With the relocation of the production base and market of printed circuited board (PCB) industry, the enterprise value activities of Taiwan PCB house extended to overseas gradually, especially to Mainland China. Therefore, the business operation was changed to the complex multinational corporation (MNC) management style from the simple single-side enterprise management style. It is an important issue for MNC to how to design or find the suitable management control system (MCS) and to integrate and allocation the enterprises operation resource to keep the good business performance and achieve MNC¡¦s development goal or target by the suitable MCS. The purpose of this study is to investigate the relationship between MNC organization, subsidiary strategic role, MCS and business performance through interview with five Taiwan PCB houses who invested in Mainland China at least five years. The study results are as following: 1.The design of MCS for MNC¡¦s parent company and subsidiaries is based on the subsidiary strategic role, management characteristic and organization type. 2.The parent company of Taiwan MNC would like to modify their own MCS while subsidiary¡¦s business operation scale or situation has any change. 3.Since the MCS is executed efficiently, the operating performance of these case companies can be kept at a certain level.

The Study of Multinational Corporations¡¦ Knowledge Management ABSTRACT In order to look for lager space of growth and subsistence, Taiwanese corporations inevitably made direct investments in foreign countries and became members of worldwide multinational corporations (MNCs). According to their international expansion, the sources and distributions of these MNCs¡¦ resources and knowledge would not be limited by the boundaries among countries but be allocated effectively through two dimensions, Global Integration and Local Responsiveness. By twelve Taiwanese multinational corporations case study, the global integration and local responsiveness of multinational organizations¡¦ knowledge, the implementation situation of Knowledge Management, and the role of Human Resources Management while implementing Knowledge Management were all observed and discussed in this study. The proposition concluded by interviewing high-level managers of sample corporations are as follows: Proposition 1: The higher industrial technique maturity of multinational corporations is, the higher centralization of the allocation of corporations¡¦ resources and knowledge will be. Proposition 2: If the industrial technique maturity of multinational corporations is higher, explicit knowledge will be transferred across countries more than tacit knowledge. Proposition 3: The longer product life cycle of multinational corporations is, the more global integration ability of knowledge innovation strategy will be emphasized. Proposition 4: The higher local responsiveness need of multinational corporations¡¦ knowledge innovation strategy is, the higher ratio of value chain distributed in foreign subsidiaries will be. Proposition 5: The higher local responsiveness need of multinational corporations¡¦ knowledge innovation strategy is, the higher ratio of local employees hiring will be. Proposition 6: The more explicit knowledge of organization has, the more information technology infrastructure will be needed to implement knowledge management. The more tacit knowledge of organization has, the more important the tacit system will be, such as organizational culture, to implement knowledge management. Proposition 7: The corporations in technique growing industry will do knowledge processing in interactive way, and design the organization by commitment-base. Proposition 8: The role of human resources management will be more strategic during the early stage of knowledge management implementation. Proposition 9: If both of global integration and local responsiveness need of corporations¡¦ knowledge innovation strategy is required, the coordination and control role of human resources management will be more important.

The study is to explore China¡¦s entry strategies of the multinational satellite television channels, discussing how satellite television channels of some multinational media corporations entered the highly regulated China market. As an exploratory research in essence, the study is conducted through literature analysis, case studies, and in-depth interviews. Among them, satellite television channels of the two media giants , AOL Time Warner and News Corp., are the focus of the case studies : corporate characteristics of the two multinational media corporations are taken as independent variables, while China¡¦s entry strategies of the corporations¡¦ satellite television channels are taken as dependent variables. Through this logic, the study attempts to make some propositions about the strategies used by multinational satellite television channels when entering China. Six preliminary propositions about China¡¦s entry strategies are made in the following aspects : ¡§ difference of the entry channel positioning ¡¨, ¡§ entry timing, local commitment made by the channel, and performance of the entry channel ¡¨, ¡§ value chain integration of the satellite television channel industry and local partnership ¡¨, ¡§ human resources management of the entry channel ¡¨, and ¡§ entry/ investment fields other than the satellite television channel industry ¡¨. Based on the propositions, the study then concludes that for multinational media corporations, the more inclined the parent company is categorized as multinational company in MNC category, the clearer the parent company/top manager perceives China market, the stronger the top managers¡¦ strategic intent on China market, and the richer experience the parent company owns in foreign market entry, then the more local commitment the multinational satellite television channels would make, which benefits the channel performances as a result.

Diss. (sammanfattning) Uppsala : Uppsala universitet, 2004. / Härtill 5 uppsatser.

The purpose of this study is to investigate the perceptions of managers in Kuwait (both Kuwaiti and non- Kuwaiti) on the effects of multinational corporations (MNCs) in Kuwait and whether these effects were beneficial. The problem motivating this study is the effects that MNCs have on the social, cultural, political, legal, economic, business, and technological environments of their host countries, especially in developing nations. This study is based on a survey of the perceptions of 1,344 managers in Kuwait on the role of MNCs in changes in Kuwait. A review of the literature on MNCs and their relationships with their host countries is provided. This review focuses on four major environmental dimensions (Social-Cultural, Political-Legal, Business-Economic, and Technological) that are affected by MNCs. The factor analysis performed for this study supports this classification of the dimensions in the environment. An English questionnaire was developed from the list of major items in each of these dimensions. An Arabic version was developed using a "double-translation method." Both the English and Arabic versions of the questionnaire were pilot tested. The instrument proved to be reliable and valid. The study utilizes a 2 x 3 block design, categorizing subjects by nationality (Kuwaiti, other Arab, others) and type of organization (public and private). Since most of the variables in the study were measured using nominal and ordinal scales, mostly non-parametric statistics were used for data analysis. The major finding from this study was that managers in Kuwait perceive positive effects of MNCs on change in Kuwait, with the exception of the cultural environment. The favorable perceptions were about the MNCs1 effects on the change in business, economic, and technological environments in Kuwait. The results of the study should be beneficial to the Kuwaiti government, MNCs doing business in Kuwait, and also to cross-cultural researchers interested in the Middle East.

A shift in economic power from the developed world to emerging markets has seen the BRICS countries becoming the new growth centre of the world. In 2010, half of the total global foreign direct investment (FDI) flows went to emerging economies. A large portion of these FDI flows goes to the manufacturing industry with a quarter of the global GDP being generated by the production processes of multinational manufacturing enterprises (MMEs). The challenge for the BRICS countries will be to sustain their trend in FDI inflow. Previous studies on this topic focused on the determinants of FDI at country level as opposed to an industry specific focus. The outcome of this study assists MMEs in their entering decisions and policy makers in developing policies that create an enabling environment that will attract foreign capital.This research analyses the BRICS countries as potential destinations for FDI in the manufacturing industry. The analyses followed a three phased approach. The first phase identified the potential determinants of FDI to the manufacturing industry of the BRICS countries. The second phase either validated or disproved investor perceptions about the factors that would impact on the performance of an investment. In the third and final phase of the analysis, the competitiveness of the BRICS countries in attracting FDI to the manufacturing industry was assessed.The analysis of the three hypotheses contributed to the overarching theme of evaluating the BRICS countries as potential destinations for MMEs. The outcome of the analysis highlights that countries are unique and that investor perceptions about a country’s conditions and how this will impact on the performance of an investment are not always valid. In the overall analysis of the BRICS countries as potential destinations for FDI, the majority of the BRICS countries, with the exception of South Africa, are found to be competitive destinations for attracting FDI to the manufacturing industry. On the basis of the outcome of the analysis and the methodology followed in this study, a general model that can be used in future FDI research is suggested. / Dissertation (MBA)--University of Pretoria, 2012. / Gordon Institute of Business Science (GIBS) / unrestricted

Diss.Stockholm : Handelshögsk.

Purpose: This study aims to investigate, if Multinational Corporations incorporate employees’ culture while forming their organisational culture and the impact of cultural integration on the organisation’s business activities.  Design/methodology/approach: This is an exploratory research in which qualitative data is used. Interviews were administered to 14 employees at Sandvik AB, Sandviken in Sweden. As for validity and reliability, the data for this work was collected from a real life case (Sandvik) and the interview responses were transcribed and analysed in relation to what other scholars consider together with the ideas of the authors.  Findings: This study shows that MNCs incorporate employees’ culture into their organisational culture. Factors of employees’ cultures are present in the organisational culture of Sandvik. Cultural integration as indicated by this study influences job performance, job satisfaction, and give a good image to the organization. It improves team members’ skills and creates aspiration among the employees.  Originality/value and contribution: This topic seems to be one of the few studies that investigate if MNCs incorporate employees’ culture into their organisational culture. It therefore fills the theoretical gap in this area of study. The study contributes to the few studies of integrating employees’ culture into an organisational culture and acts as a start-up guide to future studies.  Limitation: Only one MNC is used in this study. Ideally, another MNC would have been investigated, so as to know if the present results are recurrent with another case. The study is also limited to only the aspect that deals with the integration of employee’s culture into an organisational culture, and not cultural diversity in its totality. It is of interest for scholars in future studies to examine the topic under review relating to several organisations.

Title: Enhancing Swedish Large MNEs’ Strategies in Chinese Market -By Analyzing the Perspectives of Consumers in Sweden and China Authors: Cheng Han and Xiaojing Gu Supervisor: Svante Andersson Level: Master Dissertation in International Marketing, 15 credits Keywords: Consumer behavior, Multinational enterprise, Marketing strategy, Swedish and Chinese market Background: With the trend of globalization, multinational enterprises noticed the potential market in China. Base on previous research, researchers indicated consumer behaviors have a sort of relationship and influence on MNEs’ strategies. Purpose: Investigate the distinctions between Swedish and Chinese consumer behaviors, due to the distinction, explore the way to enhance MNEs’ strategies in Chinese market. Research Questions: Q1: What are the differences between Chinese consumers and Swedish consumers evaluating same enterprises? Q2: How Swedish large MNEs develop their strategies for adapting the distinctions of Chinese consumers? Theoretical Framework: The theoretical framework includes theories regarding what factors of consumer behaviors are considered as influencing on enterprises’ strategies and the theories of general enterprise strategies. Methodology: This dissertation is a quantitative study accompany with case study. Empirical Framework: The empirical framework presents case descriptions and statistics. Analysis: The five hypotheses are analyzed and critical examined. Conclusion: Since consumers from different countries have different consumer behaviors, enterprises need to alter their strategies by adapting the distinctions of consumers.

Background: Subsidiaries to multinational enterprises encounter pressure to fit the national cultural context as well as to keep consistent with the global corporation. For a Swedish multinational enterprise to be able to seize business opportunities in Thailand, an important aspect to take into consideration is the difference in national culture. It is the responsibility of the leader in the Swedish subsidiary in Thailand to manage the multinational enterprise corporate culture while also taking into account the Thai national culture. Global leadership competencies can enable this, although there is a lack of a unified framework of global leadership competencies. Aim:  The aim of this study is to gain a deeper understanding as to which global leadership competencies leaders in subsidiaries to Swedish multinational enterprises in Thailand should possess in order to manage the Swedish corporate culture while taking Thai national culture into account.   Methodology: The study has applied a qualitative research strategy and an abductive research approach. The data has been obtained from eight semi-structured interviews with four Swedish companies present in Thailand. Conclusion: Through a deeper understanding of global leadership competencies, this study concludes and provides evidence of six global leadership competencies that are of extra importance for leaders in Swedish subsidiaries in Thailand when managing the Swedish corporate culture and taking the Thai national culture into account.