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This book challenges conventional wisdom by revealing an extensive and heterogeneous community of foreign businesses in Australia before 1914. Multinational enterprise arrived predominantly from Britain, but other sender nations included the USA, France, Germany, New Zealand, and Japan. Their firms spread out across Australia from mining and pastoral communities, to portside industries and CBD precincts, and they operated broadly across mining, trading, shipping, insurance, finance, and manufacturing. They were a remarkably diverse population of firms by size, organisational form, and longevity. This is a rare study of the impact of multinationals on a host nation, particularly before World War One, and that focuses on a successful resource-based economy. Deploying a database of more than 600 firms, supported by contemporary archives and publications, the work reveals how multinational influence was contested by domestic enterprise, other foreign firms, and the strategic investments of governments in network industries. Nonetheless, foreign agency – particularly investment, knowledge and entrepreneurship – mattered in the economic development of Australia in the nineteenth as well as the twentieth centuries. This book will be of interest to students and researchers in Australian and international economic and business history, the history of economic growth and scholars of international business.
Examines the role of US multinationals "in facilitating access to the US and other overseas markets by local companies, including SMEs." - page ix.
This action plan, created in response to a request by the G20, identifies a set of domestic and international actions to address the problems of base erosion and profit sharing.
Enough is enough In 2011, Amazon paid an effective tax rate of 0.5 per cent on its UK earnings of £3.35 billion. In 2013–14, Apple Australia paid around $80 million in income tax on revenue of over $6 billion. Multinational corporations have avoided trillions of dollars of tax over the past 25 years. Tax avoidance is legal, but its massive abuse by multinationals has had a devastating effect on governments around the world, and has placed an unbearable burden on individual taxpayers and on honest local competitors. Multinational corporations generate profits in around 180 countries around the world. They work hard to avoid, reduce, or delay their tax obligations for as long as possible, and they generally succeed. Sometimes they pay nothing or, at best, the percentage of their multibillion-dollar incomes that they pay in tax is a lot less than the percentage an individual worker pays. Four accounting firms — PricewaterhouseCoopers, Ernst & Young, KPMG, and Deloitte — are the global accountants and tax advisers for the multinationals. They have been paid over $500 billion in the past 25 years to prepare annual accounts and to manage the multinationals’ tax affairs. The favourite tool of the ‘Big Four’ accountancies to minimise tax for their multinational clients is transfer pricing: a complex and confusing array of methodologies and strategies that works to reduce tax or even avoid tax payments altogether. The Great Multinational Tax Rort explains how transfer pricing developed, and describes the strategies and tactics that the Big Four global accounting firms use on behalf of their voracious clients. Written by Martin Feil, one of the few independent experts on transfer pricing and profit repatriation by multinationals — a former poacher turned gamekeeper — this is a call to arms for citizens and governments to restore a fair taxation system.
Game-changing disruptions will likely unfold on your watch. Be ready. In Dual Transformation, Scott Anthony, Clark Gilbert, and Mark Johnson propose a practical and sustainable approach to one of the greatest challenges facing leaders today: transforming your business in the face of imminent disruption. Dual Transformation shows you how your company can come out of a market shift stronger and more profitable, because the threat of disruption is also the greatest opportunity a leadership team will ever face. Disruptive change opens a window of opportunity to create massive new markets. It is the moment when a market also-ran can become a market leader. It is the moment when business legacies are created. That moment starts with the core dual transformation framework: Transformation A: Repositioning today’s business to maximize its resilience, such as how Adobe boldly shifted from selling packaged software to providing software as a service. Transformation B: Creating a new growth engine, such as how Amazon became the world’s largest provider of cloud computing services. Capabilities link: Fighting unfairly by taking advantage of difficult-to-replicate assets without succumbing to the “sucking sound of the core.” Anthony, Gilbert, and Johnson also address the characteristics leaders must embrace: courage, clarity, curiosity, and conviction. Without them, dual transformation efforts can founder. Building on lessons from diverse companies, such as Adobe, Manila Water, and Netflix, and a case study from Gilbert’s firsthand experience transforming his own media and publishing company, Dual Transformation will guide executives through the journey of creating the next version of themselves, allowing them to own the future rather than be disrupted by it.
Through a series of international case studies, the nature and the geographical implications of the development of multinational corporations is examined. The volume concentrates on the latter Post-War period of corporate restructuring and readjustment in response to world-wide recession in the mid-1980s. The volume is divided into two parts. In the first each of the chapters considers a particular aspect of the problem of how multinational corporations have developed. In the second part the chapters consider different aspects of the economic and social impacts of these corporations. The common theme that links all the papers is their emphasis on careful historical analysis of different forms of spatial organisation and their transformation into other, different forms.