Understanding the Antecedents of MNC'S Performance: An Empirical Analysis

This study was conducted to explore the influences which consist of knowledge sharing, local subsidiary's top management compensation system, local subsidiary top manager's role, and cultural difference on multinational corporation's (MNC's) performance. These influences were treated as independent variables and MNC's performance was treated as dependent variables respectively. This study was focused on the identified influences effects in MNC's performance to examine its performance among the employees between headquarters and subsidiary. Data was collected through the distribution of questionnaires which was designed to measure the MNC's performance with a statement on a five likert scale point then ranging from one (strongly disagree) to five (strongly agree). Four hypotheses were tested for this study. Data was analyzed by using the Statistical Package for Social Science (SPSS) software to obtain the frequencies, reliability, correlations, and linear regression between variables. The results show that four independent variables have positive relationship with MNC's performance. Thus, knowledge sharing, local subsidiary's top management compensation system, local subsidiary top manager's role, and cultural difference are obviously critical to MNC's performance and future research is essential in order to help the organization to increase their competitiveness in international arena or globally compete to each others

Knowledge sharing between multinational corporation’s headquarters and subsidiaries: The impact of manager’s role, compensation system and cultural differences

Knowledge sharing is a systematic process for creating, acquiring, synthesizing, learning, sharing and using knowledge to achieve organizational goals.It is also a source of competitive advantage especially for multinational companies. The objective of this paper is to discuss the impact of subsidiary manager’s role in knowledge sharing, manager’s compensation system, and the level of cultural differences between home and host country on the level of knowledge sharing between the headquarters and subsidiaries of multinational companies.A study has been conducted at a subsidiary of a large manufacturing company in Malaysia. Data were collected via self administered survey questionnaire.The respondents consist of 100 executives and managers of the company, and all the questionnaires distributed were filled and returned back for data analysis. Findings indicate that all three factors significantly influence the level of knowledge sharing with the manager’s compensation system has the strongest impact.MNC therefore should clearly define the manager’s role in knowledge sharing and provide attractive rewards and remunerations to encourage knowledge sharing.At the same time, cultural differences should not be considered as a barrier to knowledge sharing as this study indicates that it can be a driver for effective knowledge sharing between headquarters and subsidiaries

Impact of opioid-free analgesia on pain severity and patient satisfaction after discharge from surgery: multispecialty, prospective cohort study in 25 countries

Background: Balancing opioid stewardship and the need for adequate analgesia following discharge after surgery is challenging. This study aimed to compare the outcomes for patients discharged with opioid versus opioid-free analgesia after common surgical procedures.Methods: This international, multicentre, prospective cohort study collected data from patients undergoing common acute and elective general surgical, urological, gynaecological, and orthopaedic procedures. The primary outcomes were patient-reported time in severe pain measured on a numerical analogue scale from 0 to 100% and patient-reported satisfaction with pain relief during the first week following discharge. Data were collected by in-hospital chart review and patient telephone interview 1 week after discharge.Results: The study recruited 4273 patients from 144 centres in 25 countries; 1311 patients (30.7%) were prescribed opioid analgesia at discharge. Patients reported being in severe pain for 10 (i.q.r. 1-30)% of the first week after discharge and rated satisfaction with analgesia as 90 (i.q.r. 80-100) of 100. After adjustment for confounders, opioid analgesia on discharge was independently associated with increased pain severity (risk ratio 1.52, 95% c.i. 1.31 to 1.76; P < 0.001) and re-presentation to healthcare providers owing to side-effects of medication (OR 2.38, 95% c.i. 1.36 to 4.17; P = 0.004), but not with satisfaction with analgesia (beta coefficient 0.92, 95% c.i. -1.52 to 3.36; P = 0.468) compared with opioid-free analgesia. Although opioid prescribing varied greatly between high-income and low- and middle-income countries, patient-reported outcomes did not.Conclusion: Opioid analgesia prescription on surgical discharge is associated with a higher risk of re-presentation owing to side-effects of medication and increased patient-reported pain, but not with changes in patient-reported satisfaction. Opioid-free discharge analgesia should be adopted routinely

The determinants of high-performing sales leaders of MLM organizations in Malaysia: study from direct downlines' perspectives

Multi-Level Marketing (MLM) is one of the marketing strategy to market products or services in domestic and international markets. Multi-Level Marketing Organizations (MLMO) have existed for decades. They develop and manage their sales forces by recruiting and motivating independent distributors to promote and sell products. MLMO also utilize the reward schemes to encourage recruitment of more distributors by the existing sales forces. In Malaysia, MLMO able to sustain their performance and progressing steadily even during the current economic uncertainty. However, the MLM industry is getting more competitive where competitors came out with variety business strategies, which made the conventional business tools practiced by MLMO have lost its effectiveness gradually. Thus, there is an increase in emphasis on highperforming sales leaders as key players to bring MLMO towards higher performance level, rather than just depending on classic MLM marketing tools which is by recruiting more downlines. As such, MLMO need to identify the determinants of highperforming sales leaders in order to improve their channel performance. This study therefore examined the relationships between transformational leadership, entrepreneurial orientation, relationship marketing and channel performance. It also examined the role of soft skills training program as a moderating variable between transformational leadership, entrepreneurial orientation, relationship marketing and channel performance. A survey was conducted among 320 respondents from 64 MLMO registered with Direct Sales Association of Malaysia (DSAM). Data was analysed using Statistical Package for Social Science (SPSS) software. The analyses revealed significant relationships between transformational leadership, entrepreneurial orientation, relationship marketing and channel performance. In addition, soft skills training program was found to moderate the relationship between transformational leadership, entrepreneurial orientation, relationship marketing and channel performance. Consequently, this study offers several implications especially on how MLMO can identify and positioned high-performing MLM sales leaders as a key player to lead their downlines towards achieving an optimum channel performance. Future studies may expand this study either by studying different independent variables, or to include mediating variable, or testing different type of respondents for different perspectives on high-performing sales leaders