Thesis (M.B.A.)--University of Hong Kong, 1992.

Thesis (Ph. D.)--Massachusetts Institute of Technology, Sloan School of Management, 2003. / Includes bibliographical references.

Thesis (Ph. D.)--University of Wisconsin--Madison, 1985. / Vita. Includes bibliographical references (leaves 268-296).

Thesis (Ph. D.)--Queen's University, Kingston, Ontario, 2002. / Vita. Includes bibliographical references (leaves 387-413).

Frankfurt (Oder), Europa-Universität Viadrina, Thesis (doctoral), 2000. / Includes bibliographical references.

Thesis (M.Dev.Stud.)--Victoria University of Wellington, 2009. / Includes bibliographical references.

The research examines perceptions of top management in U. S. Multinationals (MNCs) about strategic management processes involving social responsibility, particularly issues on plant and employee safety, education and human resources, and health delivery and services. Strategic management processes consider setting objectives, environmental analyses, and evaluation of social responsibility programs emphasizing planning activities. The study focuses on firms' decision making in planning and execution of social responsibility programs and their impact on foreign country environments as perceived by company executives, at corporate headquarters and regional/subsidiary offices.

M. Phil.

The thesis studies the development and transfer of core competencies in multinational corporations. It aims to advance the general body of knowledge relating to core competencies, to have practical applicability for management practitioners and academics, to explain how three companies from South Africa became global leaders in their fields and to examine the lessons they learned about international business. Three South African originated multinationals and a US multinational company were studied. The basic methodology is a case study. The methods of research were personal interviews, telephone interviews, written questionnaires, documents, archival records and direct observations. Value chains were used to evaluate the effectiveness of methods of development and transfer and the success of transfer of core competencies. It is concluded that different and multiple methods are needed to develop and transfer core competencies. The effectiveness of methods varies by company and value chain location. There is a significant high degree of correlation between the ratings of success in transferring core competencies and the effectiveness of the methods used to transfer them. This gives substantial credibility to the information provided by the companies and highlights the importance of selecting appropriate methods. There are some variances between the research results and established literature on the development and transfer of core competencies. There are notable differences between the companies from South Africa and the US multinational on the effectiveness of methods used to develop and transfer core competencies. There are also areas where all the companies are in accord. "Roadmaps" covering the effectiveness of methods for developing and transferring core competencies in different locations in a value chain are presented. Practical examples of the companies' actions relating to acquisitions and post-acquisition integration, their experiences in different countries, challenges they face, the methods used to assess transfer, avoid pitfalls and improve transfer, and other issues are also provided.The success of the multinationals from South Africa is explained by a combination of history, competitive factor conditions, management practices, attributes and leadership. The conclusions of the thesis are followed by recommendations on how to improve the management, development and transfer of core competencies.

The objective of this study is to investigate the reasons for international assignments ending in failure, using the current models of expatriates’ premature withdrawal decisions, so as develop solutions to those problems. Studies of expatriate failure and effects of expatriate satisfaction on organisational performance have been conducted but most of them in the overseas countries. These studies revealed that the practice of employing expatriates is a strategic move on the part of the multinational corporation to increase the international experience and knowledge base of present and future managers. Even though studies on strategies that companies can use have been done extensively, research still shows that a large number of overseas assignments end in failure. Failure being described as the premature return to the home country, not being able to adjust in the host company or country and immediately living the company upon return from the assignment. It is for this reason that in the researcher decided to investigate what could be the reasons that cause the expatriates to return home early. The research will be of importance to South Africa firstly, as organisations that are operating globally will copy the business systems and processes practiced in developed countries, and later bring knowledge, skills and expertise that will help in boosting the economy of the country. Secondly, the organisation's Human Resource Management will develop practices to ensure the successful and effective retention of expertise. Expatriate failure will be reduced and the process of repatriating expatriates will be meaningful. Individuals assigned will not find it difficult to adjust in the parent company, and later take the skills they have learnt to another company. Thirdly, managers generally will understand the challenges that accompany expatriation, and be able to meet those challenges. The research becomes an investigative research as one tries to establish if there is concurrence or deviation with the current models. A sample is drawn from a list of international companies that have operations overseas. The researcher has tried to get responses from companies in all provinces of South Africa so that the sample can be fully representative. The questionnaire is used as it is a common instrument for observing data beyond the physical reach of the researcher. The questions were selected to address each of the factors affecting decisions to withdraw from the country of assignment. Responses from the expatriates have helped to develop a new model that encompasses all the factors that cause the expatriates to leave the assignment early as well to develop solutions to the problems. This will not only help the multinational corporations to save on costs, but will also ensure that the company and the expatriate benefit from international assignment.