Changing multinational corporation — nation state relationship: The case of IBM in India

During 1977, IBM was asked to withdraw from India due to its unwillingnesss to comply with the Foreign Exchange Regulation Act (FERA) of 1973. However, with (1) the signing of Memorandum of Understanding between the U.S. and India, (2) the easing of trade restrictions by the Government of India against foreign firms, (3) the declining value of the U.S. dollar, (4) the slump in the U.S. computer market, (5) the rapid growth in the Indian computer market, and (6) changes in other environmental factors, IBM again began actively seeking and securing new business. By the mid-1980s, IBM had secured a number of large contracts and was on the verge of re-entry into the burgeoning Indian computer market.The purpose of this study is to examine the underlying factors that influence both the divorce and reunification between host country government and the multinational corporation. The study, conducted through personal interviews with chief executives of IBM, government officials, and other knowledgeable persons, examines the social-political aspects of the FERA and its implications for multinationals in India and elsewhere in developing countries.     

Hedging in currency futures: A Singapore dollar case study

In recent months the volatility of currency values, especially the changing value of the US Dollar against the Swiss Franc. Deutsche Mark, Japanese Yen and the Singapore Dollar has significantly increased the foreign exchange risk exposure of multinational corporations. This article looks at several different strategies which a corporate treasurer can consider for minimizing his risk exposure. Finally, two different borrowing strategies in the forward market which are based upon local currency (Singapore Dollar) and foreign currency (US Dollar) borrowing are compared. The results show that substantial cost savings can be obtained by selective borrowing.     

The development and application of a process model for R&D project management in a high tech firm: A field study

In R&;D organizations of high tech firms, multiple R&;D projects are executed concurrently and timeliness of project completion - i.e., developing the right products at the right times - is a matter of serious concern. Given that the priority of R&;D projects and the interdependencies between the projects in a high tech firm change dynamically, high tech R&;D project management is a complex and challenging endeavor. To improve the understanding and management of high tech R&;D projects, this paper reports the findings of a field study where we, first, develop and empirically estimate a model that relates project priority over time with the generative mechanisms of market pull and technical challenge associated with R&;D projects. Next, we develop and demonstrate the application of a process model within which the time-varying project priority model is embedded. The process model makes it possible to allocate fixed resources among competing projects with time-varying interdependencies, thereby improving the timeliness of project completion. This research was conducted in collaboration with a major U.S. high tech firm. The corporate R&;D center of the firm served as the research setting for the field study. We present an application of the process model to delineate the evolution of the R&;D organization with the merger of its (technology driven) parent firm with another (market driven) high tech manufacturing firm. The application of the process model generates theoretical insights that are used to develop testable propositions. Implications of the study findings and directions for future research are discussed.     

Self‐Funding of Health‐Care Plans by Small Firms: Risks and Reforms

Small employers that offer health insurance have usually offered fully insured products through traditional health plans. Recently, the Patient Protection and Affordable Care Act (ACA) has created new requirements for fully insured products that will entice more small firms to fund their own health‐care benefits. However, self‐funding poses significant risks to these small firms, their employees, and state exchanges. To mitigate some of these risks within current political realities, we recommend advance disclosures—to small firms of material changes in their stop‐loss policies, and to their employees that premium subsidies are available only on ACA exchanges. We also suggest strengthening Small Business Health Options Program exchanges by broadening the availability of subsidies and building partnerships with brokers. Finally, we recommend an expanded role for brokers and third‐party administrators in helping small firms improve their choice of health‐care insurance.     

In union lies strength: Collaborative competence in new product development and its performance effects

It is widely recognized that new product development (NPD) is a highly interdependent process, yet efforts to empirically model the interdependence and examine its effect on firm performance are scarce. Our study addresses this research gap. We model firms’ abilities to collectively collaborate with suppliers, customers, and internal employee teams in NPD as collaborative competence and examine its impact on project and market performance. Using responses collected from 189 NPD managers, we find empirical evidence for collaborative competence and its differential impact on project and market performance. Specifically, we find that collaborative competence has a direct impact on project performance, but its impact on market performance is indirect, mediated through project performance. The results have significant managerial implications; achieving superior market performance from inter- and intra-organizational involvement is contingent on achieving superior project performance, and companies that fail to achieve desired project performance outcomes will also fail in achieving market performance goals.     

Management in the third world

On the basis of evidence gathered in two major studies by the author and also findings from other related studies, the author questions the cultural explanation of differences in management practices between developed and relatively underdeveloped countries and posits the view that the logic of technology is taking over man's differing beliefs and values orientation. Increasingly there is only one road to development.     

Localisation of Japanese subsidiaries in Southeast Asia

The success story of Japanese firms, both in their home country and their overseas subsidiaries, has been the focus of comparative management research in the 1970s and early 1980s. Several scholars attributed the impressive productivity gains in Japanese industries to the basic principles of Japanese management. Further, they advocated the adoption of these principles by American and European businesses to solve employee morale and productivity problems. However, in recent years, the validity of the “happy worker” hypothesis in explaining the effectiveness of Japanese management has been seriously questioned. In fact, the results of several empirical studies indicate that Japanese firms are facing manpower management problems both at home and in their overseas subsidiaries. The main purpose of this article is to identify and discuss the Japanese management problems of overseas subsidiaries, based on several empirical studies of Japanese overseas subsidiaries undertaken by the authors of this article and other scholars during the last 17 years (1968 to 1985). These studies are:

Localisation Problems of Japanese Subsidiaries Overseas: A Comparative Study in Southeast-Asian Countries.

A comparative study of American, Japanese and local firms in Taiwan.

A comparative study of American, European and Japanese multinationals' subsidiaries in Brazil, Peru, India, Malaysia, Singapore, and Thailand.

A comparative study of American, German, and Japanese multinations in the United States, Western European countries, Australia, and Japan.

A comparative study of upper-level Japanese and American managers of subsidiaries of Japanese firms in the United States.

A comparative study of subsidiaries of American and Japanese multinationals in Singapore.

An intensive case study of a Japanese subsidiary in Australia.