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Mainland Chinese firms have become important international investors. Many have gained their capabilities to internationalize in a domestic institutional environment characterised by significant market imperfections. In this study, we argue that the imperfections affect firm behavior depending on firm size, ownership form, and location. We find preliminary support for the notion that large, well connected Chinese firms benefit most from institutional advantages, but that smaller firms internationalize because of institutional constraints. This represents a more nuanced view of the determinants of Chinese firm internationalization than is evident in prior research, with consequences for future theorising and empirical research on Chinese MNEs.

July 6,1971 Building — Construction Regulations — “Working place” — Guard‐rails to be erected where workmen liable to fall more than six feet six inches — Partly demolished building — Floorboards removed to make four—feet—wide passageways with gap in between — Whether passageways a “working place” — Whether “impracticable” to erect guard‐rails — Construction (Working Places) Regulations, 1966 (S.I. 1966, No. 94), regs. 28(1), 38(1).

June 22,1972 Damages — Remoteness — Negligence — Economic loss — Contractors damaging cable supplying electricity to factory — Physical damage to metal in factory's furnace as result of power cut — Loss of profit from “melt” and from further melts which would have taken place if no power cut — Whether economic loss recoverable — Whether economic loss attaching to physical loss recoverable — Doctrine of parasitic damages.

In conventional international business literature, the marketing and transport functions are either ignored or assumed to be governed by the same factors that determine production. An attempt is made to introduce the integration that is long overdue. The factors which determine the decisions of location and internalisation are examined, and analysis is made of the important role played by information flows in the planning of an integrated channel system. The conclusion is that simplistic categorisations are too crude, and that an integrated treatment, recognising the interdependencies and cost implications of each function, is essential for a complete conceptualisation of the foreign market servicing decision.

This paper explores the major factors influencing multinational companies’ (MNCs) propensity to change the level of resource commitments during financial crises in emerging markets. Favorable changes in the host government policies, market demand, firm strategy, and infrastructural conditions are hypothesized to influence the MNCs’ decision to increase resource commitments during a crisis. The hypotheses are tested with data collected in a survey of 82 MNCs during the recent Argentine financial crisis (late 2002). While all the above variables are considered by the respondents as generally important reasons for increasing resource commitments during a crisis, only favorable changes in government policies significantly influence MNCs’ decisions to change the level of resource commitments during the Argentine financial crisis. The research, managerial implications, and policy‐making implications are discussed.

June 6,1973 Vicarious liability — Master and servant — Course of employment — Bus conductor driving bus — Bus blocking path of conductor's and plaintiff driver's bus — Conductor told by plaintiff to get engineer to move bus — Conductor attempting to move bus himself — Not knowing how to drive bus — Driver injured by conductor's negligent manoeuvre — Express prohibition in bus company's rules against conductors driving buses — Clear separation of duties of drivers and conductors — General duty of conductors to co‐operate with drivers in getting buses into service — Whether bus company vicariously liable for conductor's action — Whether within scope of employment.

May 8, 1972 Master and Servant — Redundancy — Redundancy payment — Continuity of employment — Transfer of trade or business — Sale of factory and equipment to new employers — Transfer of labour force — No assignment of goodwill or transfer of customers or benefits of contracts — Whether “trade or business … transferred … to [new employers]” — Contracts of Employment Act, 1963 (c.49), Sch. 1 para. 10(2) — Redundancy Payments Act, 1965 (c.62), s.l(l),(2), Sch. 1 para. 1(1).

The original legislation which introduced the redundancy payments scheme was the Redundancy Payments Act 1965. This was the first of the substantive statutory individual employment rights given to an employee; other individual employment rights, as for example, the right not to be unfairly dismissed, followed some years later. The Redundancy Payments Act 1965 has been repealed and the provisions on redundancy are now to be found in the Employment Protection (Consolidation) Act 1978.

A distinction must be drawn between a dismissal on the one hand, and on the other a repudiation of a contract of employment as a result of a breach of a fundamental term of that contract. When such a repudiation has been accepted by the innocent party then a termination of employment takes place. Such termination does not constitute dismissal (see London v. James Laidlaw & Sons Ltd (1974) IRLR 136 and Gannon v. J. C. Firth (1976) IRLR 415 EAT).

In a previous monograph a discussion took place on the implied terms at common law which were connected with the employer's duties. It is now proposed to consider the obligations of the employee which are implied by the common law. A discussion and an analysis is proposed of each of the following common law implied duties, namely a duty of care by the employee in carrying out his work; a duty of fidelity where an evaluation of its various aspects will take place and a duty of obedience. The employee's inventions and discoveries will then be treated.