German Multinational Corporations Research Articles

Global careers in French and German multinational corporations

This paper sheds light on an apparent paradox: managers continue to accept offers of international assignments even though they tend to view them as a risky career move. Based on a review of the literature and a survey of expatriate managers of 20 French and 30 German companies on assignment in 59 countries, the paper examines the nature of the expatriate career concept, the career development implications of international assignments, and the effectiveness of corporate expatriate career management and repatriation systems. Most of the research on the career implications of international assignments has been conducted using the US samples of expatriates. By exploring expatriate career issues in a cross‐national sample of French and German expatriates, this study seeks to yield new and significant insights into whether the emerging concept of boundaryless careers is beginning to take hold in countries other than the US, and whether there are cross‐national differences in the nature of the expatriate career concept. The findings show that many expatriates are frustrated with how their companies manage their international assignments, especially the long‐range planning of their repatriation. However, there are clear differences between the French and German expatriates in terms of repatriation concerns. Despite widespread dissatisfaction in both groups, the German expatriates seem relatively nonchalant regarding their repatriation. This finding can be explained by the fact that the German expatriates are more willing to leave their companies upon return than their French counterparts, thus showing strong evidence of a “boundaryless career” orientation. An important finding is that companies that fail to take an integrated approach to international assignments and do not have effective international career development and repatriation systems, tend to end up with highly dissatisfied managers who, depending on their nationalities, may be quite willing to leave their companies upon repatriation.

How Multinational Corporations Deal with their Socio-political Stakeholders: An Empirical Study in Asia, Europe, and the US

In this paper, the interactions of German Multinational Corporations (MNCs) with their socio-political stakeholders are analysed. An empirical study in two Asian countries (China and India), three European countries (France, Germany and Russia) and the US demonstrates that the operations of MNCs are influenced by several socio-political interest groups. Among them central government has the highest relevance, followed by state government. The media, industrial associations and local government are of average relevance, while the importance of non-governmental organizations and supranational organizations is relatively low. The results differ significantly between the six countries. To deal with their socio-political stakeholders and the issues raised by them, MNCs use several instruments of public affairs management. The most important instrument in China appears to be lobbying, followed by bribery; while in India, the reverse order is found. Both countries differ considerably from other countries in the study, where codes of conduct, public relations and sponsorship are much more important, and bribery is insignificant.

Public affairs management activities of German multinational corporations in india

In this paper the importance of public affairs management in multinational corporations in India will be examined. After briefly discussing the state of the art in international business and society literature, a conceptual framework for public affairs management in multinational corporations will be developed. This framework serves as the theoretical basis for an empirical study among German multinational corporations in India. In the main part of this paper the results of this study will be presented and discussed. The paper ends with a critical assessment and some major implications for future studies.

Wissensmanagement in Multinationalen Unternehmungen — Ergebnisse einer empirischen Untersuchung

To the extent that multinational corporations implement transnational strategies, the establishment, utilization and extension of decentrally distributed knowledge gains focal importance. Using a sample of foreign subsidaries of German multinational corporations, the authors present data on the importance of four types of knowledge transformation, i.e. combination, sozialization, internalization, and externalization. The empirical results presented will have maximum paramount relevance for practical design issues of knowledge management systems in multinational corporations.

Auslandseinsatz als Element der internationalen Laufbahngestaltung: Ergebnisse einer Befragung von entsandten deutschen Fach- und Führungskräften in 59 Ländern

Anhand eines standardisierten Fragebogens wurden 494 Auslandsentsandte deutscher Unternehmen zu Aspekten der Entsendungsgestaltung und den Auswirkungen des Auslandseinsatzes auf ihre Laufbahn und Entwicklung befragt. Es zeigte sich, dass die internationale Personalarbeit bei deutschen Unternehmen durch eine Reihe von Defiziten gekennzeichnet ist, die vor allem die Rückkehr- bzw. Laufbahnplanung betreffen. Trotz der verbreiteten Skepsis, ob sich der Auslandseinsatz für die Karriere im eigenen Unternehmen auszahlen wird, sind die Befragten zuversichtlich, dass er einen wichtigen Entwicklungsschritt darstellt und ihre Chancen auf dem Arbeitsmarkt erhöhen wird. Viele Entsandte sind bereit, ihr Unternehmen im Anschluss an den Auslandseinsatz zu verlassen, falls ihnen nicht ausreichende Karriere- und Entwicklungsperspektiven geboten werden. Die Ergebnisse haben vielfältige Implikationen für die Personalpolitik und Entsendungspraxis internationaler Unternehmen.

Planning in German multinational corporations. Martin K. Welge, Professor, University of Hagen. Abstract from International Studies of Management & Organization, Spring 1982, p. 6

The International ExecutiveVolume 25, Issue 1 p. 14-16 Research Roundup Planning in German multinational corporations. Martin K. Welge, Professor, University of Hagen. Abstract from International Studies of Management & Organization, Spring 1982, p. 6 First published: Winter 1983 https://doi.org/10.1002/tie.5060250109AboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Share a linkShare onFacebookTwitterLinkedInRedditWechat Volume25, Issue1Winter 1983Pages 14-16 RelatedInformation

Planning in German Multinational Corporations

Planning in German Multinational Corporations

Motives of multis in Germany

This article which — like the subsequent one — is essentially based on a recently concluded expertise1, is concerned with the different motivational structures of German and foreign multinational corporations (MNCs). Whereas German direct investments abroad reveal an offensive character, the policy of foreign MNCs in the Federal Republic of Germany is much more defensive. There are also significant differences between German and foreign MNCs as regards the internal division of labour.