Repatriation taxes, repatriation strategies and multinational financial policy

Several investment-repatriation strategies are added to the standard model of a multinational in which an affiliate is located in a low-tax country and is limited to two alternatives: repatriating taxable dividends to the parent or investing in its own real operations. In our model, affiliates can invest in passive assets, which the parent can borrow against, or in related affiliates which can be used as vehicles for tax-favored repatriations. We show analytically how the availability of alternative strategies can effect real investment throughout the worldwide corporation. We use firm level data for US multinationals to test for the importance of alternative strategies. The evidence is generally consistent with the theory, particularly the strategies using related affiliates.     

跨国公司对华直接投资区位选择战略比较研究

区位因素是影响跨国公司制定对外直接投资战略的重要因素之一。本文以日本、韩国、美国、港澳等国家和地区为代表,分析了跨国公司对华直接投资的动机及区位选择战略,在此基础上提出加入WTO之后中国企业海外直接投资的区位选择战略。     

Learning Sustainability? Absorptive capacities as drivers of sustainability in MNCs’ purchasing

MNCs are expected to operate in a sustainable fashion. Implementation of sustainability requires the ability to acknowledge external (sustainability-related) knowledge, and to apply it in intra-company activities such as purchasing. We focus on absorptive capacities as potential drivers of sustainability, and investigate the effect that a purchasing function’s capacity to absorb and process knowledge has on social and environmental sustainability practices, and subsequently on economic performance in purchasing. We compare MNCs and non-MNCs using a structural equation model of a large set of survey data from four European countries and find that only realized absorptive capacities impact sustainability practices in purchasing and this impact is smaller in MNCs than in other companies. We suggest that companies respond to the demand for sustainability by strengthening their implementation capabilities: the potential to acquire and transform knowledge within a purchasing function is less relevant, and what matters is its application.     

What determines multinational hotel groups’ locational investment choice in China?

China's hotel industry has been developed quickly from a small number of 137 only in 1978 to 14,237 in 2009. One of the main drivers of the rapid development of the hotel industry has been the expansion of multinational hotel groups (MHGs) into China. The purposes of this study are to analyze the factors that determine the location strategies of MHGs and to assess what factors determine MHG's investment strategies in regard to choice of location. The study finds that the market demand and market size measured by number of inbound tourists, tourist spending, and actual foreign direct investment, the business environment measured by GDP per capital, and dummy variables measured by policy and mega events are all significant factors in affecting MHG's locational choices for investment. These findings may provide some insights for MHG's future investment strategies in regard to location choice.     

中国资本市场整合面临的机遇与挑战

进入21世纪,全球贸易市场和资本市场一直引发激烈的争论,特别是中国已经稳坐世界第三大贸易国的位置,甚至国内外都在预测,2007年中国有可能成为世界第一大贸易出口国。这不断地引起发达国家的业内人士和经济学界的震惊,海外投资者也更加看好中国这个"暴利"市场,一些人甚至认为,选好机会把资金投到中国市场上,几乎到处都可以获得"暴利"。     

跨国公司子公司信息化战略选择研究——以上海贝尔阿尔卡特公司为例

本文首先研究了跨国公司子公司信息化战略的理论,接着分析了影响跨国公司子公司信息化战略选择的主要因素,包括跨国公司子公司所在的东道国环境和跨国公司及其子公司组织内部特征,最后详细探讨了阿尔卡特在华子公司上海贝尔阿尔卡特公司如何根据内外部环境选择信息化战略的案例。     

South Korean MNEs’ international HRM approach: Hybridization of global standards and local practices

This paper analyses the international Human Resource Management (HRM) approaches of Korean Multinational Enterprises (MNEs). Through a study of nine major Korean MNEs’ approaches to subsidiary-HRM, it is argued that the firms pursue hybridization through a blending of localization and global standardization across detailed elements in five broad HRM practice areas. Local discretion is allowed if not counter to global HRM system requirements and “global best practices” used as the template for global standardization of selected HRM elements. This strategic orientation appears to be part of a deliberate response to the “liabilities of origin” born by firms from non-dominant economies.     

Two-dimensional analysis of the impact of outward FDI on performance at home: Evidence from Japanese manufacturing firms

This paper empirically investigates two dimensions of changes in firm behavior and performance before and after foreign direct investment (FDI). The first dimension is the difference between vertical and horizontal FDI. The second dimension is the effect of outward FDI on firms’ production and non-production activities in the home country. In our careful empirical analysis we use the propensity score matching method to show that the impact of outward FDI differs by dimension, that is, by FDI type and firms’ production and non-production activities. In particular, while horizontal FDI increases demand for non-production workers, vertical FDI increases demand for skilled production workers.     

Variations in human resource management in Asian countries: MNC home-country and host-country effects

This paper investigates the determinants of HRM strategy in a random sample of firms operating in Korea and Taiwan. Both indigenous and foreign-owned firms are studied. HRM strategy is measured in terms of the company's reliance on high-performance, versus more traditional, HRM policies and practices in several different areas, including staffing, employee influence, employee rewards and employee autonomy. Independent variables include the firm's country or region of origin (USA, Japan, Europe, Korea or Taiwan), the host country (Korea or Taiwan) and the internal culture of the firm, as measured by upper management's perception that human resources constitute a significant source of value for the organization. Pronounced differences are found across countries of origin and between the two host countries. Managerial values and various organizational characteristics that serve as control variables are also found to impact on HRM strategy.     

A Test of Strategic Trade Policy in the Semiconductor Industry: The Impact of Japanese Policy on U.S. Firms

This paper analyzes a multinational corporation that may use tax evasion and profit shifting as a means to minimize tax liabilities. Our main finding is that profit shifting may occur even when tax rates are the same across countries. This will be the case whenever there is a tax differential in effective tax rates resulting from differences in tax enforcement. In this context, profit shifting occurs to enable tax evasion in a country where tax enforcement is less harsh. Moreover, for a given differential in tax rates, differences in tax enforcement may either accentuate or dampen profit shifting. Importantly, the predictions regarding the direction of profit shifting that would result in our set-up may contrast sharply with those of the preceding literature.