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Role and importance of the multinational corporations
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Positive and negative impacts of multinational corporations
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Company or enterprise operating in several countries, usually defined as one that has 25% or more of its output capacity located outside its country of origin. The world's four largest multinationals in 2000, were Exxon Mobil, Wal-Mart Stores, General Motors, and Ford Motor their joint revenues were more than the combined gross national product of all African countries. 22 multinationals made more than $6 billion profit in 2000, and Exxon Mobil made $17.7 billion profit, a 124% increase over the previous year. The value of mergers and acquisitions in 2000 was estimated at $3.2 trillion, the most notable being Pfizer with Warner-Lambert in a $116 billion deal, and Glaxo Wellcome's purchase of SmithKline Beecham for $76 billion (to create GlaxoSmithKline). Multinationals are seen in some quarters as posing a threat to individual national sovereignty, and as using undue influence to secure favourable operating conditions.
Following the globalization, many companies in developed countries move factories to developing nations. As a multinational company, there is at least one facility in one country other than its home country. Those companies have offices and factories in different countries and usually have a centralized head office in their home country. Advocates of multinationals say they create jobs and wealth. And multinationals can improve technology in developing countries, which are in need of this. On the other hand, critics say multinational companies often barely pay employees enough to live on in developing countries, and it is unethical to pay cheap wages.
Transnational Corporations (TNCs) are firms that have the power to coordinate and control operations in more than one country, even if they do not own them. Many of the overseas branches of TNCs are located in less developed countries (LDCs), including newly industrialised economies (NIEs), recently industrialised economies (RIEs) and least developed economies. Generally, the socio-economical, environmental, cultural and political impacts brought by TNCs are more positive in more developed LDCs such as NIEs and some RIEs than other countries, mainly least developed countries.
Total revenues increased 17% to $52.5 billion in 2004 and39% to $44.7 billion in 2003, primarily due to the acquisition of Pharmacia Corporation (Pharmacia) on April 16, 2003, the impact of foreign exchange and strong product performance
Gillies, G. (2005) Transnational Corporations and International Production. Concepts, Theories and Effects, Edward Elgar, Cheltenham
Maris, D. (2012) ‘What’s Really Driving the Pharma M&A Frenzy’, Forbes, 27 April [Online]. Available at: http://www.forbes.com/sites/davidmaris/2012/04/27/pharma-feeding-frenzy/ (Accessed at: 15 December 2013)
A MNE is an enterprise, which has its services and assets in more than one country. MNE’s have offices and production unit in different countries known as host countries with a head office in the home country where all global management decisions are coordinated. E.G.: Coca-Cola, Toshiba, and Honda. MNE’s play a very important role in globalization.
Recently, multinational companies have lost their standing in the community and many view businesses as part of the problems plaguing the society. Nonetheless, the reduction in public sector resources and its power has put more pressure
Multinational enterprises date back to the era of merchant-adventurers, when the Dutch East India Company and the Massachusetts Bay Company traversed the world to extract resources and agricultural products from colonies (Gilpin 278-79). While contemporary multinational corporations (MNCs) do not command the armies and territories their colonial counterparts did, they are nevertheless highly influential actors in today’s increasingly globalized world.
Multinational enterprise (MNE) is “a company that is headquartered in one country but has operations in one or more other countries” (Rugman and Collinson 2012, p.38) that has at least one office in different countries but centralised home office. These offices coordinate global management in the context of international business. MNEs have increasingly essential influence on the development of the global economy and coordinate with other companies in different business environments. However, there are many issues involved with how MNEs operate well overseas, especially in emerging markets (EMs) (Cavusgil et al., 2013, p.5).
“Exchange rates are the amount of one country’s currency needed to purchase one unit of another currency (Brealey 1999, p. 625)”. People wanting to exchange some money for their vacation trip will not be too much bothered with shifts if the exchange rates. However, for multinational companies, dealing with very large amounts of money in their transactions, the rise or fall of a currency can mean getting a surplus or a deficit on their balance sheets. What types of exchange rate risks do multinational companies face?
3. How should multinationals deal with human rights abuses by foreign governments? Bribery attempts? Other questions practices? Should they involve themselves in the issue at all? Why?
In today’s continuously changing world, many experts say that globalization is what every business, organization, and nation should seek and welcome as a positive change. However, many people are unaware of the main focus and meaning of Globalization, especially in comparison to Localization. A large number of people believe that globalization is just another common word used to refer to changes and differences that cannot be explained or accounted for. Therefore, many different activities or changes are improperly labeled to be a part of or caused by globalization.
...ll as private sectors have gone international with new ventures outside the country. These companies are generating revenue, though modest compared to their overall sales revenue, by deputing their expert personnel outside.
Wilkins, M. (2005), "Multinational enterprise to 1930: discontinuities and continuities", chapter 2 in A.D. Chandler and B. Mazlich (eds. Leviathans: Multinational Corporations and the New Global History, New York: Cambridge University Press. Jones, G. G. (2005), "Multinationals from the 1930s to the 1980s", chapter 3 in A.D. Chandler and B. Mazlich (eds. Leviathans: Multinational Corporations and the New Global History, New York: Cambridge University Press. Chandler, A.D. (1986), "Technological and organizational underpinnings of modern industrial multinational enterprise: the dynamics of competitive advantage", chapter 2 in A. Teichova, M. Lévy-Leboyer and H. Nussbaum (eds. ), Multinational Enterprise in Historical Perspective, New York: Cambridge University Press.
Nowadays, business is set in a global environment. Companies not only regard their locations or primary market bases, but also consider the rest of the world. In this context, more and more companies start to run multinational business in various parts of the world. In this essay, companies which run multinational business are to be characterized as multinational companies'. By following the globalization campaign, multinational companies' supply chains can be enriched, high costs work force can be transformed and potential markets can be expanded. Consequentially, competitive advantages of companies can be strengthened in a global market. Otherwise, some problems are met in the changed environments in foreign countries at the same time. The changed environments can be divided into four main aspects, namely, cultural environment, legal environment, economic environment and political system problems. All the changed environments make problems to multinational companies. In particular, problems which are caused by changed culture environment are the most serious aspect of running a multinational business. This essay will discuss these problems and give some suggestions to solve them.