A revisit to economic exposure of U.S. multinational corporations

To shed light on the influence of U.S. major trade partners’ currencies on MNCs’ firm values, this study investigates the asymmetric effects and the determinants of appreciated and depreciated economic exposure of the U.S. MNCs. Our empirical results reveal several findings: (1) The influences of exchange rate fluctuation on stock returns vary enormously for different currencies. (2) During the U.S. dollar appreciating period, MNCs benefit very little from this appreciation against major trade partners’ currencies, but most MNCs see harmful impacts from a U.S. dollar appreciation against the Brazilian real. (3) During the U.S. dollar depreciating period, most U.S. MNCs benefit from this depreciation against the European Monetary Union’s euro, Mexican new peso and Brazilian real; however, they overall suffer losses against the Chinese yuan, Japanese yen, and British pound. (4) The level of foreign sales is the key determinant of economic exposure.     

The inpatriate experience in multinational corporations: an exploratory case study in Germany

Despite inpatriates' growing importance for the scope of international business, research on this specific group of international assignees transferred to the corporate headquarters (HQ) of multinational corporations (MNCs) still remains in its infancy. Due to this research gap, a qualitative approach to the analysis of inpatriates' experiences was selected to uncover directions for subsequent research and derive factors that are relevant in the context of these cross-cultural assignments. This paper reports the results of exploratory interviews with 13 inpatriates assigned to the HQ of three German MNCs. The interviews explored the purpose of inpatriate assignments in MNCs and focused on identifying critical dimensions to assess their success. In addition, the relevance of individuals' cultural background and other factors that may impact on assignment outcomes were examined. The empirical results are instrumental in deriving two major research questions that may guide future research in the field of inpatriate assignments.     

Strategic factors influencing international human resource management practices: an empirical study of Australian multinational corporations

This paper presents a diachronic account of the careers of two generations of Chinese in Hong Kong and two generations of Chinese in Britain. It focuses on both the intra-generational and inter-generational similarities and diversities in career development of these Chinese. Using Raider and Burt's (1996) distinction between voluntary and involuntary boundaryless careers as a framework, this study concludes that the ‘firstgeneration Chinese’ in both Hong Kong and Britain were initially involuntarily bounded in their careers, but, over time, the ‘first-generation Chinese’ in Britain later chose to be voluntarily bounded to their careers, while the ‘first-generation Chinese’ in Hong Kong were pushed by macro-economic factors to experience involuntary boundarylessness. In contrast, the ‘second-generation Chinese’ in Britain are rather ambiguously placed, in a position voluntarily to choose bounded or boundaryless careers, while the ‘secondgeneration Chinese’ in Hong Kong are more firmly ensconced in a situation of pursuing voluntary boundaryless careers.     

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.     

Global,national and local practices in multinational corporations: towards a sociopolitical framework

This paper intends to shed some light on strategies and power resources of subsidiary managers and employee representatives involved in ‘charter changes’ and the implementation of ‘best practices’ developed elsewhere. Research shows that local managers face a dilemma in that they need both internal legitimacy (within the MNC itself) and external legitimacy (within the local context). It is argued that the power resources key actors draw on in the (internal) decision-making processes of ‘charter changes’ are intertwined with certain (external) national business system (NBS) characteristics, an aspect often neglected in North American research about MNCs. The authors identify three key influences, which restrain or empower local management and employees in their ability to make strategic choices and gain power within the MNC. They are (1) the overall strategic approach of the multinational group, (2) the strategic position and the economic performance of the subsidiary itself and (3) the degree of institutional embeddedness of the subsidiary in the host country. Comparative mini-case studies are used to illustrate the effect of local management and employee representatives' empowerment on their ability to retain skills and work practices supportive of a diversified quality production process in the face of MNC pressure to adopt global ‘best practices’ based on more standardized production processes.     

戈恩：我的“双位一体”经验

我们是唯一一家以多样化为竞争优势的跨国公司联合体。 雷诺-日产是两个跨国公司的全球联盟：雷诺总部在法国，日产在日本。这两家公司现在互相控股，互相交换发动机零部件的生产和技术。但它们仍然是两家独立的个体，股东不同、董事会也不一样。这一联盟已经运转了十年，非常坚固。我们还在各个区域增加了很多新的合作伙伴，比如东风日产，还有俄罗斯的汽车厂商AvtoVAZ，我们在韩国也有合作联盟三星雷诺。     

Context‐bound configurations of corporate HR functions in multinational corporations

Considerable attention has focused on how multinational corporations (MNCs) deal with the simultaneous pressures of globalization and localization when it comes to human resource management (HRM). HR function activities in this process, however, have received less focus. The study presented here identifies configurations of the corporate HR function based on international HRM (IHRM) structures, exploring how issues of interdependency shape corporate HR roles. The study is based on 248 interviews in 16 MNCs based in 19 countries. The findings are applied to develop a contextually based framework outlining the main corporate HR function configurations in MNCs, including new insights into methods of IHRM practice design. © 2010 Wiley Periodicals, Inc.     

The effect of international staffing practices on subsidiary staff retention in multinational corporations

This paper contributes to the scarce body of research on employee turnover in multinational corporations' foreign subsidiaries and addresses some key issues related to dealing with turnover of local staff. Based on a literature review, I conceptualize locals' perceived career prospects and their organizational identification as key variables mediating the relationship between international staffing practices and local staff turnover. In a second step, the paper develops instruments that help international firms to retain their subsidiary staff. Specifically, I focus on how international staffing practices need to be configured to ensure employee retention and I derive moderating factors. My arguments are integrated into a framework for the effect of international staffing practices on subsidiary staff retention in multinational corporations.     

Human resource practices and firm performance of multinational corporations: influences of country origin

Drawing from a cultural values perspective, we investigate the effects of country origins on HR (human resource) practices of firms from the United States, Great Britain, Japan and Hong Kong operating in Hong Kong. In general, results supported hypothesized differences in HR practices of firms from different countries. In addition, results indicated that HR practices, specifically structural training and development and retention-oriented compensation, were related to various measures of firm performance. Of further interest was the finding that country origin moderated relationships of HR practices with firm performance; in general, relationships of structural training and development and retention-oriented compensation were stronger for Hong Kong firms. Implications of the results are discussed.     

A typology of international human resource management in Japanese multinational corporations: Organizational implications

This article outlines a typology of approaches to the design of international human resource management (HRM) systems in multinational corporations based on a ten-year study of Japanese affiliates in the United States, Europe, and Asia. After outlining four different approaches based on the dimensions of parent company imprint, problem attribution, and diffusion of HRM innovations, the article discusses the implications for organizations in the areas of flexibility, organizational learning, integration and coordination, and cost. © 1998 John Wiley & Sons, Inc.     

eHR software,multinational corporations and emerging China: Exploring the role of information through a postcolonial lens

This paper seeks to offer an alternative account of Human Resources Information software (eHR) informed by a critical/postcolonial view on information systems. In so doing, it aims to explore the possibilities for managing people that information brings when Human Resources Management practices are transferred from “developed” to “developing” countries. The paper relies on several qualitative in-depth interviews with renowned Chinese Human Resources experts in Shanghai, and the examination of diverse eHR software-related documentation and functionalities. Critical discourse analysis was used to examine these sources. The findings show that eHR information systems bring new governance possibilities that support and expand the discipline of Human Resources Management. The use of eHR software in people management gives a new momentum and increased dominance to key Western-originated practices, such as HR-based performance management. Information brings new ordering options that facilitate the transferability, mobility and standardization of HR values, discourse and practices and, ultimately, the construction of a global “generified employee”. The paper offers a first critical analysis of eHR software, showing the need to understand the relevancy of the informating power of these systems for a postcolonial critique of ICT. It offers a view of the “micro-processes” that facilitate organizational transfer from the multinational corporation headquarters to the subsidiaries and across countries. In so doing, it challenges mainstream deterministic assumptions and apolitical approaches to this technology.     

The application of change management theory to HR portal implementation in subsidiaries of multinational corporations

HR portals are complex information technology (IT) applications that can be accessed by all employees of a given organization. By placing more applications and information online, HR portals reduce the reliance employees have on HR personnel. Given this relational change, from human to computer, the HR portal implementation process must take into account the challenges of both change management and technology acceptance. By integrating change management theories with IT user acceptance models, this article adds to HR's collective knowledge of ways to effectively implement HR portals. In addition, this article describes the cross‐national challenges that exist when a global firm attempts to implement an HR portal around the world. Thus, this article will present a model that (1) integrates change management theories and IT user acceptance models and (2) illustrates the ways in which change management plans may need to be adapted to be effective in various subsidiaries. A case study of Hewlett‐Packard's (HP's) worldwide implementation of their @HP Employee Portal in the Italian subsidiary of HP illustrates the key issues of these theories. © 2005 Wiley Periodicals, Inc.     

An extended matrix of economic growth and corresponding dynamic system

This paper considers an extended matrix of growth and corresponding dynamic system. The aim of this consideration is to define and analyse different cases of interdependences based on the extended matrix of growth. The system on the basis of the extended matrix of growth is built on the general structure of sectors growth. This generalized structure is expressed by the direct and indirect growth rates among sectors and exogenous factors. The main characteristic of this system is that it can be formulated and examined under various conditions. This is because of the fact that growth is characteristic of all economic processes, and the extended matrix of growth has the capability of including and expressing the structural and dynamic aspects of the interdependence of processes. In this sense the extended matrix of growth is used to examine various systems of interdependence.     

An economic analysis of cooperative research

The U.S. government's most recent policy initiative to increase industrial research activity is the National Cooperative Research Act of 1984. Since its passage much attention has been given to this new organizational research form, but to date there has not been any systematic investigation of the participants in cooperative research. This paper is an initial attempt to fill that void. First, a classification scheme is presented to describe the research activity of firms currently engaged in cooperative endeavors, as evidenced by mandated filings reported in the Federal Register. Then, a model of inter-firm differences in cooperative research activity is posited and tested using survey-based data for a sample of R&D active firms in the U.S. manufacturing sector. We conclude that market power is the principal determinant of involvement in cooperative research.     

New highways as economic development tools: An evaluation using quasi-experimental matching methods

Stimulating economic growth and development in rural and economically lagging regions is the goal of several federal and state highway programs. This paper examines the effectiveness of highway investment as an economic development tool. A quasi-experimental matching method is used to examine the effects of interstate highways on counties which obtained links during the period 1963–1975 or are in close proximity to these newly linked counties. The results show that the beneficiaries of the interstate links in terms of economic growth are interstate counties in close proximity to large cities or having some degree of prior urbanization, such as a city with more than 25,000 residents. Rural interstate and off-interstate counties exhibit few positive effects.     

跨国内部社会关系维度对母子公司间知识转移绩效的影响

在今天这个经济发展日新月异的时代,跨国公司越来越成为推动全球经济发展的引擎.如今,有效的知识转移已经成为跨国公司竞争优势的重要来源之一,只有通过组织间的知识转移,才能推动组织对知识进行高效管理,实现组织的经济与竞争价值.本研究将基于企业社会资本理论中的关系维度,研究跨国母子公司间形成的关系维度对内部知识转移绩效的作用机制,从而来探索母子公司在知识转移过程中的内部关系维度作用.     

跨国内部社会关系维度对母子公司随知识转移绩效的影响

在今天这个经济发展日新月异的时代,跨国公司越来越成为推动全球经济发展的引擎。如今,有效的知识转移已经成为跨国公司竞争优势的重要来源之一,只有通过组织间的知识转移,才能推动组织对知识进行高效管理,实现组织的经济与竞争价值。本研究将基于企业社会资本理论中的关系维度,研究跨国母子公司间形成的关系维度对内部知识转移绩效的作用机制,从而来探索母子公司在知识转移过程中的内部关系维度作用。     

Overcoming liabilities of origin: Human resource management localization of Chinese multinational corporations in developed markets

Despite the rapid growth of Chinese outward foreign direct investment in developed markets, many Chinese multinational corporations (MNCs) suffer from liabilities of origin (LOR)—capability‐ and legitimacy‐based disadvantages associated with the country of origin. This study identifies localization as a strategic mechanism through which Chinese MNCs overcome their LOR. With a specific focus on human resource management (HRM), we examine how factors associated with firms' perceived LOR, including springboard intent, local competition, and host country regulatory pressures, affect Chinese MNCs' adoption of local HRM practices in developed markets. We differentiate HRM practices that managers intend to adopt from those that are actually implemented and explore how state ownership affects the intention–implementation gap. Based on a sample of Chinese MNCs in the United States, we find that springboard intent, local competition, and host country regulatory pressures are positively associated with intended, but not implemented, HRM localization. Further examination demonstrates that springboard intent and local competition have significant effects on implemented HRM localization among private businesses but not in state‐owned enterprises (SOEs). The managerial constraints and resource endowment of Chinese SOEs may hinder their overseas subsidiaries from implementing local HRM practices to address LOR.