Discuss the advantages and disadvantage of using expatriates rather than host country nationals to staff foreign subsidiaries. The success of an international business operation depends largely on the people in charge and the decisions they make (Bartlett & Ghoshal‚ 1992; Black & Gregersen‚ 1999; Hiltrop‚ 2002)‚ and the human resource function is a critical part of that success (Jaw & Liu‚ 2004; Rodriguez & dePablos‚ 2002; Rowden‚ 2002; Tung‚ 1998). Unless the staffing practices that select those
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the pharmaceutical industry. Elizabeth has worked for GPC over 12 years and is on her way to visit a French subsidiary plant for a week to study a problem with shelf life testing of one of its newest anti-allergy capsules. The product’s active ingredient seems too degraded faster than the expiration date. She has prepared for herself with the upcoming meeting with the French subsidiary to figure out the problems. As a key manager‚ Elizabeth has visit various offices and know the importance of
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ELIZABETH VISITS GPC’S FRENCH SUBSIDIARYDiscussion Questions 1. What can Elizabeth Moreno do to establish a position of power in front of French managers tohelp her accomplish her assignment in five days? Explain. The French tend to regard authority as residing in the role and not the person; Elizabeth willneed to find subtle ways to accentuate her expertise‚ her advanced degree in Chemistry‚ andher role as Vice President. Further‚ she will need to demonstrate an intellectual flexibilitywhile
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Configurations of Strategy and Structure in Subsidiaries of Multinational Corporations Author(s): Julian M. Birkinshaw and Allen J. Morrison Source: Journal of International Business Studies‚ Vol. 26‚ No. 4 (4th Qtr.‚ 1995)‚ pp. 729-753 Published by: Palgrave Macmillan Journals Stable URL: http://www.jstor.org/stable/155297 . Accessed: 06/04/2013 06:34 Your use of the JSTOR archive indicates your acceptance of the Terms & Conditions of Use‚ available at . http://www.jstor.org/page/info/about/policies/terms
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12 Determine the Facts Parent Corporation has owned 60% of Subsidiary Corporation’s single class of stock for a number of years. Tyrone owns the remaining 40% of the Subsidiary stock. On August 10‚ of the current year‚ Parent purchases Tyrone’s Subsidiary stock for cash. On September 15‚ Subsidiary adopts a plan of liquidation. Subsidiary then makes a single liquidating distribution on October 1. The activities of Subsidiary continue as a separate division of Parent. Locate the Applicable
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Managing knowledge transfer in MNCs: the impact of headquarters control mechanisms (article 1) 4 Minbaeva et. al. (2003): MNC knowledge transfer‚ subsidiary absorptive capacity‚ and HRM (article 2) 5 Mudambi (2002): Knowledge management in multinational firms (article 3) 6 Foss & Pedersen (2002): Transferring knowledge in MNC’s: The role of sources of subsidiary knowledge and organizational context (article 4) 7 Gupta & Govindarajan (2000): Knowledge flows within multinational corporations (article
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control over their foreign subsidiaries and international operations. The resulting challenges can be influenced by the low predictability of foreign environments‚ limited experience of a company‚ as well as problems transferring specific knowledge and methods to their subsidiaries. Therefore‚ the appropriate selection of control mechanisms becomes vital for the efficient operation of foreign subsidiaries. The mechanisms of control imposed by the parent company to the subsidiary can be explained within
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ERP Localization in a Foreign Subsidiary of the K Company Ji-Ye Mao Wei Wang Mianzhen Pan Foreign subsidiaries of multinational companies (MNCs) are often mandated to adopt the same ERP package used by their parent‚ but the results vary to large degrees. ERP implementation in foreign subsidiaries involves bigger challenges than at home. It is partly because of potential misfits between the software package‚ which reflects European and U.S. industry practices‚ and the local cultural
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This is an A paper. I got a 192/200 on my essay in my 9th grade honors english class. 10/4/06 Wholly Holy Life In Siddhartha by Herman Hesse‚ a young Brahmin in the wealthier part of India‚ approximately three thousand years ago‚ decides to set a goal onto his life. He decides to journey along the path of enlightenment and reach Nirvana‚ a state of total bliss. His dear friend‚ Govinda‚ accompanies him on this journey. Siddhartha sets out to seek the path to enlightenment‚ but it is long and
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transfer from MNC parent to China subsidiary Pien Wanga‚*‚ Tony W. Tongb‚ Chun Peng Kohc a School of Business‚ National University of Singapore‚ 1 Business Link‚ Singapore 117592‚ Singapore b Fisher College of Business‚ The Ohio State University‚ Newark‚ OH‚ USA c International Enterprise Singapore‚ Singapore Abstract Based on an empirical study of 62 firms‚ this paper develops a two-stage model describing knowledge transfer from MNCs to their China subsidiaries. In the first stage‚ the model proposes
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