Negandhi Functioning of the Multinational Corporation

A Global Comparative Study
1. Auflage 2013
ISBN: 978-1-4831-8940-6
Verlag: Elsevier Science & Techn.
Format: PDF
Kopierschutz: 1 - PDF Watermark

E-Book, Englisch, 304 Seiten, Web PDF

Functioning of the Multinational Corporation: A Global Comparative Study is a collection of papers that discusses the roles played my multinational corporation in addressing societal problems. The title outlines and analyzes the issues and conflicts between multinational corporations and states. The text first covers the concept of multinational corporations. Next, the selection tackles global issues, such as economic independence, socio-cultural impact of transnational enterprises, and transfer-pricing problems. The text also deals with strategies, policy making, and organizational adaptability of multinational corporations. In the last part, the title analyzes the individuals who manage multinational corporations in terms of their backgrounds, education, training, and outlook. The book will be of great interest to sociologists, political scientists, economists, and behavioral scientists.

Autoren/Hrsg.

Negandhi, Anant R.

Inhaltsverzeichnis

1;Front Cover;1
2;Functioning of the Multinational Corporation: A Global Comparative Study;4
3;Copyright Page;5
4;Table of Contents;8
5;Dedication;6
6;Preface;10
7;Part I: Introduction;12
7.1;Chapter 1. Multinational Corporations: Issues, Context, and Strategies
;14
7.1.1;PURPOSE AND ORIGIN OF THIS VOLUME;15
7.1.2;ECONOMIC DEVELOPMENT DECADE OF THE 1960s;16
7.1.3;STRATEGIES AND POLICIES OF MULTINATIONAL CORPORATIONS;17
7.1.4;THE COMMUNIST WORLD AND MULTINATIONALS;19
7.1.5;THE MAN IN THE MIDDLE;19
7.1.6;REFERENCES;20
8;Part II: Multinationals and Global-Level Issues;22
8.1;Chapter 2. From Political to Economic Independence: The Historical Context of the New International Economic Order;24
8.1.1;NATIONAL POLITICAL CONSOLIDATION AND INTERNATIONAL POLITICAL-MILITARY STABILIZATION;26
8.1.2;DISAPPOINTMENTS WITH THE DEVELOPMENT RESULTS;26
8.1.3;DOUBTS ABOUT THE PREVAILING DEVELOPMENT MODEL;28
8.1.4;THE ROLE OF THE NON-ALIGNED COUNTRIES;31
8.1.5;THE POLITICIZATION OF THE DEVELOPMENT ISSUE;32
8.1.6;THE GROWING ASSERTIVENESS OF THE THIRD WORLD;33
8.1.7;REFERENCES;35
8.2;Chapter 3. Economics Falls Short: The Need for Studies on the Social and Cultural Impact of Transnational Enterprises;36
8.2.1;THE NEED FOR STUDIES ON THE SOCIAL AND CULTURAL IMPACT OF TNEs;36
8.2.2;SOCIAL IMPACT;37
8.2.3;IMPACT ON CULTURE;49
8.2.4;REFERENCES;56
8.3;Chapter 4. Transfer-Pricing Problems and the Multinational Corporations;62
8.3.1;INTRODUCTION;62
8.3.2;CANADIAN POLICY ON TRANSFER PRICING AND PROFITS;64
8.3.3;THE MNE AND TRANSFER PRICING;64
8.3.4;METHODS OF TESTING FOR TRANSFER PRICING;66
8.3.5;RESEARCH METHODOLOGY;67
8.3.6;RESULTS AND IMPLICATIONS;68
8.3.7;REFERENCES;82
9;Part III: Strategies, Policy Making, and Organizational Adaptability of Multinational Corporations;86
9.1;Chapter 5. Strategic Management of Diversified Multinational Corporations;88
9.1.1;A FRAMEWORK TO CONSIDER STRATEGIC MANAGEMENT IN THE MATRIX MODE;89
9.1.2;RESEARCH METHODOLOGY;93
9.1.3;STRATEGIC FOCUS FOR A SINGLE BUSINESS IN THE MATRIX MODE;96
9.1.4;STRATEGIC FOCUS AND HOST GOVERNMENT CONTROLS;99
9.1.5;MANAGING EROSION OF STRATEGIC FREEDOM - GOVERNMENTAL CONTROLS;107
9.1.6;MANAGING INTERDEPENDENT BUSINESSES IN THE MATRIX MODE;112
9.1.7;STRATEGIC MANAGEMENT OF DMNCs - SOME IMPLICATIONS;123
9.1.8;REFERENCES;125
9.2;Chapter 6. Multinationals in Industrially Developed Countries: A Comparative Study of American, German, and Japanese Multinationals;128
9.2.1;THE RESEARCH DESIGN;131
9.2.2;SOME COMPARISON WITH DEVELOPING COUNTRIES;132
9.2.3;NATURE OF ISSUES BETWEEN MNCs AND EUROPEAN COUNTRIES;136
9.2.4;RESULTS AND DISCUSSION;139
9.2.5;CONCLUSIONS;143
9.2.6;REFERENCES;145
9.3;Chapter 7. Adaptability of American, European, and Japanese Multinational Corporations in Developing Countries ;147
9.3.1;INTRODUCTION;147
9.3.2;COMPARATIVE FOCUS;148
9.3.3;CONCEPTUAL SCHEME, RESEARCH SETTINGS, SAMPLE, AND METHOD;148
9.3.4;BRIEF SUMMARY OF RESULTS;150
9.3.5;MNC-MANAGEMENT ORIENTATIONS;151
9.3.6;COMPANY EFFICIENCY VERSUS SYSTEM EFFECTIVENESS;152
9.3.7;ADAPTIVE VERSUS REACTIVE BEHAVIOR;155
9.3.8;MANAGERIAL ATTRIBUTES AND CONFLICT RESOLUTION;157
9.3.9;RESPONSES TO POLICY CHANGES;158
9.3.10;PERSONNEL POLICIES;163
9.3.11;HEADQUARTER-SUBSIDIARY RELATIONSHIPS;168
9.3.12;INVESTMENT POLICY AND STRATEGIES;172
9.3.13;REFERENCES;174
9.4;Chapter 8. Multinationals and the Communist World: A Comparative Study of American, European, and Japanese Multinationals in Eastern Europe and the U.S.S.R.;176
9.4.1;INTRODUCTION;176
9.4.2;NATURE AND PURPOSE OF THE STUDY;177
9.4.3;DATA SOURCES AND METHODS;179
9.4.4;ANALYSIS AND INTERPRETATION OF RESEARCH FINDINGS;180
9.4.5;PRODUCT QUALITY CONTROL;193
9.4.6;CONCLUSIONS;195
9.4.7;APPENDIX: CATEGORIES OF COOPERATION CONTRACTS;197
9.4.8;REFERENCES;197
9.5;Chapter 9. A Model of Market Opportunity Expropriation in State-Controlled Economies: A Case of the Shipping Industry;200
9.5.1;INTRODUCTION;200
9.5.2;COMPETING AGAINST STATE POWER;202
9.5.3;The COMECON Case;203
9.5.4;The UNCTAD Code Case;204
9.5.5;TRANSNATIONAL SHIPPING INDUSTRY STRUCTURE;204
9.5.6;POLICY OPTIONS FOR HOST COUNTRIES;207
9.5.7;TRANSNATIONAL SHIPPING CORPORATIONS AND THE NEW ECONOMIC ORDER;210
9.5.8;HOST-COUNTRY POLICIES TOWARD INDUSTRIALIZED COUNTRY-BASED TRANSNATIONAL SHIPPING CORPORATIONS;212
9.5.9;FUNDAMENTAL ISSUES CONCERNING TRANSNATIONAL SHIPPING CORPORATION PERFORMANCE;215
9.5.10;CONCLUSION;216
9.5.11;REFERENCES;216
10;Part IV:Managers of Multinational Corporations;218
10.1;Chapter 10. The Man Who Manages Multinationals: A Comparative Study of the Profiles, Backgrounds, and Attitudes of Chief Executives of American, European, and Japanese MNCs;220
10.1.1;AN INTERNATIONAL STUDY;220
10.1.2;METHODOLOGY;221
10.1.3;DEMOGRAPHIC PROFILE;222
10.1.4;TRAINING PROFILES;224
10.1.5;EXPERIENCE AND MOBILITY PROFILE;226
10.1.6;TRAINING AND DEVELOPMENT ATTITUDE PROFILE;230
10.1.7;CONCLUDING NOTE;236
10.2;Chapter 11. Living in a Dual World: A Comparative Study of Japanese Expatriates and Australian Local Managers;237
10.2.1;INTRODUCTION;237
10.2.2;CONCEPTUAL FRAMEWORK;238
10.2.3;METHOD AND SAMPLE;244
10.2.4;ANALYSIS OF RESULTS;246
10.2.5;DISCUSSION OF FINDINGS;257
10.2.6;APPENDIX: THE COORIENTATIONAL ISSUES(l);258
10.2.7;NOTE;260
10.2.8;REFERENCES;260
10.3;Chapter 12. Japanese Managers and Management in the Western World: A Canadian Experience;265
10.3.1;UNIQUENESS OF JAPANESE MANAGEMENT;265
10.3.2;APPLICABILITY OF JAPANESE MANAGEMENT PRACTICES;266
10.3.3;THE JAPANESE STYLE OF DOING BUSINESS: THE MANAGERIAL DIFFERENCES;268
10.3.4;THE JAPANESE PERCEPTION OF THE JAPANESE MANAGEMENT "STYLE";271
10.3.5;THE AMERICAN PERCEPTION OF THE JAPANESE MANAGEMENT "STYLE";272
10.3.6;THE "MACRO" LEVEL CONTRASTS IN THE BUSINESS PRACTICES;273
10.3.7;IMPLICATIONS OF THE MACRO-LEVEL FINDINGS;275
10.3.8;THE CANADIAN EXPERIENCE AT THE "MICRO" LEVEL: AN EMPIRICAL TEST;276
10.3.9;DISCUSSION;278
10.3.10;CONCLUDING REMARKS;280
10.3.11;REFERENCES;280
10.4;Chapter 13. Unresolved Issues: Agenda for Research;284
10.4.1;THE MNCS CONTRIBUTIONS TO THE HOST COUNTRIES;288
10.4.2;THE MULTINATIONALS' STRATEGIES AND THEIR POLICY MAKING;289
10.4.3;REFERENCES;290
11;Conference Participants;292
12;APPENDIX;294
13;Name Index;296
14;Subject Index;300
15;About the Contributors;303