STRATEGYAND MULTINATIONALS’ ENTRY MODE CHOICE W. Chan Kim* INSEAD Peter Hwang** Baruch College Abstract. This paper makes a case directed towards establishing the importance of global strategic considerations in choosing multinationals’entry mode. Specifically‚it is our contention that beyond the environmental and transaction-specificfactors well established in the literature to affect the entry mode decision‚ we should also consider the strategicrelationshipa multinational envisages between its operations
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practices in multinationals Abstract This paper argues for the systematic incorporation of power and interests into analysis of the cross-border transfer of practices within multinational companies (MNCs). Using a broadly Lukesian perspective on power it is argued that the transfer of practices involves different kinds of power capabilities through which MNC actors influence their institutional environment both at the ‘macro-level’ of host institutions and the ‘micro-level’ of the MNC itself
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Library of the European Parliament 23/09/2013 Corporate tax avoidance by multinational firms In this briefing: The scale of Member States’ (MS) losses through the increasingly aggressive use of tax-avoidance schemes by multinational companies (MNCs) is difficult to estimate‚ but is considered serious. Press reports have highlighted the low tax paid by well-known‚ very successful companies. The tax reduction methods used by MNCs have been well known for decades. They include transfer pricing‚ the use
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Case analysis of Volvo – Renault alliance INTRODUCTION The article described the life cycle of the alliance between car manufacturers Volvo and Renault. That was one of the largest and most prominent alliances in Europe at that time. The marriage of the two corporations was promising as it held economic promises that were applauded by the industry experts. Three years after the alliance had been founded‚ the allies split apart under not very friendly circumstances. Although the motive was good
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Inside Unilever: The Evolving Transnational Connpany by Floris A. Maljers The story behind one worldwide company’s flexible organization-and the managers who make it so successful. These days‚ Unilever is often described as one of the foremost transnational companies. Yet our organization of diverse operations around the world is not the outcome of a conscious effort to become what is now known among academics as a transnational. When Unilever was founded in 1930 as a Dutch-British company
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• The explosive growth of the e-business/knowledge sectors‚ coupled with rapid developments in communication technology and the evolution of business relationships to include more international joint ventures‚ have both enabled and fuelled a greater need for movement of individuals across the globe. • In the wake of globalisation wherein knowledge of global business markets and processes is now necessary for competitive advantage‚ international assignments continue to be important for employers
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Rules for Making Alliances Work Conventional advice about alliances hasn’t reduced their dismal failure rate. Success requires shifting your focus to a complementary set of principles. by Jonathan Hughes and Jeff Weiss I 122 Harvard Business Review | Studies show that the number of corporate alliances increases by some 25% a year and that those alliances account for nearly a third of many companies’ revenue and value – yet the failure rate for alliances hovers between 60% and 70%. And
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TRANSNATIONAL ADOPTION The adoption of children on a transnational basis is one of the blessings of the modern human culture. Resulting from the worries of humanity to find homes for the orphans of wars such as the World War II‚ governments established legal frameworks to expand this exercise (Masson 2001). Therefore‚ whereas there were about 30‚000 children being adopted from 50 countries in 2001 (Selmon 2000)‚ the count has now reached over five times as much. Transnational adoption has led
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ALLIANCE FACTS & FIGURES 2012 - 2013 The Alliance’s Global footprint map of production sites United Kingdom Slovenia France Romania Spain Russia Turkey Portugal South Korea United States China Mexico Japan Morocco Colombia Brazil Iran Taiwan Egypt Philippines Kenya India Malaysia Renault group products Vietnam Thailand Indonesia Nissan/Infiniti products Vehicle assembly Chile South Africa Argentina Powertrain 02
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taking care of the company’s sake bankruptcy. Fiat will share its technology with Chrysler to build small cars ‚ and will let Chrysler to gain a new distribution network in the European markets. In other hand‚ some weaknesses will knock the strategic alliance with the two companies‚ technology sharing and mismatch of brand portfolios. This is a major problem and can cause issues related to the goals of both companies. Knowledge sharing in R&D‚ control‚ regulatory and antitrust issues distribution
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