Political culture and foreign direct investment: The case of Italy

Does the political culture of an area have any impact on the foreign direct investment (FDI) decisions of multinational corporations (MNCs)? This question is difficult to address empirically, as locations differ in many dimensions. We therefore address this question by examining MNC investment location decisions with regard to different regions within a single country. The country we examine is Italy, which exhibits one of the highest levels of variation with regard to the political culture of its geographical regions. We find that political culture as represented by the pattern of support for political parties at different points on the political spectrum has a significant impact on the MNC investment location decision. Thus, in choosing between locations on a short list, where economic and financial location factors are roughly similar, political culture can have a determining influence. In the case of Italy, a Center-right orientation is conducive to MNC FDI, while a Center-left orientation is not. A Far-left orientation is found to have a very negative effect on FDI.     

The ‘country-of-origin effect’ in employee turnover intention: evidence from China

The increasing presence of foreign direct investment in China has boosted the competition for talent among different multinational corporations (MNCs) from diverse national backgrounds. This article investigates the differences in the human resource management (HRM) approaches adopted by the US, European, and Japanese MNC subsidiaries operating in China and explores the relationships between employees' perceptions toward the HRM approaches and turnover intention. Significant differences in the HRM approaches and employees' level of turnover intention were found, indicating a ‘country-of-origin effect’ in HRM approaches that subsequently influences employees' attitudes. In addition, this article produces evidence suggesting that the perception of HRM characteristics predicts employees' intentions to quit. Implications for HRM convergence or divergence debate are discussed.     

经济转轨、跨国公司进入与国有企业改革

任何转轨国家向市场经济过渡都要面临改革与开放的问题.因此,本文在经济开放的背景下,着重突出跨国公司与转轨国家之间经济的紧密联系,建立跨国公司、转轨国家政府、国内企业三者之间的混合寡占博弈模型,并以市场开放、自由化、私有化等政策变量作为影响转轨进程的外生变量,分析开放程度和经济调控手段以及跨国企业的投资策略等对转轨国家国有企业民营化进程和转轨国家国有企业竞争力的影响.研究表明,转轨国家在经济开放的条件下,对国有企业完全民营化并非是改革的最优方案,而对国有企业的部分民营化效果反而会更好,也符合社会福利最大化的原则.而税率、技术、转移价格等也是影响转轨国家社会福利和转轨国家企业产量和竞争能力的重要因素.     

跨国公司主导型国际分工及其理论创新初探

跨国公司已经发展成为国际分工的重要组织者。跨国公司主导型国际分工正从传统国际分工模式中凸显出来成为新的国际分工模式，并将是今后国际分工理论发展的主要方向。因此，全面了解掌握跨国公司主导型国际分工不仅要对它的含义进行分析，还需要对新分工模式的分工基础、分工格局和分工利益、分工效应以及贸易投资关系进行研究。     

我国企业跨国市场进入方式的选择战略

本文首先比较了不同跨国市场进入方式的优缺点,分析了并购与新建、独资与合资的各国选择经验和选择影响因素,最后指出我国对外直接投资的跨国市场进入方式选择:从投资动机看,对发达国家技术和管理经验寻求型直接投资的进入方式应以并购、合资为主,从东道国的外资政策看,我国的产业转移型对外直接投资的主要目标是发展中国家,进入方式应以新建、合资为主,从投资规模角度看,我国自然资源寻求型对外直接投资的进入方式应以合资为主。     

跨国公司选址的影响因素及其对区域经济发展的启示

跨国公司的选址决策对于东道国的经济发展具有重要意义。然而,跨国公司在东道国的分布并不均匀,呈现出比较明显的地区差异。本文从区域条件、跨国公司的战略决策以及跨国公司和东道国之间的技术博弈三个方面研究跨国公司选址的影响因素,并就如何吸引跨国公司进入、融入全球价值链,促进区域经济发展提出了政策建议。     

跨国公司在华业务整合——以日立与摩根热陶瓷为例

跨国公司在华业务整合是近年来兴起的一种现象,随着跨国公司在华20多年的经营扩展和国际环境与东道国环境的变化,业务整合成为了一种明显的趋势。本方根据跨国公司在华经营活动的实践,提出其在华业务整合的问题。文章对该领域的研究进展进行了回顾,在此基础上运用了跨国公司全球战略、公司重构、以及环境、战略与组织等前沿理论进行阐释,并探讨了跨国公司在华业务整合的背景、动因和模式,从而形成几个维度的安例分析框架。文章对日本日立和英国摩根热陶瓷公司进行了实地造访调研,取得了一手资料,并围绕以上几个维度对调研结果进行了比较研究,分析出两公司在华业务整合的异同点,探讨了该研究对今后跨国公司在华业务整合的涵义和启示。