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    article “Unleash Innovation in Foreign Subsidiaries” by Birkinshaw, J. & Hood, N. (2001) indicates the four incentive tactics to promote innovation in overseas subsidiaries. One intensive attempt of global business is encouraging and making use of brilliant ideas, which are frequently found in remote subsidiaries. To achieve this target, parent companies should consider its foreign units as peninsulas instead of islands. This means that each far-off subsidiary is a not a discrete unit but is the complement

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    The Albazero Case Study

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    The judicial statement of Roskill LJ observed in The Albazero [1977] AC774 held plenty of arguments in modern world today. To reach an extent of agree or disagree the judicial statement, it should be critically analysed from a legal perspective: a) “…each company in a group of companies…” b) “…separate legal entity possessed of separate legal rights and liabilities so that the rights of one company in a group cannot be exercised by another company in that group …” c) “…it is perhaps permissible under

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    become associated in the production of goods and services in a foreign location productively. Joint Ventures (JVs) are becoming more and more important to multinational enterprises as it is more beneficiary to the business than the Wholly Owned Subsidiaries (WOSs) in foreign countries where there is an uncertainty between both the formal and informal external environment. (DON’T FORGET TO CITE HERE!!! slagen) . Advantages of breaching out to foreign countries can be the ability of MNEs to start up

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    Business’s choice of entry modes in international market and its advantages and disadvantages Introduction Well known companies like Nike, Microsoft, Sony, Shell Group are just some of the big companies that went global and expanded their trading around the world, they are large businesses that operate internationally in many countries. Development of worldwide integration urges companies to reach out international markets and interact with foreign customers. Businesses focus on fulfilling the

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    Caru Coetzee

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    insolvent subsidiary company can enforce their claims against the other members of a company group. 1. The liability of members of a company group to the creditors of an insolvent subsidiary company (OR whether the law provides adequate protection to creditors and shareholders of insolvent companies. ) A group of companies refers to the relationship between a parent or holding company and its subsidiaries. A group of companies has a distinct legal personality, but every one of the subsidiary companies

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    Overview: Capital Pty Ltd, a wholly owned subsidiary, has challenged the Commissioner of Tax whom quashed its claim for the tax deduction for a bad debt written off to its parent company, Eastfield Ltd. As such, the key issue pivots on the tax deductibility of the failed business project undertaken by Eastfield Ltd. The prospects of effectively receiving the tax benefit will be examined via the validity of the doubts raised by the Commissioner, whom justified them on the basis that Capital Pty Ltd

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    to be regarded as a legal entity with a separate legal personality, distinct from that of its members. However, the case has highlighted potential alternative sources of liability for parent companies establishing wholly owned single-purpose subsidiaries - in many industry sectors, including shipping, property and big-ticket asset finance. The basic principles The principle of separate corporate personality has been established for over a century. In the leading case of Salomon -v- Salomon

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    past success was powered by superior product standards and service levels through little innovation. The formation of the Subsidiary Divisions in 2004 created shortcomings in the company’s configuration as it evolved into a much more complex organization than the one run previously by the Stone Family. This shift by Billing’s to increased innovation and the addition of the Subsidiary Division is causing significant challenges. The increased focus on innovation is causing an extreme segregation within

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    Assessing Carrefour’s Foreign Market Entry

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    business, as the chain was increasing and expanding rapidly. Carrefour internationalised by introducing stores in Europe and Asia. This was achieved either by taking ownership of foreign stores or entering the market through the use of a wholly owned subsidiary. Carrefour had a large impact and influence on the markets entered; such that the introduction of the hypermarket industry resulted in 16 hypermarkets creating partnerships with the Group. In 2008, Carrefour opened 1,191 new stores which resulted

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    possessed by its subsidiary that was called Bronze. Bronze had no business and the main resource was the premises, of which DHN was the licensee. 3. The subsidiary has been obtained after the premises has been vested in it by a bank which has propelled cash for the purchase of the premises and which held land through the subsidiary as security for credit. 4. Vehicles of the business were possessed by another subsidiary, D.H.N. Food Transport Ltd. 5. DHN held every share in both the subsidiaries and the organization

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