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Дисертації з теми "Corporations, Japanese Australia Management"

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Автор: Grafiati

Опубліковано: 4 червня 2021

Оновлено: 6 лютого 2022

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1

Sakurai, Yuka, and Yuka Sakurai@anu edu au. "Problems and Prospects in Cross-Cultural Interactions in Japanese Multinational Corporations in Australia." The Australian National University. Faculty of Economics and Commerce, 2001. http://thesis.anu.edu.au./public/adt-ANU20020122.092141.

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As multinational corporations (MNCs) are extending their international operations they need to examine issues such as the localisation of human resource policies and management, and the effective use of local and expatriate managers. Examination of expatriate studies indicates a lack of attention given to the relationships between expatriate managers and local managers or the perspectives of local managers working in MNCs. This thesis attempts to fill these gaps by focusing on the cross-cultural interactions between expatriate and local managers. This thesis addresses the importance of positive cross-cultural understanding between Japanese expatriate managers and local managers in Japanese subsidiaries in Australia, and its effect on work-related outcomes such as job satisfaction and commitment to the organisation. It identifies macro and micro factors which are associated with levels of job satisfaction and commitment of Japanese expatriate managers and Australian managers with special focus on economic functions of industry, communication, and mutual perceptions. Conceptual models for predicting organisational commitment for Japanese expatriate and Australian managers are developed, and the validity of the models is empirically tested. ¶ Australian managers and Japanese expatriate managers working for Australian subsidiaries of twelve Japanese-owned firms completed self-report questionnaires anonymously. A unique paired data set is used for particular analyses such as measuring communication and perceptions of each other. This thesis examines differences in work values and beliefs between Japanese expatriates and Australian managers on issues derived from structural and cultural features of Japanese MNCs; for example, the type of subsidiary-head office management (eg. strategic planning), integration of local managers, group-oriented decision making, and work ethic. It is found that there is a significant gap in perceptions between Japanese and Australian managers with regard to corporate membership, but no significant differences are found in their opinions towards the strategic planning style of management. Contrary to our expectations, Australian managers are found to be more group-oriented than Japanese managers. ¶ The characteristics of two industries, general trading firms (the sogo shosha) and manufacturing firms, are discussed and their impacts upon cross-cultural relationships and work attitudes of managers are examined. Findings indicate that Australian managers in manufacturing firms have more positive perceptions of work relations with Japanese managers and positive work attitudes than Australian managers in the sogo shosha. This suggests that manufacturing firms provide a more positive work environment to Australian managers than the sogo shosha, whereas cross-cultural interactions in the sogo shosha are not very effective, which may cause misunderstanding and mistrust between managers, and lower levels of job satisfaction and organisational commitment of local managers. The type of industry does not affect the work attitudes of Japanese managers or their perceptions of Australian counterparts. ¶ A conceptual model for predicting the organisational commitment of Japanese and Australian managers are developed and tested empirically. Independent variables included in the model are: individual characteristics, type of industry, psychological integration of local managers into the Japanese organisation, work relations between Japanese and local managers and job satisfaction. Results indicate that job satisfaction, work relations and tenure have significant impacts upon organisational commitment of Australian managers. As for the Japanese managers, job satisfaction and tenure have significant impacts upon organisational commitment, but no association between work relations and organisational commitment is found. In addition, the relationship between work relations and organisational commitment for the Australian managers is partially mediated by job satisfaction, however, this is not the case with the Japanese managers. ¶ The findings of this thesis will improve our understanding of cross-cultural interactions between expatriates and local managers, increasing overall firm performance and improving the quality of cross-cultural relationships within contemporary society. Moreover, these findings will provide a wider perspective on understanding how organisations can implement localisation of management and integrate local managers into the organisation.

2

Sakurai, Yuka. "Problems and prospects in cross-cultural interactions in Japanese multinational corporations in Australia." View thesis entry in Australian Digital Theses Program, 2001. http://thesis.anu.edu.au/public/adt-ANU20020122.092141/index.html.

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3

Nayak, Raveendra, and raveendranayak@yahoo com au. "Developing sustainable corporations in Australia." Swinburne University of Technology. Australian Graduate School of Entrepreneurship, 2006. http://adt.lib.swin.edu.au./public/adt-VSWT20060320.110540.

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In the wake of the environmental degradation, social inequality and injustice, and the incidents of corporate frauds and mismanagement reported in Australia, domestic business organisations have been asked increasingly by Australian governments and people to pursue sustainable business practices. As prime movers of creating wealth and employment, business organisations have an important and legitimate role to play in sustainable development, which is defined as a notion that meets the needs of present without compromising the ability of future generations. Corporate sustainability, which is a subset of the concept of sustainable development, involves integrating financial, social, and environmental values into business policy, planning, and decision-making requiring changes in organisational values, perspectives, culture, structure, and performance measures. Many Australian businesses are wary of meeting financial, social, and environmental objectives simultaneously claiming the agenda as contradictory and almost unattainable, but the demand for achieving corporate sustainability seems inescapable. Since Australian businesses are facing a fierce competition in domestic market as a result of reducing trade barriers, globalisation, and market deregulation, demanding them to contribute more to sustainable development may appear to be unreasonable. Furthermore, business managers are often wary of any organisational changes, as several of them have failed in creating organisational value. As a consequence, business managers are cautious of engaging in sustainable business practices. In an attempt to unravel the above dilemma, this study mainly examined how to enhance organisational value by sustainable business practices. It examined the two dominant strategic management theories, i.e. Barriers to Entry theory and the Resource-Based View (RBV) theory. It collected the data from 102 Australian business organisations using a survey method. Based on its findings, this study makes a number of contributions to the theory and practice of strategic management. Notable among them are, first, it shows that socially crafted business practices such as knowledge management, customer relationship management, and stakeholder management can have substantial leverage to building business competitiveness. Second, it demonstrates that environment-oriented business practices can provide a number of effective opportunities for increasing the height of entry barriers to new competition. Third, this study concludes that social-oriented business activities are almost ineffective as entry barriers to new competition. Fourth, it substantiates why environment protection measures such as Environmental Management System (EMS) are least contributing to business competitiveness. Finally, this study substantiates its main claim that a business organisation can enhance its competitive advantage by pursuing corporate sustainability principles. This study upholds the view that business organisations have enlightened self-interest in following corporate sustainability.

4

Cho, Wonsang. "Human resource management policy in Japanese manufacturing firms in the United States /." view abstract or download file of text, 2000. http://wwwlib.umi.com/cr/uoregon/fullcit?p9978251.

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Thesis (Ph. D.)--University of Oregon, 2000.
Typescript. Includes vita and abstract. Includes bibliographical references (leaves 142-153). Also available for download via the World Wide Web; free to University of Oregon users. Address: http://wwwlib.umi.com/cr/uoregon/fullcit?p9978251.

5

Utsahajit, Wichai. "Japanese business administrators' perceptions of corporate culture in their Japanese business corporations located in Thailand /." free to MU campus, to others for purchase, 1997. http://wwwlib.umi.com/cr/mo/fullcit?p9841343.

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6

Carvalho, Jean-Paul. "Investor communications around adverse earnings shocks." University of Western Australia. School of Economics and Commerce, 2005. http://theses.library.uwa.edu.au/adt-WU2005.0123.

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[Truncated abstract] A spate of sudden, high-profile corporate collapses has raised serious concerns over the degree to which managers are open and honest about poor financial performance. Corporate failures such as Enron, WorldCom and Tyco in the United States and One.tel and HIH in Australia have advanced the view that internal governance mechanisms and private managerial incentives systematically fail to ensure timely and reliable disclosure of bad news (e.g. Jensen, 2004). This thesis appraises the conventional view by investigating managers’ communications with the capital market during a period of sudden, poor financial performance. We study 74 firms that are listed on the Australian Stock Exchange [ASX], which experience an adverse earnings shock between 1994 and 1999. An adverse earnings shock is defined as a year of positive, increasing net income, followed by two contiguous years of negative or declining net income. The Australian setting for this study provides access to a richer database of investor communications than previously utilised in the literature, including management discussion and analysis, strategy disclosures, earnings and revenue forecasts, earnings preannouncements, business segment forecasts, dividend changes and share repurchases. Exploiting this extensive data set, we find that managers actually step up their investor communications activities around an adverse earnings shock. In the low litigation Australian setting, we are able to rule out litigation-avoidance incentives as a major explanatory factor. We investigate whether the increase in the volume of investor communications is aimed at mitigating information asymmetry, signalling a turnaround in financial performance or simply due to management “hype”

7

Woo, Po-shan Faustine. "The management of a Japanese information technology company in Hong Kong." Hong Kong : University of Hong Kong, 2001. http://sunzi.lib.hku.hk/hkuto/record.jsp?B23273240.

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8

Mori, Naoko. "Role of public relations in management: Japanese corporations in the United States." Thesis, Boston University, 1988. https://hdl.handle.net/2144/38082.

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Thesis (M.S.)--Boston University
PLEASE NOTE: Boston University Libraries did not receive an Authorization To Manage form for this thesis or dissertation. It is therefore not openly accessible, though it may be available by request. If you are the author or principal advisor of this work and would like to request open access for it, please contact us at open-help@bu.edu. Thank you.
This study explores how Japanese corporations operating in the U.S. accommodate their management systems to an American work environment, and examines the role of public relations activities in the management systems. Nine interviews were conducted with American and Japanese executives at five Japanese corporations in Massachusetts and Connecticut. The major research questions were: What are the management policies and how is the management structured at each company? What kind of communication method is used for employee and community relations programs? How do the differences between American and Japanese cultures, such as languages and work values, affect the corporations? How do public relations activities support management objectives? All the executives concluded that cultural differences between the U.S. and Japan do not become communication barriers once people from both nations gain mutual understanding. Due to differences in the nature of employees and communities in which they operate, the types of management systems and the communication methods adopted by the five companies vary. Public relations can help management monitor these environmental differences and establish its goals according to the environment. To implement these goals, organizations need active managers who are willing to understand the cultural differences of their organizations and to get involved with employee and community activities. In this way, the managers can facilitate two-way communication among the organizations and between the organizations and the communities.
2031-01-01

9

Ojanperä, O. (Olga). "Effects of using English in business communication in Japanese-based multinational corporations." Master's thesis, University of Oulu, 2014. http://urn.fi/URN:NBN:fi:oulu-201402131106.

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Japanese companies are internationalising and becoming increasingly involved in global business. It has become more and more common in Japan to use English, the global language of business. Recently, English has been introduced as the official language of a few Japanese corporations and discussions are going on in many other companies. English is not used for international operations solely but it is required in almost all functions. English has an undeniable role as the lingua franca of global business. Using English is no more a choice but inevitable for companies trying to compete in international markets. Yet, the effects of English in business communication have not been studied much until recent years. The aim of this research is to examine the effects of using English in Japanese-based multinational corporations. Using qualitative research method, the empirical part of the study is comprised of a two-step research including three interviews and a questionnaire. Participants were selected from four Japanese-based multinational corporations. Three main topics are discussed in the study. Firstly, the role of language skills in cross-cultural business communication is analysed. Secondly, the effects of using English in Japanese companies are studied on two levels including individual and company levels. On individual level, it is discussed how using English affects job performance, and how English language skills affect career development in Japanese corporations. On company level, it is examined how the corporate strategy can support effective use of English in Japanese companies. There were two main findings in this study. Firstly, English language skills can contribute to better job performance and promotion in Japanese-based multinational corporations. Employees with English language skills seem to have better chances for promotion and overseas assignments, and have wider career choices. On the other hand, using English can make communication slow, cause misunderstanding, create frustration and create barriers for employees with poor language skills. Secondly, it was found out that the company strategy has an essential role in supporting effective business communication in English. Not only can the company choose the right language policy, but it can enhance effective use of English, by creating an encouraging atmosphere and offering its employees opportunities to use and practise English language skills. In summary, by presenting a qualitative study of Japanese-based multinational corporations, this research aims at contributing to better understanding of effective business communication. The role of language cannot be left aside, since effective cross-cultural business communication can define Japanese companies’ success in today’s multicultural business world. This study was conducted in Tohoku University research programme during academic year 2012–2013, in Sendai, Japan.

10

Tsang, Chiu-hok Victor. "The Japanization of Hong Kong industry /." [Hong Kong] : University of Hong Kong, 1992. http://sunzi.lib.hku.hk/hkuto/record.jsp?B13302802.

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11

Arfman, Robert W. "The Japanese software industry : a comparative analysis of software development strategy and technology of selected corporations." Thesis, Massachusetts Institute of Technology, 1988. http://hdl.handle.net/1721.1/36920.

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12

Tam, Sze-wan. "Managerial control in a Japanese electronic manufacturing company in Hong Kong." Click to view the E-thesis via HKUTO, 1998. http://sunzi.lib.hku.hk/hkuto/record/B42575047.

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13

Woo, Po-shan Faustine, and 胡葆珊. "The management of a Japanese information technology company in Hong Kong." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 2001. http://hub.hku.hk/bib/B29852456.

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14

Chan, Chee-ming, and 陳熾明. "The management of Japanese E & M contracting companies in Hong Kong." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1988. http://hub.hku.hk/bib/B31263975.

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15

Tang, Chung-man Victoria, and 鄧仲敏. "A study of the business strategies of Japanese department stores in Hong Kong." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1990. http://hub.hku.hk/bib/B3126475X.

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16

Tam, Sze-wan, and 譚思韻. "Managerial control in a Japanese electronic manufacturing company in Hong Kong." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1998. http://hub.hku.hk/bib/B42575047.

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17

Ng, Tat-kwan, and 伍達群. "A study of the management practices of some well established Japanese construction companies in Hong Kong." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1990. http://hub.hku.hk/bib/B31264712.

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18

Blumberg, Sandra [Verfasser], Dominic [Gutachter] Busch, and Hartmut [Gutachter] Schroeder. "There is nothing that can replace a personal relationship - Practicing Intercultural Competence in German Multinational Corporations in Australia / Sandra Blumberg ; Gutachter: Hartmut Schroeder , Dominic Busch." Frankfurt (Oder) : Europa-Universität Viadrina Frankfurt, 2017. http://d-nb.info/1126967424/34.

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19

Blumberg, Sandra Verfasser], Dominic [Gutachter] [Busch, and Hartmut [Gutachter] Schroeder. "There is nothing that can replace a personal relationship - Practicing Intercultural Competence in German Multinational Corporations in Australia / Sandra Blumberg ; Gutachter: Hartmut Schroeder , Dominic Busch." Frankfurt (Oder) : Europa-Universität Viadrina Frankfurt, 2017. http://nbn-resolving.de/urn:nbn:de:kobv:521-opus4-2374.

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20

Tsang, Chiu-hok Victor, and 曾昭學. "The Japanization of Hong Kong industry." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1992. http://hub.hku.hk/bib/B31265509.

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21

Zhang, Shu, and 章抒. "Make a company localized or personalized: a case study of a Japanese electric subsidiary in Shanghai." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 2005. http://hub.hku.hk/bib/B35514553.

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22

Chan, Yan-chuen, and 陳仁川. "Cross-cultural communication in a Japanese multinational company in Hong Kong." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 2002. http://hub.hku.hk/bib/B42577032.

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23

Oshima, Noboru. "Comparing marketing policies in Nippon Professional Baseball and the National Fooball League: Lessons for Japanese sports teams." CSUSB ScholarWorks, 2004. https://scholarworks.lib.csusb.edu/etd-project/2544.

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This study compares the U.S. National Football league (NFL) and Nippon Professional Baseball (NPB). The goal of the study is to develop recommendations for the rebuilding of NPB's popularity in terms of marketing policy practices after the efficiency of both leagues is analyzed.

24

Nayak, Raveendra. "Developing sustainable corporations in Australia." 2006. http://adt.lib.swin.edu.au/public/adt-VSWT20060320.110540/index.html.

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Thesis (PhD) - Australian Graduate School of Entrepreneurship, Faculty of Business and Enterprise, Swinburne University of Technology, 2006.
This thesis is submitted in fulfillment of the requirements for the degree Doctor of Philosophy, Australian Graduate School of Entrepreneurship, Faculty of Business and Enterprise, Swinburne University of Technology - 2006. Typescript. Includes bibliographical references (p. 213-231).

25

Yoshikawa, Toru. "Determinants of investor relations strategy a study of large Japanese firms /." 1997. http://catalog.hathitrust.org/api/volumes/oclc/40388226.html.

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26

Bós, Antônio Miguel Gonçalves. "Management systems as technology and their relation with development a comparison of Japanese, U.S. and national firms in Brazil /." 1992. http://catalog.hathitrust.org/api/volumes/oclc/28208794.html.

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27

Wang, Li-Hwa, and 王麗華. "The Management and Leadership of Japanese Multinational Corporations in Taiwan and China." Thesis, 2006. http://ndltd.ncl.edu.tw/handle/49447630434932802727.

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Анотація:

碩士
淡江大學
日本研究所碩士在職專班
94
Japanese corporations began to invest in Taiwan in 1952, since that time there have been three significant peaks in their investment. Japanese corporations, starting in the late 1980s, began to invest in China, and since that time there also have been three peak periods. Based on the data analysis of Japanese investment, the Japanese investment in these two countries has fluctuated; when investment peaked in Taiwan it decreased in China, and vice versa. Since the economic power of China is presently increasing, it is important for Taiwan to keep their status in the global economy by understanding how the Japanese are investing in China. This study suggests that combining the strengths of Japanese and Taiwanese corporations and creating a system of productivity and management to exploit these strengths can build a mutually beneficial model for Japan, Taiwan, and China. This framework can help Japanese corporations develop more selections in their management strategies and can strengthen the Taiwanese presence in the global economy. There are eight chapters in this thesis. Chapter one, Introduction, explains the research motivation, background, method, and sampling. Chapter two: The International Management of Japanese Multinational Corporations. This chapter defines the multinational corporation and its developmental stages. It reviews the organizational structure of the multinational corporation and the procedure of Japanese multinational corporations’ overseas investment, and examines the exporting of Japanese management style and the characteristics of the international management of Japanese multinational corporations. Also, the key concepts and theories of this thesis would be discussed. Chapter three, International Management of Japanese Multinational Corporations in Taiwan, investigates the management strategies and future development of Japanese corporations in Taiwan. Characteristics of Taiwanese corporations and Taiwanese management leaders are reviewed, and they are compared to Japanese management in Taiwanese corporations with an “intercultural management comparison” framework. Chapter four: The International Management of Japanese Multinational Corporations in China. This chapter analyzes the investment and management strategies of Japanese multinational corporations in China and discusses real cases, and reviews the current economy in China and its developmental potential. It also demonstrates how this Japanese management and Chinese economic growth are codependent. Chapter five, Japanese and Taiwanese cooperation in the Chinese Market, compares the strengths and weaknesses of the management styles within Japanese and Taiwanese multinational corporations in China. It reviews the strengths of Japanese and Taiwanese cooperation and suggests that the greatest success in the Chinese market can be achieved by combining the strengths of the Japanese and Taiwanese corporations. Chapter six: The leadership of the International Management Leaders and Chief Executive Officers (CEOs) in Multinational Corporations. This chapter discusses the essential leadership qualities of international management leaders and CEOs, and training of future international management leaders. It analyzes the leadership of these managers from a management strategy perspective. Chapter seven, Case Studies, examines two corporations: Nissan, a prototypical Japanese multinational corporation, and Kinik, a Taiwanese multinational corporation that has kept the management style from past Japanese colonial times. Interviews with CEOs were also conducted to examine the leadership of CEOs and international management styles in multinational corporations. These case studies aim to extract the essence of how these management leaders become international business managers. Chapter eight: Summary. This chapter summarizes the highlights of each chapter and makes suggestions for future directions. In conclusion, by conducting this study, the author hopes this thesis would become a reference for Japanese, Taiwanese and Chinese international business management leaders.

28

Evans-Klock, Christine. "Japanese direct investment in U.S. manufacturing management strategies and location decisions /." 2005. http://catalog.hathitrust.org/api/volumes/oclc/69175808.html.

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29

San, Antonio Patricia Mary. "The cultural interface the Japanese manager in an American company in Japan /." 1991. http://catalog.hathitrust.org/api/volumes/oclc/26292437.html.

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30

Laurie, Dennis. "A study of the management style of Japanese-owned U.S. subsidiaries based upon the views of Americans who work for them." 1990. http://catalog.hathitrust.org/api/volumes/oclc/21477022.html.

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31

Tang, Yu-Chin, and 唐郁靖. "The Research of Human Resource Management of Chinese, American and Japanese Corporations in Taiwan." Thesis, 1996. http://ndltd.ncl.edu.tw/handle/61325383781670178907.

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32

Beechler, Schon. "International management control in multinational corporations the case of Japanese consumer electronics subsidiaries in Southeast Asia /." 1990. http://catalog.hathitrust.org/api/volumes/oclc/25073395.html.

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33

Mekratri, Yaowarej. "East meets east : cross-cultural communication between Japanese managers and Thai subordinates." Thesis, 2003. http://hdl.handle.net/1957/31566.

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This research mainly examines the superior-subordinate relationship between Japanese managers and Thai subordinates working in joint ventures in Thailand, especially the management style of the Japanese and the reactions of the Thais, Cultural adaptation of Japanese expatriates and Thai subordinates is also explored. Through this study, we gain better understanding of the Japanese-Thai interpersonal relationships, communication patterns, work ethics, and other cultural values with particular emphasis on recurring themes such as concepts about work, vertical relationship, authority and supervision style, and gender issues. The in-depth interviews were conducted with ten Japanese managers, six Thai managers, and 12 Thai subordinates in Thailand in 2001. Findings show that although there are some similarities in Japanese and Thai cultural values at work, conflicts, frictions, and misunderstandings still exist between Japanese superiors and Thai subordinates because of their cultural differences. Both parties also have some stereotypes and negative myths of the other party. Concerning concepts about work, Japanese superiors prefer immediate actions from their Thai subordinates when problems arise whereas when the Thais encounter some difficulties in solving problems, they hesitate to inform their superiors. Since there is no clear job description in Japan, the Thais often feel uncomfortable when their job responsibilities overlap with their colleagues. Moreover, unlike Japanese people, Thai employees do not have a strong commitment to the company. Vertical relationship explores how the Japanese and the Thais build and maintain their relationships at work and after work hours. The Japanese believe that relationships should follow job accomplishment while the Thais think that good relationships should be established before working. After-hour activities are suggested as means to strengthen relationships between superiors and subordinates. Furthermore, Japanese superiors tend to use different strategies to supervise their Thai subordinates; those strategies include scolding, expecting expression of opinions, information sharing, and delegation of authority in decision making processes. However, the strategies seem not to work properly in Japanese-Thai joint ventures due to cultural differences at work. Although gender can be a barrier in career advancement in Japan, Japanese expatriates do not see this as the case in Thailand. However, most of the Thai female subordinates complained that women were less likely to get promotions while Thai male subordinates thought that career advancement was blocked because managerial positions were occupied by and reserved for Japanese expatriates. At the end, three cases are presented to illustrate how Japanese superiors and Thai subordinates adjust in intercultural work settings. Each case consists of two individuals' work experience and adaptability. We can see the importance of individual differences as some Japanese superiors and Thai subordinates realize cultural differences and try to adjust to the intercultural work settings while others hold back and, finally, resign from the company. To avoid conflicts and misunderstandings, and to work together effectively, Japanese managers and Thai subordinates should realize their cultural differences and learn the other's culture. If problems arise, they should be open-minded and willing to help each other solve the problems.
Graduation date: 2004

34

Mansumitrchai, Somkiat. "Corporate diversification and the effects of firm characteristics on diversification modes U.S., European and Japanese firm behavior /." 2000. http://catalog.hathitrust.org/api/volumes/oclc/50266650.html.

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35

Lilleston, Judith A. "Japanese management in the U.S. auto industry can it be transported? : a case study /." 1993. http://catalog.hathitrust.org/api/volumes/oclc/38493719.html.

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Lin, Yeh-Yun. "Implications of management philosophy, organizational climate, and managers' learning for human resource development a comparative study of American, Japanese, and Taiwanese firms in Taiwan /." 1991. http://catalog.hathitrust.org/api/volumes/oclc/28048209.html.

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Maharaj, Reshika. "A discussion of the concept of the 'place of effective management' in the context of South African law, using internationally established principles of corporate residency from the United Kingdom, Europe and Australia as guidelines to formulating this concept in South African law." Thesis, 2002. http://hdl.handle.net/10413/6137.

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Анотація:

The aim of this dissertation is to carry out the following: • Discuss the concept of residency in South Africa and the evolution to the residence basis of taxation in South Africa. • Examine the Organisation for Economic Co-operation and Development's (OECD) stance on the concept of 'effective management'. • Examine the laws of the United Kingdom, certain European countries and Australia with regard to the concepts of 'management and control', 'management or control', ' place of effective management' and 'effective management'. • Formulate a definition of the term 'place of effective management' in South Africa using these guidelines obtained from the various countries discussed.
Thesis (LL.M.)-University of KwaZulu-Natal, Durban, 2002.

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Ross, Nicole Kristine. "Doing Good While Going Public: Ramping Up the ExactTarget Foundation Amidst the IPO Process (Q1 2012)." Thesis, 2013. http://hdl.handle.net/1805/3222.

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