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The continuing rapid growth of the international hotel industry means there is a need for research to examine how hotel companies approach the internationalisation process. This thesis therefore develops a case study and interview-based analysis of three multinational companies (MNCs) who have sought varying degrees of global presence, and examines in particular the way they have managed human resources in the process of internationalising. It reports evidence from over 70 semi-structured interviews with corporate and unit level managers conducted in Austria, France, Great Britain, Poland, Sweden and the USA. The theoretical framework for this study is provided by three interreldted literature strands: the general processes of internationalisation; international human resource management; and the sectoral and industry context. These literature strands allow for an analysis of the dominant orientation adopted to internationalisation by the case study organisations, as based on Perlmutter's centricity profile. Furthermore there is an analysis of other factors which affect the behaviour of the MNC, most notably its country-of-origin and country-of-operation. The main findings from this thesis suggest the benefits of standardisation of the physical product remain an integral part of the internationalisation strategies of hotel MNCs; though there is also evidence of two of the companies drawing on obvious national signifiers to infuse their physical product with elements of 'Frenchness' and 'Swedishness'. In relation to human resource management (HRM), despite differing orientations in terms of the extent to which the case study companies are seeking a more global orientation, the evidence points to a high degree of similarity in many of the HRM practices utilised by the organisations, particularly those in support of a high quality approach to service. Nevertheless, this partial convergence is also offset by continuing diversity in the extent to which employees fully internalise the HRM practices transferred by the case study organisations.

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This thesis investigates coordination of international research and development within the multinational company, a function previously assumed to be centralised. Specifically, it considers the effects of pressures for integration and responsiveness, as well as the nature of research and development activities, on the coordination of international research and development in 135 multinational companies located in the UK. The study reveals that international research and development can indeed be differentiated by the integration-responsiveness (I-R) framework. Four distinct clusters are identified, which correspond to the types of multinational company (MNC) identified by the I-R literature. In addition, these clusters are found to differentiate across a number of alternative variables. The clusters differ according to the extent to which the industry is technologically complex, and the degree to which each cluster understands how customers will use their new products. Additionally, the clusters can be differentiated by the extent to which the headquarters laboratory focuses on development activities as opposed to research. In terms of coordination, the clusters are differentiated by their usage of goal setting to coordinate a range of activities, as well as by their use of liaison personnel to coordinate. Analysis of the data reveals that pressures for integration in international research and development (R&D) are generally high, but that this is not the case for all MNCs. This suggests, contrary to the majority of studies in the field of international R&D, that not all MNCs need extensive coordination of their international R&D activities, and that surprisingly, strong pressures for local responsiveness remain for some MNCsBeyond establishing the appropriateness of the Integration-Responsiveness framework to the study of international R&D, a key finding of this study is that at present international R&D is characterised by a lack of fit with the strategic requirements of pressures for integration and responsiveness. Specifically, this research indicates that those MNCs in the transnational quadrant of the grid need to find ways of improving their knowledge of local markets, and increase their understanding of how their new products will be used in individual markets

Globalisation and fierce competition necessitate MEs to rethink their strategies as well as their organisational structure in order to survive in an increasingly complex business environment. This has been accompanied with an overt wave of strategic alliances signaling that these strategic means represent an important weapon for the multinational company to use in the Global battle. However, the British involvement in such a wave is not as clear as that of other countries, for most of previous research has been done on US and Japanese firms. The current study rectify this shortfall by revealing the incidence of British-foreign alliances during the period 1980-1989. The main objectives of the study are to examine the motivations of these alliances, to uncover the management practices of such strategies, and to determine their impacts on the international competitiveness of the British partners. During the course of the last decade British MEs have formed 337 strategic alliances with foreign firms, mainly belonging to the "Triad Region" of the US, Europe, and Japan. Most of the alliances were concentrated in just four industries; electronics, aerospace, telecommunications, and automotives. Technological complexity and the high cost of R&D as well as globalisation and fierce competition are the main motivations for British firms forming strategic alliances. Strategic alliances' success lies in two main considerations: one is balancing the attention in the three crucial stages of the management process (planning, formation, and operation and control), and two is understanding the issues that link one stage to the other, i.e. preparation for the formation stage and development of the plan and management team of the alliance. The alliance performance is influenced by the scope of its activities as well as the ability of the firm to effectively manage such a strategy. Strategic alliances have positive impacts on three significant issues, namely; the international competitiveness of the British partners, the management of the firms, and their technological capabilities. Further, firms that equally importantly consider the three management stages of their alliances or network of alliances are more likely to ensure the improvement and/or enhancement of their international competitiveness.

The demands of managing in an international operating environment have changed considerably over the past 20 years due to developments in global markets. Multinational enterprises face fierce international competition and are now tasked not only with developing effective competitive capabilities but also with maximising the knowledge and expertise developed in one part of the organisation by transferring it to another. This work has investigated the position of multinational enterprises in the developing global market and through a broad and thorough review of current literature, identified a gap in the knowledge -a tool for helping the assessment of the transfer of technology prior to the transfer process taking place. Using existing models as a foundation, a new framework has been developed with observations from three case study organisations and the incorporation of other relevant literature. To -make use of the new framework to practitioners it leas been used as the basis of a workbook by which the anticipated difficulties can be judged and a priority focus developed. Validation of the 'r ework has been carried out by a panel of industrialists and academics experienced in international technology transfer. The thesis concludes with a series of recommendations for further work. The originality of this work lies in the development by the author of the new pre-transfer assessment Framework. This should provide clear advantages over previous approaches and give way to improving the success of technology transfer projects.

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