1,721,010 research outputs found
Not-invented-here syndrome
No full textThe not-invented-here-syndrome (NIHS) can be broadly defined as a bias against knowledge and ideas that cross organization or unit boundaries. As a consequence, outside knowledge and ideas are rejected or underused simply because their source is external to the organization or unit. The notion of NIHS has been widely applied to a variety of contexts, including knowledge transfers within multinational enterprises (MNEs)
Recommended from our members
Comparative human resource management
No full textComparative human resource management is concerned with comparing the different approaches to human resource management (HRM) found in different geographical enti- ties – usually, though not always, countries. (International HRM deals with how multina- tional enterprises manage such differences.) There are, of course, other comparisons – we know that HRM varies with the size of the organisation and with the sector that it operates in. But country is the most powerful explanation of the differences between organ- isations in the way they manage their human resources
National Culture
No full textInternational strategy scholars continue to use formulations of national culture to predict firms’ major choices about products and markets and the success of these choices within different nations and across their borders. When studying more than a handful of countries, scholars predominantly draw from models that theorize culture dimensions and provide dimensional scores for nations. When studying firms in smaller numbers of nations, scholars sometimes subjectively interpret configurations of national culture differences. Here, we focus on applications of national culture dimensions, while also referring interested international strategy scholars to alternatives to culture dimensions
Unraveling the Relationships Between Internationalization and Product Diversification Among the World's Largest Food and Beverage Enterprises
No full textThis chapter examines the interrelationships between internationalization and product diversification among the world's l35 largest food and beverage enterprises. Based on the argument that food and beverage enterprises enjoy economies of scope when moderately diversifying into new countries and product areas, but encounter resource constraints when extremely diversified and internationalized, we expect to find an inverted U-shaped relationship between the two strategies. Nevertheless, the authors find that the relationships between the two strategies show both an inverted U-shaped (when geographic diversification is the dependent variable and product diversification the independent one) and a U-shaped pattern (when product diversification is the dependent variable and geographic diversification the independent one). These results imply that the relationships between internationalization and product diversification among food and beverage enterprises are more complex than currently conceived.Peer reviewe
Bringing managers' decision models into FDI research
No full textThis chapter presents a structure within which to think about incorporating managerial decision models and managers' decisions into management research in general and foreign direct investment research more specifically. The thinking builds on Aharoni's initial research in The Foreign Investment Decision Process (1966) while incorporating his most recent call to action around the behavioral models of managers in "Behavioral Elements in Foreign Direct Investment" (2010)
Global R&D
No full textKnowledge, innovation, and R&D have always been an integral part of the discourse and analysis of multinational enterprise (MNEs). The ‘knowledge-based view’ of the multinational firm considers (technological) knowledge as the most critical resource of the firm, and sees the capacity of the MNE to source and recombine technological and market knowledge in key markets globally as the essential driver of competitive advantage. Operating geographically distributed R&D activities is central to such resource development and competitive advantages
International outsourcing
No full textInternational outsourcing refers to the procurement of inputs from independent suppliers and across national borders. It is alternatively referred to as offshore or global outsourcing. International outsourcing has been on the rise since at least the 1980s. Where it initially mostly concerned manufacturing, recently more emphasis in practice and in the literature has gone towards international outsourcing of services including business processes, as well as more advanced knowledge processes such as research and development and design. In manufacturing, international outsourcing can be of components, sub-assemblies or even entire products, such as Apple’s wholesale subcontracting of iPhone manufacturing to China. International outsourcing of service activities often involves delegation of a process and/or function of the firm to a service provider, as in the case of ABN-AMRO outsourcing its IT services to IBM. International outsourcing is in some cases part of a deliberate strategy to develop a global supply chain
HRM practice transfer
No full textThe transfer of HRM practices in MNEs is one of the dominant topics of interest in international HRM and comparative HRM studies. The central idea is that commonalities and differences exist among HRM practices within MNEs and between countries. Transfer is a process, which involves the flow of HRM practices from one unit (transferring unit) to another (receiving unit) in the MNE. These units typically involve the HQ and foreign subsidiaries. The main reason for transferring HRM practices is because it enhances the performance and competitiveness of MNEs and their subsidiaries. Yet, HRM practice transfer is a complex process. This is because it is influenced by an intricate interaction of internal and external factors, such as home- and host-country contexts and HQ–subsidiary relations
- …
