MNCs and local management: executive recruitment policies in Turkey

Article Abstract:

The results of a study of multinational corporations' (MNCs) recruiting and training of host country nationals in Turkey are discussed. Dr Dentz Erden, of Bogazici University, Istanbul's Department of Management sampled 60 Turkish manufacturing firms (29 joint ventures and 31 domestically-owned companies) to gather data on the educational qualifications of their executives, recruiting techniques used, and criteria used to select foreign managers compared to nationals. Erden also surveyed criteria used in selecting local managers by domestic firms compared to MNCs. The survey showed that: there was not much difference in the educational background of the groups; both groups used the same two recruiting methods (interviewing and judgement by 'previous seniors'); there was considerable difference in the criteria used to select local managers by MNCs compared to domestic firms, as well as those used to select foreign managers compared to locals.

Recruiting, Employee recruitment, Executives, Turkey, Executive recruiting

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MNCs as providers of financial services: the trade unions lose ground

Article Abstract:

Multinational Corporations (MNCs) have evolved from cloning themselves in other countries to horizontal integration of the various factors of production to maximize profits. The MNCs extensive dealings with clients in other countries and the expertise in handling many currencies and commodities at once have given them the starting point to become international financial institutions. Unions are concerned in that this sector is not being unionized and is undermining the power of trade unions in the parent manufacturing companies. The main paradox is that while trade unions are loosing ground in bargaining power and recruitment, their pension funds provide, in the case of the U.S. close to 40 percent of the shareholdings of MNCs.

Labor unions, Working class

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Ok Tedi: MNCs in Third World mining

Article Abstract:

The government of Papua, New Guinea has used a carrot and stick approach in dealing with American, Australian, and West German multinationals over the Ok Tedi Mining project. This project involved the mining of gold existing above certain copper deposits to finance the mining of the copper at a later date. By 1984, the deal had gone sour due to falling gold and copper prices. The latter's production cost currently exceeds its market price.

Gold ores, METAL MINING, International relations, Mineral deposits, Mines and mineral resources, Mining, New Guinea, Ok Tedi Mining Ltd.

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