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Books on the topic 'MNCH'

Author: Grafiati

Published: 4 June 2021

Last updated: 16 June 2025

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1

Pakistan) Punjab Economic Research Institute (Lahore. Third party evaluation of MNCH related indicators for minimum service delivery standards in 10 selected districts of Punjab: 2010. Punjab Economic Research Institute, 2010.

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2

N, Prasain J., Rimāla Vishṇu, and Nepāla Ṭreḍa Yūniyana Mahāsaṅgha, eds. Focus to MNCs: GEFONT study on the status of JV/MNC enterprises in Nepal, employment, and the situation of women. GEFONT, 2006.

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3

Kim, Yeon Hak. Strategic control in Korean MNCs. Manchester Business School, 1994.

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4

Maimone, Fabrizio. Intercultural Knowledge Sharing in MNCs. Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-57297-0.

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5

Shiva, Ramu S. MNCs and India's new economic policy. Indian Institute of Management, 1994.

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6

Awuah, Gabriel Baffour. The presence of multinational companies (MNCS) in Ghana: A study of the impact of the interaction between an MNC and three indigenous companies. Department of Business Studies, Uppsala University, 1994.

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7

Kagono, Tadao. Organisational peristroika: Intra-company markets in Japanese MNCs. Manchester Business School, 1993.

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8

Černý mnich: A. P. Čechov, osobnost a dílo. Tilia, 2002.

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9

Nohria, Nitin. Requisite complexity: Organizing headquarters-subsidiary relations in MNCs. INSEAD, 1990.

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10

Strategy, structure, and performance of MNCs in China. Quorum Books, 2001.

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11

Junior, Elson Moura Dias, and Thiago Firmino de Lima. MNCR: 10 anos na luta pela regulamentação do trabalho. UEFS Editora, 2012.

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12

Liberman, Leonardo, and William Newburry, eds. Internationalization, Innovation and Sustainability of MNCs in Latin America. Palgrave Macmillan UK, 2013. http://dx.doi.org/10.1057/9781137024138.

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13

Schütte, H. Regional headquarters of Japanese and Western MNCs: A comparative study. INSEAD, 1997.

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14

Schutte, H. Regional headquarters of Japanese and Western MNCs: A comparative study. INSEAD, 1997.

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15

Bień-Orlicz, Krystyna. O sprawiedliwy wymiar kary: Losy organizacji niepodległościowej Ludwika Machalskiego ps. "Mnich". Wysoki Zamek, 2012.

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16

Hadjikhani, Amjad. International business and political crisis: Swedish MNCs in a turbulent market. Ubsaliensis S. Academiae, 1996.

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17

Schutte, H. Regionalisation of globalthinking: Strategy and organisation of European MNCs in Asia. INSEAD, 1997.

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18

Natarajan, S. The impact of MNC investments in Malaysia, Singapore & Thailand. ASEAN Economic Research Unit, Institute of Southeast Asian Studies, 1992.

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19

Technology assimilation in joint ventures: The Indo-MNC experience. Response Books, 2001.

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20

Tax planning for U.S. MNCS with EU holding companies: Goals, tools, barriers. Kluwer Law International, 2003.

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21

Ghoshal, Sumantra. Interunit communication within MNCs: The influence of formal structure versus integrative processes. INSEAD, 1991.

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22

Schütte, H. Regionalisation of global thinking: Strategy and organisation of European MNCs in Asia. INSEAD, 1996.

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23

Nangia, Raj Sethi. Disclosure practices of corporate sector: A comparison between MNCs and Indian corporates. New Century Publications, 2005.

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24

Dorfmueller, Pia. Tax planning for U.S. MNCS with EU holding companies: Goals, tools, barriers. Kluwer Law International, 2003.

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25

Lipsey, Robert E. Trade and production networks of U.S. MNCs and exports by their Asian affilates. National Bureau of Economic Research, 1995.

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26

Emadi-Moghadam, Mehrdad. The human capital-product management relationship in imperfectly competitive markets: Self-managed firmsv MNCs. Staffordshire Polytechnic Business School, 1992.

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27

Cantwell, John. MNCs, technological innovation and regional systems in the EU: some evidence in the Italian case. University of Reading, 1998.

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28

Borsos-Torstila, Julianna. The determinants of foreign direct investment operations of Finnish MNCs in transition economies, 1990-1995. Helsinki School of Economics and Business Administration, 1999.

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29

John, Cantwell. Sticky places in slippery space: The location of innovation by MNCs in the European regions. University of Reading, 2000.

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30

Schweizer, Roger. An arranged marriage under institutional duality: The local integration process between two globally merging MNCs' subsidiaries. BAS Publishing, 2005.

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31

Rianto, Yan. Pembelajaran teknologi di perusahaan manufaktur Indonesia: Kajian interaksi antara MNC dengan perusahaan lokal. Lembaga Ilmu Pengetahuan Indonesia, Pusat Penelitian Perkembangan Iptek, 2009.

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32

Nolan, Kevin J. A comparison of foreign direct investment strategies of US MNCs in Eastern Europe: Wholly-owned subsidiary versusinternational joint venture. University College Dublin, 1995.

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33

Al-Jawhary, Ahmed. Source country governmental effect component of foreign business involvement decision by MNCs into the emerging markets of central & eastern europe. Sheffield University Management School, 1997.

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34

Al-Jawhary, Ahmed G. Source country governmental effect component of foreign business involvement decision by MNCs into the emerging markets of Central & Eastern Europe (CEE). Sheffield University, School of Management, 1997.

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35

McCoy, K. The factors which influence the degree of standardisation in marketing programmes of MNC subsidiaries in Ireland: An empirical investigation. University College Dublin, 1995.

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36

Kua guo gong si zhuan rang ding jia yu zheng fu gui zhi yan jiu = Research on MNCs' transer pricing and government regulation. Ke xue chu ban she, 2013.

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37

Nakamura, Masahide. Kokusai iten kakaku no keieigaku: Takokuseki kigyō no kokusai senryaku to Gasshūkoku sozei saiban 12-kēsu = Transfer pricing case-studies and international business strategy of MNCs. Seibunsha, 2006.

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38

Kua guo gong si ji shu chuang xin yao su de guo ji liu dong yan jiu: A study on global movement of MNCs' technology innovation factors. Zhongguo jing ji chu ban she, 2011.

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39

Badar, Syaeful. Desa siaga sebuah kesaksian: Refleksi pengalaman advokasi membangun desa siaga melalui isu Maternal dan Neonathal Health (MNH) di Cirebon dan Kuningan Jawa Barat. Koperasi Warga Siaga "Siaga Mandiri" Kota Cirebon, 2008.

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40

Kua guo gong si zai fa zhan zhong guo jia R&D tou zi de qu wei mo shi yan jiu: The location patterns of MNCs' overseas R&D investment in developing countries. Shanghai she hui ke xue yuan chu ban she, 2007.

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41

Quan qiu yan fa wang luo: Kua guo gong si yan fa quan qiu hua de kong jian jie gou yan jiu = Global R&D network : a research on spatial structure of MNCs' R&D globalization. Jing ji guan li chu ban she, 2007.

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42

Tsai, Tsung and George Crane. Die Hhle des Meisters: Ein Zen-Mnch und ein Schriftsteller suchen das verlorene Herz Chinas. Ansata Verlag, 2000.

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43

Amann, Edmund. Multinational Corporations from Brazil. Edited by Edmund Amann, Carlos R. Azzoni, and Werner Baer. Oxford University Press, 2018. http://dx.doi.org/10.1093/oxfordhb/9780190499983.013.34.

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Following an overview of relevant theoretical considerations centering on Mathews’s view of the potential sources of emerging market multinational corporation (MNC) advantage, this chapter presents a brief survey of statistical trends surrounding Brazilian outward foreign direct investment (FDI) over the past 15 years or so. The chapter characterizes the sectoral orientation of Brazilian MNCs, pointing out the significant natural-resource base (NRB) focus of many of the largest enterprises. It also considers the broad policy-related factors that have helped propel the recent surge in outward investment. The chapter concludes by considering the challenges currently facing Brazilian MNCs. Not the least of these is the current wave of corruption scandals surrounding key MNCs in the energy and construction sectors. It is argued that these partly underlie a process of consolidation and divestment that is taking place in many of Brazil’s largest MNCs.

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44

Björkman, Ingmar, Mats Ehrnrooth, Kristiina Mäkelä, Adam Smale, and Jennie Sumelius. Talent Management in Multinational Corporations. Edited by David G. Collings, Kamel Mellahi, and Wayne F. Cascio. Oxford University Press, 2017. http://dx.doi.org/10.1093/oxfordhb/9780198758273.013.16.

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Abstract:

The focus of the chapter is on the practices used by multinational corporations (MNCs) to manage employees defined as “talent.” We examine the content of corporate practices, the actors involved in carrying out these practices and the roles they are playing, and the effects of these practices on outcomes at different levels of analysis. Efforts are made to identify promising ways to enhance our knowledge of talent management in the context of MNCs. By way of an illustration of the kinds of issues covered, we present the talent-management practices of one MNC in particular, the Finland-based elevator and escalator company KONE.

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45

Mnich bez twarzy. Wydawnictwo Jedność, 2005.

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46

Mikler, John, and Karsten Ronit. MNCs in Global Politics. Edward Elgar Publishing, 2020. http://dx.doi.org/10.4337/9781789903232.

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47

Głodny mnich czyli sekrety refektarza. Baobab, 2012.

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48

Chowdary, Nagendra V. MNCs in China ; Perspectives and Cases. Institute of Chartered Financial Analysts of India (ICFAI) University Press, 2004.

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49

Taylor, Robert, and Bernadette Andreosso-O’Callaghan. Emerging Asian Economies and MNCs Strategies. Edward Elgar Publishing, 2016. http://dx.doi.org/10.4337/9781785364068.

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50

Ghauri, Pervez N., Qadir Mohiuddin, Stefania Mariano, and Mirghani Mohamed. Role of Expatriates in MNCs Knowledge Mobilization. Emerald Publishing Limited, 2011.

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