The Industrial Revolution which began at the end of the 18th century opened a new chapter in human history. Since the steam engine was invented by Watt, technology advances and innovations have taken place continuously. This has brought unprecedented prosperity to mankind. However, highly developed technology has led to environmental pollution and an damage the natural ecology and human life. The issue is only now attracting attention. In the face of undeniable environmental damage, every large petrochemistry company has realized that the trend toward greater environmental responsibility cannot be ignored and needs to be seriously considered. Due to global complications, however, there are different priorities and strategies among countries in th way their enterprises approach environmental protection issues. This research paper is focused on the continuity of green management from multi-national oil corporations down to the joint-venture subsidiaries. Two JV subsidiaries and three parent companies are included in this study. This research is based on a non-quantitative study, by means of face-to-face interviews and information collection, in an attempt to understand the policy details and implementation of green management continuity from parent companies to their subsidiaries. This research tackles the following issues: (1) How the multi-national oil corporations extend and control the green management of their subsidiaries (2) Differences among the multinational oil corporations regarding green management (3) Comparing multinational oil corporations, how local oil companies control the green management of their subsidiaries (4) Where Petrochemical industry corporations manage environmental protection and safety within the same department, what is the degree of interaction between these two functions The search has revealed: (1) In terms of influence on environmental protection implementation, the local environmental regulation are obviously more influential than the direction handed down by the parent companies of multi-national corporations. (2) In terms of influence on environmental protection implementation, the influence of local neighborhood consciousness is also greater than that exercised by the parent companies of multi-national corporations. (3) In term of green management control and coordination with subsidiaries, multi-national corporations are made adept than local companies. (4) Multi-national corporations handle environmental protection issues based on risk management (5) Multi-national corporations emphasis safety before environmental protection issues.

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.

During the past planned economy in China, the local government established too many and too small-scale state-owned enterprises, and disregarded market faculty in order to be self-sufficiency. After carried out the market economy in China, those medium, small-scale state-owned enterprises would have faced harsh competition and test, and the scale economy in the market would be leading the industrial structure transforming of China in the future. The main purpose of this research is probing into the problems of the foreign-invested enterprises merger with the Chinese state-owned enterprises, because this research would like to know how the government of China to regulate those activities of the foreign-invested enterprises merger with the state-owned enterprises of China, and will help the foreign-invested enterprises to choose the most potential state-owned enterprises to merger with under the laws and decrees of China. After reformed and opened of China, and during joining the WTO, the main developed goal is how to attract more foreign investments, innovate state-owned enterprises, and fuse with the international market. Under insisting opening to the outside world, attracting more foreign investments tactics, China must adapt to the world tide, and encourage the state-owned enterprises and the multi-national corporations to work together, lead in advanced technologies, funds, managing and selling modes, and build R & D center to increase the international competitiveness of the state-owned enterprises by cross-border modes. However, the foreign-invested enterprises in order to contend for the Chinese market, will get the market share quickly by M & A mode, and this will cause the activities continuing expanding of the foreign-invested enterprises merger with the state-owned enterprises of China.

Magister Legum - LLM