跨国公司人才全球化战略浅析

在当今时代经营本土化已成为跨国公司全球化经营的前提,其中人力资源的本土化战略又被列为首要战略。人才全球化又是实现公司经营全球化的基础。跨国公司在实现人才全球化过程中缺少共同的价值观,母公司以及海外法人的经营管理体制不够明确。推行人才全球化除了要有中长期的战略之外,必须建立一套完善的执行体制。     

Identification of MNC knowledge resources for the local market: an examination of 7-Eleven's international licensing operations

A major concern for local managers is the identification of appropriate knowledge resources for their markets. This paper looks at how local managers make decisions on whom to learn from within the multinational corporation (MNC). Learning within the MNC has traditionally been studied from a knowledge transfer perspective, that is, focusing more on the MNC's facilitation of internal knowledge flows rather than observing local initiatives in knowledge identification. Drawing on network and psychic distance literature, the paper argues that the learning behavior of local units evolves through time. Knowledge exchanges tend to occur between markets that appear to have smaller psychic distances, especially in the initial stages of local market development. The argument is developed using a multiple case study of 7-Eleven licensees.     

Understanding Japanese CSR: The Reflections of Managers in the Field of Global Operations

This paper examines how Japanese multinational companies manage corporate social responsibility (CSR). It considers how the concept has come to be framed within Japanese business, which is increasingly globalized and internationally focused, yet continues to exhibit strong cultural specificities. The discussion is based on interviews with managers who deal with CSR issues and strategy on a day-to-day basis from 13 multinational companies. In looking at how CSR practice has been adopted and adapted by Japanese corporations, we can begin to see what implications arise from the fact that CSR is a Western-led concept, so opening up critical questions about the future development and evolution of CSR practice within a global context. In being exposed to the concept of CSR as practiced vigilantly in western countries, Japanese multinational company managers have certainly come to re-evaluate aspects of business likely to need rectifying (with potential concerns being gender inequalities, discrepancies in employee conditions, and issues over human rights and supply chains). Japan can be thought to be lagging behind in its understanding and adoption of CSR, in part because corporations do not necessarily state their policies as formally as might be expected. Yet, by analyzing more deeply the kinds of responses gained from CSR managers in Japan (and by placing their remarks within a broader context of Japanese culture and business practices) a far more subtle and revealing picture becomes apparent, not least a more complex picture of the local/global interaction of the frames of reference of corporate responsibility.     

跨国公司嵌入与地方产业集聚的互动机制研究

跨国公司嵌入与地方产业集群之间具有互动耦合关系。一方面,跨国公司作为集群主导成员,发挥着增长极和孵化器作用,可以促进地方产业集群的发展,提升区域经济竞争力;另一方面,地方产业集群的发展对跨国公司竞争优势也具有重要影响,使集群优势向跨国公司区位优势转化,可以增强跨国公司自身的核心竞争力。跨国公司的嵌入与地方产业集群良性互动可以形成系统性的循环机制。     

Characteristics and influences of multinational subsidiary entrepreneurial culture: The case of the advertising sector

This paper undertakes an exploratory study into the characteristics of entrepreneurial culture of the multinational subsidiary; and, into the associated influences and manifestations linked to multinational corporation (MNC) and environmental contexts. The theme of multinational subsidiary entrepreneurial culture is an unexplored theme in the literature, and has considerable research and managerial significance. This qualitative research is based on eight multinational subsidiaries in the advertising sector in the UK. The evidence suggests that the constituents of multinational subsidiary entrepreneurial culture include global vision, entrepreneurial orientation and entrepreneurial MNC network management. The related influences and manifestations refer to subsidiary autonomy, target market servicing and responsiveness to local environmental conditions. In addition, the findings show that while entrepreneurial behaviour was evident in all investigated subsidiaries, its locus varied significantly. Specifically, entrepreneurship in multinational subsidiaries can be subsidiary-, headquarters-, or jointly-driven.     

Engaging values in international business practice

Managerial decisions and behaviors in the international business arena have ethical implications across cultures and countries. The need for ethics and core values in business practice has been heightened by continued business scandals and ethical managerial lapses that have violated public trust. Global businesses can offer practical guidance and set ethical examples for others to follow by establishing corporate values beyond written business codes. Four key work values (Honesty, Fairness, Concern of Others, and Achievement) known to be present in businesses across cultures, are put forth as a baseline start for multinational corporation leaders. Offered is a process for making the core values unique to an organization, and for adopting and training managers in the use of core values. Presented is evidence of managerial implementation of the core work values, and managers’ alignment of work values with organizational strategies. By addressing the values and principles of their workplaces, international businesses can achieve cross-cultural ethical practices, managerial alignment, and global social responsibility.     

跨国公司在华跨文化管理刍议

本文认为,随着对华直接投资的迅猛发展,跨国公司遍布中国各地,它们面临着由单一、同质的文化环境向多元、异质的文化环境的转变,在华跨国公司经营过程中不可避免地遇到或多或少的文化冲突。为了解决跨文化管理的问题,跨国公司要采取合适策略,进行文化理解与学习,施行文化适应与变革,构建兼容性的企业文化,组织跨文化培训,实施文化当地化战略。     

我国企业发展战略联盟的动因

20世纪90年代以来,世界上最重要和最有影响力的跨国公司把发展企业联盟战略作为其生存与发展、提高国际竞争力的重要手段之一。面对加入世贸组织后的挑战,我国企业在跨国公司主导的经济全球化的浪潮中,如何参与和发展企业战略联盟,提高国际竞争力,使我国企业经营管理与国际管理惯例接轨,并按国际通行管理游戏规则办事至关重要。     

A Taxonomy of Potential Contributions of the Host Country National Local Liaison Role in Global Knowledge Management

This article builds on the existing conceptualization of multinational corporation (MNC) knowledge management by exploring the critical liaison role played by host country nationals (HCNs), especially those working directly with expatriate managers. We first discuss this proposed HCN local liaison role between expatriate and local employees within theoretical constructs of network theory and absorptive capacity. Then we present a model of five possible important HCNL role componentsÑincluding cultural interpreter, communication manager, information resource broker, talent manager, and internal change agentÑand related specific behavioral functions for each component. We also consider benefits and limitations of this HCN local liaison role, as well as areas for future research to help elucidate and validate this present model of the HCN local liaison role. This model also provides some practical guidance to assist multinational organizations in taking advantage of this potentially valuable liaison role for enhancing performance in host‐country operations. © 2014 Wiley Periodicals, Inc.     

Line,line, everywhere a line: Cultural considerations for waiting-line managers

Given the trend of increasing business globalization, management teams of multinational companies have taken steps to better understand consumers, local business partners, and local governments. Local queueing preferences present managers with additional challenges and opportunities in international markets. The world may be ‘flat,’ but it is foolish to believe that all cultures perceive lines and waiting through the same lens. As discussed herein, perceptions regarding waiting and management of queues vary greatly; therefore, managers should adopt different policies and procedures when managing waiting lines across natural and cultural borders. Considering queue management in a global context offers benefits. Thinking globally—and acting locally—can prioritize and clarify important decisions any waiting-line manager has to make.     

The development of critical capabilities in foreign subsidiaries: disentangling the role of the subsidiary’s business network

Within business literature in general, capabilities have advanced to the prime determinant of the corporation’s economic rents. Within international business literature, it is further assumed that multinational corporations can enhance their pool of capabilities through foreign subsidiaries. Foreign subsidiaries are seen as means to assimilate new capabilities from their local, external network and integrate these capabilities into the multinational corporation. Data from more than 2000 foreign subsidiaries shows that some foreign units actually are endowed with superior capabilities which are useful for other corporate entities. It is argued that the development of critical capabilities within these subsidiaries is driven not only by internal corporate actors, but also by external actors. The analysis provides evidence that the role of different internal and external network partners for capability development varies according to the functional activity under consideration. Thus, subsidiaries benefit from various internal and external network actors in very different ways. The contribution ends with some conclusions and some avenues for future research.     

Multinational Corporations and Local Communities: A Critical Analysis of Conflict

As conflict between multinational corporations and local communities escalates, scholars, executives, activists, and community leaders are calling for companies to become more accountable for the impact of their activities on external stakeholders. In order for business to do so, managers must first understand the causes of conflict with local communities, and communities must understand what courses of action are available to challenge activities they deem harmful to their interests. In this article, I present a framework for examining the factors that contribute to multinational and community conflict including stakeholder power inequality, stakeholder perception gaps and cultural context. Moreover, I describe some of the ways that communities can increase their leverage in conflict situations.     

Responsible Leadership for Multinational Enterprises in Bottom of Pyramid Countries: The Knowledge of Local Managers

The gulf between multinational enterprises’ focus on high income countries and the reality of 80% of the world living in developing, bottom of pyramid (Hahn, J Bus Ethics 84:313–324, 2009) economies could magnify the anti-globalisation movement and political backlashes in the twenty-first century. The global financial crisis of 2008 and 2009 has increased such social tensions throughout the world and creates greater challenges for, responsible leadership. In this conceptual article, the authors analyse the value and identity of local managers, and the liability of foreignness caused by over-reliance on expatriate managers and under-reliance on local managers in bottom of pyramid countries (Hahn, 2009). It is argued that multinational enterprises need to assess local managers’ knowledge and contributions as having not only operational and market value, but also institutional value, such as access to local knowledge and local social capital; such a holistic approach will ensure fairer, equal treatment of all managers in the multinational enterprise. Responsible leadership in the twenty-first century requires a greater appreciation of local managers’ institutional value and the overcoming of any psychological distance towards local managers of bottom of pyramid countries.     

韩国在华企业国际化经营中人力资源管理的实证分析

企业国际化经营中的人力资源管理问题一直是业界管理者讨论的一个热点问题,也是学术界研究的重要课题。跨国公司能否成功地对当地员工进行管理,对其经营成果有着重要的影响。本文以韩国企业在华开展国际化经营中的人力资源管理方面遇到的问题为引子,采用了问卷调查与实际考察相结合的方法,建立了研究模型,提出并验证了假设,最后在理论与实践相结合的基础上揭示了中国员工的劳动价值观及其本质,向在华韩国企业提出了制定和推行有效人力资源管理方案的科学依据及进行跨文化管理的方法。     

Management of corporate culture through local managers’ training in foreign companies in China: a qualitative analysis

Corporate culture is a complex phenomenon in foreign companies located in the People's Republic of China. For the management team of an international enterprise, it is a challenging task to manage cultural differences. Education and training provided to local managers might be one of the important solutions. Therefore, this study explores the effects of local managers’ education and training on corporate culture in foreign companies in China. Using qualitative research, this paper presents different training forms existing in foreign companies. Furthermore, the training in general in terms of establishment of corporate culture was evaluated. General training is classified as formal and informal training or coaching in accordance with training purposes. Formal training refers to training that is indispensable to the survival and development of the corporation, while informal training is concerned with the training that happens without deliberate design or purposes. The two kinds of training can develop local managers in a complementary way. It is argued that these elements exert a complementary influence on the corporate culture with an emphasis on values and rituals.     

Pricing for global markets

Pricing is complex and generally subjective in domestic business. It is even more difficult in international business, with multiple currencies, trade barriers, additional cost considerations, and longer distribution channels. Based on a review of corporate best practices, this article proposes a set of decision rules and processes for international price setting. Specific topics for discussion include: key considerations in international pricing; the location of pricing responsibility in the multinational corporation; approaches to price setting; and transfer pricing practices.     

The good,the bad,and the ugly: Technology transfer competence,rent-seeking,and bargaining power

In this paper, we explore the relationships between subsidiary technology transfer competence, bargaining power and rent-seeking. In the multinational corporation, technology transfer competence is generally perceived as something desirable. We connect this bright side of subsidiary-level processes to a potentially uglier and darker side of the organization, namely that subsidiaries gain bargaining power that is exercised for bad ends, i.e., rent-seeking. Using an empirical analysis that comprises intrafirm technology transfers, this paper finds that technology transfer competence leads to greater subsidiary bargaining power that in turn increases rent-seeking behavior; but this competence does not directly affect rent-seeking. We suggest that bargaining power offers a key explanation for rent-seeking. This paper advances the understanding of subsidiary sources of power within the multinational corporation and the organizational determinants of rent-seeking, which is relevant to theory development as well as to managers.     

跨国公司文化管理

随着世界经济一体化的进程,跨国公司在世界经济生活中的作用日趋明显。同时,跨国公司的跨文化管理问題也成为了国际化经营管理中的重要课题。不同的国度有不同的文化观念,跨国文化的差异引起了跨国公司内部之间以及跨国公司与外部环境的文化冲突,那么,跨国公司文化管理就是在跨国经营中,对不同种族、不同文化类型、不同文化发展阶段的子公司所在国的文化冲突进行协调和融合,创造出公司独特的文化管理过程以维系不同文化背景的员工共同的行为和观念准则。     

MNCs and local cross-sector partnerships: The case of a smarter Baltic Sea

Although cross-sector partnerships (XSPs) between multinational corporations (MNCs), governments and non-profit organizations are increasingly used to solve local problems and build responsible business, they have received limited attention in international business research. Because XSPs are vulnerable to conflicts and pose specific demands for subsidiary managers, it is critical to understand the integration mechanisms of XSPs that enhance their success. We study managerial sensemaking in an XSP formed to improve the environmental state of the Baltic Sea. Drawing from a cross-disciplinary literature review and insights from a case study we identify three kinds of integration mechanisms: resource mechanisms, ideational and social mechanisms, and organizational mechanisms. Our findings further imply that managerial “bricolage”, i.e. strategically combining resources at hand, is critical in enacting the integration mechanisms. The findings help to understand how integration and success of MNCs’ local partnerships may be increased.     

经济全球化背景下的企业跨文化冲突管理

随着全球经济一体化和中国加入WTO,中国市场将吸引更多的外国企业来华投资。来自不同文化背景的各国投资者,在共同创办企业时,必然有文化差异存在,而文化差异往往会引起文化摩擦和冲突。解决跨文化管理的冲突要实施学习策略,培育共同价值观,争取回避策略,共赢策略,实现"本土化"管理。