Inter-firm learning and knowledge-sharing in multinational networks: An outsourced organization's perspective

This research provides insights into how learning and knowledge are exchanged multinationally between customer firms and their outsourced suppliers who provide non-core, yet essential, services. The paper seeks to understand: (1) how information is exchanged in these networks; (2) how cumulative knowledge adds value in these networks; and (3) how boundary-spanners assist in the dissemination of knowledge and learning within the network. Based on a pharmaceutical industry case, the results suggest that: (a) multinational firms operate more effectively and interact by sharing knowledge with outsourced firms which reflect the customers' structure and fit; (b) networked firms benefit from interactions through economies of scope, but knowledge is not necessarily shared equally among partners; (c) learning and knowledge-sharing interactions are tightly coupled at the product development stage; and (d) outsourced firms interact with external boundary-spanners as needed. The research provides insights for managers of multinational organizations and managers of firms from where essential services are outsourced.     

Introduction: human resource management in Africa

This article introduces the special issue that seeks to spur the debate on the challenges of managing people in organizations in Africa. The debate on HRM in Africa has proceeded with tentative steps and now clearly needs to be located firmly within the international management context. It is not the purpose of this special issue to discover or develop an over-arching model of HRM. That has been attempted elsewhere. Our purpose is to bring together the various threads that characterize the on-going debate and hopefully move towards a more specific research agenda which captures the complexity of managing on the African continent. Some of these threads include the formulation of new perspectives on HR research, finding common ground with diverse disciplines and tackling enduring problems like ethnicity and discrimination.     

The Co-evolutional Advantage: Strategic Management Theory and the Eclectic Paradigm

The eclectic paradigm has been one of the leading frameworks for explaining multinational activity over the past two decades. Yet recent trends in international business pose a challenge to the explanatory power of the paradigm. Strategic management theory, with its focus on performance differences between firms, provides a useful complement to the OLI framework in understanding the activities of the modern multinational. In particular, global competition and the management of a firm's global stocks and flows of knowledge merit closer attention.The advent of global competition requires us to shift from the existing institutional perspective of comparisons of firms and markets or of foreign firms and local firms to a firm-level perspective of comparisons of the multinational firm to its global competitors. It also necessitates a focus on firm-level capabilities in knowledge management relative to competitors, the development of these capabilities involving both macro and micro co-evolutionary processes. Our arguments incorporate these changes to extend the OLI paradigm to accommodate both an economic and a strategic management perspective.     

Transnational firms and the changing organisation of innovative activities

It is suggested that a transition is taking place towards newmodes of organising transnational corporations' innovative activities.First, different units of multinational firms, including foreign-basedsubsidiaries, are increasingly involved in the generation, useand transmission of knowledge. Secondly, multinationals aredeveloping external networks of relationships with local counterparts,through which foreign affiliates gain access to external knowledgesources and application abilities. As a result of this evolutionaryprocess, multinationals' organisation is subject to both centripetaland centrifugal forces. Considerable efforts are then necessaryto innovate coordination procedures and mechanisms, in orderto enhance the generation, circulation and use of knowledge.A number of empirical works are reviewed, providing some evidenceof the evolutionary process discussed in the paper.     

论跨国公司对华投资与我国低碳经济的发展

跨国公司对华投资促进了我国经济的增长,但同时所带来的环境污染等一系列问题对我国低碳经济的发展构成了挑战.1999-2009年间,随着跨国公司对华投资规模的不断加大,尤其是对第二产业的投资,使得我国环境污染严重,对发展低碳经济带来严重挑战.深入研究和妥善解决这些问题,对于促进新时期我国利用外资的进一步发展具有重要的意义.     

A cost-minimization approach to the international transfer of HRM/IR practices: Anglo-Saxon multinationals in the Federal Republic of Germany

The existence of host-country and country-of-origin effects is analysed by using the concept of fiscal federalism as a theoretical analogy. It is argued that multinationals try to minimize the costs of centralization and decentralization associated with cross-national personnel policy. The higher the costs of decentralization, the more likely is the existence of country-of-origin effects. The opposite holds true for increasing costs of centralization. This is tested empirically by comparing the human resource management and industrial relations (HRM/IR) practices of US and British subsidiaries operating in Germany with those of native German firms. Based on 297 valid cases, it is shown that the existence of decentralization costs is associated with country-of-origin effects in various areas of personnel management, such as the use of variable compensation, employee ownership and initial vocational training. In contrast, in the field of industrial relations (co-determination, compliance with collective bargaining), there are strong pressures to adapt to local norms, leading to host-country effects. These results indicate that a rationalistic cost-minimization approach is well suited to explaining the patterns of host- and home-country effects in regard to the HRM/IR practices of multinational enterprises.     

关于跨国公司国际贸易投资一体化的行为及策略分析

二战以来,随着全球经济一体化进程的加速,国际经济交往活动日益频繁,贸易与投资的关联性越来越强,跨国公司成为贸易与投资的主要载体和主要控制者,呈现出贸易投资一体化的大趋势。     

Examining the link between skill shortages,training composition and productivity levels in the construction industry: evidence from Northern Ireland1

One of the key questions in international research addresses the tensions arising from international co-ordination and local adaptation of multinational companies' (MNCs) policies and practices. The German business system encourages MNCs to have a long-term, high-investment orientation, to practise intensive management-labour cooperation and to pursue developmental human resource management (HRM). This study analyses six major German MNCs operating in both Britain and Spain and outlines their reasons for the international co-ordination of HRM. It addresses the issue of central control versus local adaptation by looking at the transfer of German HR policies and practices. The cases show that the MNCs were able to preserve substantial ‘German-ness’ abroad. However, the results of the transfer of German HRM were not always positive due to a variety of endogenous and exogenous causes. Barriers to transfer from institutionally strong to weak environments are discussed and possible internal HR approaches are suggested to counterbalance the national business system effect. Their success will depend on head office-foreign affiliate relations shaped by factors such as cross-border communication, trust and power distribution.     

Labor productivity, wages, nationality, and foreign ownership shares in Thai manufacturing, 1996–2000

This paper compares labor productivity and wages among nationality and ownership groups of foreign multinational corporations (MNCs) and local plants in Thai manufacturing for 1996, 1998, and 2000. Disaggregating foreign MNCs by nationality or foreign ownership share revealed a few significant differences in both labor productivity and wages that were not present in more aggregate specifications. In these cases, there was a weak tendency for MNCs from Europe, Japan, and the United States to have relatively high labor productivity and wages, for wholly-foreign MNCs to have relatively high labor productivity, and for majority- and wholly-foreign MNCs to pay relatively high wages. However, these results suggest that the relationships among labor productivity or wages, on the one hand, and nationality or foreign ownership shares, on the other hand, were generally weak in Thai manufacturing. These results are also consistent with those of previous studies in suggesting that the relationship between labor productivity and foreign ownership in general was also rather weak, though the relationship between wages and foreign ownership was somewhat stronger.     

A closer look at the productivity advantage of foreign affiliates

In analyzing firm productivity in Belgium, this article shows empirically that both scale and efficiency contribute positively to the typical productivity advantage of foreign affiliates. Stochastic production frontier estimation using the translog functional form indicates that foreign subsidiaries exploit economies of scale more fully and benefit from better (transferred) technological capabilities than Belgian national firms (i.e., Belgian owned firms without subsidiaries abroad). Belgian multinational enterprises (MNEs), i.e., Belgian owned firms with at least one subsidiary abroad, resemble foreign‐based MNEs in possessing specific technological advantages. While the increasing globalization has facilitated the realization of scale effects across borders, this article shows that the development of technological capabilities/advantages is still a prerequisite for MNEs to compete successfully abroad.