The Environment and Internal Organization of Multinational Enterprises

Determinants of reverse marketing knowledge transfer potential from emerging market subsidiaries to multinational enterprises’ headquarters

“…Trust: For EM subsidiaries, gaining trust in the internal network may offer challenges due to being in distant, complicated locations, which are not understood by the HQ or are viewed negatively by them (Sundaram & Black, 1992;Wang et al, 2013). It can also be difficult to find skilled employees whose abilities would engender trust, and holding on to such employees in volatile markets without a culture of company loyalty may be hard leading to issues in building relationships (Kuznetsov et al, 2000).…”

Corporate social reporting by MNCs’ subsidiaries in Sri Lanka

“…For example, Lodhia (2003) In addition to these external pressures relevant to the organisational practice of MNC subsidiaries in one host country, MNCs have also been depicted as a network of organisations (i.e. headquarters and different national subsidiaries) linked together by exchange relationships collectively encased within a global structure (Bartlett & Ghoshal, 1990) and operating within dynamic economic, political and societal environments in different host countries (Sundaram & Black, 1992). The plurality of its operating environments and the global spread of its operations have meant that the MNC structure of management needs to combine a decentralised base of operations and a centralised core which could simultaneously coordinate the sub units globally (Kolde & Hill, 1967).…”

International diversification and performance in European service multinational companies

“…In addition, firms with strong competencies that are developed at home can utilize these in international markets (Bartlett & Ghoshal, 1989). Moreover, multinational firms can gain additional competitive advantages by exploiting market imperfections (such as a less competitive environment) and cross-border transactions (such as transfer pricing) and can also achieve a greater bargaining power with increased size (Sundaram & Black, 1992). In addition, other advantages derive from greater learning or international experience (Kobrin, 1991); access to cheaper and idiosyncratic resources in foreign countries (Porter, 1990); global scanning of rivals, markets, and other profit opportunities and from better cross-subsidization, price discrimination, and arbitrage potential with larger geographic scope (Contractor et al, 2003).…”