mnc multinational company multinational corporations multinationale gesellschaft /multinationaler konzern société multinationale (= multinationale n. f. )
Related Translations:
多国公司会计: accounting for the multinational corporations
Should foreign private multinational corporations be encouraged to invest in the economies of poor nations and, if so, under what conditions ? 是否应鼓励外国私人多国公司在贫穷国家的经济中投资？如应鼓励，应以什么为条件？
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Mnc multinational corporation 跨多国公司
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To serve as sales promoter in a multinational corporation with a view to promotion in position and assignment in parent company ' 担任多国公司的推销员，期望在职位上有晋升并能分派到母公司的海外分公司去工作。
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To serve as sales promoter in a multinational corporation with a view to promotion in position and assignment in parent company ' s branch abroad 担任多国公司的推销员，期望在职位上有晋升并能分派到母公司的海外分公司去工作。
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P > to serve as sales promoter in a multinational corporation with a view to promotion in position and a ignment in parent company ' s branch abroad 担任多国公司的推销员，期望在职位上有晋升并能分派到母公司的海外分公司去工作。
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To serve as [ color = # 0000ff ] sales promoter [ / color ] in a multinational corporation with a view to promotion in position and assignment in parent company ' s branch abroad 担任多国公司的推销员，期望在职位上有晋升并能分派到母公司的海外分公司去工作。
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From the classroom to the boardroom , whether you are the ceo of a multi - national corporation , or a prospective business student with aspirations of achieving a master of business administration degree , the extracted mba is your information resource 从课堂到董事会中，无论你是首席执行官的多国公司，或有意创业的学生与愿望，实现一个工商管理硕士学位，工商管理硕士学位，提取，是你的信息资源。
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We found that policies of headquarters , flows of resources within a mnc , the importance of a host country and initiative - taking by subsidiaries are important factors for the evolution of subsidiaries roles - the first two represent resources from internal networks and the last two represent resources from external networks 本研究发现，子公司策略角色的演化与母公司政策、多国公司内部资源流、地主国市场的策略重要性，以及子公司主动出击打破游戏规则有关。
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This study investigates the impact of the international development of firms ( i . e . , internationalization ) , dependence of subsidiaries on parent firms ( i . e . , resource dependence of subsidiaries on parent firms and organizational culture ) , and local environments ( i . e . , culture and industrial environment in a host country ) on the choice of control mechanisms by parent firms for subsidiaries 摘要本研究分别从母公司国际化发展的角度、子公司对母公司资源依赖的角度与地主国环境的角度，探讨多国公司国际化程度、子公司对母公司的资源依赖程度、母公司文化、地主国文化与地主国产业环境对控制机制之选择的影响。
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Through literature review and case studies of six firms headquartered in taiwan , the study has the following findings : ( 1 ) a parent firm tends to adopt more formal control mechanisms when its levels of internationalization are low and when a subsidiary serves the role as a production site ; ( 2 ) a parent firm tends to lower the adoption of formal control mechanisms , when its levels of internationalization are low and when a subsidiary serves the role as a selling unit ; ( 3 ) increasing levels of internationalization leads to the adoption of more informal control mechanisms by a parent firm , in addition to the intensive usage of formal control mechanisms ; ( 4 ) when a subsidiary relies more on the headquarters for resources , a parent firm tends to adopt more formal control mechanisms ; ( 5 ) when a subsidiary relies less on the headquarters for resources , a parent firm tends to increase the usage of informal control mechanisms ; ( 6 ) when the organizational culture encourages innovation and communications , a parent firm tends to adopt more informal control mechanisms ; ( 7 ) when the culture of a host country is characterized by collectivism , a parent firm tends to adopt more formal control mechanisms ; and ( 8 ) unstable local industrial environment leads to more usage of informal control mechanisms by a parent firm 本研究以个案研究法，经分析六家厂商，对于母公司采用的控制机制有下述结论： ( 1 )当母公司国际化程度较低，且海外子公司以生产为主要活动时，母公司倾向高度使用正式化控制机制； ( 2 )当母公司国际化程度较低，且海外子公司以销售为主要活动时，母公司倾向降低使用正式化控制机制； ( 3 )随母公司国际化程度的提高，母公司除了高度使用正式化控制机制外，亦倾向增加使用非正式化控制机制； ( 4 )当子公司对母公司的资源依赖程度愈高时，母公司倾向高度使用正式化控制机制； ( 5 )当子公司对母公司的资源依赖程度愈低时，母公司倾向增加使用非正式化控制机制； ( 6 )当母公司文化鼓励创新与沟通时，母公司倾向高度使用非正式化控制机制； ( 7 )当地主国文化呈现集体主义时，多国公司倾向高度使用正式化控制机制； ( 8 )当地主国产业竞争环境不稳定时，多国公司倾向高度使用非正式化控制机制。
