The resource ‘curse’ is premised on an inverse relationship between mineral wealth and economic growth. The declamation pertaining to the reasons for, and exceptions to, the resource ‘curse’ remains inconclusive. MNCs are cited amongst the reasons for the resource ‘curse’, particularly in developing economies. However, Africa (and the role of MNCs) remains underrepresented in resource ‘curse’ literature. In light of this, the study’s aim is to determine how MNCs in Mozambique’s gas sector could be considered a causal channel of the resource ‘curse’, as the contest for relatively untapped natural gas reserves in Mozambique is intensifying. An exploratory case study is provided, where Phase I consisted of 11 qualitative interviews with 14 oil and gas experts while Phase II analysed secondary data in the form of public documents and audio-visual materials, intended to supplement and verify the interview data. The results reveal that MNCs (i) promote and prioritize their CSR initiatives to mask their inability (or unwillingness) to adhere to local content directives and (ii) leverage the diplomatic relationships of their home country government to supersede the host country’s sovereignty. Moreover, the Mozambican government’s cultural practices exacerbated the prospects of a resource ‘curse’ outcome. The study concludes that the MNC, in the case of Africa, in particular Mozambique and Angola, is indeed a channel of the resource ‘curse’. / Mini Dissertation (MPhil)--University of Pretoria, 2019. / Gordon Institute of Business Science (GIBS) / MPhil (International Business) / Unrestricted

This exploratory study examined the different tourism market development strategies that tourism Multinational Corporations (MNCs) implement in their operations in African host countries. It empirically investigated the existence of any relationships between tourism MNCs’ market development strategies and the “Needs and Expectations of African host countries.” Also, it investigated the influences of external environmental factors on tourism MNCs’ tourism market strategic choice. Its sample population were top management executives of tourism MNCs‘ with operations in the African market. The unit of analysis was the corporation. The sample frame was an exhaustive list of tourism MNCs with operations in the African region. The initial sample size was 106 tourism MNCs’ executives. Thirty-seven of them responded to a mail in survey questionnaire. Two of the questionnaires were discarded due to numerous missing data. Thus, there were 35 usable questionnaires for data analysis, which is a response rate of 33%. The study results identified relationships between the integration of Multinational Corporations’ (MNCs) tourism market development strategies with the needs and expectations of developing African host countries, and their successful performance in those host countries in terms of growth in operations and profitability. It revealed that significant differences exist among the market development strategies on the factors of needs and expectations of African host countries. The significant factors were community participation, local entrepreneurship, and job and national security. Also, the economic development factor was observed to be partially significant. This study also identified free trade economy in the African host countries as a significant factor on the influence of external environment. The framework of this study is embedded in the underlying theories of international strategic management, international business, international development, and needs and expectations. The study’s final conceptual model depicts the significant factors of African host countries’ needs and expectations, the tourism market development strategies, an integration of the two concepts and the resultant tourism MNCs successful performance. This research study investigated MNCs in all sectors of the tourism industry. And the findings have shown that for the tourism MNCs to be successful in their African host countries, they should be sensitive to the identified sectors, namely economic development, community participation, local entrepreneurship, and job and national security measures. Also, they should exert more efforts in exploring African free trade economies for their business locations in the region. / Ph. D.

Economic development is seen as the best means of accomplishing the goal of eradicating extreme poverty, and at the heart of this development are for-profit companies, especially multinational corporations. The specific problem examined in this study was whether levels of poverty in South Africa had been significantly impacted by the activities of multinational corporations and the level of entrepreneurship in its 9 provinces. To build upon empirical research on the sources of poverty alleviation and the impact of large global enterprises, the purpose of this study was to examine the impact of entrepreneurship and multinational corporation presence on the change in poverty levels in the 9 provinces of South Africa. The theoretical framework of the study was based on the theories of economic development and market-based solutions to poverty alleviation that are created through entrepreneurship and the engagement of multinational firms. This quantitative longitudinal study used mixed method linear regression and trend analysis to assess the impact of multinational corporation presence, and the number of new businesses started in the regions of South Africa between 2002 and 2015 on poverty. A significant inverse relationship between poverty and entrepreneurship was identified. As new business registrations increased, poverty declined. There was not a consistently significant relationship for the impact of multinational corporation locations on poverty. Trends in the data were identified that supported economic development as an element in poverty reduction. Those provinces with lower poverty levels had more new businesses and multinational corporation locations. This study may promote positive social change by supporting economic development and market-based solutions in conjunction with other social welfare elements to engage multinational corporations and reduce poverty.

The Doughnut Economy integrates social and environmental sustainability into one holistic model. As sustainability becomes more relevant for multinational corporations, it is crucial to explore the possibilities of the Doughnut Economy as a tool for enhancing and visualising corporate sustainability efforts. Therefore, this study examines how multinational corporations' sustainability strategies align with the Doughnut Economy model and explores potential challenges and stakeholder benefits of alignment. Moreover, this interpretive study adopts an inductive approach, employing an exploratory and explanatory case study to contribute to existing theory and practice. Gathering qualitative data through semi-structured interviews with sustainability managers at Husqvarna Group, complemented by the company's 2022 sustainability report as secondary data. Next, thematic analysis was used to analyse the empirical findings, providing a comprehensive understanding of patterns and themes. Overall this study concludes that strategic alignment with the Doughnut Economy enables multinational corporations to enhance sustainability efforts and enables stakeholder benefits. Additionally, there are challenges of alignment due to the Doughnut Economy model’s complexity and limited stakeholder knowledge, however, investments in education and stakeholder engagement can address these challenges. By embracing the suggested strategies and overcoming identified obstacles, multinational corporations can strengthen their alignment with the Doughnut Economy, contributing to a sustainable future.

Background: Taking into consideration that multinational corporations (MNCs) need to not only act on a global level, but also with local adaptation, there is a need of filling out the existing gap in the theory of management control in the subject of divisionalisation.  Purpose: The research investigates the gap in the theory of management control with the lens of glocalization in order to answer and understand why MNCs do divizionalize. Methodology: Qualitative case-study based on semi-structured interviews with seven respondents with the role of global and local managers in a MNC.  Findings: The findings interpret that a MNC do divisionalize based on the seven reasons; Replication, Uniqueness, Monetary, Entrepreneurship, Agility, Sense-making and Support. Which are interpreted in the perspective of common sense and necessary tension within the organization. A contribution that is applying the glocalization perspective to the management control theory.

This thesis examines the implementation of Community Corporate Responsibility (CCR) practices among ten subsidiaries of Multinational Corporations (MNCs) in Sri Lanka and the different factors which influence such implementation. Within this context, it specifically focuses on examining the internal factors residing within the MNC as an organisation and those factors which exist outside in the institutional environment of the host country. The study combines three broad theoretical domains: Corporate Responsibility implementation literature, International Business Strategy literature and Neo-Institutional theory. It uses a qualitative research methodology based upon the interview method. Qualitative interview data collected through sixty-two in-depth interviews with managers of the ten subsidiaries and key institutional actors in the host country were analysed using descriptive coding, interpretive coding and conceptualisation to arrive at the findings. The findings showed that non-specialist functional departments were mainly responsible for implementing CCR practices, indicating a lack of strategic and structural integration of CCR practices. The findings reinforces the dominant role of the MNC headquarters in implementing CCR practices within subsidiaries operating in a developing country, indicating that ¿power¿ relationships between subsidiary and parent is an important denominator in internal organisational practices implementation. Furthermore, dynamic and complex relationships were found between the subsidiaries and the Sri Lankan government and other institutional actors indicating the existence of a strategic approach towards legitimisation by iii subsidiaries, using CCR practices. Based upon these findings, this research proposes the need to conduct future studies across different MNCs and their subsidiaries located in multiple developing countries to further examine the implementation of CCR practices as it would enable public policy makers and business managers to better influence the global CSR of MNCs. / Bradford University School of Management

Post-civil conflict nations have a strong incentive to attract foreign capital because it is vital for redevelopment and economic growth which in turn reduce the likelihood of conflict resumption. Although foreign investors tend to be risk averse and view states that have recently experienced conflict to be high risk environments, this paper argues that power-sharing mechanisms address the roots of civil dissent and therefore provide a positive signal to potential investors. By focusing on a particular peacebuilding mechanism this work is able to single out the impact of one strategy, namely power-sharing, and assess its effectiveness in attracting foreign direct investment.

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No / This study examines whether German multinationals operating in an Anglo-Saxon setting design their employee relations primarily on the German or the Anglo-Saxon model. The authors¿ cross-sectional comparison with UK-owned firms provides no evidence of a transfer of the current German approach but does point to a distinctive Germanic version of the `high-road¿ variant of the Anglo-Saxon approach. Intra-German analysis shows that this is most pronounced among the types of subsidiaries that are particularly significant for disseminating employment relations innovations across the multinational, but that these also have the highest incidence of collective arrangements and the lowest incidence of the `low-road¿ variant of the Anglo-Saxon approach. In the light of recent reforms in the German industrial relations system, the findings point to an emerging new flexible collective approach with a comprehensive direct employee involvement dimension.

No / This article examines the employment practices of McDonald's and other US-owned multinational corporations (MNCs) in the global fast-food industry from the 1970s to date. It focuses on the impact that different host institutions have had on pay and working conditions in different countries in the industry. The author argues that US fast-food MNCs still adopt the underlying principles of their US practices, even if the practices themselves could not be imposed in their entirety, often keeping unions out of workplaces and preserving their management prerogative, even when sector-level collective agreements have been imposed, and often limiting the impact of such agreements. Whilst some improvements have been achieved in some countries, adequate representation remains a serious problem, with many employees experiencing low pay, inadequate hours, insecure work, unpaid hours and sometimes hazardous and intimidating working conditions. The theoretical effect of host-country influences cannot therefore be automatically assumed; rather, the variations that arise across countries, while indicating national diversity, also emphasize variation within national systems and a limited form of convergence or ‘low-road Americanization’ in this sector.