Management Control and the Decentralization of R&D

The authors investigate organizational conditions influencing the allocation of decision rights made by headquarters of multinational corporations (MNCs) to their foreign R&D subsidiaries. The authors draw on the logic of management control theory to build their conceptual model and then develop this model using arguments from the R&D and time use literatures in order to test the direct and ind…

A Strategic and tactical approach to global business ethics

Includes bibliographies and index

The economic effects of multinational corporations -- Vol. 1

Edisi

-

ISBN/ISSN

0892320311

Deskripsi Fisik

xv, 313 p. ; bibliography, 24 cm

Judul Seri

-

No. Panggil

332.042 Res

Made in China: what western managers can learn from trailblaring Chinese entr…

Edisi

-

ISBN/ISSN

9781591397151

Deskripsi Fisik

xiii, 231 p. : ill. ; 26 cm.

Judul Seri

-

No. Panggil

Tan 658.421 Sul m

Foreign exchange hedging strategies at General Motors: transactional and tran…

How should a multinational firm manage foreign exchange exposures? Examines transactional and translational exposures and alternative responses to these exposures by analyzing two specific hedging decisions by General Motors. Describes General Motors' corporate hedging policies, its risk management structure, and how accounting rules impact hedging decisions. Although the overall corporate hedg…

Foreign exchange hedging strategies at General Motor

How should a multinational firm manage foreign exchange exposures? Examines transactional and translational exposures and alternative responses to these exposures by analyzing two specific hedging decisions by General Motors. Describes General Motors' corporate hedging policies, its risk management structure, and how accounting rules impact hedging decisions. Although the overall corporate hedg…

New products, sales promotions, and firm value: the case of the automobile in…

In the automobile industry, managers must demonstrate to CEOs and CFOs the impact of new product introductions on their firm's financial performance and stock market value. Yet these efforts are often hampered by the subjectivity of performance assessments and by the use of different time frames for evaluating performance impacts. In this study, the authors apply econometric methods to overcome…

ABB's relay business: building and managing a global matrix

Describes the development and management of the relays business area (BA) in ABB's global matrix organization. Focuses on three levels of management--corporate, BA, and operating company. Highlights the roles and responsibilities of individuals at each level as ABB creates a unique, highly successful organization structure and management process that enables it to integrate its disparate worldw…

Institutional Advantage

Is there such a thing as institutional advantage?and what does it mean for the study of corporate competitive advantage? In this article, I develop the concept of institutional competitive advantage, as distinct from plain competitive advantage and from comparative institutional advantage. I first identify and synthesize insights from strategy and institutional theories. I then arrive at a defi…

Competitive Advantage and the Existence of the Multinational Corporation : ea…

This article provides a counterpoint to Hashai and Buckley's article ?Is competitive advantage a necessary condition for the emergence of the multinational enterprise?? We agree with their conclusion that it is, in fact, not a necessary condition, but argue that the theoretical reasons behind this are different and more diverse than the ones they propose. We suggest that much extant economic th…

Network coordination and performance among MNEs in Latin America

We propose that to be successful under major environmental changes, an organizational response must fit the new environmental contingencies. We employ the political and economic reforms in Latin America during the 1990s as a natural experiment in which to examine these phenomena. Increased market integration should lead firms to establish closer managerial coordination among subsidiaries to an …

MNC strategies, exogenous shocks, and performance outcomes

This paper examines the effect of international diversification on multinational corporation (MNC) performance in the face of exogenous shocks in the global business environment, and the extent to which MNCs' internationalization aids or impedes post-shock performance. We use the September 11, 2001 attacks as a research setting to investigate the relationship between international diversificati…

Don't integrate your acquisitions, partner with them

What counts in making a happy marriage is not so much how compatible two people are, wrote Leo Tolstoy, but how they deal with incompatibility. That philosophy underlies a novel approach to M&A that some emerging multinationals have adopted. Instead of rushing to integrate businesses they've bought overseas, they've allowed their acquisitions to continue operating independently, almost as if th…

Expatriate utilization and foreign direct investment performance: the mediati…

Multinational corporations (MNC) often assign expatriate executives overseas to transfer knowledge, yet prior research has not specifically examined the utilization of expatriates as a strategic resource to facilitate knowledge transfer and enhance foreign direct investment performance. Drawing from the resource-based view of the firm and the international strategy literature, the authors argue…

Control and organizational learning in MNCs: an analysis through the subsidia…

For any large complex organization the problem of ensuring its constituent activity in accordance with overall policy and, at the same time adapt to its environment, is a central and continuing concern. Thus, the fundamental question which must be answered is ?what control mechanism can facilitate the adaptation process in the local market?? In multinational corporations (MNCs), the control mec…

The New frontiers

In 1893, American historian Frederick Jackson Turner declared that a frontier isn't just a place; it's also the process of adaptation and change that shifting borders force on people and institutions. The young Wisconsin professor was describing the role that the frontier had played for three centuries in creating the American nation, but the Turner thesis applies to modern business, too. Over …

A Multilevel perspective on knowledge transfer: evidence from the Chinese aut…

We adopt a multilevel perspective to study the transfer of collective and individual knowledge. By making a clear theoretical distinction between collective and individual attributes in concepts such as knowledge, teaching approach, and absorptive capacity, this study extends the knowledge transfer literature and provides fresh insights into the ways in which collective and individual knowledge…

The American model of the multinational firm and the "new" multinationals fro…

The traditional American model of multinational enterprise (MNE), characterized by foreign direct investment (FDI) aimed at exploiting firm-specific capabilities developed at home and a gradual country-by-country approach of internationalization, dominated the global economy during much of the post-World War II period. In the last two decades, however, new MNEs from emerging, upper-middle-incom…

International taxation and the direction and volume of cross-border M&As

We show that the parent-subsidiary structure of multinational firms created by cross-border mergers and acquisitions is affected by the prospect of international double taxation. Specifically, the likelihood of parent firm location in a country following a cross-border takeover is reduced by high international double taxation of foreign-source income. At the same time, countries with high inter…

MNC subsidiaries and country risk: internalization as a safeguard agains weak…

Country risk and foreign direct investment (FDI) are negatively associated, yet considerations such as rapid economic growth and lower factor costs are driving multinational corporations (MNCs) to significantly increase FDI into high-risk countries. How do MNCs deal with country risk on an ongoing basis after establishing majority or wholly owned operations? Analyses of 1983-96 data on a large …