Managers Of Multinational Corporations Research Articles

Cross-cultural Strategic PR Practices of Multinational Corporations in the Context of Globalization and The Effectiveness Evaluation

In the process of globalization, the operations and management of multinational corporations (MNCs) are increasingly affected by different cultural environments. The purpose of this article is to explore the key strategies employed by MNCs in implementing cross-cultural strategic PR practices and to provide an in-depth assessment of the effectiveness of these practices. The article will analyze the challenges faced by MNCs in formulating and implementing cross-cultural PR policies, including language barriers, value differences, adaptation of legal systems, and localization implementation. Through case studies of a number of internationally renowned multinational corporations, it will show how they have successfully implemented cross-cultural PR activities by building a diverse and inclusive corporate culture, customizing communication content to match local culture, and building effective multilateral communication mechanisms.

BEST PRACTICES IN STRATEGIC PROJECT MANAGEMENT ACROSS MULTINATIONAL CORPORATIONS: A GLOBAL PERSPECTIVE ON SUCCESS FACTORS AND CHALLENGES

In today's highly competitive and dynamic business environment, multinational corporations (MNCs) face unique challenges in managing strategic projects across diverse geographical locations. This review explores the best practices in strategic project management from a global perspective, focusing on the critical success factors and challenges encountered by MNCs. Successful strategic project management in MNCs necessitates a comprehensive understanding of various factors, including cultural differences, regulatory requirements, and market dynamics across different regions. The review highlights the significance of effective communication, cultural sensitivity, and stakeholder engagement as fundamental success factors in managing projects within MNCs. Additionally, it emphasizes the importance of aligning project goals with overall business objectives to ensure strategic relevance and value creation. Challenges faced by MNCs in strategic project management include coordination and integration issues arising from diverse organizational structures, conflicting priorities, and resource constraints. Furthermore, navigating through geopolitical uncertainties, legal complexities, and compliance requirements presents additional hurdles for MNCs operating across multiple jurisdictions. Drawing on insights from academic literature and industry practices, this review provides an overview of best practices adopted by successful MNCs to overcome these challenges and achieve project success. It discusses the significance of establishing standardized project management frameworks, leveraging technology for virtual collaboration, and fostering a culture of innovation and adaptability within the organization. this review underscores the importance of adopting a holistic approach to strategic project management in MNCs, integrating people, processes, and technology to drive sustainable growth and competitive advantage in an increasingly globalized business landscape.
 Keywords: Project Management, Multinational Corporation, Global Perspective, Best Practices, Review.

Effects of Cultural Dimensional on Employees Satisfaction among Multi National Corporations in Lagos State, Nigeria

The achievement of high organisational productivity in today’s competitive environment must take into account the necessity of motivating and inspiring the workforce through a strong reward system based on cultural expectations that demand the best from the workforce in terms of performance commitment, dedication, and loyalty. All nations, including those in transition and developing regions, are cognizant of the crucial responsibilities that multinational corporations play in economic development, as evidenced by the existence of these corporations and their subsidiaries. The study’s goal was to evaluate how the cultural factor affected how satisfied employees were with how multinational corporations managed their human resources. Six (6) chosen multi national corporations in Lagos State make up the study population. While purposive sampling approaches were employed to deliver the study instrument to a sample of 1200 respondents, of which 1000 returned used, convenience sampling procedures were utilised to choose the suitable Corporations. Data collection was done using a questionnaire with a likert scale structure, and both the face and content validity were properly adjusted by a specialist for the study’s needs. The constructs’ respective Cronbach Alpha reliability coefficients lie between 0.78 and 0.86. For the data analysis, descriptive and inferential statistics were also employed. The study found that, with regard to the cultural dimension effect, training and development practises have positive, substantial effects on employees’ satisfaction among nationals in MNCs. The study suggested that in order to establish, maintain, and sustain a stable human resources management practise for the successful operation of the subsidiary in their particular environment, the management of Multi National Corporations should have an understanding of the cultural dimension and the environments in which they operate. Additionally, has a solid understanding of the nation’s cultural reward system, which inspires workers to be dedicated to the goals of their organisations.

Digitalization, Sustainability and Development in Business. Business Intelligence - The Innovative Solutions for Business Sustainability, Equality, and Green Initiatives of Long-Term Organisational Performance

Business Intelligence (BI) encompasses a suite of strategies, processes, applications, and technologies that convert raw data into valuable insights for business analysis. By aiding in informed decision-making, BI empowers organizations to enhance their competitive edge and streamline internal operations. It not only uncovers new prospects but also refines customer service and bolsters profitability. Through historical, real-time, and predictive perspectives on business operations, BI facilitates well-informed choices. Leveraging BI tools, businesses dissect consumer behavior, detect trends, and devise potent marketing tactics. BI amplifies comprehension of customers, rivals, and markets, leading to astute decisions that foster profitability. This study amassed data via a survey of 162 IT managers in multinational corporations within Malaysia. Employing partial least squares (PLS) through SmartPLS software, the analysis reveals that BI, along with its insights, contributes to effective management practices. Notably, the information requisites may shift based on the balance between uncertainty and ambiguity in an organization’s practices. Nevertheless, the research gap remains concerning the relationship between BI, its significance, and business performance.
 Keywords: business intelligence, data analytics, data mining, big data

On the Importance of Strategic Management in Contemporary Multinational Corporations

Contemporary strategic management of multinational corporations (MNCs) is a new trend in the development of MNC theory and practice. As an important part of the theory and practice of contemporary multinational corporations, the strategic management of multinational corporations reflects the changes and development trends of the contemporary world's economic structure, market structure, technological structure and so on in its own generation and development. Today, with the accelerated process of global integration and the deepening of economic globalisation, the strategic management of multinational corporations has become an important factor in the competitive advantage of contemporary enterprises and in their survival and development. As a new theoretical viewpoint, it is a scientific summary of the law of enterprise development and a useful supplement to the modern enterprise theory system.

The Effects of TM and CM on Organizational Leadership in Foreign Entities of MNCs

Abstract Background Foreign direct investment (FDI) of multinational corporations (MNCs) from Central Europe have become more visible in the last decade, but many studies describing the role of talent management (TM), competency management (CM), and organizational leadership (OL) in MNCs have taken place in enterprises with headquarters in developed countries. The relationship between different variables in MNCs headquartered in less developed countries has not been satisfactorily explained in the scientific and professional literature. Research aims Hence, the main aim of this paper is based on the outcomes presentation of the relations between TM, CM, and the advancement level of OL practices in MNCs having their headquarters in less developed countries. Methodology The theoretical and empirical suppositions are based on two major concepts: resource-based views and a situational approach. The data were collected using the computer-assisted telephone interviewing (CATI) method in 200 nonfinancial enterprises with the domination of the Polish capital having foreign entities, inter alia, in Central and Western Europe. Findings The conducted research shows that there is a relationship among TM, CM, and OL practices. Also, there are significant differences between companies depending on the duration of the MNC’s operation on the market, the size of the organization, and the type of business profile. Whereas the assumptions have been based on a literature review, empirical research has not confirmed that there is a difference between foreign subsidiaries located in more and less developed countries (here, Central Europe and Western Europe).

LOCALIZATION OF HUMAN RESOURCES MANAGEMENT IN MULTINATIONAL COMPANIES

This article discusses the importance and implementation strategies of human resource localization management in multinational corporations. The localization of human resources is to adapt to the local environment and cultural differences, and to improve employee motivation and loyalty. The implementation of localization management needs to pay attention to the needs of the local market, establish a localization team, formulate recruitment and training plans, and pay attention to labor relationship management. Multinational companies should realize the key role of localization management in successfully entering the local market, and constantly optimize their strategies to adapt to the changing global environment.

The octopus that shrank: A historical analysis of how multinationals address policy and contractual uncertainty in a global value chain

AbstractResearch SummaryWe analyze how the evolution of the broad institutional environment influences the vertical integration strategy of a multinational corporation (MNC) leading a global value chain (GVC). We develop a history‐to‐theory study based on the evolution of the banana GVC between 1899 and 1991. We argue that when a MNC's bargaining power vis‐à‐vis the host government is strong, it will choose a governance structure that addresses contractual uncertainty. When the MNC's bargaining power declines because of changes in the institutional environment, it will prioritize a governance structure that protects its assets. We analyze the evolution of MNC's bargaining power as a result of the interaction of three levels of the institutional environment: global, home country, and host country.Managerial SummaryOur study examines vertical integration decisions in a global value chain (GVC) throughout its historical evolution. Using historical sources, we show that when MNC managers perceive their bargaining power to be sufficient to protect them from hostile government actions in host countries, their main concern is that of governing their activities as efficiently as possible by amongst others vertically integrating asset‐specific transactions. When their bargaining power declines, MNCs become more concerned with shielding their assets and rents from expropriations by host‐country governments, thus retreating from vertical integration. We illustrate that the bargaining power of MNCs changes as events at the global, home, and host country levels unfold. For example, MNCs' bargaining power declines in periods featuring economic nationalism, such as the 1960s–1970s.

Mission Accomplished? Balancing Market Growth and Moral Legitimation in the Fair Trade Moral Market

Mission Accomplished? Balancing Market Growth and Moral Legitimation in the Fair Trade Moral Market

Times of Uncertainties Require Embracing Leadership and Feedback

Mid-level managers of multinational corporations often struggle to find a leadership style that helps build a high-performance organizational culture. This paper discusses the research question of what strategies some mid-level managers in a multinational corporation in Asia employ to create a high-performance organizational culture. The authors chose six mid-level managers of a multinational Fortune 500 IT corporation in Singapore to participate in this case study research blended with techniques of miniethnography. The authors looked for qualities and approaches required for leaders to build and lead their teams to high-performance standards in times of uncertainty. The study concluded that successful leaders who apply the embracing leadership style encouraging a culture of free-flowing feedback in times of uncertainty would build high-performance teams which are highly influential to the company’s success and competitive advantage. The authors conducted this study during the peak of COVID–19 in Singapore. The challenges they faced are reflected in this paper. In this study, the authors came up with qualities required for leading teams for high performance in times of uncertainty and volatility. Business leaders who focus on meaningful accomplishments, improving performance, and shaping the company's organizational culture will strive for excellence and promote feedback.

Logistics and supply chain management of multinational corporations

Logistics and supply chain management of multinational corporations

The Moderating Effect of Cross-Cultural Psychological Adaptation on Knowledge Hiding and Employee Innovation Performance: Evidence from Multinational Corporations

This study explores the effects of three dimensions of knowledge hiding: evasive hiding (EH), rationalized hiding (RH), and playing dumb (PD), on employee innovation performance in multinational corporations. Additionally, the moderating effects of cross-cultural psychological adaptation on the above relationships are analyzed. In terms of the empirical analysis, corresponding assumptions were investigated with a sample of 273 respondents from Chinese multinational corporations in different industries and regions. The research findings show that EH and PD significantly negatively impact employee innovation performance in multinational corporations. In contrast, RH has a significant positive impact on the latter. Notably, cross-cultural psychological adaptation weakens the negative relationship between EH, PD and employee innovation performance, while strengthening the positive relationship between RH and employee innovation performance in multinational corporations. This study provides a new perspective for understanding the internal relationship between knowledge hiding and employee innovation performance. It comprehensively reveals the impact mechanism of knowledge hiding on innovation performance at the individual level by exploring the boundary effect of cross-cultural psychological adaptation. This study expands the literature on knowledge management and innovation on the theoretical side. On the other hand, this study suggests that RH may improve the employee innovation performance of multinational corporations, and provides a potential research direction for predicting the positive consequences of employees’ knowledge-hiding behavior. On the management side, this study offers practical guidelines for the human resource management of multinational corporations. Managers can promote cooperation and innovation among colleagues with cultural differences in home and host countries by improving employees’ cross-cultural psychological adaptability, thus improving employee innovation performance.

Cross Cultural Management Affect on Organizational Climate of ABC Inc

In the process of economic globalization, transnational corporations are gradually rising and developing. However, multinational corporations form two different regional and cultural resources integration under the condition of various capital sources. Therefore, how to effectively carry out cross-cultural management in transnational corporations has an essential impact on the resource integration and benefit improvement of multinational corporations. This paper mainly takes the cross-cultural management of ABC company as the research object, defines the basic concepts of transnational corporations and cross-cultural management, and analyzes the importance of organizational climate and cross-cultural management in multinational corporations.

Knowledge Management Mechanisms at MNCs and the Enhancing Effect of Absorptive Capacity

Knowledge management has a pivotal role in innovation processes and on firms’ competitiveness. In order to generate innovations, firms may access knowledge from different sources, including their internal and external environments. However, to fully assimilate such knowledge and apply it to commercial ends, firms need absorptive capacity (AC). AC is particularly important for multinational corporations (MNCs), as they face several learning challenges arising from increased global competition as well as geographic, institutional, and cultural differences. With this in mind, my dissertation explores the relationship between knowledge management mechanisms and innovation and performance outcomes as well as the enabling role of absorptive capacity in such relationships. The findings show that MNC managers can use different mechanisms for souring, transferring, and applying knowledge, which increase the firm´s ability to absorb knowledge and, in turn, lead to product and/or process innovation.

The dark side of globalization: Evidence from the impact of COVID-19 on multinational companies

The COVID-19 pandemic has led to economic and health crises (“twin crises”) worldwide. Using a sample of firms from 73 countries over the period January to December 2020, we examine stock price reactions of multinational corporations (MNCs) and purely domestic companies (DCs) to the crisis. We find that, on average, MNCs suffer a significantly larger decline in firm value relative to DCs during the stock market crisis caused by the pandemic with notable heterogeneity in this underperformance across both industry and region. The evidence of MNC underperformance is robust to using abnormal returns, an alternative crisis window, a matched sample that accounts for differences in characteristics between MNCs and DCs, alternative model specifications, and alternative proxies for multinationality. Further analysis on the effect of government responses on the valuation gap suggests that stringent government responses exacerbate MNCs’ underperformance. Finally, we show that a stronger financial system mitigates negative crisis returns, especially under stringent government responses, while real factors, such as the firm’s supply chain, investments in human capital, research and development, exacerbate negative crisis returns. Our findings have important implications for managers of MNCs and government policymakers alike and contribute to studies on the international diversification–performance relation by demonstrating a dark side of globalization during a tail-risk event.

Managing global HRM integration in international expansion: the case of Geely cross-border acquisition

Learning outcomes This case was designed for use at the undergraduate and MBA level in human resource management and international business. Upon completion of the case study discussion and assignments, students will be able to: (1) understand human resource management in multinational corporations and the importance of cross-cultural management and human resource integration in acquisitions; (2) understand the challenges and solutions faced by multinational corporations in the process of expansion; (3) analysis of what characteristics should be considered in CEO selection for managing a newly acquired company; and (4) analyze how to better promote global human resource management from the dimensions of localized HRM system reform and human resource structure reconstruction. Case overview/synopsis After a long period of negotiation, exploration, suspension and restart, Geely Group finally acquired 49.9% of the shares of DRB’s Proton Holding and 51% of the shares of the luxury car brand, Lotus Group. On the afternoon of May 24, Geely Holding Group held an acquisition signing ceremony with the Malaysia DRB-HICOM Berhad (hereinafter referred to as DRB). Geely’s commercial territory now extended into Southeast Asia, and its product spectrum increased to luxury sports cars.However, the completion of the acquisition did not mean peace of mind. On the contrary, Geely still faced a series of challenges because of differences in cultural background. The national cultures of the two countries (China and Malaysia) were very different, and so were the values of the two enterprises. Facing the challenges of promoting global human resource integration, Geely needs to make a fundamental decision on the HRM mode in the new-acquired company. Should Geely transplant its own management practice into the Proton, or adopt localized HRM philosophy? Which kind of global HRM practice would be more effective for supporting the new-acquired company developments in the future? In the post-acquisition management, how to better realize the global human resources integration become a key problem faced by Geely. Complexity academic level This case was designed for use at the undergraduate and MBA level in human resource management and international business. Supplementary materials Teaching notes are available for educators only. Subject code CSS 6: Human Resource Management.

Strategy implementation in the transnational MNC: A critical realist investigation of European and Indian unit collaboration

Inter-unit collaboration in transnational multinational corporations (MNCs) is central to unlocking MNCs' competitive advantage. We find that managing multilevel interaction of macro-level (social structures within and outside the MNC) and micro-level (individual interpretations and behaviors) factors ensures the implementation of strategic goals regarding inter-unit collaboration. In a case study of Finnish, Russian, and Indian unit collaboration in one European-origin transnational MNC, we observe that individual ascriptions of social identity to Indian colleagues (micro-level factor) affect the MNC's strategy implementation (SI) process and outcomes (macro-level factors). Building on the latter observations, critical realist theory of identity, and the idiosyncratic Indian context, we develop the currently inadequate multilevel theorization on the SI process in the MNC and expand perspectives on social identity in International Business literature. For MNC managers from Western countries, the paper offers insights into factors that should be considered to succeed in strategic and operational inter-unit collaboration with India.

The Effects of the Degree of Internationalization on the Market Value of Cash

In this paper, we advance the literature on cash holdings and international business by analyzing whether the degree of internationalization influences the value investors place on cash holdings in Latin American companies. Consistent with the research hypothesis, we find strong and robust evidence that investors do not perceive the cash holdings of multinational corporations from Latin America or Multilatinas as providing greater benefits relative to the cash of their domestic peers. As a consequence, we document that investors do not place a higher value on the cash of Multilatinas than on that of Latin American domestic companies, despite the fact that the former has higher growth opportunities. This paper is an important step in understanding Latin America and the multinational corporations from this region. Furthermore, our research has implications for managers of multinational corporations that have subsidiaries in countries with valuable growth opportunities, but the risk of cash expropriation is substantial due to the poor protection of shareholders rights. Finally, our study also highlights the relevance of considering the mandatory disclosure of foreign cash, in location and amount, to improve efficiency in stakeholder decision-making and also to advance the understanding the effects of foreign cash on Multilatinas' investment decisions.

EFFECTS OF HUMAN RESOURCE PRACTICES ON TURNOVER INTENTION OF MULTINATIONAL CORPORATIONS: THE MEDIATING ROLE OF INDIVIDUALISM/COLLECTIVISM

The global gradual economic recovery has restored the voluntary turnover rate to the level before the outbreak of the epidemic. Cultural differences are considered to be an additional reason for the brain drain of foreign multinational enterprises. A survey was conducted to collect responses from 202 millennial in selected foreign multinational corporations in China. Therefore, the purpose of this study is to explore the relationship between human resource practice (HRPs) mediated by individualism/ collectivism (IC) and turnover intention (TI) by adopting the recognized and well-established social exchange theory, so as to provide new academic ideas for the Millennium employee management of multinational corporations in China. This study was utilized a cross-sectional study as a tools for data collection. For data analysis, this study implemented a Partial-Least Square (PLS) as tools of data analysis. The results highlight the mediating role of individualism/collectivism, reduce Millennium employee turnover intention. In addition, the results verify the negative effect of human resource practice on turnover intention. Therefore, it is important for the management of multinational enterprises in China to develop human resources practices that meet the cultural cognitive of Chinese employees. This study is the first to measure the mediating effect of individualism/collectivism, which defines the theoretical and practical significance and the direction of future research. In addition, more cultural factors will be added to the future research.

Sustainability Reporting and Discretionary Accruals of Multinational Corporations in Sub-Saharan Africa

The quality of accounting information has attracted considerable interests among many scholars, investors, and other stakeholders worldwide. Earnings management is one of the factors responsible for this development. However, studies have shown that sustainability reporting can assist companies in reducing information asymmetry which encourages earnings’ manipulation. Hence, the paper investigated how sustainability reporting could influence accrualsbased earnings management among multinational corporations in Sub-Saharan Africa countries. The research’ design was ex-post facto. All the 48 multinational companies in thesub-Saharan Africa countries constituted the study’s population. Purposive sampling technique was used in selecting 5 multinational companies from each of 10 sampled countries based on data availability. The data for the period 2010-2019 were obtained from the published annual financial reports of the sampled multinational companies and the Global Reporting Initiatives (GRI)’s sustainability guidelines. The study revealed that the lag of discretionary accruals, corporate governance sustainability reporting and economic sustainability reporting had positive relationship with discretionary accruals, while social sustainability reporting and environmental sustainability reporting were negatively linked to discretionary accruals. Additionally, the study found that sustainability reporting jointly had significant effect on discretionary accruals of multinational corporations in Sub-Saharan Africa (Adj. R 2 = 0.33, W (6, 444 ) = 668.67, P <.05).This study concluded that sustainability reporting exerted significant influence on discretionary accruals of multinational corporations in Sub-Sahara Africa. The study recommended that management of multinational corporations in sub-Saharan Africa should ensure strict compliance with sustainability reporting so as to improve the earnings quality. Keywords: Sustainability reporting, environmental reporting, economic reporting, social reporting, corporate governance reporting, earnings management, discretionary accruals. DOI: 10.7176/RJFA/12-24-02 Publication date: December 31 st 2021