Managerial Approaches and Organizational Performance of Multinational Enterprises in Nigeria
Keywords:
Foreign Direct Investment (FDI), Organizational Performance, Multinational Corporations (MNC)
Abstract
The study investigated the implication of foreign direct investment flows in the prevalence of management approaches in the multinational organizations in Nigeria. The multivariate regression analysis was employed for the identification of factors of the Nigeria investment environment (other than fiscal performance) that may have strong mediating impact. Results from the analysis proved that the predominant staffing strategy in most multinational organizations with FDI presence skew to polycentric (β = 0.28; p < 0.05) staffing approach more than to ethnocentric (β = 0.03; p < 0.05). This can be explained by the prevalence of homeland staffers occupying strategic position in host country’s offices. Manager’s perception of employee effectiveness is largely influenced by the employee level of aptitude and the employee tacit personality traits.
References
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12. Bird, A., Taylor, S. and Beechler, S. (1998); A typology of human resource management in Japanese Multinational corporations: Organizational Implications. Human Resources Managemen Journal 37(2).
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14. Botrić, V., & Škuflić, L. (2006); Main Determinants of Foreign Direct Investment in the Southeast European Countries. Transition Studies Review, 13(2), 359–377.
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34. Hafsi, T. and Farashahi, M. (2005); Applicability of Management theories to developing countries: a synthesis. 45(4).
35. Harzing A-W (2001) Of bears, bumble-bees, and spiders: the role of expatriates in controlling foreign subsidiaries. J World Bus 36:366–379
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39. Jaumotte, F. (2004); “Foreign direct investment and regional trade agreements: The market size effect revisited”, IMF Working Paper No. 04/206. International Monetary Fund, Washington, D.C.
40. Jaussaud J, Schaaper J (2006) Control mechanisms of their subsidiaries by multinational frms: a multidimensional perspective. J Int Manag 12:23–45
41. Khaliq, A., & Noy, I. (2007); Foreign direct investment and economic growth: Empirical evidence from sectoral data in Indonesia. Retrieved from http://www.economics.hawaii.edu/research/workingpapers/WP_07-26.pdf
42. Kraus K, Lind J (2010) The impact of the corporate balanced scorecard on corporate control—a research note. Manag Account Res 21:265–277
43. Kumar, K., Boesso, G., Favotto, F., & Menini, A. (2012). Strategic Orientation, Innovation Patterns and Performances of SMEs and Large Companies, Journal of Small Business and Enterprise Development, 19, 132-145.
44. Lepak, D. P., Shaw, J. D., 2008, ”Strategic HRM in North America: looking to the future,” The International Journal of Human Resource Management, Vol. 19, No. 8, August 2008, 1486–1499
45. Li, Xiaoying and Xiaming Liu. (2004); “Foreign direct investment and economic growth: An increasingly endogenous relationship”. World Development, 3(3): 393-407.
46. Liu, B., & Fu, Z. (2011). Relationship between strategic orientation and organizational performance in born global: A critical review, International Journal of Business and Management, 6 (3), 109-115.
47. Porter, M. E. (2000); “Measuring the National Environmental Performance and its Determinant”, in Jeffrey Sachs, et al., eds, The Global Competitiveness Report, New York: Oxford University Press.
48. Moses, C., Moore, K., Pleasant, J., & Vest, D. (2011). Adapting the E.P.R.G paradigm to internationalizing business schools: a conceptual framework, International Journal of Business and Social Science, 2 (3), 60-67
49. Müller, T. and M. Schnitzer (2006). Technology transfer and spillovers in international joint ventures Journal of International Economics 68, 456-468
50. Nankervis, A., Baird, M., Coffey, J., & Shields, J. 2013, Human Resource Management: Strategies & Practice, 8thed., Melbourne: Cengage.
51. Nzioka, A. (2017). Strategic Responses to Environmental Challenges and Competitive Advantage of Fintech Firms in Kenya. Research Project. Nairobi. University of Nairobi.
52. Obadan, M. I. (2004); “Foreign Capital Flows and External Debt: Perspectives on Nigeria and the LDCs Group”. Lagos: Broadway Press Ltd.
53. Obeidat, B. Y. (2016). The Effect of Strategic Orientation on Organizational Performance: The Mediating Role of Innovation, International Journal of Communications, Network and System Sciences, 9, 478-505
54. Obwona, Marios B. (2004), “Foreign direct investment in Africa”. In Financing Pro-Poor Growth: AERC Senior Policy Seminar VI, Kampala, Uganda, 2-4 March 2004 – Seminar Papers, pp. 60-95. Nairobi: Arican Economic Research Consortium.
55. OECD. (2002). Foreign direct investment for development and maximising benefits. Office for national statistics. Retrieved from http//www.ons.gov.uk/statbullettin on 09.01.2018.
56. Oghojafor, B., George, O. and Owoyemi, O. (2012); Corporate Governance and National Culture are Siamese Twins: The Case of Cadbury (Nigeria) Plc. International Journal of Business and Social Science., 3(15): 270.
57. Onodugo Vincent.A (2013); Multinational corporations (MNCs) and employment and labour conditions of Developing Countries: The Nigerian Experience. European Journal of Business and SocialSciences,1( 6), 67-76.
58. Osuagwu, E.S., Nwokoma, N. (2017), Empirical assessment of the competitive conduct of Nigerian banks in a post-consolidation era. Research in International Business and Finance, 41, 412-422.
59. Perlmutter, H. V. (1969). The Tortuous Evolution of Multinational Enterprises. Columbia Journal of World Business, 1, 9-18.
60. Perlmutter, V. H., & Heenan, A. D. (2000). "How multinational should your top managers be?". Harvard Business Review, 1-13
61. Plesner Rossing C (2013) Tax strategy control: the case of transfer pricing tax risk management. Manag Account Res 24:175–194
62. Prahalad, C.K. and Bettis, R.A. (1986) The Dominant Logic: A New Linkage between Diversity and Performance. Strategic Management Journal, 7: 485-501.
63. Pudelko M, Tenzer H (2013) Subsidiary control in Japanese, German and US multinational corporations: direct control from headquarters versus indirect control through expatriation. Asian Bus Manag 12:409–431
64. Rozkwitalska, M., & Gdańska, P. (2009). Cultural Dilemmas of International Management, Journal of Intercultural Management, 1 (1), 91–99
65. Sagepub. (2002), The International Business Challenge. Retrieved from sagepub.com: http://www.sagepub.com/upm-data/26072_1.pdf
66. Schaaper J, Mizoguchi S, Nakamura H, Yamashita S (2011) Control of French and Japanese subsidiaries in China: implementing control mechanisms before and after the global economic crisis. Asia Pac Bus Rev 17:411–430
67. Seifzadeh, P. (2016). Effect of Centricity on Mode of Choice of Entry to International Markets by Iranian Firms, The international journal of business & management, 4 (5), 170-181
68. Shahid, S., Siddiqi, N. S., & Shafi, A. (2015). Impact of HR System on Organizational Performance in Multinational National Companies in Pakistan by using Ethnocentric, Polycentric and Geocentric Management Approaches as Moderators, European Journal of Business and Management, 7 (7), 14-26
69. Spencer, T. (2011, December 1), Porter’s Six Steps of Strategic Positioning. . Retrieved from from Tom Spencer:: http://www.tomspencer.com.au/2009/08/16/porter% E2%80%99s-six-steps-of-strategic-positioning/
70. Tutar, H., Nart, S., & Bingöl, D. (2015). The Effects of Strategic Orientations on Innovation Capabilities and Market Performance: The Case of ASEM, Procedia - Social and Behavioral Sciences, 207, 709-719
71. Ulrich, D., Brockbank, W., Ulrich, M., Younger, J., 2013, Global HR Competencies: Mastering competitive value from the outside in, (NY: McGraw-Hill,).
72. Umoh, O., Jacob, A., & Chuku, C. (2012); Foreign Direct Investment and Economic Growth in Nigeria: An Analysis of the Endogenous Effects. Current Research Journal of Economic Theory, 4(3), 53–66.
73. UNCTAD. (2009). Nigeria ranks 19th in the world in attracting FDI. Retrieved from http//www.UNCTAD - export. http://www.unctad.org/en/docs/diaeia2009_en.pdf (Accessed: 19.09.2021).
74. UNCTAD, (2010); United Nations Conference on Trade and Development. World Investment Report: the world investment prospect survey 2010-2012. Available fromhttp://www.unctad.org/en/docs/diaeia20104_en.pdf (Accessed: 19.09.2021).
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76. Venaik, S. (1999), A Model of Global Marketing in Multinational Firms: An Empirical Investigation. The Australian Graduate School of Management
77. Wen, Y., & Thill, J-C. (2016). Identification, structure and dynamic characteristics of the Beijing–Tianjin–Hebei mega-city region, Cambridge Journal of Regions, Economy and Society, 9 (3), 589–611.
78. Westney, D. E., & Zaheer, S. (2003), The Multinational Enterprise as an Organization. The Oxford Handbook of International Business. (A. M. Rugman, & T. L. Brewer , Eds.) New York: Oxford University Press.
79. Williams C, van Triest S (2009) The impact of corporate and national cultures on decentralization in multinational corporations. Int Bus Rev 18:156–167
80. Wood, G., Mazouz, K., Yin, S., 2014, “FDI from emerging nations to Africa: The HRM context,” Human Resource Management, 53(1): 179-201.
81. Wright, P. M., Snell, S. A., 2005, “Partner or Guardian: HR’s Challenge in Balancing Value and Values,” Human Resource Management, Summer 2005, Vol 44, No 2: 177-182.
2. Aglionby, J. (2016). US FinTech Pioneer’s Start-up in Kenya. [Online]. Available: https://www.ft.com/content/05e65d04-3c7a-11e6-9f2c-36b487ebd80a
3. Akinlo, A. E. (2004); Foreign direct investment and growth in Nigeria: An empirical investigation. Journal of Policy Modeling, 26, 627 – 639.
4. Alfaro, L. (2006), “How Does Foreign Direct Investment Promote Economic Growth? Exploring the Effects of Financial Markets on Linkages”, NBER working paper, No 12522.
5. Alfaro, L. (2017); Gains from Foreign Direct Investment: Macro and Micro Approaches. World Bank Economic Review 30, Suppl. 1 (March): S2–S15.
6. Asiedu, E. (2003) “Capital controls and foreign direct investment”. World Development, 32(3): 497-90.
7. Avci, U., Madanoglu, M., & Okumus, F. (2011). Strategic Orientation and Performance of Tourism Firms: Evidence from a Developing Country, Tourism Management, 32, 147-157.
8. Barlett et al. (2008), Transnational Management: Text, Cases and Readings in CrossBorder Management ( 5th ed ed.). New York: McGraw-Hill
9. Barrett, G.V. and Bass, B.M. (1976); Values and the Search for value – free dimensions of culture. Journal of Cross-Cultural Psychology, 18, 143 -164.
10. Bemde-Nabende, A., J. Ford, S. Sen and Slater J (2002); “Foreign Direct Investment in East Asia: Trends and Determinants”. Asia Pacific Journal of Economics and Business 6(1): 4-25.
11. Bernardine,H. J. (2003.) Human Resources management: An Experiential Approach, New York: MacGraw-Hill Incorporation.
12. Bird, A., Taylor, S. and Beechler, S. (1998); A typology of human resource management in Japanese Multinational corporations: Organizational Implications. Human Resources Managemen Journal 37(2).
13. Blythin, J., & Cooten, V. (2017). The Development of FinTech in Nairobi: Contributions to Financial Inclusion and Barriers to Growth. Thesis. Lund. Lund University
14. Botrić, V., & Škuflić, L. (2006); Main Determinants of Foreign Direct Investment in the Southeast European Countries. Transition Studies Review, 13(2), 359–377.
15. Butler, P., McEvoy, G. 2012, “Strategic human resource management and performance: Sharpening the vision,” HRM Review, 22: 43-56.
16. Bwalya, S. M. (2006). Foreign direct investment and technology spillovers: Evidence from panel data analysis of manufacturing firms in Zambia. Journal of Development Economics 81, 514–526.
17. Carkovic, M. and R. Levine (2002); “Does foreign direct investment accelerate economic growth?” University of Minnesota Working Paper Minneapolis. Available at: www. Worldbank.org/research/conferences/ financial-globalization/fdi.pdf.
18. Chenery, H. B., & Stout, A. (2006); Foreign assistance and economic development. Journal of Development American Economic Review, 55, 679 – 733.
19. Choe, J. Il. (2003); Do Foreign Direct Investment and Gross Domestic Investment Promote Economic Growth? Review of Development Economics, 7(1), 44–57.
20. Chowdhury, A. and G. Mavrotas (2006). FDI and Growth: What Causes What? World Economy 29(1), 9-19.
21. Cools M, Slagmulder R (2009) Tax-compliant transfer pricing and responsibility accounting. J Manag Account Res 21:151–178
22. Daszkiewicz N., & Wach, K. (2012). Internationalization of SMEs. Context, Models, Implementation.,Gdańsk: Gdańsk University of Technology Publishers
23. De Gregorio, Jose. (2003) “The role of foreign direct investment and natural resources in economic development”, Working Paper No 196, Central Bank of Chile, Santiago.
24. Deloitte. (2017). A Tale of 44 Cities Connecting Global FinTech: Interim Hub Review 2017. Report. [Online]. Available: https://www2.deloitte.com/content/dam/Deloitte/uk/Documents/Innovation/deloitt e-ukconnecting-global-FinTech-hub-federation-innotribe-innovate-finance.pdf
25. Djordjević, B. (2014). The Importance of Global Marketing, MEST Journal, 2 (1), 116- 124
26. Dossi A, Patelli L (2008) The decision-infuencing use of performance measurement systems in relationships between headquarters and subsidiaries. Manag Account Res 19:126–148
27. Dossi A, Patelli L (2010) You learn from what you measure: fnancial and non-fnancial performance measures in multinational companies. Long Range Plan 43:498–526
28. Dupasquier, C. & Osakwe, P. (2005); “Foreign Direct Investment in Africa: Performance, Challenges and Responsibilities”, African Trade Policy Centre, 21, p.6
29. Dutse, A. Y. (2008); Nigeria’s economic growth: Emphasizing the role of FDI in transfer of technology. Journal of communications of the IBIMA, 3, 12-14.
30. Ekpo, A. H. (2010); Government policy and foreign private investment in Nigeria. The Guardian, p.21.Eviews User’s Guide. (1994 – 1997). Quantitative micro software. United States of America.
31. El-Fergani, S. A. (2003); The Contribution of FDI Economic Development in Libya (in Arabic).Paper presented at the Symposium of Libyan Economy and to Spare the Oil Income, 23 June 2003, University of Al-Thadi.
32. Funke, & Nsouli. (2003), Foreign private investment: Determinants, performance and promotion. CBN Bulletin, pp: 108-112.
33. Guest, D. 2011, “HRM and performance: Still searching for some answers”, HRM Journal, 21(1): 1-13.
34. Hafsi, T. and Farashahi, M. (2005); Applicability of Management theories to developing countries: a synthesis. 45(4).
35. Harzing A-W (2001) Of bears, bumble-bees, and spiders: the role of expatriates in controlling foreign subsidiaries. J World Bus 36:366–379
36. Heyman, W., Teisceva, A.C. 2010, “Is human capital relevant in attracting innovative FDI to China?” FEP Working Papers, No. 388, October, Faculty of Economics: University of Portugal: October
37. Hill, W. L. Charles (2013) International Business, Ninth Edition, Tata McGraw Hill
38. Hofstede, G. (1993); Cultural Constraints in Management Theories, Academy of Management Executive, 7(1): 81-94.
39. Jaumotte, F. (2004); “Foreign direct investment and regional trade agreements: The market size effect revisited”, IMF Working Paper No. 04/206. International Monetary Fund, Washington, D.C.
40. Jaussaud J, Schaaper J (2006) Control mechanisms of their subsidiaries by multinational frms: a multidimensional perspective. J Int Manag 12:23–45
41. Khaliq, A., & Noy, I. (2007); Foreign direct investment and economic growth: Empirical evidence from sectoral data in Indonesia. Retrieved from http://www.economics.hawaii.edu/research/workingpapers/WP_07-26.pdf
42. Kraus K, Lind J (2010) The impact of the corporate balanced scorecard on corporate control—a research note. Manag Account Res 21:265–277
43. Kumar, K., Boesso, G., Favotto, F., & Menini, A. (2012). Strategic Orientation, Innovation Patterns and Performances of SMEs and Large Companies, Journal of Small Business and Enterprise Development, 19, 132-145.
44. Lepak, D. P., Shaw, J. D., 2008, ”Strategic HRM in North America: looking to the future,” The International Journal of Human Resource Management, Vol. 19, No. 8, August 2008, 1486–1499
45. Li, Xiaoying and Xiaming Liu. (2004); “Foreign direct investment and economic growth: An increasingly endogenous relationship”. World Development, 3(3): 393-407.
46. Liu, B., & Fu, Z. (2011). Relationship between strategic orientation and organizational performance in born global: A critical review, International Journal of Business and Management, 6 (3), 109-115.
47. Porter, M. E. (2000); “Measuring the National Environmental Performance and its Determinant”, in Jeffrey Sachs, et al., eds, The Global Competitiveness Report, New York: Oxford University Press.
48. Moses, C., Moore, K., Pleasant, J., & Vest, D. (2011). Adapting the E.P.R.G paradigm to internationalizing business schools: a conceptual framework, International Journal of Business and Social Science, 2 (3), 60-67
49. Müller, T. and M. Schnitzer (2006). Technology transfer and spillovers in international joint ventures Journal of International Economics 68, 456-468
50. Nankervis, A., Baird, M., Coffey, J., & Shields, J. 2013, Human Resource Management: Strategies & Practice, 8thed., Melbourne: Cengage.
51. Nzioka, A. (2017). Strategic Responses to Environmental Challenges and Competitive Advantage of Fintech Firms in Kenya. Research Project. Nairobi. University of Nairobi.
52. Obadan, M. I. (2004); “Foreign Capital Flows and External Debt: Perspectives on Nigeria and the LDCs Group”. Lagos: Broadway Press Ltd.
53. Obeidat, B. Y. (2016). The Effect of Strategic Orientation on Organizational Performance: The Mediating Role of Innovation, International Journal of Communications, Network and System Sciences, 9, 478-505
54. Obwona, Marios B. (2004), “Foreign direct investment in Africa”. In Financing Pro-Poor Growth: AERC Senior Policy Seminar VI, Kampala, Uganda, 2-4 March 2004 – Seminar Papers, pp. 60-95. Nairobi: Arican Economic Research Consortium.
55. OECD. (2002). Foreign direct investment for development and maximising benefits. Office for national statistics. Retrieved from http//www.ons.gov.uk/statbullettin on 09.01.2018.
56. Oghojafor, B., George, O. and Owoyemi, O. (2012); Corporate Governance and National Culture are Siamese Twins: The Case of Cadbury (Nigeria) Plc. International Journal of Business and Social Science., 3(15): 270.
57. Onodugo Vincent.A (2013); Multinational corporations (MNCs) and employment and labour conditions of Developing Countries: The Nigerian Experience. European Journal of Business and SocialSciences,1( 6), 67-76.
58. Osuagwu, E.S., Nwokoma, N. (2017), Empirical assessment of the competitive conduct of Nigerian banks in a post-consolidation era. Research in International Business and Finance, 41, 412-422.
59. Perlmutter, H. V. (1969). The Tortuous Evolution of Multinational Enterprises. Columbia Journal of World Business, 1, 9-18.
60. Perlmutter, V. H., & Heenan, A. D. (2000). "How multinational should your top managers be?". Harvard Business Review, 1-13
61. Plesner Rossing C (2013) Tax strategy control: the case of transfer pricing tax risk management. Manag Account Res 24:175–194
62. Prahalad, C.K. and Bettis, R.A. (1986) The Dominant Logic: A New Linkage between Diversity and Performance. Strategic Management Journal, 7: 485-501.
63. Pudelko M, Tenzer H (2013) Subsidiary control in Japanese, German and US multinational corporations: direct control from headquarters versus indirect control through expatriation. Asian Bus Manag 12:409–431
64. Rozkwitalska, M., & Gdańska, P. (2009). Cultural Dilemmas of International Management, Journal of Intercultural Management, 1 (1), 91–99
65. Sagepub. (2002), The International Business Challenge. Retrieved from sagepub.com: http://www.sagepub.com/upm-data/26072_1.pdf
66. Schaaper J, Mizoguchi S, Nakamura H, Yamashita S (2011) Control of French and Japanese subsidiaries in China: implementing control mechanisms before and after the global economic crisis. Asia Pac Bus Rev 17:411–430
67. Seifzadeh, P. (2016). Effect of Centricity on Mode of Choice of Entry to International Markets by Iranian Firms, The international journal of business & management, 4 (5), 170-181
68. Shahid, S., Siddiqi, N. S., & Shafi, A. (2015). Impact of HR System on Organizational Performance in Multinational National Companies in Pakistan by using Ethnocentric, Polycentric and Geocentric Management Approaches as Moderators, European Journal of Business and Management, 7 (7), 14-26
69. Spencer, T. (2011, December 1), Porter’s Six Steps of Strategic Positioning. . Retrieved from from Tom Spencer:: http://www.tomspencer.com.au/2009/08/16/porter% E2%80%99s-six-steps-of-strategic-positioning/
70. Tutar, H., Nart, S., & Bingöl, D. (2015). The Effects of Strategic Orientations on Innovation Capabilities and Market Performance: The Case of ASEM, Procedia - Social and Behavioral Sciences, 207, 709-719
71. Ulrich, D., Brockbank, W., Ulrich, M., Younger, J., 2013, Global HR Competencies: Mastering competitive value from the outside in, (NY: McGraw-Hill,).
72. Umoh, O., Jacob, A., & Chuku, C. (2012); Foreign Direct Investment and Economic Growth in Nigeria: An Analysis of the Endogenous Effects. Current Research Journal of Economic Theory, 4(3), 53–66.
73. UNCTAD. (2009). Nigeria ranks 19th in the world in attracting FDI. Retrieved from http//www.UNCTAD - export. http://www.unctad.org/en/docs/diaeia2009_en.pdf (Accessed: 19.09.2021).
74. UNCTAD, (2010); United Nations Conference on Trade and Development. World Investment Report: the world investment prospect survey 2010-2012. Available fromhttp://www.unctad.org/en/docs/diaeia20104_en.pdf (Accessed: 19.09.2021).
75. UNCTAD, (2018): United Nations Conference on Trade and Development .World Investment Report: Transnational Corporations and the Infrastructure Challenge. Available from: www.unctad.org/en/docs/wir2018_en.pdf (Accessed: 12.09.2021).
76. Venaik, S. (1999), A Model of Global Marketing in Multinational Firms: An Empirical Investigation. The Australian Graduate School of Management
77. Wen, Y., & Thill, J-C. (2016). Identification, structure and dynamic characteristics of the Beijing–Tianjin–Hebei mega-city region, Cambridge Journal of Regions, Economy and Society, 9 (3), 589–611.
78. Westney, D. E., & Zaheer, S. (2003), The Multinational Enterprise as an Organization. The Oxford Handbook of International Business. (A. M. Rugman, & T. L. Brewer , Eds.) New York: Oxford University Press.
79. Williams C, van Triest S (2009) The impact of corporate and national cultures on decentralization in multinational corporations. Int Bus Rev 18:156–167
80. Wood, G., Mazouz, K., Yin, S., 2014, “FDI from emerging nations to Africa: The HRM context,” Human Resource Management, 53(1): 179-201.
81. Wright, P. M., Snell, S. A., 2005, “Partner or Guardian: HR’s Challenge in Balancing Value and Values,” Human Resource Management, Summer 2005, Vol 44, No 2: 177-182.
Published
2022-06-25
How to Cite
Alugbuo, C. C., Ikwumezie, D. A., & Ugochukwu, D. C. O. (2022). Managerial Approaches and Organizational Performance of Multinational Enterprises in Nigeria. Central Asian Journal of Innovations on Tourism Management and Finance, 3(6), 76-88. https://doi.org/10.17605/cajitmf.v3i6.258
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