This study discusses an activity competency model (ACM) which was utilized to investigate the perceived importance of managerial activities and skills/knowledge required of three management levels of Multi-national Corporation (MNC) under cross culture working environment in Middle Eastern area country. The 177 samples of this study collected mainly on different level of mangers from seven oil; petrochemical manufacturing industries and six service industries such as financial companies; bank and trade companies. Many quantitative methods, including factor analysis, one-way ANOVA, t-test, data correlation were utilized to test the hypothesis of this research. The major findings of this study are summarized as following: (1) the importance of MNC managerial activities varies significantly for both different levels of management and different industries. (2) the most important managerial three skills; communication, persuasiveness and coordination skill; planning and organizing skill; leadership skill are all identical in each management level and industry type as well. (3) it is very diversity in terms of cross-relationship between managerial skill and activity. (4) it is more concern on diversity of culture for lower management level than for upper level due to frequent personal contact and communication. The results of this study have implications for MNC management development, training, and management career planning. They can also serve as a guideline for recruiting or dispatching the capable expatriate manager for international business enterprise.

The research deals with the extent to which multi-national corporation rely on Taiwan subsidiaries¡¦ knowledge resource while operating their capital in subsidiaries in Mainland China. From the interview of the case study, there are three major driving forces affecting parent companies to count on their Taiwan subsidiaries, forces such as specific of parent companies, resource specific of Taiwan subsidiaries and local resource specific in Mainland China, Regarding specific of parent companies, the following factors effect the extent to which parent companies depend on Taiwan subsidiaries¡¦ knowledge resource:1.entry mode 2.experience in Chinese markets 3.The scope of value activities 4. the human resource exercise. Regarding resource specific of Taiwan subsidiaries, the following factors effect the extent to which parent companies depend on Taiwan subsidiaries¡¦ knowledge and resource.1.the strategic roles 2.strive actively to develop 3.industries 4. vertical and horizontal mode of value activities Regarding specific of local resource qualities in Mainland China, the following factors increase the extent to which parent companies depend on Taiwan subsidiaries¡¦ knowledge and resource.1.culture distance 2.uncertainty of local political and economic environment 3.industry value system of the local environment 4.local appropriate talent and the cost

This thesis identifies the enabling factors that are relevant for a company’s BoP innovation process. It aims at visualizing differences and challenges of BoP innovation processes in contrast to generic innovation processes. A literature review which was conducted first identified seven enabling factors for generic innovation processes: customer orientation, rigorous planning & early specification, pre-development activities, formalized project selection, functional competence & cross-functional teams, strong project leader and top management support. These theoretical findings provided the necessary framework for the qualitative, semi-structured interviews that were conducted with two companies, GE Healthcare and Godrej & Boyce, which both recently implemented a BoP project. The empirical results visualized the companies’ BoP innovation processes and suggested the following findings. First, the focus on customer orientation was strengthened as a company’s unfamiliarity with the local context strengthens the importance of exactly understanding the consumers’ needs. Second, rigorous planning & early specification was found not as important as in generic innovation processes due to the novelty of the endeavor and the necessary adjustments in the course of the project. Third, predevelopment activities remain important. Fourth, formalized project selection is found to be one of the most influential factors for a BoP innovation project. Fifth, no difference in significance was found in functional competence & cross-functional team. However, the two dimensions of internationality of the team and proximity to respective decision makers were added. Sixth, the case studies showed that a strong project champion is decisive for a BoP project. Last, top management support was found to be one of the most important factors for a BoP innovation project as adjusting structural factors and strategic orientations is necessary for a BoP project to fully unfold. Furthermore, three additional factors (strategic (re-)orientation of a company, independent business unit and mindsets and work approach) were discussed.

The purpose of this paper was to examine how cultural differences affect an MNC’s knowledge transfer of the concept employer branding, and what support subsidiaries need from headquarters for the MNC to become a global employer brand. The result is based on theoretical findings of employer branding, knowledge transfer and culture, applied to interview results at Scania. The knowledge transfer of the concept employer branding involves the implementation of a global employer branding communication platform. Findings show that Scania face challenges in employer branding awareness within the MNC, knowledge transfer internalization in subsidiaries, and balance of standardization and adaptation in connection to cultural dimensions of the markets. To overcome these challenges, Scania needs to further develop relational, social and organizational contexts for the MNC to become a global premium employer brand. The thesis has high originality since it gives implications to a specific MNC regarding the specific topic employer branding in a certain time of the implementation process.

In today competitive business environment MNCs need to extend their R&D and include external sources to explore and exploit knowledge; Open Innovation is used to meet this increased competitive environment. The aim of this thesis is to explore how MNCs act when they select their external collaboration channels; why MNCs select a specific channel of innovation and problems associated with the work. The conclusion of this thesis could help MNCs and their managers regarding the choice of Open Innovation channels. This thesis also studies different Open Innovation channels and when companies work with several channels together.   A qualitative multiple-case study was conducted to explore how seven MNCs act when they select which external channel to collaborate with to increase their innovation capacity. An MNCs´ Open Innovation channel selection process is formed by the innovation needed, the innovation needed tend to form which channel to collaborate with, for example the timeframe perspective; when MNCs are focusing on long-term development of products they collaborate with universities. Further, if an MNC wants to develop an already existing technique, they choose to collaborate with suppliers, as they are familiar with the product. All companies use their already existing network as a channel to gain external innovation and new ideas.

This article analyzes political strategies of MNC subsidiaries in emerging markets. We find that institutional pressures from public and private non-market actors in the emerging market lead to increased political activism. Furthermore, we find that these relationships become stronger, when the external pressures are joined by strong firm-internal pressures. Our findings contribute to the scarce literature on firms' political strategies in emerging markets. They also support recent criticism of institutional theory's strong focus on isomorphism as the most important legitimacy-conveying mechanism. We argue that the isomorphism-based either-or logic gives way to stronger agency of the subsidiary and to a logic of active negotiation and social construction of the subsidiary's legitimacy in the emerging market. Our findings show support for this idea as political activism is one such way how the subsidiary's legitimacy can be built and nurtured.

Tato práce odpovídá na otázky, proč vznikly nadnárodní společnosti a proč se jim tak daří. Základní teorie vzniku a chování nadnárodních společností v souvislosti se změnami globálního ekonomického prostředí vysvětlují motivy investic v zahraničí. Konkurenční výhody nadnárodních společností oproti národním podnikům spočívají v jejich know-how, možnosti podnikat ve více zemích a v jejich ekonomické síle. Tato práce dále uvádí, jaké jsou možnosti regulace činnosti nadnárodních společností tak, aby byly minimalizovány negativní aspekty a zdůrazněny pozitivní aspekty jejich působení.

South African Multinational Corporations (MNCs) are expanding their operations and seeking investment opportunities elsewhere bedsides South Africa. Some of these opportunities present themselves in unfamiliar environments which are politically risky nonetheless South African MNCs continue to invest in such countries. The aim of this research paper is to establish the impact of political risk on foreign direct investment decisions by South African MNCs. The paper seeks to establish key political risk factors that South African MNCs consider prior to investing in a country deemed politically risky. Once they have indentified these political risk factors, what are the Foreign Direct Investment (FDI) drivers attracting them to a specific country despite its political climate? The paper attempts to understand the decision making process of MNCs when seeking to invest in a politically risky country and to what extent do MNCs involve the incumbent government and other local stakeholders in this process. Lastly the paper seeks to establish how MNCs manage the impact of political risk in a country.A qualitative research methodology with an exploratory design was used to collect the data. In-depth face-to-face interviews were conducted with eight representatives from South African MNCs which are doing business in politically risky countries.The results reveal that political risk has a significant impact on the FDI decision making process of South African MNCs and how they go about conducting this process has a far reaching impact on the success of the MNC in a politically risky country. Conducting a thorough political environment assessment is critical, by engaging the incumbent government and all relevant stakeholders is key when seeking to invest in politically risky countries. Politics drive economics therefore one cannot separate economics and politics. / Dissertation (MBA)--University of Pretoria, 2012. / Gordon Institute of Business Science (GIBS) / unrestricted

Topic: Sustainable innovation in a multinational firm: A Case study of Sandvik. Purpose:  The purpose of the research is to provide an overview and empirically explore the opportunities present in the external environment and challenges encountered by MNC while pursuing their sustainable innovation goals through the lens of triple bottom line i.e., environmental, social, and economic.  Research questions: 1.     RQ.1. What are the challenges for MNCs in their external environment while achieving their sustainable innovation goals? 2.     RQ.2. What are the opportunities for MNCs by following the triple bottom line to attain their sustainable innovation goals?   Methodology: A qualitative method for data collection has been adopted in this research. Primary data was collected through semi-structured interviews whereas the secondary data was collected from past academic literature, Sandvik database available online, websites, and books. In this paper, we have adopted a case study approach for analyzing our subject of search from Sandvik’s perspective. Contribution: This research has contributed to the field of sustainable innovation through a triple bottom line approach. The frequent challenges and opportunities were identified which are present in MNC’s external environment. The single challenge and opportunity significantly impacting Sandvik’s sustainable innovation goals are discussed.  Conclusion: The implementations for sustainable innovation taken by Sandvik are identified through exploring challenges and opportunities in the external environment with theoretical reference. Time management is recognized as an emerging challenge for sustainable innovation which created the path for future research.

Research Aim: Our aim is to understand how multinational companies integrate cultural diversity of employees in their corporate culture. To achieve this objective, we compare the employees’ perception with the company's view on the topic. Design/methodology/approach: A qualitative case study is conducted with three sets of questionnaires. Two sets of questionnaires were designed for the foreign and the local employees. The third set was created for the department of human resource management who represented the company’s view. Analysis is done by comparing the theories with empirical findings of the study. Findings: The findings revealed that corporate culture is inspired by the national culture. By implementing a proper recruiting process, socialization and teamwork, multinational companies can integrate cultural diversity successfully in their corporate culture. Several tools such as offering language courses, announcements in both languages, a welcoming at the new country booklet, mentors, anonymous feedback on cultural issues and sports or cultural outings are proposed to manage cultural diversity. These tools can be used for both the foreign and the local employees. The integration relies on both employees and the companies. However, upper management should support the department of human resources management to find solutions for the integration of a culturally diverse workforce. Practical implications: Contemporary studies propose tools like mentoring programs that are costly and may ignite stereotyping while managing cultural diversity. This study proposes tools that are cost-effective and functional in integrating and managing cultural diversity of employees. Originality/Value: Previous studies do not emphasize the role of corporate culture in integrating cultural diversity of employees. This study focuses on the empirical gap of employees’ perception on the role of corporate culture in integrating cultural diversity. It proposes, that to manage cultural diversity, companies should only focus on the national and corporate culture of the company and not necessarily of the employee’s culture. / Syftet: Vårt mål är att förstå hur multinationella företag integrerar kulturellt mångfald i deras företagskultur. För att uppnå detta mål jämför vi medarbetarnas uppfattning med företagets syn i ämnet. Design / metod / tillvägagångssätt: En kvalitativ fallstudie genomförs med tre uppsättningar av frågeformulär. Två av frågeformulären utformades för utländska och lokala anställda. Den tredje uppsättningen skapades för personalavdelningschefen som representerade företagets uppfattning. En analys görs genom att jämföra teorierna med det empiriska resultatet av studien. Resultat: Resultatet visade att företagskulturen är inspirerad av den nationella kulturen. Genom att implementera en organiserad rekryteringsprocess, socialisering och lagarbete, kan multinationella företagen integrera kulturell mångfald framgångsrikt i sin företagskultur. Flera verktyg så som att erbjuda språkkurser, utskick på bägge språken, ett välkomshäfte för det nya landet, mentorer, anonym feedback om kulturella frågor och sport eller kulturutflykter föreslås för att hantera kulturell mångfald. Dessa verktyg kan användas för både utländska och lokala anställda. Integrationen bygger på både de anställda och företaget. Högre befattningar bör dock stödja personalavdelningen för att hitta lösningar för integration av en multikulturell arbetskraft. Praktiska åtgärder: Samtidsstudier som verktyg så som mentorprogram är kostsamma och kan skapa fördomar samtidigt när man vill behandla ämnet. Den här studien föreslår verktyg som är kostnadseffektiva och funktionella för att integrera och hantera kulturella mångfald hos de anställda. Bidrag: Tidigare studier betonar inte företagskulturens roll i att integrera kulturell mångfald hos anställda. Denna studie fokuserar på det empiriska gapet av medarbetarnas uppfattning om företagskulturens roll för att integrera den kulturella mångfalden. Det föreslås, för att hantera kulturell mångfald bör företagen bara fokusera på den nationella kulturen och företagskulturen och inte nödvändigtvis på medarbetarens kultur.