Headquarters Control and Its Legitimation in a Chinese Multinational Corporation: The Case of Huawei

2021 ◽  
pp. 1-44
Author(s):  
Jacky F. L. Hong ◽  
Robin Stanley Snell
Keyword(s):  
Performance Indicators ◽  
Multinational Corporation ◽  
Control Mechanisms ◽  
Foreign Subsidiaries ◽  
Organizational Benefits ◽  
Role Modelling ◽  
Documentary Analysis ◽  
Standard Operating ◽  
And Training ◽  
Social Behaviours

ABSTRACT Based on interviews and documentary analysis, we analyzed the mechanisms being adopted by the HQ of Huawei, a Chinese MNC, for controlling the outputs and processes of its foreign subsidiaries and social behaviours within them and how these controls were supported by corresponding strategies of legitimation. The controls comprise key performance indicators, standard operating procedures, divided subsidiary mandates, HQ-centric rotational expatriation, military-style induction, public oath-taking and self-criticism ceremonies, and training in and role-modelling of core values. The HQ provides comprehensive legitimation for each of these control mechanisms, drawing on five strategies of legitimation, which comprise espousals of organizational benefits, inducement, affirmation, moral exhortation, and narrativization. In many cases, the legitimizing statements have been provided by Mr. Ren, Huawei's founder and CEO, whose authority appears to have been important in conferring legitimacy to the HQ. The historical path of Huawei's development as an MNC has also been salient in conferring legitimacy to the HQ. Our findings suggest that interviewees regard the controls as legitimate, that the subsidiaries broadly comply with the controls, and that micro-political contestation is largely absent.

Board structure changes after accounting fraud: the case of Schneider Electric

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Benedicte Millet-Reyes ◽  
Nancy Uddin
Keyword(s):  
Corporate Governance ◽  
Internal Control ◽  
Multinational Corporation ◽  
Business Case ◽  
Annual Reports ◽  
Board Structure ◽  
Control Mechanisms ◽  
Accounting Fraud ◽  
Content Type ◽  
The Impact

Theoretical basis The impact of corporate governance on internal controls and quality of financial disclosures. Research methodology Analysis of a real financial fraud event for a non-US multinational corporation. The case relies on accessing and analyzing annual reports for the firm, both before and after the fraud. Additional information on industry governance characteristics are provided in the case itself so that students can compare the firm to the industry. Case overview/synopsis This business case is centered on the analysis of Schneider Electric, a French multinational corporation, which had to restate their financial statements in 2011 because of accounting fraud. Following this event, Schneider undertook major changes in their board structure to improve internal control mechanisms. This pedagogical business case familiarizes students with international differences in ownership and board structure and emphasizes potential corporate governance changes after financial statement fraud. Complexity academic level Managerial finance, corporate finance, international finance, auditing. This case is more appropriate for upper-level undergraduate and graduate courses.

Resource Flows within Multinational Corporations: Implications for Subsidiary Strategy

2002 ◽  
Vol 3 (1) ◽  
pp. 25-46
Author(s):  
Jiatao LiTrond Randøy ◽  
Trond Randøy
Keyword(s):  
Multinational Corporations ◽  
Multinational Corporation ◽  
Strong Support ◽  
Two Dimensions ◽  
Service Industries ◽  
Foreign Subsidiaries ◽  
Global Integration ◽  
Foreign Companies ◽  
Resource Flows ◽  
Subsidiary Roles

Built on the network conceptualization of the multinational corporation (MNC) in the literature, this paper explores three sets of intra-MNC resource flows that facilitate global integration: capital, knowledge, and product flows. By considering both the direction and intensity of the resource flows, this paper presents a framework for analyzing the strategic roles of foreign subsidiaries. We explore this framework with data on U.S. subsidiaries of foreign companies in 46 manufacturing and service industries and 24 MNC home countries. Differences in subsidiary roles are analyzed along two dimensions: the extent to which the subsidiary is a provider of resources to, or a user from, the MNC network. The results provide strong support for differentiated subsidiary roles in relation to the direction and intensity of intra-MNC resource flows. This framework provides managers with better understanding of global integration across subsidiaries.

Exploring linkages of performance with metacognition

2019 ◽  
Vol 38 (3) ◽  
pp. 195-207 ◽  
Author(s):  
Paul R. Lyons ◽  
Randall Paul Bandura
Keyword(s):  
Performance Measures ◽  
Performance Indicators ◽  
Design Methodology ◽  
Learning And Development ◽  
Content Type ◽  
Self Evaluation ◽  
Secondary Purpose ◽  
Core Self ◽  
And Training ◽  
Practical Implications

PurposeIn this exploratory, correlational study the authors set out to demonstrate the relationships as well as inter-correlations among direct and indirect performance measures, along with measures of knowledge of cognition, and evaluation of cognition. The information helps inform manager learning and development. The purpose of this paper is twofold: first, primary purpose, to identify linkages of performance with individual’s efforts to improve their learning processes via metacognition; and second, secondary purpose, primarily for the benefit of practitioners, is the provision of detailed information regarding performance measures and practical measures of metacognition.Design/methodology/approachThe study made use of correlation analysis among performance measures and measures of metacognitive effort. The design is not intended to support cause and effect relationships, nor demonstrate the technical, predictive value of measures.FindingsA majority of associations among indirect performance measures with one another and with nearly all of the measures of knowledge of cognition, and evaluation of cognition were positive and significant (mostly at the 0.01 level). Findings offer broad support for the linkage of self-efficacy (SE), and core self-evaluation (CSE) with performance.Practical implicationsRelationships identified in this study may help practitioners alter and improve their practices/methods of identifying individuals who possess attributes that are highly related to performance and learning. The new knowledge may influence decisions about recruitment, selection and training.Originality/valueLittle research has focused on relationships among indirect performance indicators such as SE, CSE and established measures of metacognition. The present study helps to identify important relationships.

scholarly journals The importance of embedding psychopathology and phenomenology in clinical practice and training in psychiatry

2020 ◽  
Vol 26 (5) ◽  
pp. 287-295
Author(s):  
Nandini Chakraborty
Keyword(s):  
Risk Assessment ◽  
Clinical Practice ◽  
Patient Experience ◽  
Performance Indicators ◽  
Current Position ◽  
Detailed Understanding ◽  
Psychiatric Expertise ◽  
The Uk ◽  
State Examination ◽  
And Training

SUMMARYPsychiatrists live and work in complex, clinically challenging times. Their paperwork is geared increasingly towards defensive practice, key performance indicators and risk assessment forms. Somewhere in the process, detailed understanding of patient experience and clinical formulation based on key psychiatric expertise and skill in mental state examination have taken a backseat. I review the history behind the Present State Examination, the realisation in the 1980s of the need for a common psychiatric language internationally and the current position on phenomenology in psychiatry curricula in the UK. I conclude that it is time to think seriously about a return to basics in psychiatric phenomenology and psychopathology.

Strategic Planning for E-Learning in a Polytechnic

2011 ◽  
pp. 47-65 ◽  
Author(s):  
Tony Bates
Keyword(s):  
Strategic Planning ◽  
Faculty Development ◽  
Performance Indicators ◽  
Strategic Plan ◽  
Key Performance Indicators ◽  
Core Values ◽  
Face To Face ◽  
E Learning ◽  
And Training

This chapter is a case study of how a polytechnic developed a strategic plan for e-learning. It describes the institution’s rationale for moving more strongly into e-learning, the processes followed by the institution to develop a plan and ensure its acceptance through the institutional community, and the factors that facilitated the process. It indicates that attention to objectives, core values and principles, and faculty development and training, are critical for the successful transition from mainly face-to-face teaching to e-learning. The development of key performance indicators will allow the success of the plan to be measured in 2010.

scholarly journals International Academy of Health Sciences Informatics (IAHSI): Strategy and Focus Areas, 1st Version

2020 ◽  
Vol 29 (01) ◽  
pp. 015-025
Author(s):  
Fernando Martin-Sanchez ◽  
Marion J. Ball ◽  
Michio Kimura ◽  
Paula Otero ◽  
Elaine Huesing ◽  
...  
Keyword(s):  
Artificial Intelligence ◽  
Medical Informatics ◽  
Performance Indicators ◽  
Health Informatics ◽  
Digital Health ◽  
Health Sciences ◽  
Research Education ◽  
Living Nature ◽  
International Academy ◽  
And Training

Background: The International Academy of Health Sciences Informatics (IAHSI) is the Academy of the International Medical Informatics Association (IMIA). As an international forum for peers in biomedical and health informatics, the Academy shall play an important role in exchanging knowledge, providing education and training, and producing policy documents. Objectives: A major priority of the Academy’s activities in its inaugural phase was to define its strategy and focus areas in accordance with its objectives and to prioritize the Academy’s work, which can then be transferred to respective taskforces. Method: This document reflects the major outcomes of intensive discussions that occurred during 2019. It was presented at the Academy’s 3rd Plenary on August 25th, 2019, in Lyon, France. Results: Regardless of the ‘living nature’ of the strategy and focus areas document, it was concluded during the Plenary that the first version, which will be used as a base for decisions on the Academy’s future activities, should be made available to a broad audience. Three out of eight ‘Visions for IAHSI‘, presented in the IMIA Yearbook of Medical Informatics 2018, were identified as central for developing, implementing, and evaluating the Academy’s strategic directions: (1) advise governments and organizations on developing health and health sciences through informatics, (2) stimulate progress in biomedical and health informatics research, education, and practice, and (3) share and exchange knowledge. Taskforces shall be implemented to work in the following areas, which were considered as priority themes: (1) artificial intelligence in health: future collaboration of entities with natural and with artificial intelligence in health care, and (2) current landscape of standards for digital health. Conclusions: Taskforces are now being established. Besides specific key performance indicators, suggested for monitoring the work of theses taskforces, the strategy to monitor the progress of the Academy itself has to be measured by relevant and acceptable metrics.

Polytechnic Performance Indicators from Documentary Analysis

1989 ◽  
Vol 3 (4) ◽  
Author(s):  
P. Allsop ◽  
P. Findlay ◽  
M. McVicar ◽  
P. Wright
Keyword(s):  
Performance Indicators ◽  
Documentary Analysis

Teaching in anaesthesia

2017 ◽  
Author(s):  
W. Hiu Lam ◽  
J. Robert Sneyd
Keyword(s):  
Learning Styles ◽  
High Standard ◽  
Structured Learning ◽  
Training And Education ◽  
Education Governance ◽  
Role Modelling ◽  
Clinical Workplace ◽  
Professional Teaching ◽  
Structured Planning ◽  
And Training

Anaesthesia education is uniquely placed to allow safe and supervised workplace teaching and training delivered in a personalized, contextual one-to-one basis. Trainers and trainees need to manage their expectations in training, enabling flexible and opportunistic capturing of these learning episodes, as well as structured learning. Structured planning of individualized training is imperative to facilitate learning in trainees with different learning styles. Role modelling of trainers in the workplace is an essential component of both clinical and professional teaching. Critical reflection and high-quality trainee feedback enhances this experiential learning. A robust framework of education governance is fundamental in maintaining a high standard of training; this includes trainer accreditation, recognizing the importance of trainer development, and an appropriate infrastructure to support training and education in the clinical workplace.

scholarly journals Práticas de gestão de pessoas: uma análise das melhores cooperativas para trabalhar

2020 ◽  
Vol 7 (13) ◽  
Author(s):  
Henrique De Lima Melo França ◽  
Laurine Bressa ◽  
Vania De Fátima Barros Estivalete ◽  
Amanda Oliveira Ramadam ◽  
Tarízi Cioccari Gomes
Keyword(s):  
Data Collection ◽  
Quantitative Research ◽  
Management Practices ◽  
Health Sector ◽  
Training And Development ◽  
Social Benefits ◽  
Qualitative And Quantitative ◽  
Documentary Analysis ◽  
And Training ◽  
Significant Factors

The present study had the objective of identifying the main practices of people management adopted by the best cooperatives to work, according to a ranking of the magazine Você S/A of 2017. In order to meet the objective, a descriptive and qualitative and quantitative research was carried out. The data collection was based on documentary analysis, through the consultation of the magazine Você S/A with the Best Companies to Work in 2017, as well as access to the website and the sustainability and management reports for the year 2017 of the cooperatives. It can be noticed that the 16 cooperatives awarded belong to two branches, credit and health. With regard to people management practices, the two cooperatives have established practices. In the credit sector, there was greater expressiveness in endomarketing and training and development. While in the health sector, the most significant factors were, social benefits and TD.

scholarly journals A148 EFFICIENCY IN THE ENDOSCOPY UNIT: CAN WE ‘TURN AROUND’ ROOM TURNOVER?

2020 ◽  
Vol 3 (Supplement_1) ◽  
pp. 11-12
Author(s):  
C M Tan ◽  
J Tinmouth ◽  
M Bernstein
Keyword(s):  
Flexible Sigmoidoscopy ◽  
Turnover Time ◽  
Inclusion Criteria ◽  
Endoscopic Procedures ◽  
Improve Efficiency ◽  
Endoscopy Unit ◽  
Important Variation ◽  
Funding Agencies ◽  
Standard Operating ◽  
And Training

Abstract Background Endoscopy units across Canada are being challenged to meet the growing demand for procedures despite limited resources, highlighting the need to optimize endoscopy unit efficiency. Earlier studies have found that non-procedural factors, such as room turnover, represent an ideal target to improve efficiency. Aims The objective of this research project was to identify practices that will improve efficiency for routine outpatient gastrointestinal (GI) procedures at Sunnybrook Health Sciences Centre (SHSC). There were 2 sub-aims: 1) to understand practices at Toronto hospitals that shorten room turnover time and 2) to describe the variation in room turnover time at SHSC. Methods Sub-aim #1: A survey of endoscopy units at five other Toronto hospitals was completed. Questions were designed to gain a better understanding of routine practices and any initiatives undertaken to improve room turnover efficiency. Sub-aim #2: Median room turnover time from April 2018 to March 2019, defined as ‘patient out’ to ‘patient in’, was reported in an anonymized fashion for the following categories: 1) by endoscopist, 2) by nurse, and 3) by unique endoscopist-nurse pair. Only data from routine outpatient endoscopic procedures (e.g. colonoscopy, gastroscopy, flexible sigmoidoscopy) were included. In order to evaluate turnover times by endoscopist-nurse pair, consecutive cases not performed by the same pair were excluded. Procedures affected by patient- and transportation-related delays were also excluded. Results Of the five centers surveyed, three allocated 5 minutes for turnover and two allocated 10 minutes. All centers reported tracking turnover time and four centers reported undertaking initiatives to decrease turnover time such as involving a flow team, hiring team attendants, and sharing performance data. Over the 12-month period, 2504 routine outpatient GI endoscopic procedures were performed at SHSC, with 803 cases meeting inclusion criteria. Median turnover time for the unit was 6 minutes, ranging from 5 to 9 minutes across endoscopists, 5 to 7 minutes across nurses, and 3 to 10 minutes across unique endoscopist-nurse pairs (Figure 1). Efficiency of endoscopist-nurse pairs did not correlate with the number of cases performed as a pair over the 12-month period. Conclusions Endoscopy room turnover times at SHSC are similar to those reported by other local centers, with important variation across endoscopists and nurses. The next phase of this study will involve directly observing each of the most and least efficient individuals and pairs and recording common practices. It is anticipated that these findings will enable us to identify efficient practices that should be incorporated into standard operating procedures and training for endoscopy room personnel. Funding Agencies None

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