以知识观企业理论为基础的多国企业理论

多国企业理论近10年的发展是基于对内部化和交易成本方法多国企业理论的批判,以资源观多国企业理论的兴起和发展为代表。然而,该理论在完整性和成熟度上的不足体现为它同交易成本方法在综合上遇到的困难。本文通过引入专业化的企业理论观点作为综合的平台,并进一步将知识观的企业理论应用于多国企业理论的发展,一方面解决了上述综合的困难,另一方面明确地在生产维度和组织维度发展出更为完善的知识观多国企业理论。     

跨国公司多国营销的思考

多国营销是跨国公司发展过程中实施的重要营销方式之一。目前我国具有一定出口经验的大中型企业理应实施多国营销。本文分析了多国营销的若干问题：理论的来源、管理取向、产生的原因、优势和劣势、前提条件等．     

中国跨国公司"全球导向-渐进式"国际经营战略思考——以97家中国跨国公司营销战略的实证资料为依据

本文提出和阐述了中国跨国公司基于全球导向的渐进式国际化战略的思想。依据跨国公司全球营销理论,结合97家走在国际化最前列的中国跨国公司的实证资料数据,针对处于不同国际化阶段的中国企业,提出了新型出口营销战略、新型多国营销战略和全球营销战略,并为中国企业就各阶段战略量身定做出整体规划和具体方案。战略模式的提出贯彻了"全球导向-渐进式"的核心思想,以期对中国跨国公司的国际化战略发展有所启发。     

跨国公司在华研发现状的知识观理论解释

本文根据知识观（多国）企业理论，对跨国公司在华研发活动的现状，进行了分析和解释。认为，通过政府政策，改变跨国公司在华研发格局，这个愿望的不可行性，并就跨国公司基础研究的纵向产业关联效果与外溢效应，同我国实现自主创新的关系，以及同外资结构的关系阐述了观点。     

企业应对危机的知识管理思想源起与意义

企业危机管理思想发展历经了朴素危机阶段、科学危机管理阶段、扩大的危机管理阶段、企业危机管理阶段、信息管理阶段和知识管理阶段。“T”型理论表明,危机管理和知识管理是企业生存与维持、竞争与发展的两大基石。在市场环境日益复杂的今天,企业离不开危机管理,而危机管理又离不开知识管理的支持。     

温州地区民营企业的国际化模式

有关企业国际化的理论较多地关注了先进国多国企业早期的国际化行动,甚少论及后进国企业的国际化。温州地区不仅是我国最先推进经济民营化的地区,也是企业国际化发展较成熟的区域之一。但是,温州地区企业与一般理论总结的企业国际化模式大不相同。本文的研究从温州地区民营企业国际化进程展开,分析后进国家民营企业国际化的发展模式。     

可持续发展的企业战略特征探讨

企业是可持续发展的主力军,也是执行环境与发展相协调的关键部位。因此,探讨可持续发展的企业战略特征,为企业在向可持续发展战略转变的大背景下取得较好发展和成功提供正确的战略思路,为可持续发展的战略实现奠定科学的微观基础具有重要的理论和实践意义。 通过对制定企业战略的一般原则和可持续发展理论对企业战略新要求的分析,笔者认为,可持续发展的企业战略应具备如下五个基本特征。 一、以体现可持续发展思想的组织使命,作为企业战略的指导思想 组织使命对企业的发展具有基础性的重要作用,尤其是对企业战略的形成起着关键性的…     

论企业文化在企业管理中的作用

企业文化是现代企业的一种管理思想和管理理论。企业文化理论是当代管理理论的新发展,是市场经济条件下先进管理思想的新综合,为创造具有民族性、个性化的企业管理模式提供了新视野,开辟了新道路。企业文化建设对于企业管理而言具有重要的意义,可为企业的长远健康发展创造优秀的文化环境,提供重要的思想保障和行为保障。     

如何打造“知识管理型”的制造企业

管理创新和科技进步是推动经济增长的两个基本动力,随着知识经济的发展,将知识管理作为一种具有创新思想的管理理念,对企业的经济发展也提出新要求,在企业内部推行知识管理的重要不言而喻。     

施工企业思想政治工作创新思考

思想政治工作处于企业各项工作的前沿。有效的思想政治工作可以将党的理论、方针、政策融于企业改革与发展的全过程,促进企业发展适应社会主义市场经济的发展。从思想政治工作的重要性出发,介绍了施工企业思想政治工作的问题和现状,并据此提出了对施工企业思想政治工作创新的几点思考。     

Should Business Ethics Be Different in Transitional Economies?

This paper builds on a debate between Velasquez and Fleming: Do multinational enterprises (MNEs) have ethical obligations to their host countries? Velasquez applies Thomas Hobbes' realism approach in arguing that MNEs have no special moral obligations to host countries: (a) obligations do not exist independently in a "state of nature," (b) MNEs exist in a "state of nature" independent of any sovereign authority or power, (c) therefore, MNEs cannot be compelled toward moral or ethical behavior. Fleming counters that the lack of an international authority to compel morality from MNEs is irrelevant. MNEs are for-profit entities making rational economic decisions based on their perceived self-interest. Since they operate in "the goldfish bowl of international media," MNEs are very aware of the stakeholder model. First, the paper supports Fleming's position: Even if a philosophical case cannot be established for MNEs to act ethically &;#x2013; they still should. Being unethical in any arena, but especially in the international arena, is both bad-for-business and bad business. Applying stakeholder theory, if stakeholders perceive the MNE as unethical (which may or may not be true), the firm will ultimately lose business. Next, the paper applies Fleming's position to transitional economies. As economies shift from one system to another, positive perceptions and stakeholder support are required for success. With so many environmental variables in flux, multinationals must promote a sense of normalcy, of regular ethical habits, of familiarity. Finally, the paper concludes by cautioning a sole reliance on stakeholder analysis &;#x2013; especially in turbulent times &;#x2013; and recommends areas for further research.     

International human resource management policies and practices of South Korean MNEs: a review of the literature

This paper systematically reviews the literature on international human resource management (IHRM) policies and practices of South Korean multinational enterprises (MNEs). It reveals that South Korean MNEs adopt an ethnocentric staffing approach, but are increasingly using more host-country nationals (HCNs). Korean MNEs pay great attention to language training for expatriates, and there is an emphasis on international experience when selecting expatriates. South Korean MNEs tend to adopt home-oriented selection procedures and criteria, performance appraisal and reward-and-compensation schemes for HCNs. A range of training and development programmes are provided to HCNs in order to develop more local managers. However, studies concerning IHRM of South Korean MNEs are scarce and only a few expatriate-related IHRM issues have been empirically examined. As a result, how South Korean MNEs manage IHRM and what is the rationale of their IHRM policies and practices remain largely unknown. This review paper calls for more empirical research and discusses the implications for future research.     

Knowledge-oriented leadership and open innovation: Role of knowledge management capability in France-based multinationals

This paper discusses the links between knowledge-oriented leadership, open innovation and knowledge management in the international business context. Open innovation has become crucial for an increasing number of multinational enterprises (MNEs) to gain and maintain competitive advantage and become a market leader. Despite the recent proliferation of papers dealing with open innovation practices of MNEs, there is limited work investigating the role of knowledge management (KM) capability on the relationship between knowledge-oriented leadership and open innovation. Given MNEs’ growing interest in open innovation, the lack of research on knowledge-oriented leadership and KM capability in the open innovation context is a significant research gap in our knowledge. In response, we conducted a study on the mediating role of KM capability in the linkage between knowledge-oriented leadership and open innovation (inbound and outbound), using data collected from 172 subsidiaries of MNEs based in France. A structural equation modelling approach is employed to study the impact of the latent variables associated with knowledge-oriented leadership and KM capability on open innovation. The results indicate that higher levels of knowledge-oriented leadership can lead to enhanced KM capability and improved open innovation outcomes. That is, knowledge-oriented leadership has a direct, positive impact on KM capability and open innovation. Also, KM capability is found to mediate the linkage between knowledge-oriented leadership and open innovation. This study provides useful insights for managers who wish to enhance open innovation activities in MNEs, and offers useful guidance to international business scholars, encouraging further research in this area.     

Domestic firms competing with multinational enterprises: The relevance of resource-accessing alliance formations

The literature includes several papers that compare multinational enterprises (MNEs) to local firms along several dimensions such as financial strength or production capacity. Nevertheless, the focus on how latter firms compete against the former is often missing in the literature; local firms are typically seen as inferior in terms of resources and thus, unable to compete against MNEs. This paper aims at revisiting this competitive ‘battle’. Through a case-based design in a ‘multinational’ domestic market that seems to favour MNEs, we explore how local firms respond to MNEs’ purported superiority. Findings indicate that local firms respond through alliance formations that enable them to access fitting resources and counter ownership advantages of MNEs. Therefore, resource-accessing strategies spearheaded by local firms suggest that ownership advantages should not be inherently translated into competitive advantages for the MNEs. Implications for international business are discussed and avenues for further research are suggested.     

The micro-foundation of ambidextrous opportunity identification in international expansion

This study builds upon social cognitive theory and the research on micro-foundations to elaborate on how, and under what conditions, multinational enterprises (MNEs) identify various international opportunities (e.g., ambidextrous and non-ambidextrous opportunities). Using a qualitative approach, this study develops a theoretical framework for explaining the international opportunity identification behaviour in the empirical context of Chinese MNEs. The findings establish cognitive mechanisms enabled by international management teams relevant to international opportunity identification and clarify the specific constituents of self-efficacy in the ambidextrous opportunity identification process. We discuss theoretical and practical implications of findings for the international business literature.     

Institutional forces in adoption of international joint ventures: Empirical evidence from British retail multinationals

In this study, we used institutional theory as a lens to understand the factors that influence the adoption of international joint ventures. Drawing on case evidence from British retail multinationals, we found MNEs adopting IJVs to manage a range of host market institutional pressures and to build legitimacy in foreign markets. Normative institutional legitimacy with customers, property agents and employees emerged as particularly salient for MNEs in our retail cases. The findings further indicated that IJV-derived legitimacy is central to market entry and development objectives. Finally, contrary to institutional theory's central assumption that MNEs seek to conform to institutional pressures, we find IJVs enabling MNEs to practice non-conforming responses, including negotiating and altering local social norms.     

Acquisition Entry Strategy of Nordic Multinational Enterprises in China: An Analysis of Key Determinants

ABSTRACT

This article addresses the key determinants of acquisition entry strategy (i.e., the choice between full versus partial acquisition) of Nordic multinational enterprises (MNEs) in China. Although general establishment and entry mode strategies have been a highly researched area in international business studies, acquisitions as a specific entry strategy and its different aspects have been scarcely researched. Therefore, the current study aims to fill the gap in literature by analyzing determinants of acquisition entry strategy based on three important theoretical bases: transaction cost economics, resource-based view, and institutional theory. Our study is one of the first to analyze acquisition entry strategy of MNEs from all four Nordic economies (Denmark, Finland, Norway, and Sweden) in China during 1987 through 2012, and this unique empirical context adds further value to the study findings. The empirical results show that high target country experience, high cultural distance, high level of product diversification, and subsidiary location in institutionally developed and open cities of China were positively associated with choice of full acquisitions by Nordic MNEs. On the other hand, high industry research and development intensity and timing of acquisition led to the choice of partial acquisitions by the investing Nordic MNEs.     

Why does MNE performance vary across countries?: An inquiry into the competitive value of MNE assets

Variations in MNEs’ competitive positions across countries are a prevalent phenomenon in the business landscape, but are not fully explained by MNE theory. Building on competition theories and applying them to the context of MNEs, we hypothesize that the value of MNEs’ assets varies in relation to competitors of different nationalities and geographic scope, as well as across locations. These predictions are tested on US legal-services MNEs in competition with US domestic firms and non-US MNEs in the US and abroad. We find support for the hypothesized variations, particularly with reference to competitors’ location and nationality. These variations suggest that the value of MNE assets is relative, and that their varying market positions across countries are an inherent feature of international competition, calling for corresponding positioning and strategies.     

Engaging informal institutions through corporate political activity: Capabilities for subnational embeddedness in emerging economies

This study examines how multinational enterprises (MNEs) organize internally to enhance subnational institutional fit in new frontier developing economies. We consider how corporate political activity (CPA) can facilitate local embeddedness by engaging informal institutions and nonmarket stakeholders at local community level. We apply an exploratory, qualitative, multi-case study approach to six MNEs in Uganda’s electricity generation sector. The findings suggest that in markets like Uganda, MNEs depend on being bridged with subnational informal institutions such as tribal, social, and religious norms and grassroots political networks. Such bridging in turn positions these MNEs to contribute to developmental processes by integrating recognizable informal institutions into grassroots projects.Drawing on institutional theory and an organizational capabilities perspective, we identify the diverse bridging capabilities that enable MNEs to successfully embed locally, thereby simultaneously pursuing business objectives and achieving societal relevance.     

Environmental risks,localization and the overseas subsidiary performance of MNEs from an emerging economy

Despite the fact that multinational enterprises (MNEs) from emerging economies invest actively in host countries with substantial risks, we have limited understanding of how they manage environmental risks to achieve desirable performance in their overseas subsidiaries. Drawing on resource dependence theory, we argue that different localization strategies serve as a mediating mechanism linking environmental risks and overseas subsidiary performance. Our findings based on a sample of Chinese MNEs show that industry risks significantly reduce the levels of input localization and marketing localization of Chinese MNEs’ subsidiaries, and thus negatively affect subsidiary performance. Political risks have an insignificant impact on input localization and marketing localization, but a positive direct impact on Chinese MNEs’ overseas subsidiary performance. We also find that state-owned MNEs’ localization strategies are more sensitive to industry risks compared with privately owned MNEs.