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This thesis examines the implementation of HR practices within Cypriot sub-units of service sector MNCs. It attempts to shed light on the decision-making process which takes place at the local unit and highlight the forces which shape this. Existing literature, albeit influential, seems to be constrained by the underlying notion that HQ seek to transfer HR practice to the local unit. Hence, researches have attempted thus far to explore the factors which facilitate or hinder the transfer. However, this thesis uses a bottom-up approach and shifts the emphasis from the top to the bottom level without assuming proactive, vertical transfer of practices. However, influence from the top level is by no means ignored. On the contrary, intra-organisational aspects and pressures have been incorporated in the integrated model used for this analysis. The integrated model, as such, incorporates influences from four different theoretical approaches in order to study HRM within sub-units. Indeed, findings from this thesis illustrate how external and internal forces interplay to shape HR policies and practices locally. The multi-dimensional approach suggested in this thesis contributes to the literature by highlighting the interplay of factors which shape HRM within MNCs. This allows for a deeper understanding of how HRM occurs at local level. Findings from this thesis can also be extended beyond to a range of other countries and sectors.

<p><p>The aim of the thesis is to describe the entry mode choice and market</p><p>development progress of the successful MNC ABB in the specific</p><p>emerging market China. The authors also want to use theories in the</p><p>master course of International Business and Entrepreneurship to</p><p>explain the internationalization of one specific company ABB</p></p>

Background The rapid pace of globalization along with internationalization, challenge global MNCs to contemplate with a wide range of stakeholders. The demands of integrating CSR into the strategic outlook is becoming more essential, in order to balance home-country’s and host-country’s expectations. Previous research has defined three different CSR strategies that is utilized when having business operations in multiple countries. Although, there is a limited research regarding the design and implementation of these strategies and what influences each approach. Hence, this gap makes it interesting for further research.   Purpose The aim of this thesis is to investigate the influencing factors for MNCs to use a global, glocal or local CSR strategy, when internationalizing.   Method This thesis is based on a qualitative research approach, where the empirical findings were gathered through interviews with five Swedish MNCs, with one participant from each corporation, working extensively with CSR.   Findings Most MNCs believe they have a global CSR strategy, while the findings implied that the sampled MNCs are moving towards a glocal CSR approach. It is evident that actual strategic practices deviate from theory, however, the major factors found were in consistency with existing literature. New factors that were identified that influences MNCs choice of strategy were listed corporations, low versus high-risk countries, and different approaches of a centralized structure.

The aim of the thesis is to describe the entry mode choice and market development progress of the successful MNC ABB in the specific emerging market China. The authors also want to use theories in the master course of International Business and Entrepreneurship to explain the internationalization of one specific company ABB

In the evolving global economy, boardroom governance has forged an increasing influence on what transpires in corporations today. Within the boardroom, expectations of board directors and executive management (key actors) have shifted dramatically due to the financial failures (i.e., Enron and WorldCom, etc.) and the ensuing global financial crisis in the 2000s. The belief is that these directors and managers contributed greatly to these crises (Boerner, 2011). Consequently, there is a growing appeal to study boardroom governance and the roles of board directors and executive managers, not from a structural description, but rather from a behavioral perspective. In the literature, corporate governance structural framework is well informed while the behavioral framework is lacking. Often referred to as a black box, board behavior is not well understood because board processes are not easily observed nor are researchers readily invited to do so (Barratt & Korac-Kakabadse, 2002). There is therefore a clear call for studies to examine the black box of boardroom governance (Erakovic & Overall, 2010; Lockhart, 2010; Huse et al, 2011). Recognizing this demand, an examination of the beliefs and values of the board directors and executive managers in their boardroom culture, was undertaken as the starting point to open the black box of boardroom governance.

Problem statement The Western retailer H&amp;M is one of many multinational retailers presently preceding a rapid expansion, followed by an extensive recruitment of new employees in China. H&amp;M works extensively with the transfer of corporate values, mentioned as “the H&amp;M spirit”, to its foreign subsidiary in China through a Corporate Training Program. Scholars have recently highlighted the Corporate Value Transfer process, however the understanding of this process within the International Business literature today is limited. Research purpose The purpose of this research is to create a deeper understanding of the Corporate Value Transfer process in an emerging market context. This research therefore aims to investigate how H&amp;M transfers their corporate values to new employees in China, by focusing on the cultural challenges and opportunities arising during this process within a Corporate Training Program. Methodology The methodology being used was qualitative with an abductive approach, focused on performing a single case study. Empirical data was gathered through 19 semi- structured interviews with managers at H&amp;M ́s Human Resource offices for the Southern China region in Shanghai and Hangzhou. Results and contributions The Corporate Value Transfer process, to new Chinese employees, was summarized in three phases. These three phases, and different cultural challenges and opportunities within them, were conceptualized. This conceptualization contributes in terms of a theoretical foundation within the International Business literature and illustrates how a Corporate Value Transfer process in China can be viewed upon.

In the evolving global economy, boardroom governance has forged an increasing influence on what transpires in corporations today. Within the boardroom, expectations of board directors and executive management (key actors) have shifted dramatically due to the financial failures (i.e., Enron and WorldCom, etc.) and the ensuing global financial crisis in the 2000s. The belief is that these directors and managers contributed greatly to these crises (Boerner, 2011). Consequently, there is a growing appeal to study boardroom governance and the roles of board directors and executive managers, not from a structural description, but rather from a behavioral perspective. In the literature, corporate governance structural framework is well informed while the behavioral framework is lacking. Often referred to as a black box, board behavior is not well understood because board processes are not easily observed nor are researchers readily invited to do so (Barratt & Korac-Kakabadse, 2002). There is therefore a clear call for studies to examine the black box of boardroom governance (Erakovic & Overall, 2010; Lockhart, 2010; Huse et al, 2011). Recognizing this demand, an examination of the beliefs and values of the board directors and executive managers in their boardroom culture, was undertaken as the starting point to open the black box of boardroom governance.

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No / The longitudinal properties of outward FDI and multinational company (MNC) strategies and activities have been extensively investigated by international business scholars (Buckley et al., 2007; Butler and Domingo, 1998; Liu et al., 2005). There has, however, been less investigation of the role of outward FDI in the debates about regionalism and globalization (Buckley, 2009a; Rugman, 2003; Rugman and Verbeke, 2004). In principle, if significant numbers of MNCs are developing ‘global factory’-type strategies, this should be accompanied by marked changes in outward FDI that lead to step changes in trend FDI flows as firms engage in substantial new off-shoring operations and complex foreign investments to reap the benefits from the increasing opportunities to internationalize their activities (Buckley, 2009b; Buckley and Ghauri, 2004). An alternative view is that internationalization is primarily a regional process, whereby MNCs conduct most of their activities in the major economic regions of the world, and that this has not changed significantly despite growing trade and capital liberalization (Rugman 2003, 2005; Rugman and Hodgetts, 2001). Thus although new areas such as China and India are increasingly part of the global economy and have become major regional areas, this process does not lead to large-scale changes in the underlying determinants of FDI. In this view, outward FDI trends are likely to be stable in the long run in which shocks to the system do not disturb long-run trends.