The staffing policy of most multinational corporations (MNCs) is increasingly criticized as being discriminatory and counter to multinationalization. Despite professed adherence…
Abstract
The staffing policy of most multinational corporations (MNCs) is increasingly criticized as being discriminatory and counter to multinationalization. Despite professed adherence to the principle of staffing top positions according to merit rather than nationality, MNCs tend to do otherwise. They prefer to reserve the top positions in their subsidiaries for parent‐country managers (PCMs), or to limit the managerial staff in their subsidiaries to host‐country managers (HCMs). Naturally, these policies do not represent a multinational approach; the first gives preference to PCMs at HQ and in the subsidiaries, and the second makes it almost impossible for HCMs to reach top positions at HQ or in subsidiaries outside their home country.
In the last two decades we have seen a rapid increase in both the number and size of multinational corporations (MNCs). These organisations typically have their headquarters (HQs…
Abstract
In the last two decades we have seen a rapid increase in both the number and size of multinational corporations (MNCs). These organisations typically have their headquarters (HQs) in a parent country, and branches, subsidiaries or joint ventures of different types in host countries. Although their international personnel policies are very diverse, most MNCs send parent‐country managers and professionals to work in the host countries for limited periods of time.
The expatriate manager, once considered obsolete, has staged a come‐back. The demand for executives willing and able to serve abroad is increasing; but the effective fulfilment of…
Abstract
The expatriate manager, once considered obsolete, has staged a come‐back. The demand for executives willing and able to serve abroad is increasing; but the effective fulfilment of this demand is raising many problems.
Amidst the diverse forms of international direct investment, the international joint venture (IJV) appears to have become the fastest growing, most popular type of operation. An…
Abstract
Amidst the diverse forms of international direct investment, the international joint venture (IJV) appears to have become the fastest growing, most popular type of operation. An IJV may be defined as “a separate legal organizational entity representing the partial holdings of two or more parent firms, in which the headquarters of at least one parent firm is located outside the country of operation of the joint venture. This entity is subject to the joint control of its parent firms, each of which is economically and legally independent of the other”.
Cross‐national strategy as opposed to country‐by‐country strategy may take place on a regional or on a global basis. This paper examines the European regional office experience of…
Abstract
Cross‐national strategy as opposed to country‐by‐country strategy may take place on a regional or on a global basis. This paper examines the European regional office experience of 16 large U.S. firms in terms of (1) the types of responsibilities they handle and why, (2) the problems of removing control and/or duties from country subsidiaries, and (3) the relationship between a regional and global strategy and implementation. The companies' experiences have been quite diverse, thus highlighting multiple opportunities but the need to approach the development of regional operations cautiously. In spite of some problems, the future for European regional management seems bright.
The librarian and researcher have to be able to uncover specific articles in their areas of interest. This Bibliography is designed to help. Volume IV, like Volume III, contains…
Abstract
The librarian and researcher have to be able to uncover specific articles in their areas of interest. This Bibliography is designed to help. Volume IV, like Volume III, contains features to help the reader to retrieve relevant literature from MCB University Press' considerable output. Each entry within has been indexed according to author(s) and the Fifth Edition of the SCIMP/SCAMP Thesaurus. The latter thus provides a full subject index to facilitate rapid retrieval. Each article or book is assigned its own unique number and this is used in both the subject and author index. This Volume indexes 29 journals indicating the depth, coverage and expansion of MCB's portfolio.
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Looks at the experiences and viewpoints of retail buyers, importers and agents in the UK market buying from Israel. Examines the success or failure of Israeli consumer goods…
Abstract
Looks at the experiences and viewpoints of retail buyers, importers and agents in the UK market buying from Israel. Examines the success or failure of Israeli consumer goods companies exporting to the UK. Reveals that market entry and market penetration are two distinct stages, and that success or failure can be attributed to the exporters” attitude to business rather than product attributes or other marketing mix variables.