Trade between the United States and Africa decreased 32% from US$125 billion, in 2011, to US$85 billion, in 2013; however, MNCs from other regions have continued to increase investments in Africa. Multinational corporations (MNCs) generate most of their return on investment (ROI) from the Western world. Globalization, increasing middle classes in emerging markets, and decreasing population in the Western world have lead to unsustainable ROI. Nigeria, the most populous and largest economy in Africa and the 27th largest economy in the world, offers new opportunities with an annual growth rate forecast of 6% to 8%. Utilizing the diamond theory of competitive advantage of nations, this single case study was an exploration of the strategies that managers of MNCs have used to optimize Nigeria's higher ROI. Interview questions on new entry challenges, operational obstacles, and strategies to mitigate the challenges contributed to answering the overarching research question related to the strategies that managers of MNCs have used successfully to take advantage of Nigeria's high ROI. The participants were 5 executives at the Nigerian operation of a global technology conglomerate with presence in 166 countries. Data collection included a series of semistructured face-to-face interviews. Data analysis using modified van Kaam method resulted in 5 themes: business environment, effective entry strategies, challenges in Nigeria, mitigating challenges in Nigeria, and volatility of Nigerian market and mitigation strategies. Findings may contribute to ROI optimization and influence social change by providing more jobs, thereby increasing standard of living in Nigeria.

With continuous development, businesses cannot restrict to only one country or area. Establishing operation or production centers across the sea is the most important factor for businesses to live permanently. Thus, many large-scale companies become multinational corporations to integrate global resources and create the most powerful synergy. With this change, those corporations also strengthen their competitiveness in the market. It is the most obvious phenomenon after the 20th century that multinational or multi-national corporations rapidly expand by the work of value chain of their oversea subsidiary companies. Many researches show that enterprises benefited a lot from successfully practice Knowledge Management (KM). KM does not success in the enterprise just only spending a fortune, purchasing and using KM software; it also depends on coordinating enterprise¡¦s culture and resources, carrying out the KM plan systematically and progressively to establish a climate of KM among all employers. Many companies practice ISO quality management system (the ISO) before KM. The ISO makes all explicit knowledge and tacit knowledge into formal papers and documents and easy to arrange. Thus, the ISO lays a conceptual and systematic foundation KM and makes the enterprise practice KM more easily. This research to discuss the relation between KM activities and global disposition strategies of MNCs. It contents analysis of KM topics by the view of technology mature degree, the relation between the ISO and KM, the relation between roles of Human Resources Management and the activities of value chain of its oversea subsidiary companies under different Knowledge Innovation strategies, and the relation between KM and strategies of global resources disposition under different technology mature degree. Following are the conclusions of this research: 1. Companies belong to low degree of technology maturity should use dispersal strategies of global resources disposition). 2. All companies should emphasize ¡¨sharing¡¨ no matter they belong to which degree of technology maturity. 3. Knowledge processing should match the company¡¦s KM system. 4. High response knowledge innovation strategy benefits the activities of value chain of oversea subsidiary companies. 5. Coordinate and control roles of Human Resource Management is more and more important when the company uses local for local innovation strategy of knowledge innovation. 6. Companies practice the ISO benefit to knowledge transfer. According to the conclusions above, there are some suggestions to businesses: 1. To build up the Software System of KM that meets the company¡¦s needs. 2. To develop professional KM manager. 3. To set up the concept of ¡¨employees¡¦ knowledge is a big fortune¡¨. 4. To establish the culture of ¡§sharing¡¨. 5. To make good use of the ISO. 6. To integrate strategies of global resources disposition and KM. 7. To play different roles of Human Resource Management when come across different KM activities.

This study extends research on pricing methods of Multinational Corporation (MNC) from the financial aspect to managerial perspective, creates the term managerial mechanisms and examines theories with actual organizational changes applied by the case company, the leading IPC provider, Company A. In this research, the researcher first identifies determinants of E2E pricing (market pricing), then defines the five components (organizational structure, information sharing, coordination mechanisms, management control system, and authority delegation) and lists elements within each component to form the managerial mechanism model between HQ-Subsidiary as the reference to align with market price determinants. With the degree of centralization being the core of the model, the analysis shows that information sharing between HQ-Subsidiary is the key to a successful E2E pricing decision; to do so an MNC has to have an organizational goal in parallel with subsidiary interests, and proper authority delegation while exerting control and coordination with flexibility. This research presents that organizational changes made by Company A in coordination with E2E pricing method do follow the managerial mechanism model proposed by the researcher. Specifically, the analysis first describes the pricing method and managerial mechanisms of the case company; second, managerial issues are recognized and linked with the model developed by the researcher; finally, corresponding changes Company A made are examined by literature theories. This research also reveals that the application of proper measures is simply the initiative of organizational changes; an MNC has to anticipate internal reluctance in order to carry out the optimal result of its managerial mechanisms.

Submitted by Sasha Nejaim (snejaim@gmail.com) on 2012-03-22T12:59:28Z No. of bitstreams: 1 Dissertação_Sasha_vsfinal.pdf: 1344444 bytes, checksum: 61352d07721841c87c498c1fb2018b55 (MD5) / Approved for entry into archive by ÁURA CORRÊA DA FONSECA CORRÊA DA FONSECA (aurea.fonseca@fgv.br) on 2012-03-22T14:45:54Z (GMT) No. of bitstreams: 1 Dissertação_Sasha_vsfinal.pdf: 1344444 bytes, checksum: 61352d07721841c87c498c1fb2018b55 (MD5) / Approved for entry into archive by Marcia Bacha (marcia.bacha@fgv.br) on 2012-03-23T11:38:12Z (GMT) No. of bitstreams: 1 Dissertação_Sasha_vsfinal.pdf: 1344444 bytes, checksum: 61352d07721841c87c498c1fb2018b55 (MD5) / Made available in DSpace on 2012-03-23T11:38:31Z (GMT). No. of bitstreams: 1 Dissertação_Sasha_vsfinal.pdf: 1344444 bytes, checksum: 61352d07721841c87c498c1fb2018b55 (MD5) Previous issue date: 2012-02-16 / Orientações estratégicas com uma perspectiva social são cada vez mais comuns em grandes corporações multinacionais, sobretudo em um contexto de exclusão e desigualdade social em uma era de globalização. As estratégias de base da pirâmide surgem nesse contexto, fundamentadas no argumento de que é possível erradicar a pobreza em escala global através das estratégias das grandes corporações junto às camadas sociais da base. Se por um lado este discurso é apoiado e repetido por empresas e agências de desenvolvimento internacional, há por outro lado, uma visão mais crítica que questiona os verdadeiros resultados e interesses existentes por trás destas estratégias. Apesar disso, falta diálogo entre os autores que defendem cada uma das vertentes. Esta dissertação origina-se a partir da necessidade de abordagens alternativas ao binômio crítica-mainstream, particularmente no âmbito da estratégia de marketing. Foi adotada então uma perspectiva de estratégia como prática social, a fim de se investigar os principais aspectos da formação destas orientações estratégicas em marketing e contribuir para a melhor compreensão do fenômeno. A fim de investigar estratégias de marketing internacional focadas na base da pirâmide no Brasil sob uma perspectiva de estratégia como prática social, foi realizado um estudo de caso em uma empresa multinacional norte-americana com ampla atuação no país, mais especificamente no setor de bebidas e alimentos. Os resultados da pesquisa destacam a relevância de desenvolvimentos acadêmicos e gerenciais focados em questões de política e de poder, especialmente para pesquisadores e praticantes sediados em países emergentes e vinculados tanto ao âmbito privado quanto ao âmbito público. / Strategic orientations with a social perspective are increasingly common in large multinational corporations, especially because of the rise of exclusion and social inequality within an era of globalization. The bottom of the pyramid strategies arise in this context, based on the argument that it is possible to eradicate global poverty through the intervention of large corporations on the basic layers of the society. If on the one hand this discourse is supported and reinforced by corporations and by international development agencies, there is, on the other hand, a vision more critic that puts into question the real outcomes and interests behind these strategies. Nevertheless, there is a lack of dialogue across the mainstream-critique divide. This dissertation has its origin on the need for alternatives approaches to this critical-mainstream dichotomy. Drawing upon a perspective of strategy as a social practice, in order to recognize the main components of those strategic orientations and contribute with the field considering different levels of analysis. In order to investigate how BOP strategies are perpetrated from a perspective of strategy as social practice, it was undertaken a case study of a US multinational corporation with extensive operations in Brazil, specifically in the sector of food and beverages. The research stresses the relevance of further developments by academics and practitioners on issues of power and politics, especially for researchers and practitioners in emerging countries and committed not only to the private sector, but also to the public sector.

Submitted by ADILSON MARQUES DOS REIS (adilsonmarques@gmail.com) on 2012-03-29T16:11:26Z No. of bitstreams: 1 A RELAÇÃO ENTRE ESTRATÉGIA E ESTRUTURA - Reis,Adilson Dissertação.pdf: 1938301 bytes, checksum: 22bc5f2a61c1834925283e42a4b99d92 (MD5) / Approved for entry into archive by Gisele Isaura Hannickel (gisele.hannickel@fgv.br) on 2012-03-29T17:09:21Z (GMT) No. of bitstreams: 1 A RELAÇÃO ENTRE ESTRATÉGIA E ESTRUTURA - Reis,Adilson Dissertação.pdf: 1938301 bytes, checksum: 22bc5f2a61c1834925283e42a4b99d92 (MD5) / Made available in DSpace on 2012-03-29T17:11:44Z (GMT). No. of bitstreams: 1 A RELAÇÃO ENTRE ESTRATÉGIA E ESTRUTURA - Reis,Adilson Dissertação.pdf: 1938301 bytes, checksum: 22bc5f2a61c1834925283e42a4b99d92 (MD5) Previous issue date: 2012-02-29 / The objective of this study is to analyze the international strategies adopted in the internationalization process of Brazilians multinational corporations [MNCs]. In addition to examining how the organizational structures evolved in the historical trajectory comparing the same strategies and structures to the evolution model of MNCs from Stopford and Wells (1972). For the object of analysis are considered the strategies of product diversification and geographic area diversification. Regard to the organizations themselves, are selected exemplary cases of Brazilians multinational corporations [MNCs] with a high degree of internationalization facing the industry in which they operate. The theoretical foundation brings concepts from the literature of Strategy and Organizations MNCs. The methodology is supported in the development of a qualitative research with case studies in order to present the strategies and structures present in the process of internationalization of certain Brazilians MNCs. The study aims to deepen the theme, based on exemplary cases, to elucidate the strategies and organizational structures of MNCs analyzed. The results of this study indicate that the basic international strategies are resilient and can be inherent of MNCs in certain sectors. To meet the local needs or global standardization the MNCs have to face exogenous pressures to the strategies - such as government pressure – that are adopted by managers that culminate in the reduction of agency power. The organizational structures that were based on manufacturing corporations lose their relevance when they are used to exemplify MNCs in other industries that show a higher complexity in your formation. And the companies belonging to sectors of service have a greater flexibility for adoption of international strategies by giving space to the use of complementary strategies. / O objetivo deste estudo é analisar as estratégias internacionais adotadas nos processos de internacionalização de empresas multinacionais [EMNs] brasileiras. Além de examinar como as estruturas organizacionais evoluíram na trajetória histórica através da comparação da relação de estratégia e estrutura da empresa analisada com o modelo de evolução das EMNs de Stopford e Wells (1972). Para objeto de análise são consideradas as estratégias de diversificação de produtos e de área geográfica. Com relação às organizações propriamente ditas, são selecionados casos exemplares de empresas multinacionais [EMNs] brasileiras que apresentam alto grau de internacionalização frente ao ramo da economia em que estão inseridas. O resgate teórico traz conceitos oriundos da literatura de Estratégia e Organizações de EMNs. A metodologia é apoiada na elaboração de uma pesquisa qualitativa com a realização de estudos de casos, de modo a apresentar as estratégias e as estruturas presentes no processo de internacionalização de determinadas EMNs brasileiras. O estudo busca aprofundar-se no tema, baseando-se em casos exemplares, com o intuito de elucidar as estratégias e as estruturas organizacionais das EMNs analisadas. Os resultados desse estudo apontam que as estratégias internacionais básicas são resilientes e podem ser características de EMNs de determinados setores. Para atender as necessidades locais ou à padronização global as EMNs sofrem pressões exógenas – como pressões governamentais - às estratégias adotadas pelos gestores que culminam na redução do poder de agência dos mesmos. As estruturas organizacionais que foram baseadas em corporações manufatureiras perdem relevância à medida que são utilizadas para exemplificar EMNs de outros setores que apresentam uma maior complexidade em seus arranjos. E as empresas pertencentes aos setores de prestação de serviços têm uma maior flexibilidade para adoção de estratégias internacionais dando espaço para o uso de outras complementares.

L’objectif de cette recherche est d’évaluer la pertinence pour une entreprise multinationale d’une démarche sociétale en faveur de ses territoires d’implantation. A partir d’une revue de littérature pluridisciplinaire, nous proposons un cadre théorique intégrateur et une grille d’analyse des pratiques sociétales. Nous examinons les pratiques des multinationales françaises et leurs déterminants lors de deux études empiriques : une analyse de contenu des rapports sociétaux de trente-huit multinationales, et une étude de douze cas. Il ressort de cette recherche une différenciation stratégique des pratiques des multinationales entre les territoires. Les multinationales arbitrent dans le choix des pratiques à l’égard desterritoires, voire concentrent leurs efforts sur un nombre réduit de territoires. Cette recherche souligne également le rôle de la puissance publique et des parties prenantes d’un territoire dans le choix des pratiques sociétales. / The aim of this research is to consider the relevance of a CSR strategy towards territories for a multinational corporation.Through a pluridisciplinary literature review, we build a model to interpret social actions towards territories. We investigate empirically social actions of French Multinational corporations. Firstly, we analyse the content of thirty-eight French multinationals’ reports. Then, we interpret multinationals social actions through twelve case studies. One result of this research is a strategic differentiation of social actions by Multinational corporations depending on the territories. We find that Multinational corporations differentiate their social actions, or focus on specific territories. This research shows also therole of public actor and different stakeholders in the choice of social actions.

This master thesis focuses on the process of globalization and its consequences that allowed for the formation of multinational corporations. The current environment is characterized by the fast pace of changes that requires firms react flexibly, which demands new approaches to managing employees, creating more flexible organizational structures supporting creative people, and innovation because people and innovations are the key sources of competitive advantages. The goal of this thesis is to analyze changes at O2 after Spanish telecommunications firm Telefónica S.A. sold a majority stake to PPF in 2013. The changes associated with the switch in ownership can chiefly be seen in the firm's goals, its organizational structure, its policy toward employees, in customer satisfaction, and in its investments and share price.

A global corporation values both profitability and social acceptance; its units mutually negotiate governance and represent a highly interdependent network where centers of excellence and high-potential employees are identified regardless of geographic locations. These companies try to build geocentric, or “world oriented” (Marquardt, 1999, p. 20), organizational cultures. Such culture “transcends cultural differences and establishes ‘beacons’ – values and attitudes – that are comprehensive and compelling” (Kets de Vries & Florent-Treacy, 2002, p. 299) for all employees, regardless of their national origins. Creating a geocentric organizational culture involves transforming each employee’s mindset, beliefs, and behaviors so that he/she can become “a world citizen in spite of having a national identity” (Marquardt, 1999, p. 47). The purpose of this phenomenological study was to explore how employees with different national identities experience a geocentric organizational culture of a global corporation. Phenomenological research aims to understand “how people experience some phenomenon—how they perceive it, describe it, feel about it, judge it, remember it, make sense of it, and talk about it with others” (Patton, 2002, p. 104). Twelve participants were selected using criteria, convenience, and snow-ball sampling strategies. A semi-structured interview guide was used to collect data. Data were analyzed inductively, using Moustakas’s (1994) Modification of the Stevick-Colaizzi-Keen Method of Analysis of Phenomenological Data. The participants in this study experienced a geocentric organizational culture of a global corporation as on in which they felt connected, valued, and growing personally and professionally. The participants felt connected to the companies via business goals and social responsibility. The participants felt valued by the company because their creativity was welcomed and they could contribute to the corporation certain unique knowledge of the culture and language of their native countries. The participants felt growing personally and professionally due to the professional development opportunities, cross-cultural awareness, and perspective consciousness. Based on the findings from this study, a model of a geocentric organizational culture of a global corporation: An employee perspective is proposed. Implications for research and practice conclude this study.

Social, cultural and technological changes of recent decades led to a new dominant feature of the world economy in the form of globalization. This coincided with the extraordinary growth of international political institutions that seem unable to control the process of globalization and its effects. Multinational corporations have become drivers of economic growth in the world. They have outsourced production to developing countries with low standards and weak legislation, particularly to China, where violation of Chinese and international law occurs frequently. No one assumes responsibility for this situation. The question therefore arises whether such economic growth can be legitimate and sustainable. The master thesis focuses on working conditions related to the production of goods in China. The aim of this master thesis is to try to determine to what extent the concept of corporate social responsibility can contribute to sustainable growth and improve working conditions in China. The thesis is divided into six chapters. The first chapter contains a theoretical introduction to social responsibility, the second chapter shows the influx of foreign businesses into China and its impacts on society. The third to the fifth chapter introduce attempts by various authorities and corporations to address the problem of harsh working conditions and violations of legal norms. The sixth chapter encourages consumer to take responsibility. The work is exclusively focused on the social pillar of corporate social responsibility.

Background: Cross-sector social partnership (CSSP) is a joint effort that utilizes resources from different sectors to solve social issues, such as poverty, pandemics and environmental degradation. According to the United Nations, the environmental tipping point of global warming is soon reached, and to avoid this irreversible situation, the collaboration between state and non-state actors is a requirement. With extended resources gained from different sectors, the outcome of the CSSP is greater than if the actors were handling issues by themselves. Problem: There is a growing trend of CSSPs that strive to mitigate climate change, and the Climate Council of Jönköping is a practical example of this phenomenon. Multinational corporations (MNCs) have a large environmental impact and therefore they have a special responsibility to contribute to communities’ efforts to tackle climate change. Furthermore, within CSSP literature, additional research of corporations’ roles in CSSPs has been suggested. Purpose: Considering the increased focus on partnership practices, along with research gaps and complex CSSP elements, the purpose of this thesis is to investigate how MNCs contribute to the CSSP, the Climate Council of Jönköping. Method: Descriptive research was used to describe how MNCs contribute to a CSSP. With an abductive approach, deeper knowledge about the Climate Council of Jönköping as a phenomenon was gained. Empirical data was collected through a qualitative study, consisting of observational research and in-depth interviews, which was analyzed by making use of template analysis. The MNCs of the Climate Council of Jönköping are Castellum, GARO, Husqvarna Group, IKEA, and Skanska. Conclusion: The major conclusion of this study is that the MNCs perceive that their task within the Climate Council of Jönköping is to be a role model and to exchange ideas and knowledge regarding sustainability with other actors. Within CSSP literature, trust among actors, clearly-defined roles, and bridging each other’s weaknesses, are central concepts. The findings about the MNCs deviate from this, as all these factors are not identified. This suggests that the Climate Council of Jönköping and the MNCs do not contribute to public value and mitigating climate change as much as they possibly could.