Why Multinational Corporations Leave Host States

Usha C. V. Haley
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Usha C. V. Haley: The University of Tennessee, Knoxville, USA

Chapter 6 in Multinational Corporations in Political Environments:Ethics, Values and Strategies, 2001, pp 92-122 from World Scientific Publishing Co. Pte. Ltd.

Abstract: AbstractThe following sections are included:A Political-Action Framework for MultinationalsSources for InertiaSources for Metamorphic ChangeHypothesizing Why a Multinational May LeaveHeadquarters' Inducements to StakeholdersLinks to Headquarters' Actions on Subsidiary's PresenceVoice and Exit Actions of Headquarters' StakeholdersLinks to Headquarters' Actions on Subsidiary's PresenceHeadquarters' Inducements to Stakeholders as a MediatorLinks between Voice and Exit Actions of Headquarters' StakeholdersDominant Coalition's StabilityLinks to Voice and Exit Actions of Headquarters' StakeholdersLinks to Headquarters' Actions on Subsidiary's PresenceLinks to Dominant Coalition's BenefitsMultinational's Competitive StrategiesLinks to Dominant Coalition's BenefitsLinks to Headquarters' Actions on Subsidiary's PresenceSubsidiary's Symbolic ActionsLinks to Headquarters' Actions on Subsidiary's PresenceHeadquarters' Inducements to Stakeholders as a MediatorSubsidiary's Profits and Importance in Global OperationsLinks to Headquarters' Actions on Subsidiary's PresenceSubsidiary' Noncompetitive Strategies with Host StateLinks to Subsidiary's Symbolic ActionsLinks to Subsidiary's ProfitsLinks to Headquarters' Actions on Subsidiary's PresenceSuppression of Voice and Exit Actions by Host StateLinks to Subsidiary's Symbolic ActionsLinks to Subsidiary's ProfitsLinks to Subsidiary's Noncompetitive Strategies with Host StateLinks to Headquarters' Actions on Subsidiary's PresenceSubsidiary's Inducements to Host StateLinks to Subsidiary's Symbolic ActionsLinks to Suppression of Voice and Exit Actions by Host StateSummary

Keywords: International Business; Multinational Corporations; Sanctions; Boycotts; Disinvestments; Foreign Direct Investment; South Africa; Corporate Strategy; Apartheid; Business Ethics (search for similar items in EconPapers)
JEL-codes: F1 (search for similar items in EconPapers)
Date: 2001
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