Managers Of Multinational Companies Research Articles

Organization culture types and the replication of transferred human resource management practices in multinational subsidiaries in Nigeria

PurposeGiven that institutional and cultural factors affect the transfer of HRM practices between multinational companies (MNCs) and their subsidiaries, the paper set out to investigate the explanatory mechanism for the replication of transferred HRM practices and the factors likely to influence the choice of transfer mechanisms.Design/methodology/approachUsing an exploratory qualitative approach, 40 interviews were conducted with senior managers and employees in two MNC subsidiaries located in the alcoholic beverage and oil industries in Nigeria.FindingsThe findings suggest that organizational culture (OC) was the mechanism for MNC HRM replication and inhibition. In addition to explaining the mechanisms for HRM practice replication, the authors developed a conceptual framework to explain how clan and hierarchical OC influence the extent to which human resource (HR) practices are replicated or inhibited and how institutional and cultural factors influence the choice of OC.Originality/valueThe study uncovered that MNCs deploy hierarchical OC to oversee the replication of transferred practices. Interestingly, the authors found that institutional and cultural environments were key factors that influenced the choice of mechanism for overseeing the replication of HR practices. The conceptual framework can help managers of MNCs to understand how to replicate transferred HRM practices in developing countries.

Internationalization Strategies and Performance of Multinational Companies in Nigeria

The challenges of firm performance of international companies and assessment of corporate strategies have witnessed fundamental changes in literature far beyond book values. A consideration of comprehensive integration and inadequate overlap among firm performance drivers, and declining comparative competitive advantage in the industry where the multinational companies operate are significantly unsettling. The study adopted an ex-post facto research design. The survey was conducted across three (3) sectors of the Nigeria Stock exchange with the population of one hundred and seventy-one (115) companies. The study used a purposive sampling technique to select the international companies. Hence, a sample size of sixteen (16) multinational companies is used to investigate the effect of internationalization and firm performance. Secondary data was adopted for the study and the data for the study were obtained from the Nigerian Stock Exchange Annual report; annual reports and financial statements of the selected companies. Descriptive and inferential (Panel regression analysis) were used to analyse the data. Hausman test was conducted to determine the choice of model to use between the fixed effect model or random effect model. The study revealed two models. One model without control variables and the other with control variable. Model one shows that internationalization has a significant effect on firm performance of listed companies in Nigeria revealing an adjusted r square of 0.0913; Wald Stat of 18.30 and the p-value of 0.000 < 0.05. Model two also revealed a significant effect with an adjusted r square of 0.252, F statistic of 9.93 and p-value of 0.000 < 0.05. The study, however, concluded that internationalization has a significant effect on firm performance of listed companies in Nigeria. Therefore, it was recommended that management of multinational companies should review and re-engineer the dynamics of export intensity to improve the performance of companies to efficiently and effectively generate profits using its assets. . The government and policymakers should reconsider charges and interest rates to accommodate the loan facilities of the multinational companies. Management should put in place investment policies that will attract foreign investors in the company which will enhance operations and performance. Management should take advantage of their strength and emerging opportunities to enhance company sales.

Human resource management in multinational companies: global and local challenges

This article examines a cross-section of the problems associated with human resources management in multinational companies that HR department managers face in their practice. Since the second half of the 20th century, transnational corporations began to enter foreign markets and face the challenges posed by culturally diverse staff at subsidiaries. Until now, the problems of human resource management in a cross-cultural environment have not lost their relevance. The authors cover the issues of human resource management policies standardization/ adaptation in multinational companies, cultural differences as a necessary condition for human resource management, intercultural communications. This study aimed to help managers of human resource management departments of multinational companies to remove obstacles and see new opportunities for HR management in an intercultural environment.

The Epochal Implication, Realistic Dilemma and Innovation Path of Multinational Enterprise’s Culture Construction

In the era of economic globalization, the differences and conflicts of enterprise culture are increasingly obvious, with the continuous expansion of the scale and scope of multinational business activities. The cultures of countries are permeating one another. It is impossible to find a foothold in the world only by “shutting one’s door” or unilateral export. As a kind of cross-cultural management, the management of multinational companies has become the most important economic engine. When an industry or a product wants to take root in a foreign market, if it ignores the cultural habits and cultural penetration of other countries, the operators will be stuck in the same place, which is not conducive to long-term development. Therefore, many multinational companies attach great importance to the understanding, integration and innovation of each other’s cultures, so as to form a unique business philosophy and environment which is suitable for their own multinational companies, which are mainly “localized”, and establish a cross-cultural enterprise culture; so as to better achieve business objectives, reduce business costs, and create international competitive advantages. In this paper, the aspects of operating cost, communication and environment are selected as the entry point to study the enterprise management innovation and other issues. Try to rely on enterprise management innovation to promote the comprehensive competitiveness of enterprises, and how to improve enterprise management innovation and put forward reasonable suggestions.

The Effect of Perceived Support on Repatriate Knowledge Transfer in MNCs: The Mediating Role of Repatriate Adjustment

Aim/Purpose: The present study examines the effect of perceived organisational and co-worker support on the adjustment of repatriates and its impact on their intention to transfer knowledge in multinational companies (MNCs). It also examines the relationship between perceived organisational support, co-worker support, and knowledge transfer through the mediating role of repatriate adjustment. Background: The ability of acquiring and utilising international knowledge is one of the core competitive advantages of MNCs. This knowledge is transferred by MNCs across their subsidiaries efficiently through repatriates, which will result in superior performance when compared to their local competitors. But in MNCs the expatriation process has been given more emphasis than the repatriation process; therefore, there is limited knowledge about repatriation knowledge transfer. Practically, the knowledge transferred by repatriates is not managed properly by the MNCs. Methodology: The proposed model was supported by Uncertainty Reduction Theory, Organisational Socialisation Theory, Organisational Support Theory, and Socialisation Resource Theory. The data were gathered from 246 repatriates working in Indian MNCs in the manufacturing and information technology sectors who had been on an international assignment for at least one year. The data obtained were analysed using Structural Equation Modeling (SEM) using AMOS 21 software. Contribution: The present study expands prior research on repatriate knowledge transfer by empirically investigating the mediating role of repatriate adjustment between perceived support and repatriate knowledge transfer in MNCs. The present study also highlights that organisational and co-worker support during repatriation is beneficial for repatriate knowledge transfer. It is important that MNCs initiate support practices during repatriation to motivate repatriates to transfer international knowledge. Findings: The results revealed that both perceived organisational and co-worker support had a significant role in predicting repatriate adjustment in MNCs. Furthermore, the results also revealed that perceived organisational and co-worker support increases repatriate knowledge transfer through repatriate adjustment in MNCs. Recommendations for Practitioners: This study indicates the role of management in motivating repatriates to transfer their knowledge to the organisation. The management of MNCs develop HR policies and strategies leading to high perceived organisational support, co-worker support, and repatriate adjustment. They need to pay particular attention to the factors that affect the repatriates’ intention to share knowledge with others in the organisation. Recommendation for Researchers: Researchers can use the validated measurement instrument which could be essential for the advancement of future empirical research on repatriate knowledge transfer. Impact on Society: The present study will assist MNCs in managing their repatriates during the repatriation process by developing an appropriate repatriation support system. This will help the repatriates to better adjust to their repatriation process which will motivate them to transfer the acquired knowledge. Future Research: Future research can adopt a longitudinal style to test the different levels of the adjustment process which will help in better understanding the repatriate adjustment process. Additionally, this model can be tested with the repatriates of other countries and in diverse cultures to confirm its external validity. Furthermore, future research can be done with the repatriates who go on an international assignment through their own initiative (self-initiated expatriates).

International human resource management in multinational companies: Global norm making within strategic action fields

AbstractThe formation of global norms that affect work is a crucial element to how multinational companies (MNCs) achieve a degree of HR integration internationally. We establish a ‘strategic action fields’ framework to guide research into global norm‐making in MNCs in general and for analysing the work of those that we term ‘globalising actors’—those who are active in globalising a firm's management of its human resources—in particular. We position our framework with relation to existing research in international human resource management, and show how the field can benefit from achieving an approach to global norm‐making that is contextualised, personalised and contested.

Leadership Effectiveness and Employee Planned Behavior: Exploring the Role of Practical Wisdom Management

Leadership is one of the most crucial factors effecting on the employee behavior in the organizations. The effectiveness of the leaders in multicultural organizations is in associated with newcomers’ immigrants’ behavior. How these employees adopt the leader and the new environment will influence on their performance. Therefore, the aim of this article is to provide the model for enhancing the effectiveness of the leadership on the employee planned behaviors through mediating moderating effects of the practical wisdom management. The model concludes that in international organizations leaders should be practically wise to be accepted as effective leader in the employees perception. This acceptance will affect their attitudes, subjective norms and perceived behaviors. These suggestions will help to managers in multinational companies to lead better their immigrant forces in the multicultural situation.

Cross-cultural training: a study of European expatriates in New Zealand

PurposeThe purpose of this study is to investigate the cross-cultural training (CCT) provided to European expatriate executives in New Zealand, and consequently add to the knowledge for human resource management in the Australasian region.Design/methodology/approachThe present qualitative research study is based on open-ended and in-depth interviews with 30 European expatriate executives who had been residing in New Zealand for the past year or more.FindingsThe results indicate that at least some CCT was provided to all interviewees; however, the training content seemed to be strongly centered around professional work, with little focus on the culture of the host country. Moreover, there was no follow-up to the pre-departure CCT and very few expatriates in the sample received any training in New Zealand. Similarly, the family is considered a fundamental factor for the success of expatriates; however, in the sample, neither spouses nor children received any training before or after their arrival in New Zealand.Research limitations/implicationsThe research is limited by the sample small size. The study’s inconclusive highlights the need for further research to explore the influences of local residents, colleagues and neighbors on expatriates’ adjustment. Similarly, further studies are also required to ascertain the effectiveness of CCT in helping support expatriates’ performance and adjustment in New Zealand.Practical implicationsThe present study suggests that opportunities do exist for multinational companies (MNCs) to better prepare their expatriates for assignments by integrating more effectively issues related to cultural awareness into their CCT. Specifically, experimental CCT methods that emphasize the host country’s culture are most valuable. The CCT technique should be tailored to the cultural distance between the host nation and expatriates’ country of origin and to the nature of their assignment.Originality/valueGiven the existence of many MNCs in New Zealand, it is surprising that the issue of CCT in this context has received little research attention. The current study endeavors to address this gap. This paper hopes that the findings may also be useful for consultants and human resource managers in MNCs who are involved in preparing expatriates for foreign assignments in Australasia, especially New Zealand.

One way or another? An international comparison of expatriate performance management in multinational companies

AbstractDue to the high costs and strategic importance of expatriate assignments, expatriate performance management (EPM) plays an increasingly important role for multinational enterprises (MNEs). However, research on EPM is still in its infancy. Drawing from the convergence/divergence debate in international human resource management, this study investigates and compares EPM strategies and practices across MNEs from three different country clusters to better understand whether EPM practices tend to converge, diverge, or crossverge (i.e., show aspects of both). Results from surveying 132 Anglo‐Saxon, Germanic, and Japanese MNEs reveal prominent differences (divergence) at the EPM strategic level such that Japanese MNEs tend to pursue more ethnocentric staffing strategies and design EPM systems specifically tailored to expatriates. On the practice level, we found both commonalities and differences between Japanese and Anglo‐Saxon and Germanic MNEs, pointing toward crossvergence. Theoretical and practical implications of our results are discussed.

Features of financing the production of intellectual product of transnational corporations

The purpose of the article is to study the features of financing the production of intellectual products of multinational corporations in the context of globalization. Research methodology – system-structural and comparative research (to understand the logic of financing the production of intellectual products of multinational corporations), statistical and economic analysis (in assessing the status and prospects of the role of transnational corporations). The scientific novelty is to substantiate the peculiarities of financial management in multinational companies and to determine the main aspects of international financial management, which will increase the production of intellectual products of multinational corporations and the development of international economic relations. The article identifies the distinctive features of modern multinational companies and technologically sound strategies that contribute to their economic success. The main ways to obtain long- term investments and the peculiarities of the formation of strategic alliances and their agreements are clarified. Various forms of international cooperation are considered. Conclusions. According to the results of the study, it was concluded that the role of transnational corporations is growing, which is determined by their participation in world gross domestic product, increasing the share of international movement of capital, labor and other resources. Their importance in the world economy is evidenced by the scale of foreign operations in all sectors and areas of social production. The main obstacles to the financing of multinational corporations are the disagreement of the interests of companies and governments of the host countries, taking into account economic, political, monetary, financial and legal risks. Ukraine is able to use the model of open innovation networks as a key to entering the global innovation economy in line with current trends. Keywords: transnational corporations, transnationalization, investments, innovations, research and development, research and development works.

Developing Language Operative Capacity in a Subsidiary of a German MNC in China

One of the key challenges of language management in multinational companies is developing corporate language capacities to fulfil business goals. Yet the notion of corporate language capacity remains to be explored and developed in research. To address this gap, this study aims to conceptualise corporate language operative capacity and investigate how it is developed at a German multinational corporation that specialises in providing business software. Participants in this study were six staff members at different levels, namely two vice presidents and four senior managers from different departments. Data were collected through in-depth interviews and document analysis. Qualitative analyses indicated senior management’s conceptualisation of languages as a sophisticated, dynamic and multi-functioning system in support of the company’s global strategy. Developing corporate language operative capacity requires the acquisition, deployment and development of language resources derived from interactions among human capital, social-cultural capital and technological capital. Analyses of the data also identified middle-level management’s role in designing and implementing language-related activities to support the corporate goal of developing corporate language operative capacity

Human resource management in multinational companies—— from the perspective of Hilton Hotels

Under the background of globalization, multinational companies not only quantity increased obviously, but also plays a more and more important role in the world. In different cultural environments, it is very important for multinational companies to use human resource management effectively to promote their operation. By analyzing the current situation of human resource management of Hilton Hotels, this paper explored the universal management experience, hoping to provide reference for the development of China’s multinational hotels.

Applying action learning in the development of business students' intercultural competences

To cope effectively in diverse cultural contexts has become a necessity in the business world faced with contemporary challenges such as globalisation, internationalisation and multiculturalism. With the business environment being increasingly diverse, managers in multinational companies work across continents and time zones on global projects, connecting with colleagues spread out across the world. But what is it that enables individuals to interact effectively with representatives of other cultures? What skills are necessary for such interaction and how they can be trained in the academic setting? In an attempt to answer these questions this paper proposes the application of an action oriented method, focused on solving problems in a small group of multicultural learners, while developing their intercultural competences.

КОРПОРАТИВНИЙ ФОРСАЙТ В МЕНЕДЖМЕНТІ МІЖНАРОДНОГО БІЗНЕСУ

Питання корпоративного форсайту набувають значну актуальність в управлінні мультинаціональними компаніями. Мета дослідження спрямована на визначення та систематизацію сучасних наукових поглядів щодо застосування корпоративного форсайту в сфері менеджменту міжнародного бізнесу. До основних результатів дослідження відноситься таксономія цінності застосування корпоративного форсайту за предметними областями дослідження міжнародного бізнесу. Також в статті запропоновано матрицю видів корпоративного форсайту. Вона надає можливість ідентифікувати недостатньо вивчені питання використання корпоративного форсайту в міжнародному бізнесі, до яких, зокрема, належить процес інтернаціоналізації підприємства. В подальшому значної наукової уваги заслуговують питання особливостей корпоративного форсайту в міжнародних компаніях в умовах діджиталізації та четвертої промислової революції.

The Role of Leadership in Managing Multicultural Teams. Polish Managers’ Point of View: Preliminary Research

Today, in the globalized world of the 21 st century, the issue of leadership is topical and particularly important, hence it is not surprising that it is extensively analyzed in numerous publications. The role and significance of leadership primarily result from the fact that it has a great impact on the achievements of teams and companies, relations between people, their motivation to work, their openness to changes and new challenges, and a vision of the future development of the company. The theoretical part of the article first explains the concept of leadership and its significance, and next describes multiculturalism as a challenge for contemporary leadership in the context of managing intercultural teams. The empirical part presents the methodology of the study and the results obtained, which are followed by conclusions and recommendations. The research described in the article (ten telephone interviews) was conducted with international companies among managers who work with culturally diverse teams. At this stage the research is preliminary, and the author intends to conduct an in-depth study among managers of multinational companies in Poland and Spain that will investigate the role of leadership in managing multicultural teams. The main aim of the article is to demonstrate the importance of leadership in managing multicultural teams. Considering this aim, the following research question was formulated: How do Polish managers employed in multinational companies define leadership and how do they perceive the role of leadership in managing multicultural teams?

Challenging the cross-national transfer of diversity management in MNCs: Exploring the ‘identity effects’ of diversity discourses

I develop a critique of the cross-national transfer of diversity management in multinational companies. Adopting a critical approach to diversity management, and considering diversity as a discourse, I examine how and why employees in an overseas subsidiary challenged the diversity practices transferred by their foreign parent company. Drawing on a case study of a Sri Lankan knowledge work firm that was in the process of implementing its Western parent company’s Diversity Management agenda, which they had had little input in shaping, I highlight how challenge is triggered by a desire to reject unfavourable subject positions attributed to individuals in transferred discourses of diversity and to reposition the self more favourably. My contribution involves showing how dynamic power relations between parents and subsidiaries shape the global transfer of diversity across MNCs, depicting subsidiary employees as agentic subjects as opposed to passive recipients.

Theoretical principles of personnel management construction enterprises

Human Resources Management (HRM), managing work and people to achieve their desired goals, is a fundamental activity of any enterprise or organization that employs people. HRM is the basis for their creation and development. There are a number of different HRM styles, ideologies, forms, and methods, but there are no universal models that can improve performance for each enterprise or enhance their relative effectiveness in specific strategic areas, such as the introduction of new production technologies, the use of advertising campaigns. or the purchase of real estate. However, it is impossible to question the necessity of the personnel management process itself, that is, rational attempts to organize work and manage people. The purpose of the paper is to outline the theoretical foundations of personnel management of construction enterprises. Over the last twenty years, the relationship between HRM and strategic management studies has deepened, significantly widening the socio-economic range and possible cause and effect. Getting acquainted with the scientific works of the founders on this subject allows us to distinguish three main areas: 1. Micro HRM - covers the subheadings of HR policies and practices that can be grouped into two main categories. 2. Strategic HRM deals with systemic issues and issues that have serious implications for the enterprise. 3. International HRM - less involved in the context of strategic human resource management, focused on HR management in multinational companies. In the construction field, the HRM is mainly focused on the adequate provision of projects with human resources with relevant experience, professional characteristics and the right skillsets for their successful implementation. Personnel managers should have the ability to identify and document project roles and responsibilities, developing planning with a detailed description of the intermediate processes required to complete the project (or projects) and identify its human resource needs. Construction, due to its specificity and versatility, is one of the most difficult areas for managing people. The operational realities faced by construction companies confirm the risks associated with the close relationship between employee needs and performance issues.

Optimal Contracting of Pension Incentive: Evidence of Currency Risk Management in Multinational Companies

Using a large sample of multinational companies (MNCs), this paper intends to explore whether executives’ pension incentives will function as a mechanism of optimal contracting in motivating firm risk management. We find that granting more pension to executives is significantly related to the higher likelihood and intensity of currency hedging strategies in MNCs. This suggests that pension incentive should promote executives to more actively manage firms’ risk. Such a positive relationship is robust to endogeneity and is more prominent in firms with strong shareholder power. We further explore the contribution of currency hedging induced by pension incentives to shareholder value. Supporting the hypothesis of optimal contracting, our results indicate that pension incentives play an important role in reconciling managerial risk preference and shareholder value creation.

Diversity Management in Multinational Companies in Germany: A Benchmark Study about Implementing Diversity Management

Diversity Management in Multinational Companies in Germany: A Benchmark Study about Implementing Diversity Management

Analyzing the employment of expatriates as high-performance workers in terms of their impact on selected areas of the company.

The central topic of the paper is human resource management in multinational companies as one of the consequences of globalization. The paper particularly focuses on the use of expatriates as high-performance workers. The aim of the paper is to provide an analytical view of the work of this type of employees in branches of multinational organizations operating in Slovakia. The paper presents research results aimed at analyzing the employment of expatriates in branches of multinational companies in terms of selected features (size of branch, how long the company operates on the Slovak market and number of branches of an multinational company) and finding statistically significant links between the time an expatriate spends in the country and the impact he/she has on selected aspects of the company, namely innovation and new knowledge, his/ her share in addressing business challenges and on relationships at work from the perspective of branch managers of multinational companies. The research was conducted between January and May 2019 using a standardized questionnaire method on a sample of 138 managers of branches in which expatriates worked. The obtained data were processed by the methods of descriptive statistics and Chi-square test, through which three research hypotheses were tested.