Deresky Chapter2
Deresky Chapter2
Deresky Chapter2
2.
3.
4.
2-2
2-4
Appreciate the
complexities involved in
the corporations
obligations toward its
various constituencies
around the world.
2-5
CSR Dilemma
2-6
MNC Stakeholders
MNC Stakeholders
Home Country
Owners
Customers
Employees
Unions
Suppliers
Distributor
s
Strategic
Allies
Communit
y
Economy
Governme
nt
Host
MN
C
Society in General
Global interdependence/standard of
living
Global environment and ecology
Sustainable resources
Populations standard of living
2-7
Economy
Employees
Communit
y
Host
Governme
nt
Consumers
Strategic
Allies
Suppliers
Distributor
s
2-8
reduction
Better brand value and reputation
with customer attraction and
retention
Improved employee recruitment,
motivation, and retention
Global Consensus or
Regional Variation?
Global Corporate Culture:
2-9
2-10
Commerce
OECD
ILO
United Nations Commission on
Transnational Corporations
2-11
2-12
Conduct (EICC)
Social Accountability 8000 (SA
8000)
2-13
Comparative Management in
Focus:
Doing Business in China
The attraction of doing business in
China:
2-14
Comparative Management in
Focus:
Doing Business in China
Human Rights and Freedom
of Information Challenges
Potentially rampant
violation of workers
rights
Repression of free
speech
Difficulty monitoring
and correcting
human rights
violations
2-15
Wal-Mart
Government limits on
International
Business Ethics
The business
conduct or
morals of MNCs
in their
relationship with
individuals and
entities
2-17
2-18
2-19
Acknowledge the
strategic role that CSR
and codes of ethics
must play in global
management.
2-20
of technological devices/programs
as they intersect with peoples
private lives
EU Directive on Data Protection
Google mapping service
Sony PlayStation Network
2-21
2-22
Provide guidance to
managers to maintain
ethical behavior amid
the varying standards
and practices around
the world.
2-23
(FCPA)
2-24
2-25
development.
Plan regular assessment of the
companys ethical posture.
If ethical problems cannot be resolved,
withdraw from that market.
2-27
Recognize that
companies must provide
benefits to the host
country in which they
operate in order to
maintain cooperation.
2-28
Managing SubsidiaryHost-Country
Interdependence
Common Criticism of MNC Subsidiary
Activities
1. MNCs locally raise their needed capital, contributing
6.
7.
8.
9.
2-30
Managing SubsidiaryHost-Country
Interdependence
2-31
2-33
Costs
Access to outside
capital
Competition for
capital
Foreign-exchange
earnings
Increased interest
rates
Access to
technology
Inappropriate
technology
Infrastructure
development
Development
investment exceeds
benefits
Creation of new
Copyright jobs
2014 Pearson Education, Inc.
Limited skills
development
Nationalism
Protectionism
Governmentalism
Issues in Managing
Environmental Interdependence
Coca-Cola in Rajasthan
BP in the Gulf of
Mexico
Export of pesticides
Integrating goals of
sustainability into
strategic planning
2-34
2-35
2.
3.
4.
5.
6.
7.
2-36