摘要:

AbstractDeveloping countries around the world are liberalizing their trade and investment regimes. This paper, based on a multiyear, multicountry study, assesses the likely impact of these new trade and investment policies on foreign investment projects. It points to the divergence between rhetoric and reality that often characterizes the new investment policies and institutions. Indeed, the study suggests that, for many foreign investors, changes in trade policy are likely to be more significant than changes in investment policy. The paper provides recommendations to investors on how to take advantage of the new policies they are likely to encounter in developing countries. © 1993 John Wiley&Sons, Inc

ISSN:0020-6652    

DOI:10.1002/tie.5060350502

出版商:Wiley Subscription Services, Inc., A Wiley Company    

年代:1993

数据来源: WILEY

摘要:

AbstractThis article examines the determinants of technology development and acquisition for companies based in a newly industrializing nation. The actual selection of a method for acquiring a technological capability has to be analyzed at the firm level and is influenced by attributes of the technology in question, as well as by the attributes of the technology‐receiving organization. This article demonstrates that the selection of a technology transfer method has to be done on a case‐by‐case basis and provides several criteria. These criteria are, however, conditioned by the economic environment faced by the company, and government policies. Taiwan is chosen as an illustration in this article because it is a country trying to formulate a technology policy for its economy. Its days as a low‐cost producer of relatively unsophisticated goods are almost over. Yet the small scale of much of Taiwan's industry, growing technological protectionism, as well as changes in marketing and business organization in principal overseas markets, are some of the constraints on the ability of its companies to reach the cutting edge of technology in most industries. The article concludes by examining the role of the Taiwan government and indicating some policy directions. © 1993 John Wiley&S

ISSN:0020-6652    

DOI:10.1002/tie.5060350503

出版商:Wiley Subscription Services, Inc., A Wiley Company    

年代:1993

数据来源: WILEY

摘要:

AbstractDespite major changes in French business during the past decade, the profile of the French CEO has changed little. Top managers remain graduates of elite professional schools with prestigious civil service corps membership, lengthy careers in state service, and relatively short business careers. This article assesses the impact of this system on French management, relying in part on a series of interviews conducted in France with over 40 top business and government officials. © 1993 John Wiley&Sons, Inc

ISSN:0020-6652    

DOI:10.1002/tie.5060350504

出版商:Wiley Subscription Services, Inc., A Wiley Company    

年代:1993

数据来源: WILEY

摘要:

AbstractThis article compares American and European expatriate managers' backgrounds, job satisfaction, and perception of local work and cultural environment in Turkey in reference to their adaptation to the host country and their job performance. It reports that the sample managers demonstrate differences in all these dimensions. Therefore multinational companies are recommended to develop human resources policies in choosing expatriate managers most likely to adapt to work and host country environments by paying attention to managerial qualifications and local conditions. They should also train and prepare both expatriate and local managers to ensure smooth relationships between two groups. © 1993 John Wiley&Sons, Inc

ISSN:0020-6652    

DOI:10.1002/tie.5060350505

出版商:Wiley Subscription Services, Inc., A Wiley Company    

年代:1993

数据来源: WILEY

摘要:

AbstractThis article recounts various Japanese business approaches touted in the 1980s as “Lessons from Japan” for U.S. managers. The logical expectation, given the sheer bulk of the literature, was that U.S. managers would become more “Japanese” in their business strategies and goals while the Japanese would have become more entrenched in their approaches. Questionnaire responses from 95 Japanese and 70 American firms suggest, however, that U.S. managers tend to make few shifts from the strategies and goals they emphasized in the 1980s. Meanwhile Japanese managers report that they expect to move toward more “American” business practices. © 1993 John Wil

ISSN:0020-6652    

DOI:10.1002/tie.5060350506

出版商:Wiley Subscription Services, Inc., A Wiley Company    

年代:1993

数据来源: WILEY

ISSN:0020-6652    

DOI:10.1002/tie.5060350507

出版商:Wiley Subscription Services, Inc., A Wiley Company    

年代:1993

数据来源: WILEY

ISSN:0020-6652    

DOI:10.1002/tie.5060350501

出版商:Wiley Subscription Services, Inc., A Wiley Company    

年代:1993

数据来源: WILEY