

Park, Young-Eun, and Dong-Kee Rhee. "Hyundai Motor Company in the Indian Market." Asian Case Research Journal 19, no. 01 (June 2015): 29–57. http://dx.doi.org/10.1142/s0218927515500029.

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This case study describes the strategies of Hyundai Motor Company for entering and working in India, as part of its global management strategies. With its huge potential in market development, India attracted worldwide attention and was a place of fierce competition among global corporations. In the automobile industry, Hyundai Motor India (HMI) went into the production of national vehicles for India's citizens through localization of products and marketing as well as standardization of manpower and organization. This study will examine the strategies and role of HMI as the future leader of domestic markets and outpost for global exportation.

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3

Oh, Seung-Youn. "Fragmented Liberalization in the Chinese Automotive Industry: The Political Logic behind Beijing Hyundai's Success in the Chinese Market." China Quarterly 216 (October 22, 2013): 920–45. http://dx.doi.org/10.1017/s0305741013001070.

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AbstractThis paper explains the extraordinary rise of the Beijing Hyundai Motor Company (BHMC), a joint venture between a state-owned enterprise run by the Beijing municipal government and Hyundai Motor Company. Within the span of three years, the BHMC soared to become China's second-ranked automotive manufacturer in terms of units sold. I highlight the role of the Beijing municipal government in creating favourable market conditions for the BHMC during its initial operation phase (2002–2005). The Beijing municipal government selectively adopted protectionist measures and liberalizing measures to promote its locally based company. I characterize this practice asfragmented liberalization,a system through which sub-national governments discriminately apply WTO or central government regulations to promote their local joint venture partner. In so doing, I also challenge the existing assumption that multinational companies are the drivers of economic liberalization, by showing Hyundai's support for local protectionism and industrial policy at the sub-national level.

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4

Hahn, Chan K., Edward A. Duplaga, and Janet L. Hartley. "Supply-Chain Synchronization: Lessons from Hyundai Motor Company." Interfaces 30, no. 4 (August 2000): 32–45. http://dx.doi.org/10.1287/inte.30.4.32.11642.

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5

Chung, Kyung‐won, Yu‐Jin Kim, and Sue Bencuya. "Hyundai Motor Company: Evolution of a Design Organization." Design Management Review 26, no. 3 (September 2015): 50–59. http://dx.doi.org/10.1111/drev.10333.

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6

Lansbury, Russell D., William Purcell, Chungsok Suh, and Seung-Ho Kwon. "The Global Strategies and Employment Relations Practices of the Hyundai Motor Company in Korea and India." Economic and Labour Relations Review 14, no. 1 (June 2003): 8–20. http://dx.doi.org/10.1177/103530460301400102.

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This paper examines the experience of the Hyundai Motor Company (HMC) managing its employees in a new plant established in Chennai, India. The establishment of the Indian plant in 1998 marked an important attempt by HMC to ‘relaunch’ its globalisation strategy after an earlier failure to manufacture in Canada. The ability of HMC to adopt an appropriate employment relations strategy in India will be an important factor determining its success as a global manufacturer. A key issue facing the Hyundai Motor Company of India (HMI) is the role to be accorded to unions and employee representation in the plant.

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Paul, Rik, and Debapratim Purkayastha. "Customer retention at Hyundai Motor India Ltd." Emerald Emerging Markets Case Studies 3, no. 3 (June 28, 2013): 1–12. http://dx.doi.org/10.1108/eemcs-06-2013-0078.

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Title – Customer retention at Hyundai Motor India Ltd. Subject area – Marketing management, services marketing, customer relationship management and strategic marketing management. Study level/applicability – This case can be taught effectively to MBA/MS students. Case overview – Hyundai Motor India Ltd (HMIL) commenced operations in India in 1996 and launched its first car in India – the Hyundai Santro – in 1998. Since then, there has been no looking back for the company. Its domestic and export sales figures have risen manifold each year and the car maker has gone on to become the second largest manufacturer in the Indian car market with a market share of 18.10 percent as of 2010-2011. By 2009-2010, most of the major international car makers were setting up production facilities in India. The market was set to become highly competitive and it became imperative for manufacturers like Maruti Suzuki India Ltd (MSIL) and HMIL to retain their customers in order to maintain their market share. Nalin Kapoor, General Manager (Sales & Marketing) was contemplating the marketing strategies he could use to counter the stiff competition. Customer retention was one of the major problems in the automobile industry as the purchase time span varied between three and five years and the cost of brand switching was nil. HMIL had been pursuing customer relationship management activities but its customer retention ratio was declining. Kapoor and his team decided to study the loyalty programs of some companies in the automobile industry to ascertain whether launching a loyalty card could solve their problem of retention. The marketing strategy department with the help of a management intern extensively studied the existing loyalty program of Hero Honda, MSIL, and Ford to identify how those programs were designed and promoted to the customer. The reports also indicated the shortcomings of each program and the features which were highly accepted by the customer. The loyalty program also had cost implications as there was a need for a strong technical support team to run it successfully. With the reports in hand, Kapoor was in a dilemma on whether launching a loyalty card would be feasible or not. If yes, then how should it be structured to motivate the customers to stay loyal to the company? Also, how could the cost in terms of promotion, training, and technical support be justified? If not a loyalty program, then what marketing strategies should the company pursue to retain customers effectively? The problem demanded immediate attention and action and Kapoor was well aware of the implications that a delay in decision making would have for the market share of the company in the growing and dynamic automobile industry in India. Expected learning outcomes – These include: the concept of customer relationship management; relationship marketing; customer retention; customer loyalty; customer profitability segments; relationship bonds; and designing loyalty programs. Supplementary materials – Teaching notes are available for educators only. Please contact your library to gain login details or email: support@emeraldinsight.com to request teaching notes.

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8

Kim, Illi, and Changhee Kim. "Supply Chain Efficiency Measurement to Maintain Sustainable Performance in the Automobile Industry." Sustainability 10, no. 8 (August 10, 2018): 2852. http://dx.doi.org/10.3390/su10082852.

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The automobile industry is set to undergo a structural transformation in the progress toward next-generation industries that involve autonomous vehicles and connected cars. Thus, supply chain management has become increasingly important for corporate competitiveness. This study aims to identify opportunities for improving supply chain performance by quantifying the impact of suppliers on the supply chain. An analysis was conducted in two phases. First, the efficiency of 139 partners that supply automobile components to the Hyundai Motor Company was measured using the Charnes–Cooper–Rhodes model, while the efficiency of Hyundai Motor Company’s 540 supply chains comprising partners, subsidiaries, and parent companies was measured using the network epsilon-based measure model. Second, the relationship between the partner efficiency and the supply chain efficiency was analyzed using the Mann–Whitney U test and the Tobit regression model. The results showed that efficient operation of partners hampers the efficiency of the total supply chain. Thus, there may be several partners that are not committed to quality improvement, while the Hyundai Motor Company seeks to promote quality management through win–win cooperation with partners. Consequently, automakers must review their partner management system, including their performance measurement and incentive systems.

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9

Park, Jeongkyu, Seungyoon Lee, Donghoon Kim, Youngpin Jin, Jongjin Park, and Saehoon Kim. "Demonstration Results of Fuel Cell Buses of Hyundai Motor Company." Transactions of the Korean hydrogen and new energy society 25, no. 3 (June 30, 2014): 264–70. http://dx.doi.org/10.7316/khnes.2014.25.3.264.

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10

Choe, Soonkyoo. "The Globalization of Hyundai Motor Company: Entrepreneurship, Strategy, and Luck." Korea Association of Business Education 33, no. 3 (June 20, 2018): 27–47. http://dx.doi.org/10.23839/kabe.2018.33.3.27.

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11

Kim, Dong‐Min, and Chris Choi. "Developing future leaders at Hyundai Motor Company through blended learning." Industrial and Commercial Training 36, no. 7 (December 2004): 286–90. http://dx.doi.org/10.1108/00197850410563920.

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12

Choi, Byunghun. "현대자동차(HMC)의 중국 사업 부진 연구 : 본원적 사업전략에서 베이징현대의 애매모호한 포지션 분석." Journal of China Area Studies 8, no. 3 (August 31, 2021): 153–79. http://dx.doi.org/10.34243/jcas.8.3.153.

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13

박태주. "A View on In-house Subcontract Workers in Hyundai Motor Company." Korean Journal of Labor Studies 19, no. 1 (June 2013): 105–37. http://dx.doi.org/10.17005/kals.2013.19.1.105.

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14

Suh, Chung-Sok, Yue Wang, Myung Hyun Nam, and Xiao Zhang. "Sequential internationalization, heterogeneous process and subsidiary roles: the case of Hyundai Motor Company*." Asia Pacific Business Review 20, no. 4 (October 22, 2012): 578–602. http://dx.doi.org/10.1080/13602381.2012.732330.

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15

Park, YoungWon, Paul Hong, JoonHyo Kim, and Woosang Hwang. "Building supply chain capabilities: a case study of Korean Hyundai-Kia Motor Company." International Journal of Logistics Systems and Management 9, no. 2 (2011): 238. http://dx.doi.org/10.1504/ijlsm.2011.041509.

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16

Hyun, Young-suk. "The new product development capabilities of the Korean auto industry: Hyundai Motor Company." International Journal of Vehicle Design 21, no. 1 (1999): 8. http://dx.doi.org/10.1504/ijvd.1999.001852.

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17

Myung, Chang-Sig. "A Comparative Study on the Environmental Management Strategy of Toyota and Hyundai Motor Company." INTERNATIONAL BUSINESS REVIEW 9, no. 2 (December 31, 2005): 135. http://dx.doi.org/10.21739/ibr.2005.12.9.2.135.

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18

Rhee, Dong Kee, Ribuga Kang, and Young Gon Cho. "A Case Study on The Globalization Process of Hyundai Motor Company: An Evolutionary Perspective." INTERNATIONAL BUSINESS REVIEW 12, no. 3 (September 30, 2008): 67. http://dx.doi.org/10.21739/ibr.2008.09.12.3.67.

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19

Kim, JinBaek, and Nam S. Lee. "Growth of Hyundai-Kia Motor Company through Technology Catch-Up, Quality Improvement, and Globalization." Korea Business Review 21, no. 1 (February 28, 2017): 83. http://dx.doi.org/10.17287/kbr.2017.21.1.83.

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20

박태주. "Issues and Tasks Surrounding ‘a Daytime Two-shift System’ Focusing on Hyundai Motor Company." Korean Journal of Labor Studies 15, no. 2 (December 2009): 317–47. http://dx.doi.org/10.17005/kals.2009.15.2.317.

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21

Lee, B. H., and H. J. Jo. "The mutation of the Toyota Production System: adapting the TPS at Hyundai Motor Company." International Journal of Production Research 45, no. 16 (August 15, 2007): 3665–79. http://dx.doi.org/10.1080/00207540701223493.

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22

Park, Min Woo. "Why Korean Fair Trade Commission allowed the Hyundai Motors Company to merge with the Kia Motor Company during the Asian Financial Crisis?" Commercial Law Review 34, no. 1 (May 31, 2015): 269–311. http://dx.doi.org/10.21188/clr.34.1.7.

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23

Jin, Rong. "Integrated Reporting: Its Benefits, International Framework and Quality Evaluation." Journal of Economics and Public Finance 7, no. 2 (March 2, 2021): p47. http://dx.doi.org/10.22158/jepf.v7n2p47.

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This article gives an explanation of the major objectives and crucial benefits of integrated reporting (IR). In addition, it describes the Guiding Principle “Stakeholder Relationships” and Content Element “Risks and Opportunities” of The International <IR> Framework, which is followed by the demonstration on how each of them supports the attainment of those benefits. Finally, this article critically chooses the 2016 annual report of Hyundai Motor Company as an example, evaluates the quality of report and examines its IR practice by assessing whether this company applies the selected Guiding Principle and Content Element effectively to help achieve major benefits of IR. The research method comprises the establishment of evaluation criteria and content analysis of annual reports.

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24

DooJoo Baek and Hyung-Je Jo. "Systemic Rationalization and Labor Flexibility: Focused on the In-House Subcontract of Hyundai Motor Company." Korean Journal of Labor Studies 15, no. 2 (December 2009): 349–83. http://dx.doi.org/10.17005/kals.2009.15.2.349.

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25

Wright, Christopher, Chung-Sok Suh, and Christopher Leggett. "If at first you don't succeed: globalized production and organizational learning at the Hyundai Motor Company." Asia Pacific Business Review 15, no. 2 (April 2009): 163–80. http://dx.doi.org/10.1080/13602380701698418.

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26

Kim, Ki Soon, Chang Ho Jung, In Sung Chang, and Heui Bom Lee. "Development of Remote Welding System Using Fiber Laser." Materials Science Forum 580-582 (June 2008): 511–14. http://dx.doi.org/10.4028/www.scientific.net/msf.580-582.511.

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In recent years, many of automotive companies are using laser welding in car body assembly shop. Even though laser welding is better than resistance spot welding in many points, its application has been limited in special manufacturing areas. This paper describes a new laser welding system named by Remote Welding System (RWS) developed at Hyundai Motor Company and comprised of fiber laser, industrial robot and remote welding head. In this technology, welding efficiency can be dramatically improved since its remote welding head where laser continuously finds next welding stitches in advance. Therefore, positioning time of laser is near to zero. It is a good solution for welding in mass production.

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27

Lee, Jungmin, and Jai S. Mah. "Korea’s Foreign Direct Investment in the Automotive Industry in China." China Report 54, no. 2 (March 25, 2018): 175–93. http://dx.doi.org/10.1177/0009445518761079.

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This article examines the impact of foreign-invested enterprises in the development of China’s automotive industry. It particularly focuses on the case of foreign direct investment (FDI) by a Korean firm, namely, the Hyundai Motor Company, in China. The Chinese government’s policy regarding the automotive industry allowed China’s domestic manufacturers to benefit from technology transfer, as foreign firms were not allowed to invest exclusively in China without a partnership. The contribution of Korea’s investment in China’s automotive industry would comprise the creation of job opportunities, technology transfer and the development of the automobile parts industry. Korea’s investment in the automotive industry of China has policy implications for China and other developing countries trying to expand their technology-intensive industries.

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28

Lee, Ki-Hoon. "Integrating carbon footprint into supply chain management: the case of Hyundai Motor Company (HMC) in the automobile industry." Journal of Cleaner Production 19, no. 11 (July 2011): 1216–23. http://dx.doi.org/10.1016/j.jclepro.2011.03.010.

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29

Scheff, Scott, Ferne Friedman-Berg, Jay Shively, and Andrew Carter. "Human Factors Challenges in Urban Air Mobility." Proceedings of the Human Factors and Ergonomics Society Annual Meeting 64, no. 1 (December 2020): 179–82. http://dx.doi.org/10.1177/1071181320641044.

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For several generations there has been the vision of the flying car, a way to leave the road behind and fly through the skies from one point to another above the urban landscape. Finally, we appear to be on the cusp of true urban air mobility (UAM). Companies such as Uber Elevate, Amazon Delivery Drones, Hyundai Motor Company, and KittyHawk are looking to change the way we transport not just ourselves, but packages too. With this UAM capability however, comes multiple challenges for the human factors practitioner. Topics covered in this panel discussion will include the various challenges associated with safely operating UAM platforms in the airspace, requirement considerations, workload factors, and machine vs. human automation needs. This diverse panel includes renowned UAM and unmanned systems experts representing Government and Industry.

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30

박태주. "The Impact of Long Working Hours on Conflicts between Work and Life - How do Workers of Hyundai Motor Company Live?" Korean Journal of Labor Studies 17, no. 2 (December 2011): 277–308. http://dx.doi.org/10.17005/kals.2011.17.2.277.

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31

Lansbury, Russell D., Seung-Ho Kwon, and Chung-Sok Suh. "Globalization and Employment Relations in the Korean Auto Industry: The Case of the Hyundai Motor Company in Korea, Canada and India." Asia Pacific Business Review 12, no. 2 (April 2006): 131–47. http://dx.doi.org/10.1080/13602380500532180.

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32

남명현. "The Improvement of Competitive Advantage and Internationalization Strategy of Hyundai Motor Company by Stages - Never-ending Challenges and Growth toward Global Markets -." Productivity Review 26, no. 2 (June 2012): 265–99. http://dx.doi.org/10.15843/kpapr.26.2.201206.265.

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33

Park, Sang-Young. "The Rise of ‘Anti-Hyundai Motor Company’ Sentiment and Korea’s Economic Nationalism : Theoretical Implications for the Transformation of the Korean Developmental State." OUGHTOPIA 33, no. 1 (May 31, 2018): 135–69. http://dx.doi.org/10.32355/oughtopia.2018.05.33.1.135.

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34

Barron, Andrew, Asier Pereda, and Stephen Stacey. "Exploring the performance of government affairs subsidiaries: A study of organisation design and the social capital of European government affairs managers at Toyota Motor Europe and Hyundai Motor Company in Brussels." Journal of World Business 52, no. 2 (February 2017): 184–96. http://dx.doi.org/10.1016/j.jwb.2016.11.006.

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35

Choi, Jungsu, Hyunjin Choi, Kyoungchul Kong, and Dong Jin Hyun. "An Adaptive Disturbance Observer for Precision Control of Time-Varying Systems**This research was supported by university-industry collaborative research project funded by Hyundai Motor Company." IFAC-PapersOnLine 49, no. 21 (2016): 240–45. http://dx.doi.org/10.1016/j.ifacol.2016.10.557.

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36

Lee, Sung-Jun, Sunteak Lee, and Joongwha Kim. "Uncovering the Dominant Discourses of Leadership in South Korean Chaebol Business Groups through Content-Analyzing New Year’s Messages: Focusing on Hyundai Motor Company, Hanwha and Lotte." Korean Academy Of Leadership 11, no. 5 (December 30, 2020): 221–48. http://dx.doi.org/10.22243/tklq.2020.11.5.221.

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37

Kang, Jiho, Junseok Lee, Dongsik Jang, and Sangsung Park. "A Methodology of Partner Selection for Sustainable Industry-University Cooperation Based on LDA Topic Model." Sustainability 11, no. 12 (June 25, 2019): 3478. http://dx.doi.org/10.3390/su11123478.

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In today’s knowledge-based society, industry-university cooperation (IUC) is recognized as an effective tool for technological innovation. Many studies have shown that selecting the right partner is essential to the success of the IUC. Although there have been a lot of studies on the criteria for selecting a suitable partner for IUC or strategic alliances, there has been a problem of making decisions depending on the qualitative judgment of experts or staff. While related works using patent analysis enabled the quantitative analysis and comparison of potential research partners, they overlooked the fact that there are several sub-technologies in one specific technology domain and that the applicant’s research concentration and competency are not the same for every sub-technology. This study suggests a systematic methodology that combines the Latent Dirichlet Allocation (LDA) topic model and the clustering algorithm in order to classify the sub-technology categories of a particular technology domain, and identifies the best college partners in each category. In addition, a similar-patent density (SPD) index was proposed and utilized for an objective comparison of potential university partners. In order to investigate the practical applicability of the proposed methodology, we conducted experiments using real patent data on the electric vehicle domain obtained from the Korean Intellectual Property Office. As a result, we identified 10 research and development sectors wherein Hyundai Motor Company (HMC) focuses using LDA and clustering. The universities with the highest values of SPD for each sector were chosen to be the most suitable partners of HMC for collaborative research.

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38

Reddy, L. Sudershan, Ranjith P V, Saili Sabnis, Varsha Ganatra, Kailash Shastry, Anastasya Elviona, Liem Gai Sin, et al. "Advertising Strategies of Hyundai Motors In Indian Market." International Journal of Accounting & Finance in Asia Pasific 4, no. 1 (February 27, 2021): 104–15. http://dx.doi.org/10.32535/ijafap.v4i1.1037.

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India’s leading passenger car exporter which is Hyundai Motors India Limited has a market share of India’s total car exports about 26 % in 2019. The term strategy is intended a lot for all business entities in today's competitive marketplace. When a company has a distinctive and distinct benefit, it must be inventive with its marketing strategy. Hyundai has introduced and embraced numerous strategies for securing the overall demand for brand placement. This study attempts to investigate traditional and digital advertising conducted by Hyundai Motors Company which will enhance the success of the company in terms of creating the brand and facilitating user engagement. Close-ended questionnaire is used to collect the data for this study. The data was collected from individuals with different income ranges in India through a non-probability purposive convenience sampling method. The result of this study showed that generation nowadays know more about the products through broadcast advertising such as TV and digital media rather than print media such as newspaper and magazine. Therefore, Hyundai Motors should invest more marketing strategy in broadcast and digital advertising.

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39

SHEVCHENKO, Inna, and Anastasiia PLAKHTII. "Integral assessment of innovation and investment potential of automotive industry of Ukraine." Economics. Finances. Law, no. 7 (July 30, 2020): 44–48. http://dx.doi.org/10.37634/efp.2020.7.10.

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Introduction. The automotive industry traditionally belongs to the innovation-active subsectors, where a large number of product and process innovations are produced annually, many newest engineering solutions are put into practice. In scientific literature there are numerous studies of innovation and investment potential at the macro, meso and micro levels of its manifestation, but scientists have not yet paid attention to the innovation and investment potential of the automotive industry. The purpose of the paper is development and testing the methodological tools for integral assessment of innovation and investment potential of the automotive industry. Results. In the article the authors propose an integral index of innovation and investment potential of automotive enterprises and a scale of interpretation of the values of this indicator. The integral assessment of innovation and investment potential of the automotive industry of Ukraine in the period 2014-2018 is done, in particular such automakers as: PJSC “Zaporizhzhya automobile plant”, сorporation “Bogdan”, PrJSC “Eurocar”, PrJSC “AvtoKrAZ”, PrJSC “BAZ”, PrJSC “Chasivoyarsky buses”, PrJSC “Chernihiv automobile plant”, PJSC “Cherkasy bus”. It was revealed that currently the leader of innovation and investment development of the automotive industry of Ukraine is PrJSC “Eurocar”, which is characterized by a high level of innovation and investment potential. This situation is due to the traditionally effective partnership on the basis of franchising and car assembly activities of PrJSC “Eurocar” with leading foreign automakers such as Škoda Auto, Volkswagen AG, Hyundai Motor Company. Other domestic automakers are characterized by an average level of innovation and investment potential, except for PrJSC “BAZ”, which is currently characterized by a low level of innovation and investment potential. Conclusion. In the period 2014-2018, the stimulators of the innovation and investment potential of the automotive industry of Ukraine were indicators of the cost of implemented investment projects, capital efficiency, material efficiency and productivity. Instead, mainly the destructive influence on the integral index of innovation and investment potential of the automotive industry of Ukraine in 2014-2018 was carried out by indicators of management efficiency, introduction of innovations, profitability of activity.

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40

Choi, Hyunjin, Kanghyun Kim, Pyeong-Gook Jung, Byeonghun Na, Dong-wook Rha, Kyungmo Jung, and Kyoungchul Kong. "Ankle Joint Moment Estimation Based on Smart Shoes * *This work was supported by Hyundai Motors Company." IFAC-PapersOnLine 50, no. 1 (July 2017): 1366–71. http://dx.doi.org/10.1016/j.ifacol.2017.08.234.

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41

Yeon Shick Ahn. "A Historical Significance and Implications on Hyundai Motors Company’ Unique Model “Pony” Project as a Large Scale Projects." Review of Business History 33, no. 4 (November 2018): 5–24. http://dx.doi.org/10.22629/kabh.2018.33.4.001.

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42

Haipeter, Thomas, and Hyung Je Jo. "Varieties of capitalism in multinational companies: A comparative study of Volkswagen Slovakia and Kia Motors Slovakia." Competition & Change 25, no. 1 (July 20, 2020): 31–51. http://dx.doi.org/10.1177/1024529420940925.

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This paper is about industrial relation (IR) strategies and practices in multinational companies (MNCs). It is based on a comparison of these practices in subsidiaries of different MNC within one country. We discuss how far differences and commonalities can be explained by national IR institutions, by company structures and cultures or by the agency of IR actors. In doing so, this will also address the broader question of how far the varieties of capitalism affect what MNCs do abroad and if, and in what way, they adapt to local conditions in terms of IRs and union structures. The paper is based on a case study comparison of two of the biggest automotive companies, Volkswagen and Hyundai, and their production locations in Slovakia. Both companies have different institutional backgrounds in their host countries with different patterns of labour relations, they are internationalized on a growing level and they both have foreign operations in identical countries like in Slovakia, which makes it possible to analyse the effects of institutions, strategies and labour agency by a comparison of establishments. There are two main findings exposing a strong interplay of the factors under scrutiny. First, in both companies, the local IR patterns are strongly shaped by the varieties of institutions at the company headquarters, whereas the IR institutions of the host country are adapted to them; and second, agency plays a growing role as the labour shortage improves the power position of the unions.

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43

Lee, Jungyoun, Jungyeon Kim, Jiwoo Kim, and Seungho Choi. "Why Localization Is Necessary as a Business Strategy in Emerging Markets: The Case Comparison of Hyundai and Volkswagen." Journal of Open Innovation: Technology, Market, and Complexity 7, no. 3 (August 18, 2021): 190. http://dx.doi.org/10.3390/joitmc7030190.

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Localization, the process of establishing the most adequate system in the target market according to the given environment to produce the most viable product in the market, can help multinational enterprises (MNE) to better understand the market, and take the most appropriate actions needed. Business strategies in emerging markets must account for the environment’s distinctive characteristics because emerging markets are characterized by underdeveloped institutions, also known as institutional voids. What would be the best strategy to respond to these voids? The primary focus of this article is to investigate how multinational businesses deal with the institutional voids of emerging markets such as the Indian automobile market, and how the different strategies affect the players’ performances. By comparing Hyundai Motors Company and Volkswagen Auto Group’s different strategical approaches, this research demonstrates that better creation of a local value chain and ecosystem leads to better performance in emerging markets. Survival within emerging markets requires thorough market analysis in an institutional context, and rapid response to environmental shifts resulting from institutional voids. Localization can help in both aspects.

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Mahajan, Siddharth, and Mainak Sarkar. "How Does Financial Performance of MNCs in the Automobile Sector Compare with Indian Companies? An Analysis Using Financial Ratios." Paradigm 11, no. 2 (July 2007): 38–45. http://dx.doi.org/10.1177/0971890720070207.

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We compare the financial performance of three Indian companies, Tata Motors, Maruti, and Mahindra & Mahindra with two MNCs, Honda and Hyundai. While it would be desirable to include other MNCs in the study, data on only these two MNCs are available in the PROWESS database as these are the only ones listed on the stock exchange. In order to compare the financial performance, we use ten ratios. There are four profitability ratios, four liquidity ratios and two solvency ratios. The profitability ratios used are profit margin, asset turnover, return on assets, and return on equity. The liquidity ratios used are current ratio, quick ratio, debtor turnover and inventory turnover. The solvency ratios used are debt to equity ratio and interest coverage ratio. For each ratio we find the average performance for the three Indian companies and the average performance for the two MNCs. The averages are compared. We also find the coefficient of variation for Indian companies and for MNCs for each of the ten ratios. A high average performance on a particular ratio combined with a lower coefficient of variation would definitely indicate a better performance by a particular group. Based on this criterion, MNCs have a better performance than Indian companies on return on assets and interest coverage ratio. On the other hand, Indian companies have a better performance than MNCs on return on equity. For each of the ten ratios, we also look at data from 2002 to 2006 for each of the five companies. Using regression, we see if the trend in each ratio for each company is statistically significant. This would indicate whether a company is on an improvement path, based on a particular ratio.

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45

Figuera Vargas, Sorily Carolina, Sonia Vargas Torres, and Juan Fernando Puertas Barahona. "El Principio kompetenz - kompetenz del arbitraje comercial internacional en la jurisprudencia del Tribunal Supremo de Justicia Venezolano." Revista de la Facultad de Jurisprudencia RFJ, December 27, 2018, 23. http://dx.doi.org/10.26807/rfj.v0i4.96.

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desde la creación del Tribunal Supremo de Justicia venezolano (TSJ) en 1999, una serie de sentencias dictadas por la Sala Político Administrativa fijaron un antecedente contraproducente al desconocer el principio kompetenz - kompetenz propio del arbitraje comercial internacional. Así, por ejemplo, en las sentencias que se pronunciaron sobre los asuntos Hyundai de Venezuela C.A. c. Hyundai Motor Company [1]del año 1999 y Consorcio Barr S.A c. Four Seasons Caracas C.A.,[2] ese Máximo Tribunal omitió dicho principio. A pesar de ello, luego el TSJ dio un viraje y en el asunto Astivenca Astilleros de Venezuela, C.A. c. Oceanlink Offshore III A/S[3] del año 2010, dictó una sentencia con carácter vinculante, que constituyó un decisivo respaldo al principio kompetenz - kompetenz en el arbitraje comercial internacional. En las próximas páginas se presenta un análisis jurisprudencial, enfocado en diferentes sentencias dictadas por el TSJ, donde se estudia la evolución de la institución del arbitraje comercial internacional y el principio kompetenz - kompetenz en el sistema jurídico de ese país suramericano. Se pretende entonces, incentivar la disertación sobre este tema tan importante en la esfera del Derecho de los Negocios Internacionales.

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Lansbury, R. D. "Globalization and employment relations in the Korean auto industry: the case of the Hyundai Motor Company in Korea, Canada and India." Human Resource Management International Digest 14, no. 6 (October 2006). http://dx.doi.org/10.1108/hrmid.2006.04414fad.011.

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