BRIC Multinational Enterprises: The Roles of Corruption and Nationalism

Windsor, Duane

doi:10.1108/s1745-886220160000011009

Cited by 2 publications

(2 citation statements)

References 80 publications

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“…Likewise, corruption is also a weakness that LDCs have. There is evidence (Windsor, 2016;Daniels et al, 2013;Egger and Winner, 2005;Tarzi, 2004) that corruption limits the bargaining power of the host country. Payments to officials are made with the intention of securing a business at the expense of competitors; facilitate government services that companies are entitled to receive, but which officials could delay, such as product registration, building permits or customs authorizations; or simply ensure the safety of employees and facilities.…”

Section: The Negotiating Strategy Of Ldcs Vis-à-vis Mncsmentioning

confidence: 99%

Multinationals And The Bargaining Dynamic Among Least Developed Countries

Fernández¹,

Valdés

2018

Br. Jor. Int. Rel.

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Most of the twentieth century, relations among multinational companies and the governments of the Least Developed Countries (LDCs) were seen as conflictive, mainly in the extractive sector, as the former were considered as highly exploitative. However, this vision has evolved by two essential factors: a) the acceleration of the process of economic globalization in the last 30 years and b) certain advantages LCDs have promoted to foster economic growth at the moment Multinationals Companies (MNCs) are installed in their territories. The major concern of national governments in the LDCs is that some MNCs have greater influence and negotiation power than governments themselves because of the infrastructure deficiencies and competitive advantages, placing them in an unfavorable position at the time to negotiate with MNCs. This paper tries to identify the bargaining dynamic among multinationals and LDC governments, and the effects on the latter ones.

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Section: The Negotiating Strategy Of Ldcs Vis-à-vis Mncsmentioning

confidence: 99%

Multinationals And The Bargaining Dynamic Among Least Developed Countries

Fernández¹,

Valdés

2018

Br. Jor. Int. Rel.

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“…With the global business landscape changing incessantly, essentially and irrevocably, firms, across the typological spectrum are undergoing corresponding and propositional changes to adapt to it (Vrontis et al, 2017;Ö zsomer, 2019;Cassia and Magno, 2019). In Brazil, Russia, India and China, particularly, the effect is great, due to the rapid emergence of dynamic and competitive markets (Windsor, 2016;Amiri and Woodside, 2017).…”

Section: Introductionmentioning

confidence: 99%

Does “CHALTA HAI”culture negatively impacts sustainability of business firms in India? An empirical investigation

Chatterjee

Chaudhuri

Vrontis

et al. 2021

JABS

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Purpose Chalta hai (it is fine or it is acceptable) is an Indian cultural phenomenon that influences attitude towards work and business and diachronically adversely affects both. The purpose of this study is to explore its impact on the sustainability of business firms operating in India. Design/methodology/approach The research has firstly undertaken a theoretical study towards the development of appropriate hypotheses and a corresponding conceptual model, with emphasis on the effects of chalta hai culture as a moderator of the predictor-sustainability linkages. The model has been validated statistically through partial least square- structural equation modelling analysis of usable feedbacks from 349 respondents. Findings The research has concluded that the cultural notion of chalta hai impacts adversely the sustainability of business firms operating in India, with its effects being dominant. Research limitations/implications The research has scholarly and executive implications, as well as socio-cultural implications. The sample, however, allows for conclusions to be drawn reliably but with limited generalizability. Additionally, only three predictors have been considered, bestowing upon future research the task of building on the present model through additional pertinent predictors and boundary conditions that will enhance its explanative power. Practical implications The research has provided a scientifically developed model that guides Indian firm managers through appropriate steps that dissuade stakeholders from exhibiting the behavioural traits and attitudes of chalta hai culture, highlighting along the way its detrimental effects on Indian business sustainability. Originality/value There is little research on the business impacts of chalta hai and regarding the sustainability perspective/focus. In addition, this is in sharp contrast to the spread and impact of the phenomenon. This research and its findings, therefore, are valuable with regard to both their wider context (“chalta hai” business effects) and their specific focus (sustainability).

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BRIC Multinational Enterprises: The Roles of Corruption and Nationalism

Cited by 2 publications

References 80 publications

Multinationals And The Bargaining Dynamic Among Least Developed Countries

Multinationals And The Bargaining Dynamic Among Least Developed Countries

Does “CHALTA HAI”culture negatively impacts sustainability of business firms in India? An empirical investigation

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