This book expands the business network view on managerial issues in multinational corporations. Specifically, it scrutinises the importance of a subsidiary's external and internal business network for its strategic and organizational role within the corporation. The internationalisation of firms in terms of management issues and headquarters control, the influence of subsidiaries on decisions and learning processes within multinational corporations are examined in detail. It is argued that to understand these issues, it is necessary to analyse the context of the multinational corporation in terms of the subsidiaries' external and internal business networks. The authors also explore the extent to which subsidiaries are embedded in close relationships with other business partners and the ability of headquarters to retain control if their subsidiaries are given the opportunity to influence decisions concerning strategic investments. The theoretical elements of the book are underpinned by illustrative cases from an extensive database of 20 multinational corporations. Grounding its analyses and conclusions on unique and extensive data on specific business relationships at the subsidiary level in multinational corporations, this book will be invaluable to students, researchers and lecturers focusing on management and international business.

The present work in 4 volumes contains all the major terms pertaining to business management. Encyclopaedic in nature, this will prove highly informative and useful to all.

The advent of globalization and the global market place has brought about a widespread boom in the international trade and commerce. Two of the most decisive factors have been the collapse of the Soviet Union and globalization ahs inevitable affected the approach of international business management.

Throughout the world, languages differ, but the business questions are the same. In French and Japanese, Hebrew and English, executives are asking, "How can I survive and thrive in the borderless, global marketplace?"

For answers, the authors of Global Literacies went straight to the leaders themselves -- the CEOs of thousands of corporations around the globe.

Two lessons emerged. First, there are leadership universals that every executive and manager needs to practice in order to be world-class at home and abroad. The second defied conventional wisdom: in the borderless economy, culture doesn't matter less, it matters more.

Around the world, business leaders apply their own experiences -- personal, professional, and cultural -- to an ever-expanding world of Dutch colleagues, Brazilian suppliers, Taiwanese manufacturers, and Chinese competitors. These leaders are trying to become globally literate...and Global Literacies is for, and about, them.

No one knows this better than CEOs of successful global companies such as Japan's Canon, Sweden's Ericsson, Taiwan's Acer Computers, the U.K.'s British Telecommunications, and U.S.-based Coca-Cola.

In Global Literacies, a team of researchers led by Robert Rosen, Ph.D., of Healthy Companies International, and Watson Wyatt Worldwide have produced the first model of international business success based on a wide-ranging landmark study of global leaders and their world-class companies. Global Literacies documents the exclusive results of a worldwide survey of over one thousand senior executives and in-depth interviews with CEOs of seventy-eight companies -- companies representing 3.5 million employees in more than 200 countries, and with more than $725 billion in annual sales.

Global Literacies offers compelling new insights and business tools:

The Global Leadership Universals

Learn the new literacies of business:

* Personal Literacy -- understanding and valuing yourself
* Social Literacy -- engaging and challenging people
* Business Literacy -- focusing and mobilizing your business
* Cultural Literacy -- valuing and leveraging cultural difference

The Global Success Quotient

Learn which are the most globally active, financially successful companies -- and countries -- in the world, understand how they got there, and apply those learnings to your own organization.

The Cultures of Twenty-first-Century Business

Develop ways to see global challenges and opportunities, think with an international mindset, act with fresh global-centric leadership behaviors, and mobilize world-class companies -- whether you're a multinational giant, a domestic manufacturer, or a local community organization.

National Profiles

With sophisticated profiles of thirty countries, and survey data from eighteen national cultures -- from the Tolerant Traders of the Netherlands to China's Ancient Modernizers and the Optimistic Entrepreneurs of the United States, Global Literacies is a groundbreaking and fascinating work on the most important issues in the world of business today.

Globalization is unravelling and reassembling the fabric of labour relations in ways that are more affected by local conditions and business requirements than by international standards. Drawing together a group of concerned delegates, a special International Conference in Leuven, Belgium, on 2-3 May 1999, was sponsored by the Euro-Japan Institute for Law and Business. The participants included prominent members of the international legal, business and academic communities, as well as representatives of the International Labour Organisation, the Organisation for Economic Development and Co-operation (including its Trade Union Advisory Committee), the European Union, and the International Employers' Association. This book is the record of this conference. It publishes the reports presented by the various delegates, and also includes the ILO Declaration on Fundamental Principles and Rights at Work (1998) and its follow-up. As an additional feature, it publishes codes of conduct for several multinational enterprises. The text investigates four channels that are available for monitoring social change and promoting social progress in today's world: labour conventions legally binding on signatory states, international guidelines and statements of social policy imposing voluntary standards on multinational enterprises, international declarations of rights recommending agendas for legislatures, and internal corporate codes of conduct. The reports evaluate the effectiveness of these channels, how they operate in practice, their impact on day-to-day reality, and the extent of coherence and consistency they manifest as instruments of social change.

The unprecedented shifts in the U.S. dollar's exhange rate that started during the late 1970s and continued through the 1980s provide an ideal opportunity to explore how the global economy works and the role that multinational enterprises (MNEs) play in the phenomenon of globalization. In this book, Subramanian Rangan and Robert Z. Lawrence examine the international pricing, sourcing, and trade responses of MNEs to shifts in the dollar. Based upon the micro patterns they observe in MNE behavior, the authors suggest explanations for some puzzling macro patterns evident in our international economy. They conclude that the global integration of markets remains incomplete due to informational and other important discontinuities, and they refute stereotypes which portray multinational firms as either footloose or inflexible. Policy implications for exchange rates, trade, and foreign direct investment are also discussed.

Japanese Multinationals in the Global Economy goes beyond traditional methods of research in international business by providing new simple data comparisons on the global operations of Japanese firms. A key aim of this book is to encourage other researchers to explore a new data source and expand and shape their own studies on multinationals. This book will be a significant addition to the debate on the behaviour of multinational firms because it avoids the problems and restrictions involved using national government data and individual case studies. The book presents key information based on the most extensive samples of multinationals at the subsidiary level using both cross sectional data and data over time. The authors provide a direct comparison of US subsidiaries, using the established Harvard Multinational Enterprise database, and Japanese subsidiaries, using the much less well-known Toyo Keizai annual data. Key features include: * a summary description of the Toyo Keizai database * comparisons of Japanese and US multinationals based on the dates the subsidiaries entered the parent's system, annual sales levels and the equity level of the subsidiary * the data includes employment levels, expatriate management, ownership patterns and joint venture ownership structures * new data on the performance of Japanese subsidiaries is measured using several dimensions and illustrates important recent trends After each data set the authors briefly discuss the information available pointing the way for new research and more in-depth analysis. This book will be a vital source for international business researchers and corporate managers as well as government agencies and international organizations concerned with multinational enterprises, trade theory and business strategy, international economics, organizational behaviour and business history.

In their analysis of how a consumption tax would affect investment choices by multinational corporations, the authors of this text consider capital inflows into the US and the likely consequences of a simplification of the taxation of international transactions.

In today's world of interconnected and "always-on" information, companies that succeed are those that compete by leveraging strategic control points. A strategic control point is a part of a market that, if controlled by one party, can be used to leverage power elsewhere. This can occur throughout the supply chain, in a related business, or even in an unrelated market The Carrot and the Stick uses detailed examples and case studies - ranging from historic cases like Vanderbilt's railroad in New York to current cases like Amazon's control of the value chain - to explain how finding and leveraging points of strategic control can be the key to success in today's convergent, fast-paced markets. The book focuses on how to spot and own potential points of strategic control, how to extend them to multiple markets, what tools and processes can be implemented in order to utilize the principle in practice, and how to "pry loose" existing points of strategic control owned by others. Applicable to all industries, this book can help alter business outcomes.

Does work in multinational enterprises give women in developing countries an opportunity to free themselves from the restrictions of existing social structures? Information from 30 developing countries is analysed to provide examples of the situation of women workers in multinational enterprises in the Third World today with respect to wages, hours and conditions of work, fringe benefis, labour relations and quality of life. This report has been prepared jointly by the United Nations Centre on Transnational Corporations and the Bureau of Multinational Enterprises of the International Labour Office.

This collection of essays addresses the vital question of how much the theory of direct foreign investment - developed a decade ago before many drastic changes took place on the international economic scene - still holds. Grouped in five major sections, they cover The Theory of Direct Foreign Investment; Industrial Organization and International Markets; Country Studies; International Finance; and Implications for the United States.Charles P. Kindleberger is Ford International Professor of Economics, Emeritus, at MIT. David B. Audretsch is Assistant Professor of Economics at Middlebury College.

Both Eric Schmidt and Jonathan Rosenberg came to Google as seasoned Silicon Valley business executives, but over the course of a decade they came to see the wisdom in Coach John Wooden's observation that 'it's what you learn after you know it all that counts'. As they helped grow Google from a young start-up to a global icon, they relearned everything they knew about management. How Google Works is the sum of those experiences distilled into a fun, easy-to-read primer on corporate culture, strategy, talent, decision-making, communication, innovation, and dealing with disruption.The authors explain how the confluence of three seismic changes - the internet, mobile, and cloud computing - has shifted the balance of power from companies to consumers. The companies that will thrive in this ever-changing landscape will be the ones that create superior products and attract a new breed of multifaceted employees whom the authors dub 'smart creatives'. The management maxims ('Consensus requires dissension', 'Exile knaves but fight for divas', 'Think 10X, not 10%') are illustrated with previously unreported anecdotes from Google's corporate history.' Back in 2010, Eric and I created an internal class for Google managers,' says Rosenberg. 'The class slides all read 'Google confidential' until an employee suggested we uphold the spirit of openness and share them with the world. This book codifies the recipe for our secret sauce: how Google innovates and how it empowers employees to succeed.'

Inpatriates have become an important means of knowledge transfer within multinational companies. As such, the authors of Expatriates: Perspectives and Challenges of the 21st Century attempt to extract information regarding the knowledge transfer processes and inpatriates' behavioral patterns. To provide a rich understanding of these processes from the inpatriates' perspective, critical incidents reported by 22 inpatriates are content-analyzed. The expansion of expatriates has been associated with multinational corporations' offshore production strategies. As livable built environments can attract and retain these expatriate workers in the host city, this compilation investigates how foreign direct investment flows are associated with human capital flows in a case study of Koreans in Suzhou, China. The concluding chapter discusses how, despite corporate globalization and the evolution of technology over the last 2 decades, we have observed a continuous increase in the number of employees deployed on international assignment. In fact, according to Finaccord, expatriate growth has been at a compound annual rate of 5.8% since 2013 and by 2021 the number forecast is 87.5 million. Since scholastic study abroad programs are now included in the curriculum of most post-secondary schools it is no surprise that 8.5% of expatriates are in this sector.

This book analyses the macro and microeconomic effects on a host economy in regards to the entry of foreign-owned companies (i.e., multinational enterprises MNEs). There is some controversy regarding the impact of MNEs, as can be seen in the active antiglobalisation movements. In addition, this book also makes use of an applied methodology, namely, computable general equilibrium (CGE) simulations, to provide quantitative outcomes and not just qualitative intuitions regarding how MNEs affect economies. CGEs are suitable to derive those results, but very few of them have considered the presence of MNEs. Thus, the CGE model with MNEs presented in this book offers a rather new approach to study the effects of MNEs.

Is culture fixed and immutable, or is it emergent and changing? This is a question that has taken on growing importance in light of the culturally diverse and dynamic workplace realities that have resulted from increasing globalisation. It is also a topic that is in hot debate in international cross-cultural management (ICCM) research, in management and organisation studies in general, and in other disciplines. This book moves beyond the conventional dichotomous thinking of viewing culture either as fixed and immutable or dynamic and "in the making", and aims to develop a conceptualisation of culture that includes both a stable and a changing element. This book is based on empirical research on culture emergence in Sino-Western international cross-cultural management (SW-ICCM) contexts in China. Data have been collected by semi-structured interviews of Chinese and Western expatriates working in SW-ICCM contexts in China. Data analysis has led to the formulation of a grounded theory that views culture as comprising three cognitive components, Values, Expectations, and Ad Hoc Rules, which differ in time-space in their mutual shaping with behaviour, ranging from the enduring/universal, to the intermediate/context-specific, to the temporal/occasion-specific.

It may not surprise you to learn that seventy percent of cross-border joint ventures fail within the first three years. But did you know that the reason most commonly cited by transnational executives for this phenomenal failure rate isn’t geopolitics, global competition, or economic volatility, but culture clash? As one frustrated transnational manager quipped, "How are you supposed to get all your ducks in a row when half of them think they’re turtles?"

Why, despite the vast sums spent each year on cross-cultural executive training, do so many well-laid business plans continue to fall apart under the strain of cultural differences? Author Sheida Hodge finds the answer in the training itself, which typically focuses on "the ten percent of the iceberg above the surface—how to bow or shake hands, whether to cross your legs, what gestures to use." Much more dangerous is "the ninety percent of the iceberg that is under water"—the deep-seated cultural values on which unsuspecting executives routinely founder.

In this book, as in her world-renowned training courses and seminars, Hodge departs from the common practice of drilling readers in the do’s and don’ts of doing business in various cultures. She concentrates instead on helping you build cross-cultural competence by acquainting you with the basic values, beliefs, and biases that inform the business styles in most Asian, Latin American, and European cultures. Rather than simply offering tips on how to eat and what colors to wear—which do appear, in abundance, throughout the book—she coaches you in a proven set of strategies and skills that will enable you to successfully navigate the people dimension of doing business virtually anywhere in the world.

For Hodge, learning to see past one’s own cultural hobbyhorses—while avoiding getting trampled by everyone else’s—is the first big step toward succeeding in global business. Thus, most of her discussions of specific cultural differences start by exploring values and business practices that seem "natural" to North Americans, and go on to show how they differ from values and practices in other cultures. To better illustrate her points, she has included anecdotes throughout told by managers from North America and around the world that provide vivid, sometimes hilarious, object lessons in how minor cultural frictions and misunderstandings can mushroom into major business disasters.

A complete guide to building solid cross-border business relationships, Global Smarts is must reading for all managers and entrepreneurs in today’s global business world.

Proven strategies for breaking down cultural barriers and building prosperous business relationships anywhere in the world

American executives need to know how to communicate effectively with their associates around the world to remain competitive. In Global Smarts, Sheida Hodge, a successful international entrepreneur and one of the most sought-after cross-cultural business trainers, shares her proven strategies for successfully dealing with such issues as language barriers, culture shock, international negotiation tactics, and how to establish trust on a cross-cultural basis.

Unlike other authors who merely list the various do’s and don’ts of doing business in specific regions, Hodge helps you to develop a high degree of cross-cultural competency that translates into an unbeatable competitive edge, virtually anywhere in the world. Packed with practical insider tips and eye-opening anecdotes from cross-cultural managers from the United States and other countries, this thoroughly engaging guide is an indispensable resource for anyone doing business in today’s global business world.

Contributors include Rawi Abdelal, David J. Arnold, David Bell, Ernst R. Berndt, Pankaj Ghemawat, Stephen A. Greyser, Morten T. Hansen, Douglas B. Holt, Rajiv Lal, Daniel Litvin, Yu Liu, Arthur McCaffrey, Nitin Nohria, John A. Quelch, Ananth Raman, V. Kasturi Rangan, Walter Salmon, Nick Scheele, Hans-Willi Schroiff, Alvin J. Silk, Martin Sorrell, Hirotaka Takeuchi, Earl L. Taylor, Richard S. Tedlow, Luc Wathieu, Noel Watson, and Gerald Zaltman

Praise for "The Global Market"

"The papers in this book capture some of the latest creative thinking on how to tackle the design and implementation of global marketing strategies."
--Raoul Pinnell, vice president, global brands and communications, Shell International

"A thoughtful examination of some of the critical issues faced by both practitioners and academics concerned with global marketing. The papers take a fresh look at questions such as the impact of regionalization, pressures to integrate and/or fragment strategy, managing global firms, and marketing in poor countries."
--Stephen J. Kobrin, W illiam Wurster Professor of Multinational Management the Wharton School, University of Pennsylvania

"The challenges affecting global marketers today are more complex and more important than ever. This book provides intelligent guidance on all the major issues."
--L. J. Kim, vice president, international marketing and sales development, Yahoo! Inc.

"Two key challenges facing marketers are how to balance globalization and localization, and how to balance corporate branding versus product branding around the world. This book provides intelligent guidance on both."
--Anil Menon, vice president, corporate brandstrategy and worldwide market intelligence, IBM

For Heineken, 'rising Africa' is already a reality: the profits it extracts there are almost 50 per cent above the global average, and beer costs more in some African countries than it does in Europe. Heineken claims its presence boosts economic development on the continent. But is this true? Investigative journalist Olivier van Beemen has spent years seeking the answer, and his conclusion is damning: Heineken has hardly benefited Africa at all. On the contrary, there are some shocking skeletons in its African closet: tax avoidance, sexual abuse, links to genocide and other human rights violations, high-level corruption, crushing competition from indigenous brewers, and collaboration with dictators and pitiless anti-government rebels. Heineken in Africa caused a political and media furore on publication in The Netherlands, and was debated in their Parliament. It is an unmissable expose of the havoc wreaked by a global giant seeking profit in the developing world.

Fortune called Asea Brown Boveri, the giant multinational corporation created in 1987, "the most successful cross-border merger since Royal Dutch linked up with Britain's Shell in 1907." The coming together of two longtime national champions in the electrotechnical industry, Sweden's ASEA and Switzerland's Brown Boveri, marked the birth of a company with truly global aspirations, one whose apparent genius for combining strong central planning with local autonomy for its plants has made it a trendsetter.

An international team of reseachers assesses the dynamic interplay of the forces of convergence and diversity present in ABB. Together they examine the actual workings of this multinational in order to learn to what degree the corporate strategies are achieved in its plants. Based on a multilevel organizational study, their book compares seven plants in six countries on three continents.

The negotiation of the Canada-U.S. Free Trade agreement in 1985-88 initiated a period of substantially increased North American, and later, global economic integration. However, events since the election of Donald Trump in 2016 have created the potential for major policy shifts arising from NAFTA's renegotiation and continuing political uncertainties in the United States and with Canada's other major trading partners. Navigating a Changing World draws together scholars from both countries to examine Canada-U.S. policy relations, the evolution of various processes for regulating market and human movements across national borders, and the specific application of these dynamics to a cross-section of policy fields with significant implications for Canadian public policy. It explores the impact of territorial institutions and extra-territorial forces - institutional, economic, and technological, among others - on interactions across national borders, both within North America and, where relevant, in broader economic relationships affecting the movement of goods, services, people, and capital. Above all, Navigating a Changing World represents the first major study to address Canada's international policy relations within and beyond North America since the elections of Justin Trudeau in 2015 and Donald Trump in 2016 and the renegotiation of NAFTA.

Chinese companies are globalizing at an unprecedented rate. Haier is the world's largest telecoms equipment manufacturer; Lenovo is the number one PC maker; and others such as Dalian Wanda, Fosun, Shuanghui and Tencent have been regular players in the global M&A scene. This book presents a detailed analysis of current and emerging Chinese multinationals, and the policies, strategies, and ambitions that are driving them today. Written by leading experts in the field, the book provides the most up-to-date insight into a phenomenon that is rapidly changing the global economic and business landscape.