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ording to Harris et al, (2001), resource and market seeking activities were the primary drivers of FDI since the 1970s but this trend has reversed as the value of services and intangible assets increase. This has led to MNC's seeking more knowledge-based assets in the form of intellectual capital or low-cost skilled labour, which in turn favours destinations with knowledge intensive assets or learning advantages away from those with purely natural resources. In all four cases, the firms are primarily exporting knowledge intensive FSAs that will either give them access to new markets or support their existing FSAs (Harris et al 2001). By implication, it can be expected that the role of social capital, and consequently HR,

plays a more significant role in strategic asset seeking MNC'S business models than resource seeking or purely market seeking business models (Chew, 2004).This is consistent with the findings of Agarwala (2003), who found that MNC'S business models are evolving into differentiated businesses that are characterized by a global dispersion of operations, interdependence and tight coupling of subunits, and an emphasis on cross-subsidiary learning and structural flexibility. Agarwala (2003), in his study of two giant pharmaceutical firms, found varying evidence of this trend towards a common model and a greater complexity was developing within firms which was characterized by a growing internal differentiation in internal structures of MNC's.

This is also discussed by McDonnell (2007) who refer to firms with a high level of internal differentiation as differentiated network MNC's and these firms are characterized by a high level of transfer of knowledge, both location and non-location based, in multiple directions. McDonnell (2007) show that different approaches to managing subsidiaries arise from the varying needs of subsidiaries for access to different bundles of knowledge, these may be location bound (e.g. local market responsiveness) or non-location bound (LB and NLB knowledge bundles). In addition, the movement of the bundles may be unidirectional - from parent to affiliate, or multi-directional - affiliate to parent or from networks of subsidiaries.

1.9.5 Implementation & Expansion: The Effects of Culture

The impact of national culture on the operations of an MNC'S is experienced most strongly in its HR management practices. National culture impacts on the implementation of corporate HR strategy as personal motivations, the way that information is synthesized, and economic utilities are culture bound (Hofstede, 1991). Yeniyurt et al (2003) show that national culture provides an important role in limiting the depth and acceptance of universal management practices across an MNC'S. The significance of national culture on moderating HRM practices was explored by Ferner et al. (2005), who examined the differences between management practices in MNC's and their operations in host countries and found in their study of German MNC's operating in Britain and Spain. They discovered that although there are pressures on MNC's to adopt US-style business practices such as standardized international policies on appraisal, performance management a本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。