The MNC literature treats the (parent) HQ as entirely benevolent with respect to their perceived and actual intentions when they intervene at lower levels of the MNC. However, HQ may intervene in subsidiaries in ways that demotivate subsidiary employees and managers (and therefore harm value-creation). This may happen even if such intervention is benevolent in its intentions. We argue that the movement away from more traditional hierarchical forms of the MNC and towards network MNCs placed in more dynamic environments gives rise to more occasions for potentially harmful intervention by HQ. Network MNCs should therefore be particularly careful to anticipate and take precautions against "intervention hazards". Following earlier research, we point to the role of normative integration and procedural justice, but argue that they also serve to control harmful HQ intervention (and not just subsidiary opportunism). (authors' abstract)

Emerging-market multinational enterprises (EMNEs) have been increasingly engaged in outward foreign investments, the distinctive feature for their internationalization being the aim of strategic asset-seeking and acquiring knowledge. Thus, reverse knowledge transfer is significant in achieving innovation catch-up. Subsidiary willingness towards reverse knowledge transfer has huge implications for building up competitive advantages for MNEs. However, research on EMNEs shows that the subsidiary willingness towards reverse knowledge transfer is rather low. In this vein, the purpose of this thesis is to explore headquarters initiatives to improve subsidiary willingness in EMNEs. This thesis conducts a qualitative case study by semi-structured interviews with respondents from both headquarters and subsidiaries in a Chinese MNE. A case of a Chinese MNE, Geely, and its two Swedish subsidiaries (i.e. Volvo Cars and CEVT) is adopted to explore our research question. The findings suggest that headquarters in EMNEs can improve subsidiary willingness towards reverse knowledge transfer by promoting socialization between headquarters and subsidiary, granting subsidiary autonomy, making contributions to the subsidiary as well as maintaining headquarters/subsidiary cooperation. This thesis contributes to the research on reverse knowledge transfer and EMNEs by identifying new antecedents which influence subsidiary willingness in EMNEs.

As a part of multinational corporations (MNCs), subsidiaries operate in distinct host countries and have to deal with their external context. Host country political embeddedness, in particular, helps subsidiaries to obtain knowledge and understanding of the regulatory and political context, and to get access to local networks. Moreover, they get some guidance and support from their headquarters. Distance between MNC home and host countries, however, alienates subsidiaries from the MNC and influences the extent of subsidiary host country political embeddedness. We suggest that the host country political and regulatory context moderates the effect of distance on subsidiary host country political embeddedness by reducing the need and/or value of headquarters support. Using a sample of 124 European manufacturing subsidiaries, we find that distance (space) and context (place) matter jointly: the impact of distance is stronger for subsidiaries that operate in host countries with low governance quality and low political stability in place.

Significant structural changes in the retail sector, due to retailer consolidation within and across countries as well as retailer internationalisation, lead to significant changes of the sales function within the FMCG industry. Whilst formally sales functions acted traditionally predominantly locally, manufacturers are recently pressured to act more integrated, i.e. centrally, regarding its sales function. From an IB perspective this study strives to investigate into the result of the competing forces for integration and responsiveness at the manufacturers side in the special context of Germany, being a pivotal market for this industry. Identifying the potential division of strategic sales activities between subsidiary and HQ, the study investigates into how such division impacts on the subsidiary market performance. Using the I/R framework as a starting point, network theory and the concept of subsidiary importance are utilized to understand the interrelationships a subsidiary is embedded in and its potential strategic importance to the wider MNE. The framework connects the antecedents of the division of strategic sales activities between HQ and subsidiary, to subsidiary market performance. The research follows a mixed-method approach using contextualising interviews and a quantitative survey. The data analysis has been conducted with PLS SEM reflecting both the more explorative character of the study and the relatively small sample size. Empirical evidence showed that most strategic sales decisions are still made at subsidiary level, pointing at a low level of division between HQ and subsidiary. The results show that strong customer relationships as well as the positive impact of a formalised sales strategy, which ideally follows a global strategic framework, seem to be the main contributors to subsidiary market performance. Unexpectedly, subsidiary importance, the visibility and relevance of sales capabilities to other subsidiaries, fails to be a driver for the subsidiary strategic role within the MNE, mainly due to the functional (sales competencies stay rather local) and country (sheer importance of the German market) context of the study. The key contributions of this study are related to the area of IB and the sales literature. This study adds to the extant IB literature from a downstream value chain perspective supporting existing findings regarding the network theory and subsidiary market performance. The irrelevance of the concept of subsidiary importance highlights the importance of the empirical context in IB research. Finally, the study sheds light on the sales function from a strategic perspective in the IB context and thus adds to the sparse literature regarding the sales strategy as well as it starts bridging both fields.

Lee Lai Peng Elizabeth. / "Architecture Department, Chinese University of Hong Kong, Master of Architecture Programme 1996-97, design report." / Includes bibliographical references. / Introduction / Chapter I --- point of departure --- p.1 / Chapter II --- project selection --- p.1 / clients and users / project analysis / Chapter III --- subject analysis / project Portrait --- p.1 / precedents --- p.2 / Chapter IV --- client / user analysis / functional Relationships --- p.1 / schedule of accommodation --- p.2 / Chapter V --- site / context analysis / location --- p.1 / context / access / transportation --- p.2 / future reclamation --- p.3 / restrictions --- p.4 / Chapter VI --- process / archipoint --- p.1 / identify the problem --- p.3 / conceptual --- p.9 / development --- p.15 / master plan --- p.17 / design development --- p.21 / summary --- p.23 / Chapter VII --- final project / major planning strategy --- p.1 / landscape strategy --- p.5 / site planning --- p.7 / volumetrics --- p.8 / functional relationship --- p.9 / circulation --- p.10 / shared use studies --- p.11 / detail studies --- p.13

¢Ûanufacturing industry is leaning toward globalization. After year 2000, traditional manufacturing industry has gained some experience toward foreign operations. Consequently, continual investment toward foreign subsidiaries should be studied carefully according to the following three methods: sole ownership, cooperative ownership while retaining control, and investment without majority control of the foreign subsidiary. Careful study of each method is required for multinational corporations in order to avoid wasting time and resource on management. Potential pitfalls include, but are not limited to, losing control of the foreign subsidiary, disagreements between shareholders, inappropriate levels of management. This study is an analysis and discussion of the three different methods. This study for the international netting manufacturer is focussing on ¡§Human Resource Management Utilizing Strategy and Control Model¡¨. This method should be helpful in watching over the operations of the foreign subsidiary. Furthermore, the purpose of this study is to help the business manager, who may be located at the headquarters, to manage the foreign subsidiary in a highly competitive and unpredictable global economy. ¡§Human Resource Management Utilizing Strategy and Control Model¡¨ will also help the manager at foreign subsidiary to evaluate production output, organizational behavior, and local hiring practices. One of the prerequisites for using ¡§Human Resource Management Utilizing Strategy and Control Model¡¨ is the Analytical Hierarchical Process (AHP). Using the AHP as a tool to cross compare different key factors, the process will arrive at a conclusion for the most effective way to manage the foreign subsidiary. One of the outcomes from the AHP process is a map for the top manager at headquarters. The manager will need to keep the map in mind at all times and follow through in the office. Whenever AHP is used as part of the practice, the manager can effectively implement ¡§Human Resource Management Utilizing Strategy and Control Model¡¨. The study arrives at the conclusion that global economy is an unstoppable future trend. Formulating a simple management system for multinational corporations can be beneficial for the netting manufacturer. With the simplified management system, distance, cultural, and language barriers can be overcome. With AHP process, a complex problem can be reduced systematically into solvable simple problems. The management system is flexible enough, that the managers using the system can redefine and synthesize new definitions to suit the particular business. Using top-down approach, if both headquarters and foreign subsidiaries use the same ¡§Human Resource Management Utilizing Strategy and Control Model¡¨ thoroughly, the multinational corporation can be come more competitive in all aspects.

The main objective of this study is to question the potential of architecture as a representational medium of ideology. In order to exemplify this overlapping relationship between ideology and architecture, this study focuses on the headquarters erected by major parties of Turkey since the 1980&rsquo / s. Having a significant position within society and particularly being a part of political system, parties obviously define ideological formations in order to preserve their existence and also strengthen their position within society and the material existence of architecture is manipulated by the parties as an important tool for representation. Thus these headquarters, which are certainly virile tools in the process of aesthetization of ideology, constitute a model to comprehend this relation of architecture and power. All buildings concerned are erected after 1980 which marks another objective of this study. The ongoing period after 1980 under the influence of Neoliberalism offers substantial changes in political, social and economic domains in worldwide scale. Obviously, political agents in Turkey were also forced to experience such significant changes and redefined their ideological formations. Thus, these buildings can be considered as the concrete example of how architecture responded the newly emerging need refined due the neoliberal changes. Departing from that, the aim of this thesis can be defined as to discuss the role of the work of architecture in the representation of ideology, but also to question to what extend the alterations in this potential of representation has initiated by the changes brought by Neoliberalism. Lastly, the study will discuss the results of these changes within the sphere of ideology of architecture in order to map the transformation occurred within. This study will finally question what kind of transformations within the sphere of ideology of architecture has been triggered by the above mentioned changes.

We investigate the effect of changing national institutions on relocations of intermediary HQs. Using a dataset of 154 cross-border relocations between the period from 2000 to 2015, we draw on the intermediary HQ's middle position within the MNC and investigate how a decrease in institutional quality in the HQ's host country and a change in institutional distance between different MNC units affect the relocation decision. Our findings advance the emergent literature on HQ relocations as well as our knowledge of intermediary HQs and the effect of changing institutions on organizational location choices. Beyond our theoretical contributions, we offer policy and managerial implications.

This paper proposes an agency model for headquarters subsidiary relationships in multinational organizations with headquarters as the principal and the subsidiary as the agent. As a departure from classical agency theory, our model is developed for the unit level of analysis and considers two root causes of the agency problem - self-interest and bounded rationality. We argue that in the organizational setting, one cannot assume absolute self-interest and perfect rationality of agents (subsidiaries) but should allow them to vary. We explain subsidiary level variation through a set of internal organizational and external social conditions in which the headquarters-subsidiary agency dyad is embedded. We then discuss several agency scenarios reflecting various levels of selfinterest and rationality that lead to different manifestations of the agency problem. The proposed framework can inform more relevant applications of the agency perspective in organizational studies and motivate future research.

Submitted by Fabio Sobreira Campos da Costa (fabio.sobreira@ufpe.br) on 2016-04-19T13:03:11Z No. of bitstreams: 2 license_rdf: 1232 bytes, checksum: 66e71c371cc565284e70f40736c94386 (MD5) Quantos elementos guardam estas sedes.pdf: 5893555 bytes, checksum: ea3673fd8b38df5f676c5cffd42eab6b (MD5) / Made available in DSpace on 2016-04-19T13:03:11Z (GMT). No. of bitstreams: 2 license_rdf: 1232 bytes, checksum: 66e71c371cc565284e70f40736c94386 (MD5) Quantos elementos guardam estas sedes.pdf: 5893555 bytes, checksum: ea3673fd8b38df5f676c5cffd42eab6b (MD5) Previous issue date: 2015-04-07 / As sedes dos blocos, clubes e troças são edificações do frevo, lugares em que o carnaval é pensado, planejado, produzido. Escolhemos, nesta dissertação, por analisar através da pesquisa etnográfica, duas sedes do carnaval olindense a do Clube de Alegorias e Críticas o Homem da Meia Noite e a Troça Carnavalesca Mista Cariri Olindense. Elas foram escolhidas por sua longevidade, pela relação que os nativos apresentam com a sede e por ela ter também um papel de destaque na ocasião de seus desfiles. O nosso trabalho, portanto, se propõe a compreender como as sedes destas agremiações foram edificadas ao longo dos anos, percebendo, desta forma, como a preparação do carnaval ganhou diferentes formatos. Também pretendemos perceber como os participantes desta agremiação se relacionam com estes lugares, já que tantas atividades são desenvolvidas neste espaço. Passaremos ainda pelas questões que norteiam os seus desfiles e pelas estratégias de manutenção, para enfim, compreendermos que a estruturação de uma sede é fundamental para garantir a continuidade destas agremiações. / The headquarters of the blocos, clubes and troças are frevo buildings, places where the carnival is thought, planned and produced. We chose, in this paper, by analyzing through ethnographic research, two Olinda carnival headquarters: the Clube de Alegorias e Críticas o Homem da Meia Noite and the Troça Carnavalesca Mista Cariri Olindense. They were chosen by their longevity, by the relationship that the natives have with the headquarters and by the prominent role that it has in their processions. Our work, therefore, aims to understand how the headquarters of these associations were built over the years, realizing how the carnival preparation won different formats. We also want to see how the participants in the associations relate to these places, since many activities are carried out in this space. We will pass through the questions that guide their processions and the maintenance strategies, to finally, understand that the structuring of a headquarters is critical to ensure the continuation of these associations.