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The role of MNCs as a channel of the resource ‘curse’ : insights from gas-rich MozambiqueRantao, Khetha-Okuhle January 2019 (has links)
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
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An Empirical Examination of Multinational Corporations'(MNCs)Integration of Tourism Market Development Strategies(TMDS) With African Host Countries' Needs and ExpectationsIroegbu, Henry Godson U. 17 January 2002 (has links)
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.
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Examining Poverty, Entrepreneurship, and Multinational Corporation Participation in South AfricaFurlough-Morris, Stephanie 01 January 2017 (has links)
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.
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Strategic Alignment of Multinational Corporations with the Doughnut Economy - Advancing Sustainability and Navigating Stakeholder Challenges : A Case Study of Husqvarna GroupStolpe, Frida, Hörberg, Vega, Sepp, Maria Helena January 2023 (has links)
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.
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Divisionalization of Multinational Corporations - A Glocalization ApproachEibel, Jackson, Mokhtari, Saynaz January 2022 (has links)
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.
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An investigation of corporate responsibility practices amongst MNCs' subsidiaries in Sri Lanka. Implementation and influencing factors.Beddewela, Eshani S. January 2012 (has links)
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
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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
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Strategies for Attracting Foreign Direct Investment (FDI): Assessing the Effectiveness of Post-Conflict Peacebuilding Mechanisms in the International Capital MarketsNnoke, Ariella Joan 05 1900 (has links)
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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Thinking outside the triangle: collusion and rivalry between transnational corporations and the state in Batam, IndonesiaField, Elliot R. 05 September 2006 (has links)
No description available.
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Unveiling the complex phenomena of knowledgetransfer and how culture impacts itVestbro, Alexander, Isaak, Mohammed, Yousaf, Ali January 2024 (has links)
Research questions: How does competition and collaboration between subsidiaries influenceknowledge transfer? What effect does culture have on knowledge transfer?Purpose: This study explores the complex dynamics of knowledge transfer in MNCs, focusing inparticular on the effects of cultural variations and the interaction between competitive and cooperativedynamics among subsidiaries. The study, which is based on an exploratory research methodology,attempts to connect theoretical understandings with real-world consequences for MNC managementtactics.Method: Utilizing a blend of qualitative approaches, including semi-structured interviews andthematic analysis, the study explores the transfer of knowledge within Hitachi Energy, a prominentinternational enterprise that functions in several cultural and geographical environments.Conclusion: The research reveals the opportunities and challenges that come withinformation-sharing procedures by carefully examining subsidiary dynamics and cultural factors.Knowledge transfer inside MNCs is frequently impeded by competitive pressures. However,cooperative efforts, such as joint projects and cross-functional teams, have demonstrated the potentialto alleviate these obstacles and promote cooperation among subsidiaries. The impact of culturaldifferences on communication styles and openness is important, underscoring the significance ofcultural awareness initiatives in enhancing the flow of knowledge.The findings highlight the significance of cultivating cooperative settings and tackling culturaldifferences to promote efficient knowledge transfer and improve global operations. It is suggested thatfurther research be done on the integration of cutting-edge technologies like blockchain and artificialintelligence and that specific training programs be developed to encourage cross-culturalcommunication and cooperation. In the end, this study advances our understanding of the dynamics ofmultinational knowledge and offers useful advice for enhancing cooperation and communicationamongst geographically separated teams
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Employee relations in German multinationals in an Anglo-Saxon setting: Towards a Germanic version of the Anglo-Saxon approach?McDonald, Frank, Heise, A., Tüselmann, H-J. January 2003 (has links)
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.
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