Background: Today as awareness about sustainable development increases, more attention is drawn towards sustainability strategies of the companies. However, prior research has not investigated the formulation and implementation of sustainability strategies within companies of different size and scope as existing studies are skewed towards the perspectives of large firms even though SMEs mark up more than 90% of the market.  Purpose: The main objective of this study is to gain an in-depth understanding of sustainability strategy formulation and implementation within the cosmetics industry from the perspectives of both MNCs and SMEs.   Method: To fulfil the purpose of the study, exploratory qualitative research is performed, using a multiple-case study design where several cases are selected to develop a more in-depth understanding of the research topic.  Conclusion: Based on the collected data, it can be concluded that sustainability strategies are initially driven by an environmentally conscious founder who has translated personal beliefs into the organizational culture. Furthermore, the analysis results show the relationship between the driver of sustainability with formulation and implementation mechanisms applied within the company.

Dans un contexte de mondialisation accrue et d’apparition de nouvelles forces issues des marchés dits émergents, les firmes multinationales (FMNs) ont développé des stratégies d’innovation novatrices. C’est en particulier au niveau des processus d’innovation que s’est opérée une des transformations les plus importantes. Elles doivent aujourd’hui faire face à une multiplication des sources d’innovation en matière de recherche et de développement (phase amont du processus d’innovation). Dans le même temps, les FMNs doivent aussi saisir toutes les opportunités de commercialisation et d’appropriation des innovations à l’échelle mondiale (phase aval) à travers leur réseau de filiales. La phase amont de ce processus est par nature complexe et itérative du fait de l’intégration de connaissances multiples et dispersées géographiquement. Cette particularité du processus d’innovation des FMNs se traduit par un encastrement de l’innovation à un niveau dit local. Cet encastrement rend alors la phase aval elle aussi très complexe, ne se limitant pas à une démarche uniquement marketing. Jusqu’ici, la phase aval a été conceptualisée de manière centralisée et désincarnée d’un point de vue organisationnel à travers les concepts de diffusion et de transfert. Ces approches ne permettent pas de rendre compte des modifications du processus d’innovation des FMNs et de comprendre des phénomènes empiriques tels que par exemple l’innovation inversée ou l’innovation dite frugale. C’est à travers l’étude d’un cas unique, une grande FMN française, que nous avons exploré et analysé cette phase aval. Grâce à ce travail, nous avons défini un cadre intégrateur: le déploiement des innovations. C’est un processus qui comprend l’enchaînement des commercialisations d’une innovation par des filiales situées dans des contextes locaux différenciés et nécessitant à chaque fois son adaptation. Ce déploiement est ainsi spatial, car l’innovation est exploitée dans différentes géographies, et temporel, car les adaptations peuvent s’étendre sur une durée. Nos principaux résultats s’articulent autour de trois niveaux d’analyses. Nous étudions d'abord les projets et communautés de déploiement pour mieux comprendre l’articulation du déploiement entre l’organisation et les individus. Ensuite, nous analysons le déploiement au niveau des individus et des compétences en défendant l’idée que la FMN doit aujourd’hui penser une fonction "chef de projet déploiement" en son sein. Enfin, nous nous positionnons au niveau de la stratégie d’innovation des FMNs en mettant en perspective le rôle du siège et celui des filiales. / In a context of increased globalization and the rise of new forces from so-called emerging markets, multinational corporations (MNCs) have developed new innovation strategies. In particular, one of the most considerable transformations has taken place in their innovation processes. MNCs must now face a multiplication of sources of innovation in terms of research and development (upstream phase of the innovation process). They also have to seize all the opportunities for commercialization and appropriation of innovations on a global scale (downstream phase) through their subsidiaries’ network. The upstream phase of this process is complex and iterative in nature because of the integration of multiple and geographically dispersed knowledge. The result of this peculiarity of the MNC’s innovation process is the embededness of innovation at a local level. This embedding makes the downstream phase also complex, not just a marketing process. Up to now the downstream phase has been centrally conceptualized and disembodied from an organizational point of view through the concepts of diffusion and transfer. These approaches do not capture changes in the MNC’s innovation process and do not succed to frame empirical phenomena such as reverse innovation or the specialisation of subsidiaries in certain phases of the innovation process. It is through the study of a unique case, a large French MNC that we explored and analyzed this downstream phase. Thanks to this work, we have defined an integrative framework: the deployment of innovations. It is a process that includes sequencing of the commercialization of an innovation by subsidiaries located in differentiated local contexts and requiring each time to be adapted. This deployment is thus both spatial, because the innovation is utilized in different geographies, and temporal, because adaptations may take place over time. Deployment is therefore a concept that has a descriptive scope (understanding the downstream phase) but can also be utilized by companies (the means to be implemented to optimize this downstream phase). Our main results are based on three levels of analysis. First, at the level of deployment projects and communities to better understand the articulation of deployment between the organization and individuals. Then we put the stress on the skills needed for deployment with the idea that the MNCs must now think of a project deployment function. Finally, on the innovation strategy of MNCs, where we put the role of headquarter and subsidiaries in perspective.

Aim: The aim of the study is to investigate the segmentation and customer acquisition strategies that a MNC offers in emerging markets to implement digital financial service.  The core purpose of the study would be to magnify two core research questions: 1 - How do MNCs segment customers to offer MFS in emerging markets? 2 - How MNCs offering MFS implement Customer Acquisition Strategies to be successful in emerging markets? Methodology: The methodology in this study is built on a qualitative method. The authors conducted semi-structured interviews when interviewing the bKash employees and the agents. Furthermore, different articles, publications, newspapers, websites & course books were also followed. Findings and Conclusion: From the results it was possible to conclude that MNCs in EMs follow all the steps of segmentation and customer acquisition examined in the theories. We ought to assume that MNCs providing MFS services in the EMs shall follow the traditional segmentation strategy. Channel strategy shall still be depending on the physical distribution for new customer acquisition. At the same time, customer awareness program, customer and channel education will drive towards a sustainable MFS business. This study can be used as a prescription to implement successful segmentation and customer acquisition strategies similar to EMs, especially in a context similar to Bangladesh. Contribution of the study: Regarding the theoretical contribution, the study introduces a framework that emphasizes a conventional approach to segmentation customer acquisition. It illustrates that a textbook strategy can be efficient. Also, to the practical contribution, physical distribution of quality based on regular training and incentives should be of top priority when selling innovative products, such as MFS, and communicating complex value propositions in EMs. Reflections on the study and suggestions for future research: The study has been done only in 1 successful MNC providing MFS service in one of the emerging countries, Bangladesh. A further study shall be done in other emerging countries especially in sub Saharan African region to validate this study.

Promoting economic diversity is important for states reliant on natural resources as the major source of economic development. Many of these states suffer from the Dutch disease leading to negative effects, which hinders economic diversification. One of the ways to reduce dependency on national resources is to encourage Foreign Direct Investment (FDI) inflows, which aids diversification by the transfer of technology, the creation of new employment opportunities, and the adoption of modern management practices. The Gulf Council Cooperation (GCC) countries recognised the necessity and benefits of FDI as an aid to economic diversification; it seems, however, that Kuwait is lagging behind in this endeavour. The government of Kuwait has engaged in a series of policy measures to induce Multinational Companies (MNCs) to invest in Kuwait, but the results, thus far, have been disappointing. The formal and informal institutions interact in a variety of ways. However, ineffective formal rules can create different outcomes; particularly, in the presence of strong informal institutions. In such a case, formal rules and procedures are not enforced systematically, that is, enabling actors who are involved in the policy process to ignore or violate them, which subsequently results in a failure to attract inward FDI to a host country. Thus, this study investigates the reasons behind this failure by examining the role of formal and informal institutions on FDI policy and on decisions on whether to grant FDI licences by means of using a New Institutional Economics (NIE) approach. The conceptual framework is used as a guide for an inquiry into the subject of study by constructing a category of intellectual scaffolding, which would provide a coherent structure (Schlager, 2007). The conceptual framework in this study systematically organises the investigation into how a MNC examines a potential investment location by dividing the host country assessments into four distinct ¿stages¿. When systematically conducted, the respective approach is grounded in the existing literature, which provides theories regarding the behaviour of MNCs in relation to their decision-making processes for considering locations for their FDI projects. The research questions derived from the conceptual framework are answered using a mixed methods research approach that uses three sets of data survey, semi-structured interviews, and secondary data. Firstly, the findings show that almost that all MNCs in the Gulf region have a limited awareness regarding investment opportunities in Kuwait, FDI laws and regulations. Secondly, the findings reveal a number of attractive and unattractive locations, and institutional factors of Kuwait. Finally, it is discovered that the high rejection rate of FDI applications is linked to unsuccessful policy implementation, which is a result of interaction of both formal and informal institutions in Kuwait. Subsequently, the results are utilised to make a number of recommendations for government policy makers, administrators, and for MNCs regarding how to improve FDI inflows into Kuwait. The results are also used to contribute towards the international business literature concerning the institution based view of FDI, and for government policy connected to attracting FDI. / Kuwait Petroleum Corporation (KPC)

The relationship between the MNCs organizational units, HQ and subsidiaries, has beencharacterized as an inherently conflictual arena and conflicts may arise due to the counterpartsnot being completely aligned and having conflicting interests. This is often caused by thedifferent pulls towards global standardization by the HQ and local adaptation by thesubsidiaries, and different internal and external pressures and factors. Through a case study ofthe MNC Arla Foods, the causes and consequences of the conflict regarding the HQ desire forthe discontinuation of the local Swedish brand, Arla Cow, in favor of global standardization hasbeen discussed. Data were collected through semi-structured interviews with managers from theHQ and Swedish subsidiary and a microethnographic study on-site at the Swedish subsidiary.The results show that the primary causes of the conflict are due to bounded rationality by theHQ, which results in problems related to communication and knowledge transfer between theSwedish subsidiary. Institutional or cultural aspects did not seem to be an influencing factor inthe conflicting interests.

The research regarding best practice transfer complexity is limited and mainly focused on a Western perspective. Thereby, it overlooks the emerging market context. Further, previous research has not examined the constraints affecting the transfer success from several dimensions. Therefore, this thesis aims at answering what the main constraints are to a successful best practice transfer from a Swedish multinational corporation headquarter to a Chinese subsidiary. Additionally, this thesis aims to examine how these constraints affect the transfer success from both a process and outcome perspective. In order to investigate this, the theoretical framework explains the potential internal and external constraints that can affect the transfer and defines success. This study was conducted through a qualitative case study based on a Swedish regional HQ’s transfer to its Chinese subsidiary. The data was mainly collected through semi-structured interviews with respondents from both Sweden and China. Conclusively, the findings showed that relational, organizational and contextual constraints were present. However, the qualitative research showed that there are often trade-offs between constraints and their effect on success, which previously have not been shown in quantitative research. In addition, the results suggest that the context is important to acknowledge when transferring best practices.

跨國公司台灣與巴拿馬員工文化差異對管理影響之研究─以巴拿馬台商為例 / Growth of international business has provoked the drain of companies venturing into cross borders. It is vitally decisive to consider facts before encountering any major problems. Corporations constructed by talented people dedicate the time to study economic factors such as taxation, government policies, and other investment dimensions. And nowadays, considered more important, the management of cross culture. This thesis measured the cultural similarities and differences between Panamanian and Taiwanese in a Taiwanese company established in Panama. The use of academic journals and surveys was important for collecting primary and secondary data. Local staff and Taiwanese managers transferred to Panama were interviewed; using a questionnaire structured using 5 (five) cultural dimensions discovered by Professor Geert Hofstede during his study in IBM, and studying the two constructs (communication and management style). Research Findings depicted that Taiwanese and Panamanians are more culturally similar than different; however, there are still challenges to face in this scenario. Some of these challenges for Taiwanese managers are to broaden their communication with staff, so local staff can fully enjoyed and receive a coaching style. Also, a challenge for local staff is their low uncertainty avoidance, which denotes a lack of communication in order to produce efficiently. Despite the challenges that have to be faced by the two parties, findings concluded that in this interaction, there is a positive relationship. Also, conclusion provided some recommendations for Taiwanese managers and other companies planning to establish in Panama. Those recommendations were as mentioned before, adapt their Taiwanese working style into the local staff considering some differences between; and use rewards for motivating staff. This study could also be used by Taiwanese Corporations planning to invest in Panama, and for any other country used as a reference to consider in advance. International community seeking to nurture knowledge regarding to culture and its consequences in organizations.

Cross-sector social partnerships have become a widely used instrument to work towards sustainable development and especially to deal with social issues. However, research on this phenomenon commonly addresses possible solutions directly, without a deeper analysis of the underlying obstacles and possibilities. The purpose of this study is to fill this gap by exploring the obstacles and possibilities for cross-sector social partnerships in achieving sustainable development. To do so, an empirical case study of a multinational mining corporation and its partners is conducted. Data is gathered from seven semi-structured interviews. The study shows that cross-sector social partnerships (CSSPs) are used by the interviewees to address social issues. Interviews are conducted with actors in different sectors who have relationships with the multinational corporations, this allows a diverse data collection. The study provides analytical results by identifying the obstacles and possibilities that are significant to the collaborations among partners, that is to say the CSSPs. Thus, three main obstacles are found: ​power imbalance, diverging focus and lack of trust among partners​. Whereas, three main possibilities are identified: ​optimism towards future development, broader involvement and more frequent & constructive dialogue​. The study also provides insights on partners at different influential levels and thereby makes a contribution to existing literature. From a practical perspective, understanding the underlying obstacles and possibilities could help to make the partnerships more effective.

<p>This master thesis explores the transfer of R&D activities from Western MNC’s to their Chinese subsidiaries and how companies can leverage key enablers to address main barriers in this process. The research project is conducted as a multiple-case study consisting of three case companies: the Danish pharmaceutical company Novo Nordisk, the Swiss/Swedish power and automation company ABB and the global food and beverage company Nestlé. The main rationale for conducting this study is that a significantly increasing level of foreign invested R&D is conducted in the Chinese environment with its increasingly important market. In order to preserve competitive advantages and secure global market penetration it could be necessary for other companies as well to undertake a similar process of transferring R&D.</p><p>The main barriers identified are the difficulty to find qualified employees in China, to train and retain the recruited employees and the language gaps that are present between the Western and the Chinese units. One key enabler applied to address these barriers is to organize activities at selected Chinese universities in order to attract skilled graduates. Utilizing expatriates and short-term traveling increases personal interaction between otherwise geographically distant employees together with providing training of increasing complexity are key enablers addressed to develop the Chinese employee’s knowledge. Language courses is the key enabler applied in order to decrease the language gaps, both Chinese courses for Westerners and English courses for Chinese.</p><p>In addition to identifying barriers and enablers and investigating their interrelatedness we propose a conceptual model for R&D transfer consisting of four elements to transfer together with implementation of the transferred knowledge at the receiving unit. In our view, the elements to transfer are physical objects, individual explicit knowledge, individual tacit knowledge and collective knowledge.</p> / This thesis won Sparbanksstiftelsen Kronan's award of 50000 SEK.

Multinational Corporations (MNCs) currently face not only a dynamic business environment and challenging profit target, but also increased expectations from the public to take responsibility for addressing social, economic, and environmental issues. There is a tendency that the leading companies in the global market, especially MNCs, put more effort to the Social Innovation (SI). This study is to investigate what drives the MNCs to be involved in social innovation. In order to find out the reasons, we make use of the literature related to social innovation and social entrepreneurship to develop a framework of the motivation of MNCs towards social innovation. The framework combines three different perspectives (Individualistic Perspective, Organizational Perspective, and Institutional Perspective) to describe the motivation of MNCs. It includes ten main factors: philanthropy, ethics, self-awareness, new business opportunities, interfuntional collaboration, corporate culture, laws and regulations, market demands, strategic collaboration and territorial development. The study is also built on rich data collected through semi-structured interviews together with secondary sources from four MNCs in the different industries: KPMG, Coca-Cola, Porsche, and Philips. However, the empirical evidence indicates a revised framework of motivations of the social innovation in MNCs, including six main factors: self-awareness, new business opportunities, interfuntional collaboration, corporate culture, market demands, and strategic collaboration. Our research made a step into unexplored field of motivation of the MNC being involved in SI and hopefully will go further to investigate the rationale for such involvement.