This study investigates the link between global integration -- defined as the intra-firm cross-border transfer of operational resources -- and performance in multinational professional engineering companies. Using a combination of qualitative and quantitative techniques, we find some support for a positive association. We review two bodies of scholarship germane to our topic: the global integration - performance literature and the multinationality - performance literature. The inclusion of the latter is justified since the espoused performance benefits of multinationality are predominantly realised through global integration. Based upon an evaluation of these two bodies of scholarship and qualitative insights, we propose a positive relationship between global integration and performance as well as a mediating relationship, with global integration acting as a mediator between multinationality and performance. Hypothesis testing is performed in Partial Least Squares, a structural equation modelling technique ideally suited for small samples. Results reveal a significant positive association between global integration and MNC profitability. A separate research model testing the relationship between global integration and the alternative dependent, MNC growth, is rejected. Further analysis of the profitability-based research model provides support for the mediational hypothesis: the relationship between multinationality and profitability is fully mediated, suggesting no gains from multinationality per se. Supplementary tests reveal that the profitability effects of global integration are enhanced when it is strongly motivated by the desire to take advantage of specialised skills within the MNC; no such claim of moderation can be made when global integration is strongly motivated by a desire to improve staff utilisation on a global basis. The relationship between global integration and profitability is also unaffected by the origins (headquarters vs. subsidiaries) of the intra-firm operational resource transfers that constitute global integration.

by Mak Tsz Yee. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1999. / Includes bibliographical references (leaves 51-53). / ABSTRACT --- p.ii / TABLE OF CONTENTS --- p.iii / ACKNOWLEDGEMENT --- p.v / CHAPTER / Chapter I. --- INTRODUCTION --- p.1 / Objective --- p.1 / The Engineering Consulting Business --- p.1 / Review of Literature --- p.3 / "Value-Creation, Resources and Capabilities" --- p.4 / Cost vs. Differentiation Advantage --- p.4 / Scope of Target Market --- p.5 / Isolating Mechanisms --- p.6 / Resources and Capabilities --- p.6 / Evolutionary Economics and Dynamic Competition --- p.8 / Scope of this Study --- p.9 / Chapter II. --- GENERAL ENVIRONMENT --- p.10 / Global Segment --- p.10 / Demographic Segment --- p.11 / Economic Segment --- p.11 / Office Properties --- p.11 / Residential Properties --- p.13 / Political Segment --- p.14 / Technological Segment --- p.15 / Concluding Observation of the General Environment --- p.15 / Chapter III. --- INDUSTRY ENVIRONMENT --- p.17 / Construction Industry --- p.17 / Consultancy Arrangement --- p.19 / Normal Scope of Services --- p.20 / Hong Kong Real Estate Property Market --- p.20 / Analysis of Industry Environment --- p.25 / Threat of Entry --- p.25 / Barriers to Entry --- p.25 / Economies of Scale --- p.25 / Product Differentiation --- p.26 / Capital Requirements --- p.26 / Switching Cost --- p.26 / Cost Disadvantages to New Entry Independent of Scale --- p.26 / Government Policy --- p.27 / Expected Retaliation --- p.27 / Bargaining Power of Suppliers --- p.28 / Bargaining Power of Buyers --- p.29 / Concentration of Buyers --- p.29 / Cost of Service an Insignificant Fraction of the Buyer's Cost --- p.29 / Undifferentiated Services and Low Switching Cost --- p.29 / Buyer Industry Earns Low Profits --- p.30 / Buyers Pose No Credible Threat of Backward Integration --- p.30 / The Industry's Service is Important to the Quality of the Buyers' Products --- p.30 / Threat of Substitute --- p.31 / Substitute Subject to Trends Improving Their Price-performance Trade-off --- p.31 / Profitability of Industry Producing Substitute --- p.31 / Rivalry Among Existing Competitors --- p.32 / Numerous or Equally Balance Competitors --- p.32 / Slow Industry Growth --- p.32 / Lack of Differentiation and Low Switching Cost --- p.32 / High Fixed Costs --- p.33 / Low Exit Barriers --- p.33 / Summary of Industry Analysis --- p.34 / Chapter IV. --- INTERNAL ENVIRONMENT --- p.37 / Ove Arup and Partners Company Limited --- p.37 / Review of the Resources and Capabilities of the Firm --- p.38 / Tangible Resources --- p.38 / Financial Resources --- p.38 / Physical Resources --- p.38 / Human Resources --- p.38 / Organisational Resources --- p.39 / Intangible Resources --- p.39 / Technological Resources --- p.39 / Resources for Innovation --- p.39 / Reputation --- p.40 / Identification of Core Competence --- p.40 / Weaknesses --- p.42 / Corporate-Level Strategy --- p.42 / Blurring Business-Level Strategy --- p.43 / Cost Structure --- p.43 / Human Resource Management --- p.44 / Organizational Structure --- p.44 / Market Sensing Activities --- p.44 / Concluding Remarks on Internal Environment --- p.44 / Chapter V. --- CONCLUSIONS AND RECOMMENDATIONS --- p.46 / What Is Strategy? --- p.46 / Conclusions and Recommendations --- p.47 / Chapter VI. --- BIBLIOGRAPHY --- p.51

There will always be a need for consulting engineering services in industry. In the engineering consulting fraternity, employees are the key valuable assets and this study addresses how the professional employees’ skills can be managed and structured in such a manner that they contribute efficiently to the daily operation of the consulting engineering firms. The core business of the consulting engineering firms is to sell or offer engineering or technical solutions to their clients and this can be successfully recognised by integrating the firm’s different engineering disciplines into projects teams that are able to implement specific projects allocated to them. Leaders in these teams are expected to have proficiency to identify individuals’ skills and talents that can be incorporated into a specific project team. At a strategic level, firms’ mangers should consider developing skills development plans that takes into consideration a combination of academic training, professional training and practical employee training. As soon as a skills development plan is in place, it is easier for it to be implemented at the operational level under the supervision of team leaders who are responsible for the continuing professional development of individual team members. The aim of this study was to determine the various business and technological strategies applied by consulting engineering firms while tendering and competing for project work in the country. The consulting engineering industry is highly competitive; managers of these firms must be properly equipped with both technical and management skills in order that they may survive in this industry. A probability sample of 44 engineering consultants was drawn from consulting engineers in two areas of South Africa, namely, North West Province and Eastern Cape Province, which have a total of 140 consultants. 22% of the respondents offered electrical engineering services, followed by the civil engineering services that form 16.7% of the respondents. The structural and mechanical engineering followed at 13.9% and 11.1% respectively. Chemical engineering and architecture were both at 5.6%. Some of the findings of this study were that managers of the consulting engineering firms must be equipped with communication competencies as well as emotional intelligence and self-management competencies, because, although consultants are highly technically skilled, they lack business and human skills. Part of the recommendations are that there is a need for the consulting engineering firm to upload a succinct synopsis of their services on their company websites, which will help promote the value of their services to their clients. / Thesis (M.Com.)-University of KwaZulu-Natal, Durban, 2012.

by Cho Yiu-sun. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1994. / Includes bibliographical references (leaves 98-101). / ABSTRACT --- p.ii / TABLE OF CONTENT --- p.vi / LIST OF EXHIBIT --- p.ix / Chapter / Chapter 1. --- INTRODUCTION AND METHODOLOGY / Introduction --- p.1 / Purpose and Planning Horizon --- p.2 / Names --- p.3 / Methodology --- p.3 / Sources of Information --- p.4 / Strategic Planning Model --- p.5 / Strategic Objectives and Plans --- p.11 / Chapter 2. --- HISTORY AND MISSION / History --- p.14 / Historic Strategies --- p.15 / The Mission --- p.17 / Chapter 3. --- PRODUCT SYSTEM AND INDUSTRY / Define Industry --- p.21 / Position of MEL in Industry --- p.22 / Product Systems --- p.25 / Research and Development --- p.33 / Chapter 4. --- ORGANISATION / Mintzburg Model --- p.35 / Sales office and Workshop --- p.37 / Organisation Chart --- p.38 / Chapter 5. --- MARKETS AND MACROENVIRONMENT / Review of Performance --- p.39 / Analysis --- p.43 / Market Potential --- p.44 / Macroenvironment --- p.45 / Chapter 6. --- COMPETITIVE ENVIRONMENT / Major Players --- p.52 / Analysis by Porter Format --- p.55 / Chapter 7. --- "STRENGTHS, WEAKNESSES, OPPORTUNITIES AND THREATS" / Strengths --- p.64 / Weaknesses --- p.66 / Opportunities --- p.68 / Threats --- p.72 / Chapter 8. --- STRATEGIC OBJECTIVES AND PLANS / Strategic Objectives --- p.74 / Strategic Plans --- p.77 / Chapter 9. --- CONCLUSION / General --- p.92 / Environment --- p.83 / Strategies --- p.84 / Necessity to change --- p.96 / BIBLIOGRAPHY --- p.88 / Appendix / Chapter 1. --- HISTORY OF MEDIA-GO ENGINEERING LIMITED --- p.A1/1 / Chapter 2. --- MAJOR TECHNICAL DEVELOPMENTS --- p.A2/1 / Chapter 3. --- THREAT OF PROPRIETARY PRODUCTS AND PICTURETEL --- p.A3/1 / Chapter 4. --- WORKSHOP AT CHAKUOLING --- p.A4/1 / Chapter 5. --- PROJECTS LIST AND EXPENSES ANALYSIS --- p.A5/1