Multinationality and Common Stock Offering Dilution

This study examines the common stock offering dilution of multinational and domestic firms. Results provide evidence that the benefits of multinationality do not offset the negative information effect of perceived cash flow shortfalls at the announcement of security offerings. MNCs and purely domestic firms experience comparable negative valuation and offering dilution at the announcement of a common stock offering. These results are independent of size and performance differences between multinational and domestic firms at the announcement year.     

Corporate intentions to participate in emission trading

The adoption of the Kyoto Protocol in 1997 has led to increasing business interest in the issue of climate change. It has also created much uncertainty for companies, particularly about the role of trading in realizing emission reductions. This paper investigates what drives multinational corporations to show interest in emission trading and carbon offset projects to deal with climate change. On the basis of an analysis of data of 136 companies derived from a questionnaire, it also examines the role that country of origin, industry affiliation and companies' environmental strategy play in this regard. Findings show that industry pressure and product and process innovations are the main determinants for multinational corporations to participate in the emission market. It appears that climate policy particularly induces energy‐related industries to reduce emissions, which puts them ahead of other industries with regard to their interest in emission trading. Copyright © 2006 John Wiley & Sons, Ltd and ERP Environment.     

Analysing emission intensive firms as regulatory stakeholders: a role for adaptable business strategy

Climate change regulations pose significant challenges to firms that produce large volumes of carbon emissions. Accordingly, firms in the trade‐exposed emission intensive industries are critical regulatory stakeholders. Following the Australian Government's ratification of the Kyoto Protocol in 2007, the proposed installation of an emission trading scheme is one of several business concerns as the government seeks to implement climate change policies and regulations. In this study, we inve stigate some of the major concerns that confront emission intensive businesses, and ask what the critical issues are for firms as a consequence of climate change policy implementation and what this means for their strategies. The study uses a concept mapping and analysis technique to reveal that future emission trading systems and business performance impacts resulting from emission reduction initiatives represent serious strategic concerns to stakeholder firms. Adaptable business strategies offer a potential solution to these perceived concerns and problems. Copyright © 2009 John Wiley & Sons, Ltd and ERP Environment.     

Labour Demand Adjustment: Does Foreign Ownership Matter?

This paper examines whether multinationals differ in their employment adjustment from domestic companies, using a panel of 5,544 Belgian firms observed between 1998 and 2005. More precisely, we estimate labour adjustment costs by worker and firm types. We propose a new flexible specification that takes into account the role of firm size in adjustment costs. Our results indicate that adjusting white‐collar employment is around half as costly for multinational firms (MNFs) as for domestic firms of the same size. The remaining differential in adjustment costs between MNFs and domestic firms might result, among other things, from multinationals' stronger bargaining power.     

Managerial Perceptions of the Net Benefits of Foreign Listing: Canadian Evidence

This study provides some insights into managerial perceptions of the costs, benefits, and net benefits of foreign listing through a survey of Canadian firms that have listed their securities on the foreign exchanges in the U.S. and U.K. Access to foreign capital markets and increased stock marketability are perceived to be the major benefits. The SEC reporting and compliance requirements are cited as the major costs of foreign listings. Overall, benefits are perceived to outweigh costs although not significandy. Managerial perceptions of positive net benefits are strongly linked to the levels of trading volume in their firm's stock on foreign exchanges. This study is useful for managers contemplating foreign listings. Our findings indicate that the listing decision requires careful scrutiny in terms of potential costs and benefits which may depend on many firm specific factors. Firms conducting most of their business abroad and issuing a greater percentage of equity abroad are likely to have a greater appeal for foreign investors irrespective of their size and industry. While multiple listings on foreign exchanges may not imply higher foreign trading volumes, fewer domestic exchange listings are associated with higher foreign trading volumes.     

A Comparison of Reporting Lags of Multinational and Domestic Firms

This study examines whether multinational firms report earnings sooner than domestic firms. When compared with domestic firms, the reporting environment and business operations of multinational firms are significantly more complex. There is a greater amount of information asymmetry between managers and shareholders of multinational firms. Therefore, multinational firms potentially face higher monitoring and external financing costs. To reduce these costs, we conjecture that managers of multinational firms take steps to reduce the information asymmetry between shareholders and management by increasing the timeliness (a proxy for relevance) of their earnings reports. Specifically, we expect multinational firms to announce earnings earlier than domestic firms. We separate earnings reporting delay into auditor‐related delay and management's discretionary delay. While test results weakly support the hypothesis that auditors take longer to audit multinational firms, there is strong evidence that managers of multinational firms release their earnings reports sooner than domestic firms.     

The effects of labour costs and workplace constraints on foreign direct investment among highly industrialized countries

Drawing on economic propositions underlying theories of foreign direct investment and organizational propositions underlying international human resource management strategic decision making, the theoretical model developed herein integrates two distinct but interrelated strategic HRM assessments. In deciding where to invest, multinational companies (MNCs) assess both (1) the net comparative labour cost advantages associated with alternative host-country IR systems and (2) the comparative flexibility afforded them by alternative IR systems to either transfer or create preferred HRM strategies abroad. The results of the present study indicate that, on average, MNCs from the major investor countries of the world give substantial weight to differences in national IR systems in deciding how much to invest across alternative high-skill, highwage countries. In particular, the evidence indicates that MNCs have invested more in countries with higher skills, lower compensation costs and lesser government and collective bargaining constraints on MNCs' flexibility to set the terms and conditions of employment or otherwise deploy preferred HRM practices abroad.     

Should Firms Employ Personalized Pricing?

This paper theoretically considers a duopoly model in which all firms do not always employ personalized pricing. Our model incorporates the fact that firms engage in marginal cost‐reducing activities after they decide whether to employ personalized pricing. When the ex ante cost difference between the firms is large, the less‐efficient firm does not employ personalized pricing even when the fixed cost to do so is zero. This is because employing personalized pricing induces the rival firm to engage more in reducing its costs, which is more likely to harm the less‐efficient firm.     

Uncovering competitive and institutional drivers of HRM practices in multinational corporations

Current international human resource management (IHRM) literature focusing on multinational corporations (MNCs) presents evidence of both similarities and differences in the HR practices adopted in different global locations. However, the drivers behind this duality require more detailed investigation. This article focuses on exploring why MNCs position themselves within global markets as they do, exploring how extant theory can help explain the drivers behind both global and national HR practices. Based on a worldwide sample of in‐depth interview‐based case studies of well‐known MNCs, we explore the ways in which different firms react to both institutional and competitive pressures in selecting their approach to HRM. The findings uncover a differentiation between external global competitive isomorphic pressures, external national institutional isomorphic pressures, and internal processes of strategic choice and competitive differentiation. It is suggested that MNCs face all three drivers of HRM simultaneously, leading to different patterns of practice adoption, adaptation and innovation.     

A Double Moral Hazard Model of Organization Design

We develop a theory of organization design in which the firm's structure is chosen by trading off ex post efficiency in the implementation of projects against ex ante efficiency in the selection of projects. Using our framework, we derive a novel set of empirical predictions regarding differences between firms with a functional structure and firms with a divisional structure. We examine how the overall profitability of the two structures is affected by various factors like size, complexity, and asymmetry in the importance of tasks and also explore the desirability of adopting a narrow business strategy.     

Volatile multinationals? Evidence from the labor demand of German firms

Does more FDI make the world a riskier place for workers? We analyze whether an increase in multinational firms' activities is associated with an increase in firm-level employment volatility. We use a firm-level dataset for Germany which allows us to distinguish between purely domestic firms, exporters, domestic multinationals and foreign multinationals. Employment in multinationals could be more volatile than employment in domestic firms if multinationals were facing more volatile demand or if they react more to aggregate developments. We therefore decompose the labor demand of firms into their reaction and their exposure to aggregate developments. We find no above-average wage and output elasticities for multinational firms.     

A transaction cost analysis of staffing decisions in international operations

This paper analyzes staffing decisions in foreign subsidiaries from the perspective of transaction cost theory. We focus on the ex post transaction costs of the employment relation. Specifically, we look at the monitoring, bonding, maladaptation, and bargaining costs of conducting activities in specific subsidiaries in a foreign country. We hypothesize that the transaction costs of using expatriates are lower than those generated by local employees, especially in the higher managerial echelons of foreign subsidiaries, but also that costs can be reduced as individuals become more experienced. We also conjecture that ex post transaction costs are influenced by cultural differences between the host and the home countries, and by characteristics of the companies and their subsidiaries. The framework is empirically corroborated by survey data on a sample of 145 Norwegian MNCs.     

Performance and reward practices in foreign multinationals in the UK

This article examines variability in pay and performance management systems (PPMS) across foreign multinational companies (MNCs) in the UK, using a representative survey. It examines factors shaping PPMS for two groups, managers and the largest occupational group (LOG). It finds that US MNCs tend to have more PPMS practices in combination than do non‐US firms, but that for individual items nationality has relatively low influence, particularly for LOG. Other key factors in PPMS vary by employee group: for managers, international HR structural mechanisms for networking, organisational learning and the transmission of a global HR philosophy are important. For LOG, collective bargaining coverage is crucial. The article discusses the implications of the findings for ‘contingency’ approaches to HR ‘architecture’.     

Exploring the Political Side of Board Involvement in Strategy: A Study of Mixed‐Ownership Institutions*

abstract This article reports on a comparative study of strategic decision‐making and board functioning in nine firms. Findings indicate that the heterogeneity of interests represented on the board, members' possession of relevant knowledge, and the presence of ex‐ante conflict resolution mechanisms combine in shaping if and how board members engage in strategy‐related activities and how strategic decisions are taken. Findings extend current understandings about the strategic functions of the board (monitoring, advice, and resource‐dependence), suggesting how, under certain conditions, boards may act as negotiation forums where directors search for a reconciliation between diverging shareholders' interests and views.     

Benefits and Strategic Outcomes: Are Supplemental Retirement Plans and Safer Driving Related in the U.S. Trucking Industry?

We suggest that a firm's benefits can relate to important organizational outcomes that have strategic implications. We propose a number of mechanisms that could relate benefits to strategic outcomes, including the notion that benefits can help attract and retain the type of employees who are most likely to perform in ways consistent with the firms’ strategies. We illustrate this with the case of supplemental retirement benefits in an actual setting, the long‐haul trucking industry. We report positive organization‐level relationships associated with the management choice of offering these benefits. Our results show that firms offering supplemental retirement plans engage in significantly safer driving practices, as measured by the proxy of driver insurance costs, as hypothesized. These findings show that benefits can be related to outcomes that have strategic implications for the firm. By showing that retirement plans may be of value to organizations, we help to bridge the academic‐practitioner divide and provide motivation and guidance for additional work on this important but underresearched topic. © 2015 Wiley Periodicals, Inc.     

The Effects of Prior Performance on the Choice Between Related and Unrelated Acquisitions: Implications for the Performance Consequences of Diversification Strategy

Whereas a majority of previous research in the diversification literature has focused on the performance consequences of diversification strategy, this paper examines the reverse relationship, that is, the effects of a firm's prior performance on the choice between related and unrelated diversification. This paper empirically tests and confirms the view that there are systematic ex ante performance differences between firms diversifying into related businesses and firms diversifying into unrelated businesses. These findings imply that ex post performance differences between related and unrelated diversifiers, often reported in previous research, are largely attributable to these ex ante performance differences, not to diversification strategy per se.     

Organizational Legitimacy and the Strategic Bridging Ability of Green Alliances

Alliances with environmental non‐governmental organizations may benefit multinational corporations (MNCs) operating in developing countries where uncertain socio‐cultural and institutional conditions present higher investment risks. Such ‘green alliances’ can provide strategic bridging services by interceding between MNCs and distant, yet important, stakeholders. From an institutional perspective, strategic bridging success may depend on stakeholder perceptions of alliance legitimacy. In this study the relationship between alliance legitimacy and strategic bridging ability is explored through the case of the Turtle Village Trust in Trinidad and Tobago. Findings suggest that bridging success occurs when organizational legitimacy peaks; that new alliance partners temporarily weaken legitimacy; and bridging with every new targeted stakeholder requires continued acquisition of legitimacy based on their respective values. MNC decisions to form alliances that bridge targeted stakeholders on their behalf should therefore consider the potential of the alliance to acquire and accumulate organizational legitimacy without which strategic bridging efforts may be futile. Copyright © 2011 John Wiley & Sons, Ltd and ERP Environment.     

An innovative global management staffing system: A competency‐based perspective

Significant demands are imposed on corporate management of multinational corporations (MNCs) to develop a strategic orientation of their global human resource management systems (SGHRM). This strategic orientation, which should balance the need for both global stability and local flexibility, necessitates a more pronounced multicultural management membership. The competency‐ based SGHRM system proposed in this paper combines an innovative global management staffing practice of inpatriating foreign managers with the extant practice of expatriating domestic managers. The competency‐based criteria are used to identify global manager candidate pools capable of executing an integrated global management system © 2000 John Wiley & Sons, Inc.     

Environmental transparency and investors' risk perception: Cross-country evidence on multinational corporations' sustainability practices and cost of equity

We explore whether a greater amount of environmental disclosure can reduce a firm's ex ante cost of equity. This could occur because the quantity of environmental information changes investors' risk perception of the company, thereby influencing its ex ante cost of equity. Our study is a cross-country analysis of 1481 multinational corporations (MNCs) across 43 countries and territories from 2013 to 2019. Firstly, we measure investors' risk perception as a firm's ex ante cost of equity by employing five different valuation models, all based on equity analysts' forecasted data. We then investigate whether large quantities of environmental information disclosed by an MNC affect its ex ante cost of equity. We find evidence that investors price the amount of environmental disclosure. More environmental disclosure decreases a firm's ex ante cost of equity because it lessens investors' information asymmetry. However, this relationship is non-linear. Once the amount of environmental disclosure data exceeds a certain threshold level, a firm's ex ante cost of equity will rise again. Our empirical results also suggest that non-financial factors at the country level play a role in shaping how investors perceive a firm's riskiness. Locating the firm in a country with better environmental performance and a higher score of the human development index can reduce investors' risk perception and result in a lower ex ante cost of equity. A policy implication of our findings is that a global standardised and effective corporate sustainability reporting is needed to provide investors a more holistic view for evaluating the riskiness of their investments.     

The renewed ‘American Challenge’: a review of employment practice in US multinationals

Despite the extensive literature concerned with IR practice in American multinational companies (MNCs), there are serious gaps in our understanding of how this group of firms manages their international workforces. In this paper, we set out a framework of ‘four key influences’ on the way MNCs approach the management of labour and go on to use this framework to assess existing literature concerned with US MNCs. While this review reveals a number of general tendencies—for example, American MNCs tend to be highly centralised in the decision making on IR matters—it also reveals a number of gaps and weaknesses. In particular, we argue that previous research has failed to develop a convincing understanding of how the ‘embeddedness’ of US MNCs in their country of origin informs the behaviour of these firms as employers outside the USA. The paper ends by outlining a programme of research into US MNCs.