Thesis (M.A.)--University of Hong Kong, 2002. / Includes bibliographical references (leaves 96-98). Also available in print.

Thesis (Ph. D.)--University of Missouri-Columbia, 1989. / Vita. Includes bibliographical references (p. 249-273).

Thesis (doctoral)--Université de Montréal, 2003. / Includes bibliographical references (leaves 218-251).

Thesis (Ph. D.)--University of Wisconsin--Madison, 1981. / Typescript. Vita. eContent provider-neutral record in process. Description based on print version record. Includes bibliographical references (leaves 305-311).

Title from title page of source document. Dissertation no. 3398. Includes bibliographical references (p. 83-106).

Emerging markets are contributing more to the global economy’s growth. This has attracted multinational manufacturing and service firms to these markets. This research investigated whether the subsidiaries of service multinationals outperform those of manufacturing service multinationals in emerging markets. The research identified 430 listed service multinational subsidiaries and 359 listed manufacturing subsidiaries currently operating in 27 emerging markets. The subsidiaries performance was analysed using the Shapiro Wilk’s test for normality and the Mann-Whitney test. In addition to this, the research ran 10 multiple regression models to test the impact of country competitiveness factors on subsidiary performance. The findings show that service multinationals’ subsidiaries outperform manufacturing multinationals subsidiaries. Additionally the findings show that manufacturing multinationals subsidiaries have developed capabilities better suited to minimising the impact of the emerging market environment on their performance. / Dissertation (MBA)--University of Pretoria, 2013. / mngibs2014 / Gordon Institute of Business Science (GIBS) / MBA / Unrestricted

This research identifies modes of market entry and strategies adopted by South African companies doing business in Tanzania. Data was collected through one-onone semi-structured interviews with South African company executives in banking, retail, manufacturing, financial services, and hospitality and engineering construction sectors. The study found that the mode of market entry was related to the degree of commitment of resources irrespective of the industry sector. The mode of market entry for the banking sector was influenced by the degree of politicisation as this is highly regulated. Acquiring state owned firms in privatisation partnership with government had the obvious advantage of being close to the pulse of policy thinking. Business in Tanzania thrived on relationships, partnering with locals using joint ventures or acquisition as modes of market entry mitigated risk. Greenfield investments in the retail sector were largely unsuccessful due to a lack of knowledge about retail supermarkets by locals, a fragmented sector and fierce informal market competition. Tanzania is as an entry point into the wider EAC that includes Kenya, Uganda, Rwanda, Burundi, DRC, Malawi and Sudan. Regionalism has resulted in significant gains for SA companies in Tanzania. Operational challenges in Tanzania were similar with what the literature proposes on emerging market economies: lack of skills, exchange rate volatility, corruption, regulatory burdens, poor infrastructure, thriving informal markets, and lack of law enforcement, thefts and anti-SA sentiments all adding to the cost of doing business. This study further proposes a model that SA companies can consider as part of their strategic planning process for internationalisation of business in the East African Community. / Dissertation (MBA)--University of Pretoria, 2010. / Gordon Institute of Business Science (GIBS) / unrestricted

The main purpose of this research was to establish the critical success factors that impact project success for major projects in the Sub-Saharan Africa region. The motivation was that South African companies were geographically well positioned to expand into this region which holds some of the world’s untapped natural resources with potential for high returns. However the business environment presented unique challenges due to lack of institutional capacity, infrastructure and a weak private sector. This resulted in a dominant role of government as well as community concerns in project execution. Sasol’s project, commissioned in 2004, to bring natural gas from Mozambique to South Africa was selected as a case study. The project team, business clients, contractors and independent consultants were interviewed on what were the critical project success factors. The results indicated that the leadership role of the sponsor and an experienced and committed team were critical to project success. The roles of the country manager and the performance of contractors were also highlighted. External to the business organisation were the role of government and the involvement of the community. Government’s role on institutional and physical infrastructure development was highlighted. The importance of alignment of all project stakeholders was emphasised as critical. Further, additional time and resources spent on alignment and the initial planning phase were critical to an efficient implementation phase. / Dissertation (MBA)--University of Pretoria, 2010. / Gordon Institute of Business Science (GIBS) / unrestricted

No description available.

There are many reasons to believe that budgeting lies at the heart of business management. Gray et al (2001:324) states that ―budgetary planning and control is the most visible use of accounting information in the management control process. By setting standards of performance and providing feedback by means of variance reports, the accountant supplies much of the fundamental information required for overall planning and control. However, Gray et al (2001:324) point out that capital budgeting decision is limited by the intricacies of the international business environment, which is characterized by economic, social, political, and cultural diversity. Therefore, decisions of capital investments and budgetary controls are more problematic (Gray et al., 2001:14). One of the defining characteristics of the globalization of the world economy in the past two decades has been the spread of multinational corporations' activities across countries, and, as a result, significant increases in global foreign direct investment (FDI) outflow in the 1990s (from R233 billion in 1990 to R1, 379 billion in 2000). For example, the total stock of Chinese direct investment abroad nearly tripled over the 1990s (from $2.2 trillion in 1990 to $6.3 trillion in 2000) as Chinese multinational corporations generated an increasingly large share of world GDP (6.8 percent in 1994 and 8.6 percent in 2000). Multinational corporations have become an important conduit in the global allocation of investment funds. However, the business environment in international markets has been considered volatile; there is no reliable and accurate method to aid 2 multinational corporations about decisions about the international environment. Thus, multinational corporations have encountered risk and challenge. Given the development and challenge of the international environment, this study have been considered to plan over a longer time horizon, develop formal mechanisms to set aside funds for preserving existing facilities, increase automation of the process, and link capital planning decisions to statewide performance goals and strategic plans. This research draws upon existing theoretical determinants of capital budgeting and empirically tests the hypotheses across a sample of multinational corporations in China. Although the sample is from China, the results have important implications for multinational corporations based in other countries. This paper is composed of four parts. The first part briefly gives both a theoretical and practical overview of multinational capital budgeting analysis. The second part discusses the data collection techniques and the questionnaire design used in this study. The third part provides some important findings of this research. The last section offers some conclusions from this study.