Relevant bibliographies by topics / Multinational Company (MNC) / Journal articles
To see the other types of publications on this topic, follow the link: Multinational Company (MNC).

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

Author: Grafiati
Published: 4 June 2021
Last updated: 18 February 2022

Create a spot-on reference in APA, MLA, Chicago, Harvard, and other styles

Select a source type:

Consult the top 50 journal articles for your research on the topic 'Multinational Company (MNC).'

Next to every source in the list of references, there is an 'Add to bibliography' button. Press on it, and we will generate automatically the bibliographic reference to the chosen work in the citation style you need: APA, MLA, Harvard, Chicago, Vancouver, etc.

You can also download the full text of the academic publication as pdf and read online its abstract whenever available in the metadata.

Browse journal articles on a wide variety of disciplines and organise your bibliography correctly.

1

Blomkvist, Katarina, Philip Kappen, and Ivo Zander. "On the emergence and diffusion of technological capabilities and the theory of the MNC." Management international 19, no. 4 (2018): 95–111. http://dx.doi.org/10.7202/1043079ar.

Full text
Abstract:
This paper intersects extant theories of the MNC with empirically observed patterns in the intra-company emergence and diffusion of technological capabilities. It draws upon a database containing the complete patenting history of 24 Swedish multinationals over the 1890-2008 period, which allows for the identification of when and where in the multinational organization new technological capabilities first emerged, and when and to where they subsequently diffused into other units of the multinational organization. The results reveal an increasing share of foreign-introduced technological capabil
APA, Harvard, Vancouver, ISO, and other styles
2

Leszczyńska, Dorota, and Erick Pruchnicki. "Location of a multinational corporation in a cluster." Multinational Business Review 24, no. 2 (2016): 144–67. http://dx.doi.org/10.1108/mbr-07-2015-0033.

Full text
Abstract:
Purpose A multinational company (MNC) looking to locate within a cluster is mainly interested in gaining access to scarce and highly valuable tacit knowledge. The transfer of such resources first requires sharing a certain degree of architectural and specific knowledge. This paper aims to examine the transfer of systemic technological expertise (specific tacit knowledge) that is incorporated into organisational practices (architectural knowledge). To quantify the level of knowledge transfer involved, the present study defines the architectural distance between the MNC and the cluster. Design/m
APA, Harvard, Vancouver, ISO, and other styles
3

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.

Full text
Abstract:
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
APA, Harvard, Vancouver, ISO, and other styles
4

Wai Ling, Chen, Manjit S. Sandhu, and Kamal Kishore Jain. "Knowledge sharing in an American multinational company based in Malaysia." Journal of Workplace Learning 21, no. 2 (2009): 125–42. http://dx.doi.org/10.1108/13665620910934825.

Full text
Abstract:
PurposeThis paper seeks to examine the views of executives working in an American based multinational company (MNC) about knowledge sharing, barriers to knowledge sharing, and strategies to promote knowledge sharingDesign/methodology/approachThis study was carried out in phases. In the first phase, a topology of organizational mechanisms for knowledge sharing was developed. A review of academic and practitioner literature provided the basis for this topology. In the next phase, a detailed field‐base case study of the knowledge sharing conceptualization in a large MNC was performed based on a s
APA, Harvard, Vancouver, ISO, and other styles
5

Selvanathan, Mahiswaran, Ahmad Muhammad, Andrew Angir, Paul Das, and Tan Jun. "THE SUCCESS FACTORS CAN AFFECTS THE EXPATRIATE IN MULTINATIONAL COMPANY (MNC) AT JAKARTA." Journal of International Business and Economics 16, no. 2 (2016): 39–46. http://dx.doi.org/10.18374/jibe-16-2.4.

Full text
APA, Harvard, Vancouver, ISO, and other styles
6

Logemann, Minna, and Rebecca Piekkari. "Localize or local lies? The power of language and translation in the multinational corporation." critical perspectives on international business 11, no. 1 (2015): 30–53. http://dx.doi.org/10.1108/cpoib-02-2014-0011.

Full text
Abstract:
Purpose – The purpose of this paper is to contribute to previous research on intraorganizational power in multinational corporations (MNCs). It shows that a subsidiary manager may use language and acts of translation to resist control from headquarters and to (re)define his and his unit’s power position in a headquarters-subsidiary relationship. It also uncovers the interplay between natural languages and “company speak” as a specialized language. Design/methodology/approach – The paper is based on a single case study of a European MNC undergoing strategic change. The data were drawn from comp
APA, Harvard, Vancouver, ISO, and other styles
7

MEERAN, Richard. "Multinational Human Rights Litigation in the UK: A Retrospective." Business and Human Rights Journal 6, no. 2 (2021): 255–69. http://dx.doi.org/10.1017/bhj.2021.15.

Full text
Abstract:
AbstractThis article provides an overview of the key features of multinational human rights litigation in the United Kingdom, including the development of a tort-based parent company duty of care, the principles relating to forum non conveniens and applicable law and other key procedural and practical barriers to victims’ access to justice. The article highlights some of the actual and perceived limitations of litigation. It also considers the concurrent development of and mutually reinforcing relationship between MNC tort litigation and the field of Business & Human Rights.
APA, Harvard, Vancouver, ISO, and other styles
8

Purwohedi, Unggul. "National and Organizational Culture, Performance Evaluation and Trust: Evidence from Multinational Company Subsidiary in Indonesia." Signifikan: Jurnal Ilmu Ekonomi 6, no. 2 (2017): 319–44. http://dx.doi.org/10.15408/sjie.v6i2.4733.

Full text
Abstract:
The aim of this study is to investigate the impact of national and organizational culture on the relationship between accounting and trust in a subsidiary of a Western Multi-National Company (MNC) in Indonesia. This study use a qualitative field study of one French MNC subsidiary and interview four expatriate directors, nine Indonesian managers and 10 Indonesian employees. Key themes were identified with the assistance of NVivo software. In this study, accounting, through formal performance evaluation, contributes to trust building between supervisors and their subordinates. Formal performance
APA, Harvard, Vancouver, ISO, and other styles
9

Baskici, Cigdem. "Knowledge transfer roles of subsidiaries in MNCs’ networks." Review of International Business and Strategy 29, no. 4 (2019): 329–46. http://dx.doi.org/10.1108/ribs-05-2019-0062.

Full text
Abstract:
Purpose Although there have been a considerable number of studies regarding subsidiary role typology in multinationals’ management literature, there appear to be few studies that consider knowledge-based role typology from the network-based perspective. The purpose of this study is to fill this gap and extend the study of Gupta and Govindarajan (1991). Thus, the study focuses on answering the following research question: Do subsidiaries have different roles in terms of knowledge flows within a multinational company (MNC)? Design/methodology/approach This empirical study has been carried out as
APA, Harvard, Vancouver, ISO, and other styles
10

Muthuveloo, Rajendran, Ruben Pulenthiran, and Ai Ping Teoh. "Risk assessment in a multinational company (MNC) operating in Vietnam: a case study approach." Business Strategy Series 14, no. 1 (2013): 15–23. http://dx.doi.org/10.1108/17515631311295677.

Full text
APA, Harvard, Vancouver, ISO, and other styles
11

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.

Full text
Abstract:
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
APA, Harvard, Vancouver, ISO, and other styles
12

Gertsen, Martine Cardel, and Mette Zølner. "Recontextualization of the Corporate Values of a Danish MNC in a Subsidiary in Bangalore." Group & Organization Management 37, no. 1 (2012): 101–32. http://dx.doi.org/10.1177/1059601111432747.

Full text
Abstract:
The authors analyze the recontextualization of the corporate values of a multinational company (MNC) in one of its subsidiaries. The authors draw upon qualitative material from a case study of a company of Danish origin and its endeavors to implement its corporate values in an Indian subsidiary in Bangalore. The authors show how these values take on new meanings when interpreted by local employees. On the one hand, their understandings are shaped by the prevailing meaning system, including leadership ideals, and on the other hand, by their resources and strategies. To further their understandi
APA, Harvard, Vancouver, ISO, and other styles
13

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.

Full text
Abstract:
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
APA, Harvard, Vancouver, ISO, and other styles
14

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.

Full text
Abstract:
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
APA, Harvard, Vancouver, ISO, and other styles
15

Hough, Johan, Andre Parker, and Ernst Neuland. "An evaluation of the role and conduct of multinational corporations (MNCs) in Sub-Saharan Africa." Corporate Ownership and Control 10, no. 1 (2012): 110–24. http://dx.doi.org/10.22495/cocv10i1art10.

Full text
Abstract:
“Africa‟s not for sissies” is what one often hears when discussing business conditions in sub-Saharan Africa (SSA). However, the good news is that the new millennium increasingly exhibits significant trends in support of the notion that a reversal of SSA‟s fortunes is underway: annual GDP growth in the region is well ahead of the global average, civil wars in the region have largely come to an end and, for two years running, private equity investment flows into the region have surpassed that of foreign aid, Africa‟s traditional „crutch‟. Importantly, a small band of early-mover Multinational C
APA, Harvard, Vancouver, ISO, and other styles
16

Kapiyangoda, Kumudu, and Tharusha Gooneratne. "Institutions, agency, culture and control: a case study of a multinational operating company." Journal of Accounting & Organizational Change 14, no. 4 (2018): 402–28. http://dx.doi.org/10.1108/jaoc-07-2017-0056.

Full text
Abstract:
Purpose This paper aims to explore how management control systems (MCS) of an operating company (Delta Lanka) of a multinational corporation (MNC) is shaped through the interplay between external institutional influences via global prescriptions stemming from the parent company culture and localisation needs as suited to cultural context of the operating company through the agency of practice level actors. Design/methodology/approach Theoretically, the paper draws upon institutional theory, more specifically the notions of external institutions and agency of practice level actors, while method
APA, Harvard, Vancouver, ISO, and other styles
17

Hyuna, Eun-Jung. "Multinational Company (MNC) Client Influence on the Internationalization of Professional Services Firms: A Panel Data Analysis." Korea International Trade Research Institute 17, no. 2 (2021): 119–38. http://dx.doi.org/10.16980/jitc.17.2.202104.119.

Full text
APA, Harvard, Vancouver, ISO, and other styles
18

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.

Full text
Abstract:
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
APA, Harvard, Vancouver, ISO, and other styles
19

Ali, Ahmad Saomin, Aji Hermawan, and Yudha Heryawan Asnawi. "Konsep dan tantangan dalam implementasi talent management di perusahaan multinasional: Studi kasus PT Unilever Indonesia Tbk." Jurnal Manajemen Teori dan Terapan | Journal of Theory and Applied Management 12, no. 1 (2019): 1. http://dx.doi.org/10.20473/jmtt.v12i1.11707.

Full text
Abstract:
The purpose of this study is to analyze the understanding responden of Talent Management (TM), concepts, practices and challenges in implementation of TM. Respondents consists of stakeholder (Professional HR, Senior executives, Line Managers) and TM participants. Qualitative approach is adopted in the study with case study at PT Unilever Indonesia Tbk as a multinational company (MNC). Findings in this study indicate that TM implementation will depend on the culture, type of company, and individual of the company. Understanding of the TM concept has different at each level. TM practices at PT U
APA, Harvard, Vancouver, ISO, and other styles
20

Saito, Osmar Mitsuo, Roberto Carlos Bernardes, Flávia Luciane Consoni, and Bruno Rondani. "Challenges in Strategy and Management of Multinational R&D Centers in Emerging Markets: Perspective from a German Headquarters in the Chemical Sector." Revista Ibero-Americana de Estratégia 12, no. 1 (2013): 54–83. http://dx.doi.org/10.5585/ijsm.v12i1.1843.

Full text
Abstract:
The expansion of multinational company (MNCs) operations abroad represents an observed trend for decades. The news is that in recent years the research and development (RD) activities also have become internationalized, including more intensified focus on emerging countries. Among the implications is the challenge for the MNCs to implement effective organizational structures with the intention to facilitate the articulated coordination of strategies and RD management between the headquarters and their global RD centers. The purpose of this study is to evaluate the strategy from the perspective
APA, Harvard, Vancouver, ISO, and other styles
21

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.

Full text
Abstract:
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
APA, Harvard, Vancouver, ISO, and other styles
22

Rego, Kerstin, and Thomas Steger. "Power struggles in the MNC – the contribution of a Bourdieusian perspective." critical perspectives on international business 15, no. 4 (2019): 341–60. http://dx.doi.org/10.1108/cpoib-07-2019-0050.

Full text
Abstract:
Purpose The purpose of this paper is to enhance Bourdieu’s Theory of Practice for the analysis of power in multinational corporations. Therefore, they adopt and apply the Theory of Practice on power struggles within the board as the key field of power within the multinational company (MNC), which is interwoven with power struggles at the intraorganizational and interorganizational level of an MNC and its environment. Design/methodology/approach This paper describes the main elements of Bourdieu’s Theory of Practice and demonstrates their applicability to power struggles in MNCs, particularly t
APA, Harvard, Vancouver, ISO, and other styles
23

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.

Full text
Abstract:
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
APA, Harvard, Vancouver, ISO, and other styles
24

Minbaeva, Dana, and Steen Erik Navrbjerg. "The (un)predictable factor: the role of subsidiary social capital in international takeovers." Journal of Organizational Effectiveness: People and Performance 3, no. 2 (2016): 115–38. http://dx.doi.org/10.1108/joepp-03-2016-0026.

Full text
Abstract:
Purpose – The purpose of this paper is to investigate how the implementation of headquarters-originated employment practices affect multinational corporation (MNC) ability to exploit the value of organizational social capital of the acquired subsidiary. Design/methodology/approach – The authors use qualitative insights collected over 16 years from a Danish company to illustrate how a foreign MNC’s interference with the balanced structure of relations, norms, and roles in a subsidiary jeopardized the value of existing social capital. Findings – The authors argue that changes in the collective p
APA, Harvard, Vancouver, ISO, and other styles
25

Suciati, Lina. "Effect of Employee Performance Factors on Corporate Performance: Evidance in Information Technology Firm." EkBis: Jurnal Ekonomi dan Bisnis 3, no. 2 (2020): 306. http://dx.doi.org/10.14421/ekbis.2019.3.2.1192.

Full text
Abstract:
The MNC (Multinational) company based in California is a computer storage and data management (storage) company. PT. NetApp is very concerned about the welfare of its employees. All NetApp achievements are inseparable from good management of its human resources, in this context the performance of its employees. Although NetApp is one of the best companies at work, the percentage of employee turnover has increased from year to year. This type of research is quantitative research. Sugiyono (2007) Quantitative data is data in the form of numbers, or qualitative data that is called up (scoring). T
APA, Harvard, Vancouver, ISO, and other styles
26

Hekneby, Torbjørn, Jonas A. Ingvaldsen, and Jos Benders. "Managing adoption by cultural development: Exploring the plant level effect of a ‘Company Specific Production System’ (XPS) in a Norwegian multinational company." Journal of Industrial Engineering and Management 13, no. 2 (2020): 402. http://dx.doi.org/10.3926/jiem.3119.

Full text
Abstract:
Purpose: ‘Company Specific Production Systems’ (XPS) aim to adopt ‘best practice’ across plants within a company. A pertinent issue in the literature involves the constraints in the possibilities of realising such an adoption. This paper addresses to what extent and how a Norwegian multinational succeeded in adopting the XPS in its local plants.Design/methodology/approach: A Brazilian, Chinese and Norwegian plant of a Norwegian electro-chemical company were studied from 2017 to 2019. Our data consist of the results of the plant’s assessment performance program, combined with interviews and obs
APA, Harvard, Vancouver, ISO, and other styles
27

Scaringella, Laurent. "Knowledge, knowledge dynamics, and innovation." European Journal of Innovation Management 19, no. 3 (2016): 337–61. http://dx.doi.org/10.1108/ejim-05-2015-0031.

Full text
Abstract:
Purpose – Knowledge is a strategic resource for firms and it can enable them to achieve competitive advantage. Large companies engaged in internationalization pay particular attention to knowledge as a source of innovation. The purpose of this paper is to investigate current debates in the field: the first is about cumulative vs composite knowledge; the second concerns the degree of diversity and redundancy in knowledge-based dynamics; and the third debate is about incremental vs radical innovation. Design/methodology/approach – The authors have used an inductive approach to perform a longitud
APA, Harvard, Vancouver, ISO, and other styles
28

Schweizer, Roger. "Headquarters–Subsidiary Relationships during Dramatic Strategic Changes—The Local Implementation of a Global Merger between MNCs in India." Review of Market Integration 2, no. 1 (2010): 101–34. http://dx.doi.org/10.1177/097492921000200107.

Full text
Abstract:
This article, using an in-depth single case study approach, studies the local integration process between two globally merging multinational companies’ (MNCs) subsidiaries in India. The focus is on the interplay between the parent company and the subsidiary level during the local implementation of such a global strategic decision. The article shows that the parent company does not in detail coordinate and control the local implementation due to (a) an in-beforehand strictly defined framework and (b) the existing vacuum in MNC internal values and norms. The article further suggests that the str
APA, Harvard, Vancouver, ISO, and other styles
29

Wilczewski, Michał, Anne-Marie Søderberg, and Arkadiusz Gut. "Intercultural communication within a Chinese subsidiary of a Western MNC: Expatriate perspectives on language and communication issues." Multilingua 37, no. 6 (2018): 587–611. http://dx.doi.org/10.1515/multi-2017-0095.

Full text
Abstract:
Abstract This study investigates Polish expatriates’ stories of encounters with local personnel in a Chinese subsidiary of a Western multinational company. A narrative analysis of the stories produced important insights into Polish-Chinese communication in an intra-subsidiary context. Low proficiency in the host language was a serious obstacle to expatriate socialization and a source of expatriates’ exclusion and social isolation in the workplace, which often led to stress, frustration, and negative attitudes toward collaboration with local personnel. Language-related issues prevented the expa
APA, Harvard, Vancouver, ISO, and other styles
30

Zheng, Yu, and Chris Smith. "‘Chicken and Duck Talk’: Life and Death of Language Training at a Japanese Multinational in China." Work, Employment and Society 32, no. 5 (2017): 887–905. http://dx.doi.org/10.1177/0950017017719008.

Full text
Abstract:
This article examines social relations in language learning through a case study of two cohorts of Chinese workers in a Japanese multinational company (MNC). The two cohorts weigh learning Japanese in the context of internal and external opportunities, and pursue different strategies – deliberative acquisition and deliberative opposition. Exploring the broader meanings of language learning beyond skill acquisition, the article suggests that language is more than an individual asset or a common code for workers to build collective power. Social reproduction of language is embedded in workers’ c
APA, Harvard, Vancouver, ISO, and other styles
31

Ban, Igor. "Cultural Challenges of BlueBird Bio Expansion into Germany." Journal of Global Awareness 1, Fall/Winter (2020): 1–11. http://dx.doi.org/10.24073/jga/1/02/06.

Full text
Abstract:
BlueBird Bio is a biotechnology multinational corporation (MNC), with headquarters in Cambridge, Massachusetts, specializing in gene therapy solutions for autoimmune diseases and cancer. The company was recently approved, in Germany, for their new drug Zynteglo for the treatment of betta thalassemia. This approval opened the door for further investment in the European market, starting with the contracting of Apceth Biopharma and purchases of new land and equipment to establish a permanent residence in the country. The opening of the new European headquarters will demonstrate new challenges for
APA, Harvard, Vancouver, ISO, and other styles
32

Pulignano, Valeria, Nadja Doerflinger, and Maarten Keune. "Re-introducing the company in the analysis of labour market dualisation: Variety of patterns and diversity of outcomes between standard and non-standard workers in multinational subsidiaries in Belgium, Germany and Britain." Economic and Industrial Democracy 41, no. 3 (2017): 586–609. http://dx.doi.org/10.1177/0143831x17731610.

Full text
Abstract:
This article re-introduces the company in the analysis of labour market dualisation by studying local actors’ (i.e. management and employee representatives) strategies as embedded in organisational and institutional contexts. Building on 12 case studies of multinational corporation (hereinafter MNC) subsidiaries in Belgium, Germany and Britain, the authors illustrate how organisational and institutional legacies influence (but do not determine) local actors’ strategic arrangements regarding the working conditions of standard (insider) and non-standard (outsider) workers. The outcomes resulting
APA, Harvard, Vancouver, ISO, and other styles
33

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.

Full text
Abstract:
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
APA, Harvard, Vancouver, ISO, and other styles
34

Suppa, Alessandro, and Pavel Bureš. "Can Multinational Corporations be responsible for human rights violation of its outsourcee company? Response of national or international law?" International and Comparative Law Review 20, no. 1 (2020): 153–79. http://dx.doi.org/10.2478/iclr-2020-0007.

Full text
Abstract:
SummaryNowadays, an important role in the world is played by Multinational Corporations (MNCs). They hire, produce, and influence the international economy, but also, they exploit, pollute. Their business activities might have a worldwide effect on human lives. The question of the responsibility of MNCs has drawn the attention of many scholars, mainly from the study field labelled “Business and Human Rights”. The present paper does not examine the topic under the same approach. The authors aim at presenting the issue in a broader perspective, exploring the concept of due diligence both in inte
APA, Harvard, Vancouver, ISO, and other styles
35

Ramirez, Jacobo, and Anne-Marie Søderberg. "Recontextualizing Scandinavian practices in a Latin American regional office." Management Research: Journal of the Iberoamerican Academy of Management 18, no. 1 (2019): 99–119. http://dx.doi.org/10.1108/mrjiam-12-2018-0895.

Full text
Abstract:
Purpose The purpose of this study is to explore how Danish and Mexican communication and management practices are recontextualized at the Latin American office of a Scandinavian multinational corporation (MNC) located in Mexico. Design/methodology/approach A case study based on interviews, observations and company documents was conducted. Findings Well-educated Mexican middle managers appreciate the participative communication and management practices of Scandinavian MNCs, which transcend most experiences at local workplaces, but their interpretations and meaning system are influenced by the c
APA, Harvard, Vancouver, ISO, and other styles
36

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.

Full text
Abstract:
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
APA, Harvard, Vancouver, ISO, and other styles
37

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.

Full text
Abstract:
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
APA, Harvard, Vancouver, ISO, and other styles
38

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.

Full text
Abstract:
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
APA, Harvard, Vancouver, ISO, and other styles
39

Poór, József, Allen D. Engle, Ildikó Éva Kovács, et al. "Multinationals and the evolving contours of their human management practices in Central and Eastern Europe and the former Soviet Union." Employee Relations: The International Journal 42, no. 3 (2020): 582–608. http://dx.doi.org/10.1108/er-01-2019-0082.

Full text
Abstract:
PurposeWe explore the effects of three organizational variables (country of origin of the multinational company (MNC), the timing of entry into the European Union and the mode of establishment of the MNC subsidiary unit) on the human resource management (HRM) practices being pursued by subsidiaries of large MNCs operating in selected countries in Central and Eastern Europe (CEE) and the Former Soviet Union. Furthermore, we examine whether the degree of autonomy afforded to the subsidiary over its preferred HR recipes is related to overall local unit performance.Design/methodology/approachWe pr
APA, Harvard, Vancouver, ISO, and other styles
40

Bourne, Dorota Joanna. "The dream's door: a case of a MNC in Poland." Emerald Emerging Markets Case Studies 2, no. 4 (2012): 1–13. http://dx.doi.org/10.1108/20450621211256247.

Full text
Abstract:
Subject area Leadership, change management, knowledge transfer, quality, car manufacture, organisational culture, staff training and development. Study level/applicability This case study is intended for undergraduate courses on principles of management, cross-cultural management and organisational behaviour; postgraduate and MBA courses as above in addition to leadership studies and change management courses. Case overview Globalisation inevitably led to attempts to transfer know-how and expertise to markets in different locations and cultures, where the particular organisation is willing to
APA, Harvard, Vancouver, ISO, and other styles
41

Kettunen, Erja. "On MNC-Host Government Relations: How Finnish Firms Respond to National and Regional Policies in ASEAN." Copenhagen Journal of Asian Studies 34, no. 2 (2017): 54–76. http://dx.doi.org/10.22439/cjas.v34i2.5306.

Full text
Abstract:
Combining literature from international political economy, international business, and institutional approaches to business studies, this article discusses foreign firms' relationship with the public sector in Southeast Asia. It focuses on the perceptions of the firms on host country policies toward foreign direct investments (FDI) and the impact of global financial crises and regional economic integration on the firms' strategies. The multinational company (MNC)-host government relationship is seen as a cooperative and continual bargaining within a specific institutional framework. Based on i
APA, Harvard, Vancouver, ISO, and other styles
42

M. Jasimuddin, Sajjad, Con Connell, and Jonathan H. Klein. "A decision tree conceptualization of choice of knowledge transfer mechanism: the views of software development specialists in a multinational company." Journal of Knowledge Management 18, no. 1 (2014): 194–215. http://dx.doi.org/10.1108/jkm-05-2013-0195.

Full text
Abstract:
Purpose – The purpose of this paper is to empirically study transfer mechanisms of technological knowledge, and to explore the interplay among the factors that influence the choice of a mechanism. Design/methodology/approach – This paper reports on a qualitative case study designed to explore the reasons underlying the selection of intra-organizational knowledge transfer mechanisms. This research was carried out as an exploratory case study, which allowed one to observe the phenomenon in a natural setting. Findings – The results of the present study indicate the interplay between the factors,
APA, Harvard, Vancouver, ISO, and other styles
43

Ljung, Anna, and Cecilia Pahlberg. "Subsidiary strategy processes in Latin America." European Business Review 27, no. 5 (2015): 535–50. http://dx.doi.org/10.1108/ebr-04-2013-0074.

Full text
Abstract:
Purpose – The purpose of this paper is to discuss how network relationships, with business as well as with non-business actors, affect each other and have an impact on strategy processes in subsidiaries in Latin America. Design/methodology/approach – A qualitative approach is used in which a new strategy in a European multinational company (MNC) is studied at the subsidiary level in Brazil and Argentina. The authors discuss why the strategic processes are so different within the same MNC. During 2009-2011, 50 interviews were conducted with respondents in Latin America and at headquarters. Find
APA, Harvard, Vancouver, ISO, and other styles
44

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.

Full text
Abstract:
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
APA, Harvard, Vancouver, ISO, and other styles
45

Awasthy, Richa, and Rajen K. Gupta. "Do Non-work Practices in MNCs Operating in India Impact Organizational Commitment?" Organizations and Markets in Emerging Economies 2, no. 2 (2011): 28–52. http://dx.doi.org/10.15388/omee.2011.2.2.14280.

Full text
Abstract:
The present paper establishes the concept of Non-work Practices and explores its impact on organizational commitment. Drawing upon research conducted in four multinational corporations operating in India, the paper examines the degree to which non-work practices are accepted by Indian employees and their relationship with organizational commitment. Concurrent mixed methodology was adopted in which both qualitative and quantitative data were collected. Template analysis was carried out to interpret employees’ feelings and experiences, and to identify the emerging trends. Factor analysis was car
APA, Harvard, Vancouver, ISO, and other styles
46

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.

Full text
Abstract:
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
APA, Harvard, Vancouver, ISO, and other styles
47

Nery, Diogo Palheta. "Explaining the success of a multinational company's innovation in the base of the pyramid: m-pesa in Kenya." Independent Journal of Management & Production 12, no. 2 (2021): 526–56. http://dx.doi.org/10.14807/ijmp.v12i2.1311.

Full text
Abstract:
In the beginning of the twenty-first century, C. K. Prahalad launched a new business proposition named as “Base of the Pyramid” (BOP). In such type of business, Multinational Companies (MNCs) look for new opportunities of profits helping to meet the poor’s unmet needs in developing countries. However, MNCs significant involvement in BOP business has been losing momentum due to the challenges MNCs have been faced in developing BOP businesses. This study intended to recall Prahalad’s original BOP proposal explaining the success of a BOP innovation developed by an MNC in Kenya: M-PESA, a mobile m
APA, Harvard, Vancouver, ISO, and other styles
48

Ishihara, Hiroyuki, and Judy Zolkiewski. "Effective knowledge transfer between the headquarters and a subsidiary in a MNC: the need for heeding capacity." Journal of Business & Industrial Marketing 32, no. 6 (2017): 813–24. http://dx.doi.org/10.1108/jbim-06-2015-0109.

Full text
Abstract:
Purpose This paper aims to focus on knowledge transfer between the headquarters and a subsidiary of a multinational corporation (MNC). A framework with type of knowledge, absorptive capacity, disseminative capacity and tie strength is proposed. The framework is verified qualitatively and then further developed by adding another capacity needed by the headquarters: heeding capacity. Design/methodology/approach To check the validity of the proposed conceptual framework empirically, interview-based qualitative studies were conducted for two partner programs implemented in the Japanese subsidiary
APA, Harvard, Vancouver, ISO, and other styles
49

., Istiadi. "Identification of Some Factors that Motivated Last Vocational Student at the University of Indonesia to choose the Multinational Company (MNC) as their Internship Company Workplace (Case study of Office Administration and Secretary Student)." KnE Social Sciences 3, no. 11 (2018): 105. http://dx.doi.org/10.18502/kss.v3i11.2754.

Full text
APA, Harvard, Vancouver, ISO, and other styles
50

Pupovac, Sanja, and Lee Moerman. "Hybrid accounts: Shell’s letter to Mr and Mrs shareholder." Accounting, Auditing & Accountability Journal 30, no. 5 (2017): 1184–201. http://dx.doi.org/10.1108/aaaj-05-2015-2068.

Full text
Abstract:
Purpose The purpose of this paper is to use a hybrid account of oil spills in Nigeria to explore the recursive relationship between a multinational company, specific shareholders and the public. A response to Mr and Mrs Shareholders’ concerns is considered an exercise in corporate discursive hegemony and enacts rhetorical accountability. Design/methodology/approach The authors adopt Debord’s (1967, 1988) concept of the spectacle with Boje’s (2001) antenarrative approach as a critical postmodern framing of Shell’s narrative of oil spills in both local and global contexts. An antenarrative appro
APA, Harvard, Vancouver, ISO, and other styles
We offer discounts on all premium plans for authors whose works are included in thematic literature selections. Contact us to get a unique promo code!

To the bibliography