Suchergebnisse

List of leading international companies in Singapore covering the sections chemicals and related products; plastic and rubber products; precision products; pharmaceuticals; offshore, oilfiel and process engineering products etc. (DÜI-Sbt)

There has been a structural shift of employment in developed countries towards the tertiary sector, and an increase in the proportion of economic activity being conducted by international firms. This paper is an examination of the factors that influence location choice of international offices, by means of survey data that facilitate a sectoral analysis of location choice. Analysis of the motives that lead to direct foreign operations is based on the ownership–location–internalisation paradigm, which suggests that international firms tend to be most active in those sectors in which their ownership advantages are most pronounced, and in which these advantages are best exploited internally to the firm. A branch–regional classification is used to distinguish cases in which office-location choice is dominated by external market forces (branch offices) and those in which location is determined by internal organisational forces. The primary influences on location choice are market size and the need for personal presence to serve this market. There is also clear evidence of a 'bandwagon' effect. But more detailed influences vary with office type and sector. In this respect, the quality and availability of resources are generally more important than direct costs. The United Kingdom emerges as a high-skill economy with a flexible labour force and good communications facilities. It is also the case that, although proximity to London remains important, there is a clear tendency to consider locations further from London, a tendency that will be further encouraged by technical change and improvement in domestic travel infrastructure.

International companies have increasingly served as an important vehicle for the transfer & exchange of people. However, the extent to which these exchanges have led to improved understanding, friendship, & cooperation, or, conversely, to increased suspicion & resentment, depends largely on the participants' ability to understand & adapt to each other's perspectives, goals, & cultural backgrounds. The sociocultures of the US, Latin America, Asia, & Western Europe are discussed. This understanding & adaptability can be, but has not been fostered in the companies' training for personnel involved in exchanges. Other factors affecting the outcome of such exchanges include the willingness of the people involved to integrate into & become active members of the host community & the companies' policies concerning the hiring, training, compensation, & promotion of the host country nationals on the same basis as parent company managers. Benefits resulting from these exchanges include training of host country employees & transfer to them of productive management, marketing, & financial knowledge, creation of new jobs, & increased productive capabilities of the host countries, & a cooperative working relationship among people of diverse backgrounds. Modified HA.

The paper estimates the influence of links between boards of directors on corporate performance at the world level in the framework of network analysis. The vast majority of empirical papers on the topic analyses the case of isolated countries. The current study estimates the effect of networking in large companies at the international level. It enables a more correct construction of the network between directors and eliminates the influence of national specificity. We construct an international network of boards and calculate three alternative centrality metrics: degree, closeness, and betweenness. Then the econometric analysis is applied to estimate the effect of centrality on performance. We consider two dependent variables which are responsible for the long-term and short-term effects (correspondingly, M/B ratio and ROE). The effect of boards' networking on firm outcomes is found to be positive on average for large global companies. This resultis robust to used centrality metrics and financial indicators.The influence of networking is found to be similar in the short and long term. We found that closeness centrality is the most important aspect of network capital for firm outcomes; degree has a moderate impact; the effects of betweenness are the weakest and statistically close to insignificant. The study contributes considerably to existing literature summarizing particular empirical evidences. Obtained findings also raise new theoretical issues and provide some useful practical implications.

As international companies have expanded throughout the world, they have increasingly served as an important vehicle for the transfer and exchange of people. However, the extent to which these exchanges have led to improved understanding and forging links of friendship and cooperation, or, conversely, to increased suspicion, resentment, and distrust, depends largely on the participants' ability to understand and adapt to each other's perspectives, goals, and cultural backgrounds. This ability can be developed through adequate special training prior to and during the exchanges. However, adequate training of this type has not been provided by international companies to personnel in volved in exchanges. Other factors affecting the outcome of such exchanges include the willingness of the people in volved to integrate into and become active members of the host community and the companies' policies concerning the hiring, training, compensation, and promotion of the host country nationals on the same basis as parent company managers. On the other hand, benefits resulting from these exchanges include training of host country employees and transfer to them of productive management, market ing, and financial knowledge, creation of new jobs, and in creased productive capabilities of the host countries. Espe cially important, given the training and sensitivities of the people involved, is the ability of international company managers to stimulate among people of diverse backgrounds and outlooks a cooperative working relationship.