Katharina Kretschmer contributes to the role typology research stream in international business. The book is highly relevant for management practice. Deep insights into the implications of subsidiary roles are displayed, and it is shown that role-specific subsidiary management is possible if not necessary. In the future, MNC managers could benefit even more when, instead of treating all their subsidiaries alike, approaching them differently – especially when evaluating their performance.
In the management of business activity by companies operating in more than one country, the complex array of issues and practices that characterize their movements of assets between constituent company units centres around what has become known as international transfer payments. This book, based on extensive research, explains the nature of the subject, presents the latest data on the practice of transfer payments in three Asia Pacific countries; the regulations, attitudes and conditions which form the context in which they take place; and the events which are most likely to precipitate the intervention of the authorities and lead to investigation and audit.
Seminar paper from the year 2002 in the subject Business economics - Business Management, Corporate Governance, grade: 1,5 (A), University of New South Wales, Sydney (Faculty of International Business), course: International Business Strategies, language: English, abstract: The objective of this report is to evaluate the strategy and performance of Wilkhahn Asia Pacific (WiAP). The focus will be on the business-level strategy. An analysis will be conducted to identify if a match between the strategy pursued by WiAP and the internal and external environment exists. Subsequently, we will synthesize the information gained from the analysis in order to identify possible proble ms and generate alternative strategic solutions. Finally, we will offer recommendations to WiAP on future strategies based on an evaluation of the strategic solutions. WiAP is a subsidiary of the German multinational commercial furniture manufacturer Wilkhahn GmbH. WiAP started its operation in Australia in 1999 with its regional headquarters in Sydney and sales offices in Melbourne and Brisbane. The company has grown rapidly and has recently established a presence in Asia through sales offices in Singapore, Hong Kong and Kuala Lumpur. After the first two very successful years, Wilkhahn Asia Pacific has recently experienced a decreased sales performance. We have considered Wilkhahn as an interesting firm for our report, given that it is a multinational company with presence in Australia. Given our own nationalities, German and Swedish, we found it interesting to evaluate the performance of a northern European firm operating in Australia. The reason we choose the office furniture industry is that one of us has previously worked in the industry in Europe. With the help of WiAP’s Managing Director, Michael Prenzlau, and his staff, we were able to collect valuable information about the office furniture industry (external environment) and the company itself (internal environment).
This book highlights the evolution of the thinking on the multinational subsidiary over a quarter of a century, from the early concerns about the 'branch plant syndrome' to very current topics relating to the Multinational Enterprise as a differentiated corporate network and its role in innovation and entrepreneurship. It summarises and evaluates the state of the art in research on the multinational subsidiary, with particular reference to managerial and economic development dimensions. The volume presents the articles of Neil Hood (written in conjunction with other leading scholars, particularly Julian Birkinshaw and Stephen Young), along with new contributions. The book will be of major interest to students, researchers and policy makers.
In this book, Korean multinational enterprises management strategies in China are analyzed. China is re centering Asia around its newfound economic might, even as neighboring countries such as Japan and Korea will remain more economically developed for generations to come. How do Asian companies adapt to the Chinese market? In this fascinating study, Haiying Kang and Jie Shen investigate how Korean enterprises have adapted human resources practices to the evolving corporate climate in China. Unorthodox blends of culture, legal expectations, and more make the market a truly interesting one to explore HRM practices on the margins. Compelling for academics in HRM but also related social sciences, HR practitioners, and corporate leaders alike, this book is a timely look at new Asian corporate cultures.
This research volume in honour of the late Daniel Van Den Bulcke, one of the founding fathers of the European Business Academy (EIBA) and a core institution builder of the Academy of International Business (AIB), focuses on conceptual innovations in assessing the impact of institutions on multinational enterprise (MNE) strategies.
Managing organizational talent, of both current employees and possible recruits alike, is a key factor of running a successful business. A company is only as good as the staff, and studying the most effective ways to cultivate these groups can allow business managers an easy way to boost efficiency within their ranks. Driving Multinational Enterprises Through Effective Global Talent Management provides a comprehensive examination of the latest strategies and methods for attracting, selecting, training, developing and promoting employees within an organization. Highlighting innovative practices and applications across a variety of areas such as expatriate staffing, talent identification, and multinational company practices, this book is an ideal reference source for company owners, organization managers, practitioners, business students, and researchers that are interested in learning more about current trends and techniques in talent management.
Our understanding of management in Asia has not kept pace with the demands of managers and students. The Handbook of Asian Management provides in-depth critical reviews of central topics in strategy and organizational behavior research in Asian contexts. Leading scholars take stock of what has been learned and give clear directions towards greater rigor and relevance for research in this region.
Since the bursting of Japan’s bubble economy, from 1990 onwards, its multinational companies (MNCs) have faced new competitive challenges, and questions about the management practices on which they had built their initial success in global markets. Japanese engagement in the international economy has undergone a number of phases. Historically, Japanese MNCs learnt from foreign companies, frequently through strategic alliances. After the post-war ‘economic miracle’, Japanese manufacturers in particular converted themselves into MNCs, transferred their home-grown capabilities to overseas subsidiaries, and made an impact on the world economy. But the period after 1990 marked declining Japanese competitiveness, and asked questions about the ability of Japanese MNCs to be more responsive and global in their strategies, organization, and capabilities. It has been argued that the established management practices of Japanese MNCs inhibited adaptation to recent demands of global competition. This volume presents new case evidence on how Japanese MNCs have responded to the new challenges of the global market place, and it provides examples of how they have transformed strategies and competitive capabilities. This book was originally published as a special issue of Asia Pacific Business Review.
