跨国公司的跨文化冲突管理

本文主要论述跨国公司的跨文化管理中跨文化冲突的管理 ,对跨国公司跨文化加以界定 ,指出了跨文化冲突的特征 ,进而分析了产生跨文化冲突的原因 ,最后提出解决冲突的策略     

Rewarding growth or profit?: Top management team compensation and governance in Japanese MNEs

Japanese multinational enterprises (MNEs) have been popularly characterized as pursuing competitive strategies emphasizing long-term performance, especially growth in sales and market share, rather than shorter term profit performance. Though prior research has emphasized the importance of linking compensation to organizational goals and performance, the relationship between performance and compensation of Japanese executives has received limited empirical attention. This paper provides a preliminary examination of how Japanese top management teams in the 106 largest industrial MNEs were compensated, particularly for performance on sales growth and profitability criteria, over the 1976–1993 time period. The relationships revealed between organizational performance and the bonus compensation of top management teams suggest that the emphasis of Japanese industrial MNEs regarding sales growth versus profitability may not be as simple as suggested by prior studies and popular characterizations.     

Regional integration and the regional risk paradox

How does regional economic integration affect the risk exposure of multinational enterprises (MNEs)? Investigating firm regionalization patterns, I uncover evidence of the regional risk paradox: as MNEs regionalize to exploit the lower risk environment offered by regional economic integration initiatives, they ultimately increase their regional risk exposure by deepening their commitment and embeddedness in regional business networks. Informed by the Theory of the Regional Multinationals and by theories of regional integration, I employ a social network lens to investigate the evolving structure of business relationships in regions governed by different regional integration frameworks. I then explore the implications of these evolving relationship network structures on the transformation of regional business risk. I find that moderately integrated regions lower transaction costs to moderately low levels, thus encouraging moderate MNE regionalization. This leads to moderate MNE embeddedness in loosely coupled regional business networks and a moderate increase in regional risk. By contrast, deeply integrated regions lower regional administrative distance to very low levels and encourage intense MNE regionalization. This leads to deep MNE embeddedness in tightly coupled regional business networks and a significant increase in regional risk.     

上海支持服务中小企业“走出去”对策研究

中小型民营企业＂走出去＂,可以发挥其机制灵活的优势,更好地开展对外投资合作。上海急需培育一批本土中小企业跨国公司,以形成上海未来新的经济增长点和动力源。为此,上海要加强对中小企业＂走出去＂的统筹协调、分类指导;做好中小企业境外投资风险防范工作;引导企业实施商标国际化战略;强化金融扶持政策的支持力度;实施降低中小企业税负的政策;创新贸易便利性政策,提高境外投资通关服务水平;提升国家形象和外交水平,为中小企业境外投资提供服务和保障;加大＂走出去＂人才的培养与建设;强化中国在认证体系上的话语权和公信力;完善政府＂走出去＂服务体系政策。     

Creating an organizational culture of innovation: case studies of Japanese multinational companies in Thailand

The purpose of this study is to examine the predominant factors that lead to being an innovative organization from the employees’ perspective in Japanese multinational companies (MNCs) in Thailand. The study employed qualitative case study approach utilizing semi-structured interviews and a focus group, and involved nine participants from five different Japanese MNCs operating in Thailand. The study found that learning and development, participative decision-making, communication and tolerance towards conflict and risks, kaizen (continuous improvement) and leadership were the main factors in promoting innovation in organizations.     

Building Multinational Teams: The Challenge

Using experience from running courses for British and overseas companies at the Centre for International Briefing in the U.K., and his own training consultancy, the author examines the challenge presented to management in building multinational teams in the current climate. Concentrates on need to balance cultural values and practices, maximising cultural synergy. Considers problem areas of perception, team selection, choice of common language, building trust, use of humour, attitude to time, critical success factors in conducting meetings, training and sustaining multi-cultural teams. Offers a checklist of principles to follow. This revised version was published online in August 2006 with corrections to the Cover Date.