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Journal articles on the topic 'Multinational companies (MNC)'

Author: Grafiati
Published: 4 June 2021
Last updated: 13 February 2022

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1

Pesalj, Biljana. "Competitive advantages of multinational companies: A review of theoretical approaches." Medjunarodni problemi 63, no. 2 (2011): 237–59. http://dx.doi.org/10.2298/medjp1102237p.

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According to knowledge and network-based theories of multinational companies (MNCs), the main source of MNC competitive advantage is the creation and transfer of knowledge within the MNC system. The processes of knowledge creation and knowledge transfer are extensively investigated in the present literature. However, there are issues that are still underdeveloped, such as control and organizational mechanisms as a micro foundation of modern MNC theories. This paper is aimed at presenting an overview of the modern theoretical approaches of MNC competitive advantages from the managerial point of
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Titisari, Kartika Hendra. "PRAKTEK CORPORATE SOCIAL RESPONSIBILITY (CSR) DI PERUSAHAAN MULTINASIONAL." Riset Akuntansi dan Keuangan Indonesia 2, no. 1 (2017): 19–26. http://dx.doi.org/10.23917/reaksi.v2i1.3497.

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Purpose - In line with the stakeholder, social contract, and the legitimacy theory of the company's obligations under the CSR to maintain sustainability. The purpose of this article is to know the CSR practices of multinational companies in various countries.Design / methodology / approach - Overview is based on 15 articles published from 2007 to 2015 in academic databases are Emerald and Proquest with keywords CSR, MNC, and Multinational.Findings - Through a review of the literature, this paper presents the implementation of CSR in multinational companies in various countries, which requires
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3

Martins, Fellipe Silva, Wagner Cezar Lucato, Leonardo Vils, and Fernando Antonio Ribeiro Serra. "The effects of market and entrepreneurial orientation on the ambidexterity of multinational companies’ subsidiaries." European Business Review 32, no. 1 (2019): 4–25. http://dx.doi.org/10.1108/ebr-05-2018-0110.

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Purpose This study aims to explore the effect of crises on multinational companies’ (MNC) subsidiaries’ performance. It is hypothesized that crisis-led business underperformance will lead subsidiaries to choose market oriented or entrepreneurial oriented strategies (or both, “ambiorientation”). Finally, this study explores the idea that subsidiaries address market orientation (MO)-based strategies will address both exploration and exploitation outcomes, whereas those that choose entrepreneurial orientation (EO)-based strategies will focus on exploration only. Design/methodology/approach Partia
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LiTrond Randøy, Jiatao, and Trond Randøy. "Resource Flows within Multinational Corporations: Implications for Subsidiary Strategy." Journal of International Business and Economy 3, no. 1 (2002): 25–46. http://dx.doi.org/10.51240/jibe.2002.1.2.

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Built on the network conceptualization of the multinational corporation (MNC) in the literature, this paper explores three sets of intra-MNC resource flows that facilitate global integration: capital, knowledge, and product flows. By considering both the direction and intensity of the resource flows, this paper presents a framework for analyzing the strategic roles of foreign subsidiaries. We explore this framework with data on U.S. subsidiaries of foreign companies in 46 manufacturing and service industries and 24 MNC home countries. Differences in subsidiary roles are analyzed along two dime
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Kankaanranta, Anne, Päivi Karhunen, and Leena Louhiala-Salminen. "“English as corporate language” in the multilingual reality of multinational companies." Multilingua 37, no. 4 (2018): 331–51. http://dx.doi.org/10.1515/multi-2017-0077.

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AbstractThis conceptual paper advances the notion of “English as corporate language” in the multilingual reality of multinational companies (MNC) with novel insights from the English as lingua franca (ELF) paradigm of sociolinguistics. Inspired by Goffman, Erving. 1959.The presentation of self in everyday life. New York: Doubleday. dramaturgical metaphor of social life, we develop the notion of English as corporate language by making a distinction between the frontstage official language used in corporate communication and backstage working language used in interactions among MNC employees. We
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Abdul Wahab, Nor Shaipah, and Collins G. Ntim. "Malaysian multinational companies (MNC): Permanent and temporary nature of tax planning." Cogent Business & Management 3, no. 1 (2016): 1248644. http://dx.doi.org/10.1080/23311975.2016.1248644.

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Herrigel, Gary B. "Experimentalist systems in manufacturing multinationals." critical perspectives on international business 14, no. 4 (2018): 362–82. http://dx.doi.org/10.1108/cpoib-10-2017-0063.

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Purpose The purpose of this paper is to apply experimentalist framework to understand self-optimizing efforts within German manufacturing multinationals. Benefits and characteristic obstacles to diffusion are discussed. Mechanisms for combatting obstacles are outlined. Design/methodology/approach Qualitative case studies, interview-based research, processual and reflexive action theory are applied to the governance of manufacturing-based multinational enterprises. Findings Uncertainty is an ineradicable element in multinational companies (MNC) FDI operations. Self-optimizing systems, many with
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8

Mohamed, Mona A. "The Role of Information Technology in the Advancement of Multinational Corporations’ Intellectual Capital." International Journal of Productivity Management and Assessment Technologies 1, no. 3 (2012): 1–17. http://dx.doi.org/10.4018/ijpmat.2012070101.

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The article provides a systematic multidisciplinary framework that defines the role of Information Communication Technology (ICT) in leveraging Intellectual Capital (IC) across borders and between headquarters and subsidiaries of Multinational Companies (MNCs). In reaching this goal, this article investigates the strategic importance and value of ICT in the management of IC within MNC ecosystem. More importantly, the paper addresses the transubstantiation of MNC into boundaryless Global Knowledge-Based Organization (GKB-MNC) which ultimately propagates into Learning MNC (LMNC). The latter is a
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Ratkovic, Tatjana, and Ranko Orlic. "Transfer of performance appraisal practices from MNC parent to subsidiaries in Serbia." Ekonomski anali 60, no. 204 (2015): 105–26. http://dx.doi.org/10.2298/eka1504105r.

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This paper seeks to address one of central issues in the international human resource management literature regarding the extent to which foreign subsidiaries of multinational companies (MNCs) tend to implement performance appraisal practices and policies of the parent company versus those of local companies in the host country. The study conducted in 65 subsidiaries of foreign- owned multinational companies in Serbia found that performance appraisal practices in MNC subsidiaries in this transition country closely resemble parent company practices. The conclusion drawn from the study is that t
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Cubillo, José María, and Julio Cerviño. "International Entrepreneurship in Local SME Supplier Networks." International Journal of Entrepreneurship and Innovation 5, no. 4 (2004): 231–39. http://dx.doi.org/10.5367/0000000042378169.

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The objective of this study is to analyse the influence of a multinational corporation (MNC) on the productive network of the host territory and the proliferation of entrepreneurs. In particular, an attempt has been made to analyse the influence on the exporting activities of local SMEs – both suppliers and non-suppliers. The study has shown that strategic integrated suppliers show greater exporting tendencies than those that are not considered to be strategic suppliers for an MNC. Similarly, those companies whose founder and/or part of the executive team have worked previously in a multinatio
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11

AlDiab, Taisier F., Marwan M. Zoubi, and Phillip W. Thornton. "The Effect Of Changes In The Dollar Foreign Exchange Rate On Stock Returns Of Multinational Corporations." Journal of Applied Business Research (JABR) 10, no. 4 (2011): 142. http://dx.doi.org/10.19030/jabr.v10i4.5916.

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<span>Exchange rate movements are considered to be one of the key factors affecting the operating results of multinational corporations (MNC). Several studies have examined the effect of changes in dollar exchange rates on the stock prices of MNC. The results of these studies have been inconclusive about the effects of changes in the dollar exchange rate on the stock prices of companies with significant overseas operations. This study extends previous research by testing the impact of changes in the dollar exchange rate on security returns of MNC using an event study methodology. The res
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María Cubillo‐Pinilla, José. "Export behavior in MNC suppliers networks: the Spanish automotive industry case." International Journal of Commerce and Management 18, no. 2 (2008): 102–22. http://dx.doi.org/10.1108/10569210810895212.

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PurposeThe purpose of this paper is to analyze the transference of managerial skills from the multinational corporation (MNC) to local companies related to the exporting process. In particular, small‐ and medium‐sized companies.Design/methodology/approachA local productive system was selected, involved in the manufacturing of lighting systems for automobiles (main and auxiliary headlamps and rear lighting), and made up of small‐ and medium‐sized companies led by a single MNC which contracts out to the local industry. The analysis includes both suppliers to the multinational as well as non‐supp
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13

Wellalage, Nirosha Hewa, and Stuart Locke. "Does CEO duality is really matter? Evidence from an emerging market." Corporate Ownership and Control 8, no. 4 (2011): 112–22. http://dx.doi.org/10.22495/cocv8i4p7.

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The relationship between board leadership, firm financial performance and agency costs is examined on behalf of a sample of multinational company subsidiaries (MNCs) and local public companies (LPCs) in Sri Lanka. Five years of data for 86 MNC subsidiaries and 113 LPCs, are collected and observations are analysed using a dynamic panel GMM estimation. This study provides empirical support for stewardship theory and contingency theory when firms are multinational subsidiaries. Moreover, findings support agency theory when firms are local public companies. Finally, this study indicates that there
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Szalavetz, Andrea. "Intangible investments at multinational companies’ manufacturing subsidiaries: do they promote innovation-based upgrading?" Equilibrium 12, no. 1 (2017): 63. http://dx.doi.org/10.24136/eq.v12i1.4.

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Research background: Despite a widely acknowledged importance of intangible capital as the main driver of value creation, papers discussing corporate intangible investments tend to focus only on multinational companies, i.e. on headquarters (HQ). There are few papers scrutinising the specific attributes of intangible investments at manufacturing subsidiary level. This is, however, an important topic to investigate, since intangible investments can boost subsidiary upgrading. Intangible investments contribute to subsidiaries’ acquiring capabilities that allow them to enhance the scope of their
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Bartel-Radic, Anne. "“Estrangeirismo” and flexibility: intercultural learning in Brazilian MNCs." Management international 17, no. 4 (2013): 239–53. http://dx.doi.org/10.7202/1020680ar.

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How do Multinational Companies (MNC) learn to adapt to foreign markets and cultural differences ? We examine seven qualitative case studies of Brazilian MNCs which show that international experience and intercultural interaction, supported by geocentric international human resource strategies, are key factors in the organizational development of intercultural competence. Brazil appears to be a particularly interesting case, as certain characteristics of Brazilian culture, such as “estrangeirismo” and flexibility, seem to foster the development of intercultural competence.
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Takhtehkar, Jawad Sayadi, and Martijn F. Rademakers. "Solving Post-acquisition Integration Failure from the Outside-in." Journal of Creating Value 6, no. 2 (2020): 232–48. http://dx.doi.org/10.1177/2394964320967787.

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In this article, we argue that post-acquisition performance can be improved by adding an outside-in business-level strategy to synergy-driven corporate-level strategy. Multinational companies (MNCs) frequently opt to accelerate new business development through the acquisition of innovative companies. We present an in-depth case study of an integration failure after a multi-million-dollar acquisition and also explore how the integration was eventually turned into a success. Initially, the synergies between the MNC legacy business and the acquired company do not play out as expected. As new busi
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17

Szanto, Richard. "The Online Communication of Corporate Social Responsibility in Subsidiaries of Multinational Companies in Hungary." Organizacija 51, no. 3 (2018): 160–68. http://dx.doi.org/10.2478/orga-2018-0017.

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AbstractBackground and Purpose: Many studies have explored the differences in the management of corporate social responsibility (CSR) of multinational companies across the globe. The main question of the study was, are there differences between CSR practices between home country and host country operations?Design/Methodology/Approach: This study investigates the differences in online CSR communication between global corporate websites and the webpages of local subsidiaries in Hungary. The sample contains 70 multinational companies (MNCs) and their Hungarian subsidiaries. All the subsidiaries o
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Qamar, Ahsan, Ahmad Jusoh ., and Halimah Idris . "A Study on Work Design and Country Values." Journal of Economics and Behavioral Studies 5, no. 1 (2013): 38–43. http://dx.doi.org/10.22610/jebs.v5i1.378.

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The performance of an organization is dependent on the work design or in other words, the job design. It includes the elements of work included in the job as well as the work environment. With the creation of multinational companies operating in different countries, the cultural element has been added to the organization entity. The question has been whether work design of an MNC, which was originated in the country of origin of the MNC, can also be exported to other countries resulting in the same efficiency of work. This study through literature review looks into major work designs developed
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19

Leavy, Brian. "India: MNC strategies for growth and innovation." Strategy & Leadership 42, no. 2 (2014): 30–39. http://dx.doi.org/10.1108/sl-01-2014-0002.

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Purpose – Companies with global ambitions need to pay close attention to how innovation is achieved in India. In particular, corporate leaders still have much to learn about how this economic powerhouse is likely to develop in the coming decades and what strategy and innovation plays are most likely to be successful. Design/methodology/approach – This “Masterclass” examines the lessons from three important recent books that offer valuable insights on how Indian businesses are addressing the innovation challenge: Conquering the Chaos by Ravi Venkatesan, former Chairman of Cummins India and Micr
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Wali Ullah, G. M., Sarwar Uddin Ahmed, Samiul Parvez Ahmed, and Kazi Md Jamshed. "Do Multinational Companies Practice Good Corporate Governance? Empirical Evidence from Bangladesh." International Journal of Accounting and Financial Reporting 7, no. 2 (2017): 96. http://dx.doi.org/10.5296/ijafr.v7i2.11843.

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Corporate Governance refers to the way an organization is directed, administrated or controlled. It includes the set of rules and regulations that affect the manager's decision and contribute to the way company is perceived by the current and potential stakeholders. The corporate governance structure specifies the distribution of rights and responsibilities among different participants in the corporation such as; boards, managers, shareholders and other stakeholders and spells out the rules and procedures and also decision-making assistance on corporate affairs. Corporate governance practices
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Zhao, Ke, Xiaowen Ye, Yu Zhang, and Thomas Wienold. "Developing Language Operative Capacity in a Subsidiary of a German MNC in China." Círculo de Lingüística Aplicada a la Comunicación 86 (April 16, 2021): 55–67. http://dx.doi.org/10.5209/clac.75495.

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One of the key challenges of language management in multinational companies is developing corporate language capacities to fulfil business goals. Yet the notion of corporate language capacity remains to be explored and developed in research. To address this gap, this study aims to conceptualise corporate language operative capacity and investigate how it is developed at a German multinational corporation that specialises in providing business software. Participants in this study were six staff members at different levels, namely two vice presidents and four senior managers from different depar
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Becker-Ritterspach, Florian, and Christoph Dörrenbächer. "Intrafirm Competition in Multinational Corporations: Towards a Political Framework." Competition & Change 13, no. 3 (2009): 199–213. http://dx.doi.org/10.1179/102452909x451332.

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Intrafirm competition is one of the most contentious issues in multinational companies (MNCs). It occurs when different subsidiaries of an MNC overlap with regard to products, markets or technologies and headquarters try to make use of this overlap by coercive comparisons. It also occurs when a subsidiary takes an initiative that challenges an existing mandate of another subsidiary. Despite the large potential for conflict in intrafirm competition, neither the literature on intrafirm competition nor the more extensive literature on subsidiary mandate change has paid systematic attention to the
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Yunis, Mohammad, Dima Jamali, and Hina Hashim. "Corporate Social Responsibility of Foreign Multinationals in a Developing Country Context: Insights from Pakistan." Sustainability 10, no. 10 (2018): 3511. http://dx.doi.org/10.3390/su10103511.

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This paper aims to explore the dynamics of corporate social responsibility (CSR) of multinational companies (MNCs) subsidiaries operating in Pakistan. To do this, the corporate social performance (CSP) model, has been modified and integrated with the relevant models of CSR for multinational companies (MNCs). Empirical evidence from MNCs operating in the developing country context was collected and analyzed from MNCs operating in Pakistan. Findings from semi-structured interviews uncover that CSR is yet to institutionalize and most MNC executives understand CSR in narrow philanthropic and ethic
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Oh, Mi-Young, and Jyotika Ramaprasad. "Influence of Corporate Image and Country of Origin Image on South Korean Attitudes towards and Beliefs about Foreign Subsidiaries." Communication and Culture in Korea 13, no. 1 (2003): 95–117. http://dx.doi.org/10.1075/japc.13.1.07oh.

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This study examined the South Korean public’s image of the multinational corporations (MNCs) Coca-Cola and Sony and their countries of origin (the U.S. and Japan) as well as the attitude toward and beliefs about the South Korean subsidiaries of these companies. The study also investigated the relationship between MNC and country images, on the one hand, and attitudes and beliefs about the subsidiaries, on the other.This study examined the South Korean public’s image of the multinational corporations (MNCs) Coca-Cola and Sony and their countries of origin (the U.S. and Japan) as well as the att
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Momin, Mahmood Ahmed, and Mohammed Hossain. "Corporate social responsibility (CSR) reporting by multinational corporations (MNCs) subsidiaries in an emerging country." Corporate Ownership and Control 9, no. 1 (2011): 96–114. http://dx.doi.org/10.22495/cocv9i1art6.

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The paper examines the extent of corporate social responsibility (CSR) Reporting by subsidiaries of multinational corporations in Bangladesh in two different steps. At the first step, the study explores the general trend of CSR Reporting in Bangladesh, and then examines in more detail: (a) CSR of subsidiaries of MNCs and (b) CSR of UK MNCs and their subsidiaries in Bangladesh. Content analysis has been used to capture the nature and quantity of CSR issues provided in the annual reports by the companies that were listed on the Dhaka Stock Exchange during the study. The paper suggests that CSR R
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Holmström Lind, Christine, Olivia Kang, Anna Ljung, and Mats Forsgren. "MNC involvement in social innovations: the issue of knowledge, networks and power." critical perspectives on international business 16, no. 1 (2018): 79–99. http://dx.doi.org/10.1108/cpoib-09-2017-0060.

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Purpose This paper aims to develop a conceptual framework and presents a number of propositions relating to why and how multinational companies (MNCs) engage in social innovations. The central focus is on the role of MNC knowledge, networks and power for their involvement in social innovations. Design/methodology/approach The authors combine literature on social innovations, business innovations and MNC literature, and present a number of propositions dealing with the link between MNC knowledge, networks and power-relations and their potential involvement in social innovations. Findings The au
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Ahmad, Mansoor, Matthew M. C. Allen, Muhammad Mustafa Raziq, and Wali ur Rehman. "Converging HRM practices? A comparison of high performance work system practices in MNC subsidiaries and domestic firms in Pakistan." Employee Relations: The International Journal 41, no. 5 (2019): 931–48. http://dx.doi.org/10.1108/er-01-2018-0021.

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Purpose Existing work on convergence/divergence among HRM practices in MNCs and local firms mainly focuses on Europe and the USA. Limited research examines these organizations in Pakistan, hindering our understanding of what policies MNCs are likely to adopt there as well as the extent of any differences between HRM in MNC subsidiaries and local firms. The purpose of this paper is to examine the similarities and differences between the HRM practices of MNC subsidiaries and domestic firms to assess if there is evidence for convergence or divergence. Design/methodology/approach The authors targe
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Lucea, Rafael, and Jonathan Doh. "International strategy for the nonmarket context: stakeholders, issues, networks, and geography." Business and Politics 14, no. 3 (2012): 1–30. http://dx.doi.org/10.1515/bap-2012-0018.

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Multinational companies (MNCs) shape their nonmarket strategies in response to the social and political context in which they operate. Empirical evidence shows that these strategies frequently fall into one of two categories: they either consist of a disparate portfolio of disconnected country-level social and political programs or are composed of standardized corporate policies that are applied uniformly across geographies. The former type of strategy implies that MNC managers view their firm's context as extremely fragmented across country borders, while the latter reflects the perception of
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Laari-Salmela, Sari, Tuija Mainela, Elina Pernu, and Vesa Puhakka. "Strategic practices of subsidiary positioning in business networks." IMP Journal 12, no. 1 (2018): 37–55. http://dx.doi.org/10.1108/imp-03-2017-0008.

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Purpose The purpose of this paper is to examine subsidiary positioning within the dynamic business networks in the context of multinational companies (MNCs). The research question of the study is: How does the positioning of a subsidiary emerge through strategic practices in the dynamic business networks of an MNC? Design/methodology/approach The study relies on the IMP view on strategy with a focus on market positioning activity and the strategy-as-practice approach. Positioning is seen as a question of strategic practices in the interactive spheres of the subsidiaries. In the empirical part
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Rodsai, Tayaphon, Jol Stoffers, and Margaretha Banowati Talim. "Cross-Cultural Adjustment: A Case Of Thai Expatriates In Indonesia." Journal of Applied Business Research (JABR) 33, no. 6 (2017): 1139–52. http://dx.doi.org/10.19030/jabr.v33i6.10051.

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This study empirically examines individual and organizational factors that influence expatriates’ cross-cultural adjustment and job performance. The study was a quantitative research from 117 Thai expatriates who work in Thai multinational companies (MNC) located in Indonesia.
 The results of the study indicated that financial perceived organizational support influence positively towards Thai expatriates’ overall cross-cultural adjustment in Indonesia. This study found that cross-cultural training influenced positively towards Thai expatriates’ adjustment. A causal relationship between th
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Oghojafor, Ben E. Akpoyomare, and Samuel Emeka Mbah. "Influence of HR Practices on Autonomy and Control in Selected Upstream Multinational Oil Companies in Nigeria." International Journal of Human Resource Studies 2, no. 4 (2012): 49. http://dx.doi.org/10.5296/ijhrs.v2i4.2517.

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This study addressed the complexities in decision-making on personnel policies and practices in the Multinational companies. The purpose was to examine the influence of human resource practices on outcome of autonomy and control in the selected Upstream Multinational oil companies in Lagos State, Nigeria. The study adopted a field survey research method with validated and tested reliable instruments, the questionnaire and the interview. The Cronbach’s alpha reliability test of all variables indicated (.876) above the recommended (0.7) cut off point of high reliability statistics. A Random Samp
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Taran, Alina, R. M. Ammar Zahid, and Marilena Mironiuc. "Foreign Ownership and Financial Disclosure in Central and Eastern Europe." Timisoara Journal of Economics and Business 10, no. 2 (2017): 151–68. http://dx.doi.org/10.1515/tjeb-2017-0010.

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AbstractIt is recognized that multinational corporations (MNC) have played a significant role in the recent worldwide accounting reform. This study analyses the influence of foreign ownership, and MNC on financial disclosure practices of listed companies from Central and Eastern European countries (CEE). The possible reverse effect is also considered, and thus, the role of disclosure in attracting foreign investments is investigated. Fixed effects panel analysis has been conducted for 2005-2015 period, in the context of partial IFRS adoption in CEE. Contrary to hypothesized expectations, the i
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MUJIH, EDWIN. "THE REGULATION OF MULTINATIONAL COMPANIES OPERATING IN DEVELOPING COUNTRIES: A CASE STUDY OF THE CHAD–CAMEROON PIPELINE PROJECT." African Journal of International and Comparative Law 16, no. 1 (2008): 83–99. http://dx.doi.org/10.3366/e0954889008000078.

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Multinational companies (MNCs) present specific regulatory problems to ensure socially responsible conduct, particularly when they operate in developing countries where the regulatory mechanisms are relatively weaker. This is more apparent with MNCs in the extractive industry where their activities usually have a harmful effect on the environment and the local community. The host country usually lacks the capacity or the political will to effectively regulate the huge MNC in order to protect the environment and the local population. But are there other regulatory mechanisms such as public inte
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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 (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 base
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Halim, Nik Ab. "Knowledge Sharing between Multinational Corporation’s Headquarters and Subsidiaries: the Impact of Manager’s Role, Compensation System and Cultural Differences." Journal of Economics and Behavioral Studies 5, no. 10 (2013): 660–68. http://dx.doi.org/10.22610/jebs.v5i10.439.

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Knowledge sharing is a systematic process for creating, acquiring, synthesizing, learning, sharing and using knowledge to achieve organizational goals. It is also a source of competitive advantage especially for multinational companies. The objective of this paper is to discuss the impact of subsidiary manager’s role in knowledge sharing, manager’s compensation system, and the level of cultural differences between home and host country on the level of knowledge sharing between the headquarters and subsidiaries of multinational companies. A study has been conducted at a subsidiary of a larg
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Raghavan, Achal. "Going Global and Taking Charge: The Road Ahead for the Indian Manager." Vikalpa: The Journal for Decision Makers 33, no. 4 (2008): 61–68. http://dx.doi.org/10.1177/0256090920080405.

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Till a few years back, the term “MNC” (Multinational Corporation) in India meant an organization with its headquarters located outside of India, and having a presence in India as a part of its global network. In other words, in Indian eyes, “MNC” meant a “foreign” company which has come into India. In recent times, however, the business world has seen the emergence of a new breed of companies which is beginning to be referred to as “Indian MNCs.” The Indian MNC is a company which is Indian in origin, now spreading its wings to set up operations in various markets around the world. Increasingly
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Machanguana, Constâncio A., and Idalina Dias Sardinha. "Exploring mining multinational resettlements and corporate social responsibility in emerging economies: the case of the company VALE, SA in Mozambique." Sustainability Accounting, Management and Policy Journal 12, no. 3 (2021): 591–610. http://dx.doi.org/10.1108/sampj-11-2019-0414.

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Purpose This paper aims to contribute to the scientific and societal debates about the role of corporate social responsibility (CSR) and particularly on the resettlements’ processes as part of extractive multinational companies (MNCs)’s commitments where the host country is an emerging extractive economy. Design/methodology/approach It is an exploratory study based on the analysis of secondary data, few interviews and on-site observation and deals with the description of the assessment of VALE, SA resettlement processes and assumed CSR practices of VALE, SA, an MNC operating in the Moatize dis
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Abdallah, Wagdy. "The Conversion From US-GAAP To IFRS And Transfer Pricing: Irreconcilable Differences." Journal of Applied Business Research (JABR) 33, no. 1 (2016): 17–26. http://dx.doi.org/10.19030/jabr.v33i1.9864.

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Purpose - This paper aims to discuss the challenges the switch from US GAAP into International Financial Reporting Standards (IFRS) pose multinational companies (MNCs); to investigate the transfer pricing of intangible assets with several important trends in the global market; to analyze and discuss the impact of the conversion on intangible assets’ transfer pricing decisions; and to make recommendations to help alleviate problems associated with transfer pricing when switching to IFRS. Design/methodology/approach - The author addresses the conflicts between using the International Financial R
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Vu, Giang Thi Huong. "High Performance Work System and Organizational Citizenship Behavior in Multinational Companies in Vietnam: the Mediation Effect of Career Success." DeReMa (Development Research of Management): Jurnal Manajemen 13, no. 1 (2018): 140. http://dx.doi.org/10.19166/derema.v13i1.776.

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<p>In this study, the relationship between high performance work system (HPWS) and organizational citizenship behavior (OCB) in multinational corporations (MNCs) in Vietnam, a fast-developing country with highly economic growth in Asia, was investigated. Besides, the underlying mechanism of this relationship was also explored. From the social exchange approach, an underlying mediated mechanism of career success in the relationship between HPWS and OCB was hypothesized. Data collected from individual employees working in multinational companies in Vietnam was used to test the hypotheses.
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Anderer, Christina, Andreas Dür, and Lisa Lechner. "Trade policy in a “GVC World”: Multinational corporations and trade liberalization." Business and Politics 22, no. 4 (2020): 639–66. http://dx.doi.org/10.1017/bap.2020.4.

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AbstractThe globalization of production is changing the political economy of trade policymaking: Traditional supporters of free trade (exporters seeking market access in foreign countries) are joined by new actors (companies needing intermediates from abroad for their production processes) in their lobbying efforts for trade liberalization. Multinational corporations (MNCs) play a crucial role in this new alliance due to their strong involvement in international trade and endowment with resources that can be used to lobby policymakers. We derive an argument from these premises that leads to th
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Ollong, Kingsly Awang. "The Implication of Multinational Corporations in Poverty Eradication in Cameroon." International Journal of Information Communication Technologies and Human Development 7, no. 4 (2015): 14–38. http://dx.doi.org/10.4018/ijicthd.2015100102.

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This paper explores business strategies and policies put in place by multinational corporations to alleviate poverty in Africa with specific examples from Cameroon. The world's population is rapidly increasing and the rich people are getting richer, whereas the poor people are becoming even more marginalized. During the era of economic liberalization the belief was that the opening up of economies to multinational corporations could lead to economic growth and, subsequently, economic development. The activities of multinational corporations have witnessed a tremendous boom since the advent of
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Lee, Joonghak, Steven B. Kim, Chungil Chae, and Jaeeun Lee. "Career Growth Opportunity on Turnover Intention: The Mediating Role of Organizational Commitment in Multinational Corporations." International Journal of Human Resource Studies 9, no. 4 (2019): 1. http://dx.doi.org/10.5296/ijhrs.v9i4.15245.

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In accelerated globalization, multinational corporations (MNCs) continually seek opportunities to expand their businesses to foreign countries. For sustainable businesses in foreign countries, it is important to retain a large number of local employees which is challenging. Based on existing literature in international human resource management, we hypothesized that organizational commitment (OC) is a mediator in the relationship between perceived career growth opportunity (CGO) and turnover intention (TO) among local employees in MNCs. We analyzed a sample from five companies affiliated with
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Галанов, Vladimir Galanov, Галанова, and A. Galanova. "The Principle of Joint-Stock Companies." Economics of the Firm 5, no. 4 (2016): 16–19. http://dx.doi.org/10.12737/24435.

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Development of capital relationship occurs in many areas. We can identify the main two of them: the development of the main organizational form of business activity as joint-stock companies and the development of their reproductive activity, which is reflected in the fundamental change in the processes of formation of the cost of the goods produced by these companies. The main trend in the development of a joint stock company may be called the “socialization of capital”, which not only retains many of the old ways of the private appropriation of profits, but also creates new kinds of them. The
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Dís Óladóttir, Ásta. "Integrative Capacity as a Moving Force in Newly Formed Icelandic Multinational Enterprises." Review of Market Integration 2, no. 1 (2010): 135–72. http://dx.doi.org/10.1177/097492921000200108.

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The rapid growth of multinational enterprises in Iceland at the beginning of the 21st century is one of the most intriguing events in the practice on international business. Past decades have been characterised by profound changes and an increased rate of globalisation. However, much of the globalisation was initiated by large companies in major developed countries. As globalisation proceeds, smaller companies from small countries joined the process. As a result, there have been dramatic shifts in the way businesses are organised and how they compete. These rapid changes in the nature of globa
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Ballor, Grace A., and Aydin B. Yildirim. "Multinational Corporations and the Politics of International Trade in Multidisciplinary Perspective." Business and Politics 22, no. 4 (2020): 573–86. http://dx.doi.org/10.1017/bap.2020.14.

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AbstractFrom the technical analyses of wide ranges of scholars to the public discourse backlashes against globalization, there is a huge volume of work historicizing, quantifying, and problematizing the complex role of multinational corporations (MNCs) in international trade. The body of literature is so large that most readers rely on disciplinary boundaries to narrow the catalog, causing them to miss out on important synergies across fields. By bringing the work of historians, lawyers, and political scientists working on MNCs and international trade into conversation, we offer an expanded pe
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Gabel-Shemueli, Rachel, Mina Westman, Shoshi Chen, and Danae Bahamonde. "Does cultural intelligence increase work engagement? The role of idiocentrism-allocentrism and organizational culture in MNCs." Cross Cultural & Strategic Management 26, no. 1 (2019): 46–66. http://dx.doi.org/10.1108/ccsm-10-2017-0126.

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PurposeThe purpose of this paper is to examine the effects of cultural intelligence (CQ), idiocentrism-allocentrism and organizational culture on work engagement in a multinational organization from the perspective of conservation of resources theory.Design/methodology/approachThe sample consisted of 219 employees of a multinational company (MNC). Partial least squares–structural equation modeling was used to test the research model.FindingsThe results suggest that CQ is positively related to work engagement and that this relationship is moderated by employees’ idiocentrism-allocentrism, as we
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Depeige, Audrey Catherine, and Stavros Sindakis. "Enhancing competitiveness through MNC-local firms co-opetitive relationships." Emerald Emerging Markets Case Studies 4, no. 8 (2014): 1–6. http://dx.doi.org/10.1108/eemcs-03-2014-0054.

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Subject area The case study reflects issues and challenges in the fields of strategy, management, competitive intelligence and new organizational designs. Study level/applicability The case study is recommended for MBA and postgraduate courses in strategy, management, competitive intelligence and new organizational designs. The case can also be used in executive development programs focusing on business strategy and innovation. Case overview It is 2009. LK Company has newly been established as lighting products manufacturer. Based in Thailand, the firm commences its business operations with an
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Kee, Daisy Mui Hung, Nurulhasanah Abdul Rahman, and Ai Wah Tan. "The Impact of Transformational Leadership and Team Innovation on Team Performance: Empirical Evidence from Malaysia." GATR Journal of Management and Marketing Review 5, no. 2 (2020): 99–106. http://dx.doi.org/10.35609/jmmr.2020.5.2(2).

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Objective – Leadership and innovation are two related concepts which have gained a lot of interest among researchers focusing on management and entrepreneurship. Research on these topics are important for the development of the dynamic workforce and are useful to various organisations. However, in the real world, the effectiveness of employee performance is considered as unsatisfactory meaning there is room for improvement. Methodology/Technique – Previous literature had found that Transformational Leadership and Team Innovation are among the key factors which can be used to improve employee p
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Geppert, Mike, and Dirk Matten. "Institutional Influences on Manufacturing Organization in Multinational Corporations: The ‘Cherrypicking’ Approach." Organization Studies 27, no. 4 (2005): 491–515. http://dx.doi.org/10.1177/0170840605059452.

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Research on the multinational corporation (MNC) is increasingly concerned with the alleged evolution of companies towards a more standardized and rationalized global organization. Only recently, this field has been informed by alternative approaches which generate a more differentiated picture and consider the influence of divergent national institutional contexts on the multinational organization. This paper makes a contribution to this debate from a comparative institutionalist perspective by focusing on manufacturing organization within MNCs. It argues that organization structures and proce
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Andersen, Poul Houman. "Grundfos LIFELINK: solving the base of the pyramid tangle?" Emerald Emerging Markets Case Studies 3, no. 1 (2013): 1–21. http://dx.doi.org/10.1108/eemcs-10-2012-0187.

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Subject area Development of business models, base of the pyramid (BoP) markets. Study level/applicability This study can be used at Bachelor as well as on Master's level courses to reflect activities and practices within corporate sustainability, base of the pyramid and international expansion of MNEs. Case overview This is a case study of Grundfos LIFELINK's development process, relating to the successful development of a business model for serving base of the pyramid (BoP) markets for potable water. Grundfos LIFELINK is a turnkey water solution that encompasses a solar-driven pump facility,
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