Search results

Der Autor untersucht die verschiedenen Erscheinungsformen multinationaler Unternehmen sowie ihre sozialen Voraussetzungen und Konsequenzen. Er geht zum einen auf Studien ein, die sich mit den Internationalisierungsstrategien von Großunternehmen aus den Kernbranchen wie der Automobilindustrie und der Telekommunikationsbranche befassen oder den Prozess des Organisationswandels in einer vergleichenden Perspektive aufgreifen. Thematisiert werden zweitens Fragen nach den Konsequenzen der institutionellen Einbettung internationaler Unternehmen für ihre Struktur- und Strategiemuster und der Bedeutung regionaler Bindungen für solche Unternehmen. Drittens wird Fragen, die sich auf Management- und Koordinationsprobleme bzw. den Politik- und Machtprozessen in internationalen Unternehmen beziehen, nachgegangen. Zum vierten werden die Konsequenzen der Internationalisierungsstrategien für das System der industriellen Beziehungen aufgezeigt. Abschließend wird gefragt, inwieweit von einer Internationalisierung des Managements von Unternehmen gesprochen werden kann. (ICG)

The importance of language management in multinational companies has never been greater than today. Multinationals are becoming ever more conscious of the importance of global coordination as a source of competitive advantage, and language remains the ultimate barrier to aspirations of international harmonisation. The article reviews the solutions open to multinational companies in term of language management. Before that, however, it discusses the aforementioned trend to globalisation outlines the dimensions of the language barrier and illustrates its consequences.

peer-reviewed ; Employee voice has been an enduring theme within the employment relations literature. This article profiles the incidence of a range of direct and indirect employee voice mechanisms within multinational companies (MNCs) and, using an analytical framework, identifies a number of different approaches to employee voice. Drawing from a highly representative sample of MNCs in Ireland, we point to quite a significant level of engagement with all types of employee voice, both direct and indirect. Using the analytical framework, we find that the most common approach to employee voice was an indirect voice approach (i.e. the use of trade unions and/or non-union structures of collective employee representation). The regression analysis identifies factors such as country of origin, sector, the European Union Directive on Information and Consultation and date of establishment as having varying impacts on the approaches adopted by MNCs to employee voice. ; ACCEPTED ; peer-reviewed

Employee voice has been an enduring theme within the employment relations literature.This article profiles the incidence of a range of direct and indirect employee voice mechanisms within multinational companies (MNCs) and, using an analytical framework, identifies a number of different approaches to employee voice. Drawing from a highly representative sample of MNCs in Ireland, we point to quite a significant level of engagement with all types of employee voice, both direct and indirect. Using the analytical framework, we find that the most common approach to employee voice was an indirect voice approach (i.e. the use of trade unions and/or non-union structures of collective employee representation). The regression analysis identifies factors such as country of origin, sector, the European Union Directive on Information and Consultation and date of establishment as having varying impacts on the approaches adopted by MNCs to employee voice.