multinational companies (MNCs)
competitive advantages 28–30, 36–41
foreign direct investment (FDI) 10–11
HRM in 58–61
reason for 15–19
strategy 36–8, 42–8, 49 , 67–74
structure 41–51
typology 45–51
empirical test 51–8
vsdomestic firms 34–6
multinational flexibility 36–7, 38
multinational phase (III) 69, 70–1, 72
multiple stakeholder interests 239–40national comparative and competitive
advantage 19–24, 28
national defender role 81
national vsEuro-company 462–6
national vsmultinational companies
(MNC) 34–6
networks
control 56
EWC 473, 474
integrated structure 48
neutral vsaffective dimensions 151
new world order 25–7
Nokia 95, 105
non-identical reproduction 135–6
non-location vslocation-bound
advantages 39–41
‘Nordic’ capitalist model 417, 423
norms 149
Northern European capitalist model 417
Novartis 93, 96‘open co-ordination’ method 439–42
open vsclosed selection systems 374–5
opportunities and risks 36–7
organization theory seeculturalism;
institutionalism
organization(s)
benefits from expatriate assignments 336
cross-cultural training (CCT)
needs 288
design and subsidiary role 52, 53
development motives 259, 260, 261–2
performance criteria 322–3
processes, women 372–5
repatriation 338–9, 343–7
other’s orientation dimension 269, 367
see alsointerpersonal relationships
outer vsinner directedness 154, 155 , 158
output control 55–6, 57
output vsinput market differences 28–9
‘outsider’ vs‘insider’ systems 463–4ownership
business systems typology 129–31
EU 181
family 46, 181, 464
MNCs 18, 39–40, 41
property regime 413–14, 415
see alsostate-owned enterprises (SOEs)parent country nationals (PCNs) 252–6
compensation 314, 315
vshost country nationals (HCNs) 256–9
see alsoexpatriates
part-time work 184, 185
particularism vsuniversalism 151, 153
path dependency 425–7
perceptual dimension 269, 367
performance management 317–25, 328
and compensation 321–2
and cross-cultural training (CCT) 321
goal achievement appraisal 320–1
links to MNC strategy 319–20
links to repatriation 350–1
performance appraisal 324–5
performance criteria 322–4
setting individual goals 320
virtual assignments 327
personal centralized control 55, 56–7
personality traits 268, 366–7
philosophical tradition, Chinese 196–200,
208, 211–12
physical resources 21
‘plateaued-career free agents’ 275, 276
PLC seeproduct life cycle
political approach, employment practices
transfer 393–4
political autonomy 427
polycentric (host country) orientation
59, 60, 252, 312–13, 473
polychrony 152
Porter’s diamond 20, 21
position filling 259, 261–2, 263, 264
positive economic nationalism 27
post-colonial countries 223–4
management systems 225–31
post-instrumental management
226–8, 230–1
power distance 144, 146 , 148, 158
power imbalances 241–4
primary vssecondary production
processes 123–5
private enterprise culture 175
product division structure 42–4, 47–8
product life cycle (PLC) 16–17, 19,
37, 41
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