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Identifies and diagnoses many highly controversial topics relating to conflict management in multinational companies, proposing ways of coping with them that are both intellectually defensible and managerially feasible. Describes the entire context of nonmarket conflict facing the multinational firm through the experience of five multinationals. Develops a system for effective diagnosis and management of such conflict and proceeds to discuss each of the major sources of conflict. A conflict management model is applied in each case. Final chapter focuses on international control of multinational enterprises and how such firms can effectively organize themselves for conflict management.
Identifies and diagnoses many highly controversial topics relating to conflict management in multinational companies, proposing ways of coping with them that are both intellectually defensible and managerially feasible. Describes the entire context of nonmarket conflict facing the multinational firm through the experience of five multinationals. Develops a system for effective diagnosis and management of such conflict and proceeds to discuss each of the major sources of conflict. A conflict management model is applied in each case. Final chapter focuses on international control of multinational enterprises and how such firms can effectively organize themselves for conflict management.
Seminar paper from the year 2011 in the subject Business economics - Economic Policy, grade: 1,3, Stralsund University of Applied Sciences, language: English, abstract: Nestl as a well-known and at the same time controversial company having a revenue of about 80 billion Euros, founded and headquartered in Vevey, Switzerland. Most of the people are not aware of it while consuming Nestl products and 95% of the Japanese think it is originated there. Many products are already consumed in the third generation. With 449 factories in 83 countries with 278,000 employees, which is an indicator for an unusual decentralization, Nestl is the largest food and beverage company in the world and the industry combine with the highest revenue in Switzerland and one of the 50 leading companies worldwide concerning revenue and number of employees. As a very global combine 28% of the food revenue comes from emerging countries in Latin America and Asia, 40% from Europe and 26% from the USA and Canada. Not only the size but also the globalization makes Nestl be different than all other competitors. Owning six main brands and about 8,500 national and regional brands it gets 70% of the revenue by selling brands that rank on the first or second place in each product segment. Nescaf , as one of the main brands, is the most consumed coffee brand in the world with 3,000 cups a second and Nesquik, Milo and Nescau make Nestl be number one in the chocolate and malt drink section. All in all Nestl is characterized by three important features: strong brands, high presence and a leading position in the markets.
The international humanitarian intervention in Somalia was one of the most challenging operations ever conducted by US and UN military forces. Until Somalia, the UN had never run a Chapter VII exercise with large numbers of troops operating under a fighting mandate. It became a deadly test of the UN’s ability carry out a peace operation using force against an adversary determined to sabotage the intervention. Humanitarianism Under Fire is a candid, detailed historical and political narrative of this remarkably complicated intervention that was one of the first cases of multilateral action in the post-Cold War era. Rutherford presents new information gleaned from interviews and intensive research in five countries. His evidence shows how Somalia became a turning point in the relationship between the UN and US and how policy and strategy decisions in military operations continue to refer back to this singular event, even today.
An examination of the humanitarian practices of private aid agencies, international organizations and governments. Case studies and examples from around the world are used to support the authors' arguments that the global community should make greater efforts at conflict prevention.
What makes a country attractive to foreign investors? To what extent do conditions of governance and politics matter? This book provides the most systematic exploration to date of these crucial questions at the nexus of politics and economics. Using quantitative data and interviews with investment promotion agencies, investment location consultants, political risk insurers, and decision makers at multinational corporations, Nathan Jensen arrives at a surprising conclusion: Countries may be competing for international capital, but government fiscal policy--both taxation and spending--has little impact on multinationals' investment decisions. Although government policy has a limited ability to determine patterns of foreign direct investment (FDI) inflows, political institutions are central to explaining why some countries are more successful in attracting international capital. First, democratic institutions lower political risks for multinational corporations. Indeed, they lead to massive amounts of foreign direct investment. Second, politically federal institutions, in contrast to fiscally federal institutions, lower political risks for multinationals and allow host countries to attract higher levels of FDI inflows. Third, the International Monetary Fund, often cited as a catalyst for promoting foreign investment, actually deters multinationals from investment in countries under IMF programs. Even after controlling for the factors that lead countries to seek IMF support, IMF agreements are associated with much lower levels of FDI inflows.
*Updated edition with a new foreword on the Trump administration's trade policy* The vast benefits promised by the supporters of globalization, and by their own government, have never materialized for many Americans. In Failure to Adjust Edward Alden provides a compelling history of the last four decades of US economic and trade policies that have left too many Americans unable to adapt to or compete in the current global marketplace. He tells the story of what went wrong and how to correct the course. Originally published on the eve of the 2016 presidential election, Alden’s book captured the zeitgeist that would propel Donald J. Trump to the presidency. In a new introduction to the paperback edition, Alden addresses the economic challenges now facing the Trump administration, and warns that economic disruption will continue to be among the most pressing issues facing the United States. If the failure to adjust continues, Alden predicts, the political disruptions of the future will be larger still.
"A true master class in the art of making the impossible possible." —Paul Polman One of the most vexing human rights issues of our time has been how to protect the rights of individuals and communities worldwide in an age of globalization and multinational business. Indeed, from Indonesian sweatshops to oil-based violence in Nigeria, the challenges of regulating harmful corporate practices in some of the world’s most difficult regions long seemed insurmountable. Human rights groups and businesses were locked in a stalemate, unable to find common ground. In 2005, the United Nations appointed John Gerard Ruggie to the modest task of clarifying the main issues. Six years later, he had accomplished much more than that. Ruggie had developed his now-famous "Guiding Principles on Business and Human Rights," which provided a road map for ensuring responsible global corporate practices. The principles were unanimously endorsed by the UN and embraced and implemented by other international bodies, businesses, governments, workers’ organizations, and human rights groups, keying a revolution in corporate social responsibility. Just Business tells the powerful story of how these landmark “Ruggie Rules” came to exist. Ruggie demonstrates how, to solve a seemingly unsolvable problem, he had to abandon many widespread and long-held understandings about the relationships between businesses, governments, rights, and law, and develop fresh ways of viewing the issues. He also takes us through the journey of assembling the right type of team, of witnessing the severity of the problem firsthand, and of pressing through the many obstacles such a daunting endeavor faced. Just Business is an illuminating inside look at one of the most important human rights developments of recent times. It is also an invaluable book for anyone wanting to learn how to navigate the tricky processes of global problem-solving and consensus-building and how to tackle big issues with ambition, pragmatism, perseverance, and creativity.
Multinational Corporations in Political Environments advances and tests a theory of why foreign corporations leave host states. Theories of international business have often ignored the complexity of corporate decisions about leaving foreign countries, generally assuming that the economic and competitive reasons that prompt multinational corporations to enter host states also explain their subsequent reasons for leaving. Alternatively, this book proposes a theory of how different stakeholders' values and ethics shape multinationals' strategic leaving behaviors. Tested in South Africa when US multinationals were facing diverse pressures from stockholders, governments and consumers to leave, the research provides a prism to isolate how different stakeholders' actions influenced multinationals' behaviors. Detailed analyses of subsidiary-level archival data over a period of four crucial years revealed that the multinationals engaged in diverse forms of leaving reflecting their involvements, strategies and stakeholders' influences. The research, the first to test which stakeholders' strategies, including boycotts and sanctions, influenced multinationals and which did not, and to identify their effects on multinationals' behaviors, has enormous implications for policy makers, managers and social activists. The book also applies the findings and explores implications for recent stakeholders' attempts at influencing multinationals and governments, such as Nike in Asia and the Burmese government, through sanctions, resolutions and boycotts.