A multinational corporation （MNC） should have its foreign subsidiaries become more competitive so that it can better compete globally and grow. Managing foreign subsidiary＇s competitiveness is vital for overall, lo...A multinational corporation （MNC） should have its foreign subsidiaries become more competitive so that it can better compete globally and grow. Managing foreign subsidiary＇s competitiveness is vital for overall, long-term, and global organizational growth. Strategic global leadership, vision, and culture among the top managers of headquarters and foreign subsidiaries are vital for enabling the subsidiaries to pursue their vision of improved competitiveness. Sustained growth and improved competitiveness in the global organization＇s multiple country environments then become the means for an MNC＇s overall strategic enhancement.展开更多
Business ethics and social responsibility in multinational corporations （MNCs） are more and more challenging, because they are operated in culturally varied environments, which vary from host to host country of each...Business ethics and social responsibility in multinational corporations （MNCs） are more and more challenging, because they are operated in culturally varied environments, which vary from host to host country of each foreign subsidiary and are often very different from the MNC headquarters＇ （HQs） home country culture. A host country＇s societal and cultural factors, combined with local economic conditions and business practices, play major roles in determining the preferred business ethics and social responsibility in each foreign subsidiary. An MNC＇s global HQ should partner with all foreign subsidiaries to determine the global corporate business ethics, social responsibility core, general values, and objectives. Further, each foreign subsidiary should develop in partnership with the HQ, the customized details of its business ethics, social responsibility objectives, goals, strategies, and specific programs for its host country＇s environment.展开更多
The international US executive in foreign assignments faces more obstacles than his counterpart for domestic assignments. He has to pursue better coping skills for： cultural, communication and language, self-capabili...The international US executive in foreign assignments faces more obstacles than his counterpart for domestic assignments. He has to pursue better coping skills for： cultural, communication and language, self-capability, stress management, and adjustment issues in the foreign settings. Premature return can be obviated through improved pre-departure training and post-arrival mentoring. US expatriates who are selected for foreign assignments in culturally distant and operationally different countries have an especially important need for their development and training. The challenge to adapt and become functional and fluent in the local surroundings in a very short time is very difficult for the expatriate. The expatriate＇s strange and difficult-to-fathom foreign environment causes him to be anxious as he works hard to adjust and be effective. The obstacles of dealing with the different business customs, social etiquette, and language differences make it difficult for communication, operating environments, and building professional relationships in an appropriate manner. He has to deal with the strangeness and unfamiliarity during the initial period after his arrival in the foreign country. This is further compounded by the pressing need for him to show good performance and produce results in his foreign assignment. He struggles to adjust and to perform the technical aspects of his task.展开更多
文摘A multinational corporation （MNC） should have its foreign subsidiaries become more competitive so that it can better compete globally and grow. Managing foreign subsidiary＇s competitiveness is vital for overall, long-term, and global organizational growth. Strategic global leadership, vision, and culture among the top managers of headquarters and foreign subsidiaries are vital for enabling the subsidiaries to pursue their vision of improved competitiveness. Sustained growth and improved competitiveness in the global organization＇s multiple country environments then become the means for an MNC＇s overall strategic enhancement.
文摘Business ethics and social responsibility in multinational corporations （MNCs） are more and more challenging, because they are operated in culturally varied environments, which vary from host to host country of each foreign subsidiary and are often very different from the MNC headquarters＇ （HQs） home country culture. A host country＇s societal and cultural factors, combined with local economic conditions and business practices, play major roles in determining the preferred business ethics and social responsibility in each foreign subsidiary. An MNC＇s global HQ should partner with all foreign subsidiaries to determine the global corporate business ethics, social responsibility core, general values, and objectives. Further, each foreign subsidiary should develop in partnership with the HQ, the customized details of its business ethics, social responsibility objectives, goals, strategies, and specific programs for its host country＇s environment.
文摘The international US executive in foreign assignments faces more obstacles than his counterpart for domestic assignments. He has to pursue better coping skills for： cultural, communication and language, self-capability, stress management, and adjustment issues in the foreign settings. Premature return can be obviated through improved pre-departure training and post-arrival mentoring. US expatriates who are selected for foreign assignments in culturally distant and operationally different countries have an especially important need for their development and training. The challenge to adapt and become functional and fluent in the local surroundings in a very short time is very difficult for the expatriate. The expatriate＇s strange and difficult-to-fathom foreign environment causes him to be anxious as he works hard to adjust and be effective. The obstacles of dealing with the different business customs, social etiquette, and language differences make it difficult for communication, operating environments, and building professional relationships in an appropriate manner. He has to deal with the strangeness and unfamiliarity during the initial period after his arrival in the foreign country. This is further compounded by the pressing need for him to show good performance and produce results in his foreign assignment. He struggles to adjust and to perform the technical aspects of his task.
