Multinational Corporations and the Realisation of Economic and Social Rights Daniel Aguirre( 1. Introduction Although the traditional view of human rights law concerns the relationship between the state and the individual‚[1] increasing attention has been focused on private actors and their effect on human rights. Private actors have duties under international law. This has been confirmed through judicial decisions and treaty interpretation‚ and highlighted by academic
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Strategic Alliance – Whirlpool Corporation and Inland Steel CASE Faced with intense competition‚ increasing expectations from customers‚ reduced product life cycles‚ and localized geographic markets‚ Whirlpool Corporation (a Fortune 500 manufacturer of appliances) realized that the need to achieve a competitive advantage from its sourcing and material efforts was greater than ever. Part of the strategy to achieve this advantage involved pursuing an alliance with a key steel supplier. Steel is
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GLOBALIZATION AND TRANSNATIONAL CORPORATIONS Economic integration as a hallmark of globalization • FDI increase • Increase of international currency transactions • Growth of marginal courtiers Global blessing or contagious disease? • Asian crisis Capitalism not yet fully globalized? • Core of the economy –30 countries: Asian Pacific‚ Western Europe‚ North America • Geopolitical changes: Soviet Union demise • Unequal development of technology
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Ireland & Hoskisson‚ 2013). This is accomplished through a strategic alliance where firms share‚ exchange and combine resources and capabilities to generate a competitive advantage (Hitt‚ et al.‚ 2013). Complementary strategic alliance is the most effective technique when acquiring and sustaining a competitive advantage (South University‚ 2013). Hitt‚ Ireland & Hoskisson defines complementary strategic alliances as “business-level alliances in which firms share some of their resources and capabilities
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Canon Inc. is a Japanese multinational corporation that specializes in the manufacture of imaging and optical products‚ including cameras‚ photocopiers‚ steppers and computer printers. Its headquarters are located in Ōta‚ Tokyo‚ Japan.[2] Canon deals in consumer home office‚ office equipments‚ production printing‚ professional imaging products‚ broadcast & communication‚ healthcare technologies and semi-conductor equipments & industriql products. with high-performance products from Canon in
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1. How did OBI capitalize on the strengths of its multi-domestic strategy when shifting the structure to a transnational organization? 2. Why did OBI create “Centers of Competency”? 3. How does shifting from a multi-domestic to a transnational model affect the organization’s culture? 4. How did it affect HR? Overview of paper After I read many times of the case “Vignette 2.1 Integrated Recruitment Strategy in Action - Internationalization of human resources at OBI”‚ I write this paper as my
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POSSIBLE ADVANTAGES OF A MULTINATIONAL CORPORATION A multinational corporation (MNC) is a corporation that is registered in more than one country or that has operations in more than one country. In other words‚ business enterprise with manufacturing‚ sales‚ or service subsidiaries in one or more foreign countries‚ also known as a transnational or international corporation. Multinational companies provide some advantages in itself. Now‚ I am going to explain the advantages of these
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INTRODUCTION The collaborations between companies have been one of the most critical changes in industrial field during the last three decades. Through outsourcing and taking off ‘non-core’ activities‚ corporate borders have been pulled back and large companies are increasingly cooperated with other companies to access resources and devote themselves to activities outside their own boundaries. Business cooperative relationship between companies is regarded as ‘hybrid’ organizational forms (Borys
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D ANISH R ESEARCH U NIT FOR I NDUSTRIAL D YNAMICS DRUID Working Paper No 03-15 Globalisation of Innovation: The Role of Multinational Enterprises by Rajneesh Narula and Antonello Zanfei Globalisation of Innovation: The Role of Multinational Enterprises Rajneesh Narula Dept. of International Economics & Management‚ Copenhagen Business School‚ Howitzvej 60 2000 Frederiksberg‚ Denmark e-mail rn.int@cbs.dk Antonello Zanfei Version: 26 November 2003 Forthcoming
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strategic alliance “A strategic alliance is an agreement between two or more parties to pursue a set of agreed upon objectives needed while remaining independent organizations. This form of cooperation lies between Mergers & Acquisition and organic growth.” Partners may provide the strategic alliance with resources such as products‚ distribution channels‚ manufacturing capability‚ project funding‚ capital equipment‚ knowledge‚ expertise‚ or intellectual property. The alliance is a cooperation or collaboration which
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