Hostname: page-component-cd9895bd7-gxg78 Total loading time: 0 Render date: 2024-12-19T03:44:19.523Z Has data issue: false hasContentIssue false
  • English
  • Français

Local isomorphism and multinational enterprises’ human resource management practices: Extending the research agenda

Published online by Cambridge University Press:  23 October 2018

Desmond Tutu Ayentimi ,
John Burgess Open the ORCID record for John Burgess [Opens in a new window]  and
Kantha Dayaram
Desmond Tutu Ayentimi
Affiliation:
Tasmanian School of Business and Economics, Hobart, Australia
John Burgess*
Affiliation:
School of Management, RMIT University, Melbourne, VIC, Australia
Kantha Dayaram
Affiliation:
Faculty of Business and Law, Curtin University, Perth, Australia
*
*Corresponding author. Email: [email protected]
Get access Rights & Permissions [Opens in a new window]

Abstract

Local isomorphism constitutes the regulatory, cognitive and normative profile of a host country. The regulatory institutional setting reflects the rules and legislation governing collective bargaining agreements, trade unions, local content laws and employment relationships. The cultural or cognitive dimension supports the widely held cultural and social knowledge and the normative profile acknowledges the influences of social groups and organizations on acceptable normative behaviour. Earlier literature lends support to the importance of institutional profile and its influence on the design and implementation of multinational enterprises’ human resource management policies and practices. This paper seeks to advance the concept of local isomorphism and highlight the implications of local isomorphism for future research on the transfer of multinational enterprises’ human resource management practices across and between subsidiaries.

Keywords

analysis techniquesmeta-analysishuman resource diffusion across countriestopic areasinternational human resource management
Type
Research Article
Information
Journal of Management & Organization , Volume 28 , Issue 4 , July 2022 , pp. 811 - 826
Copyright
Copyright © Cambridge University Press and Australian and New Zealand Academy of Management 2018

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

References

Ahmad, S., & Schroeder, R. G. (2003). The impact of human resource management practices on operational performance: Recognizing country and industry differences. Journal of Operations Management, 21(1), 19–43.10.1016/S0272-6963(02)00056-6CrossRefGoogle Scholar
Akhtar, R. S., Ding, Z. D., & Ge, G. L. (2008). Strategic HRM practices and their impact on company performance in Chinese enterprises. Human Resource Management, 47(1), 15–32.10.1002/hrm.20195CrossRefGoogle Scholar
Allen, M. (2004). The varieties of capitalism: Not enough variety? Socio-Economic Review, 2(1), 87–108.10.1093/soceco/2.1.87CrossRefGoogle Scholar
Allen, D. G., & Vardaman, J. M. (2017). Recruitment and retention across cultures. Annual Review of Organizational Psychology and Organizational Behavior, 4(1), 153–181.CrossRefGoogle Scholar
Almond, P., Edwards, T., Collings, T., Ferner, A., Gunnigle, P., Muller-Camen, M., Quintanilla, J., & Watcher, H. (2005). Unraveling home and host country effects: An investigation of an American multinational in four European countries. Industrial Relations, 44(2), 276–306.10.1111/j.0019-8676.2005.00384.xCrossRefGoogle Scholar
Alon, T. (2010). Institutional analysis and the determinants of Chinese FDI. Multinational Business Review, 18(3), 1–24.10.1108/1525383X201000013CrossRefGoogle Scholar
Appelbaum, E., Bailey, T., Berg, P., & Kalleberg, A. L. (2000). Manufacturing advantage: Why high-performance work systems pay off. Ithaca, NY: ILR Press.Google Scholar
Ayentimi, D. T., Burgess, J., & Brown, K. (2016). Developing effective local content regulations in sub-Sahara Africa: The need for more effective policy alignment. Multinational Business Review, 24(4), 354–374.10.1108/MBR-08-2015-0040CrossRefGoogle Scholar
Ayentimi, D., Burgess, T. J., & Brown, K. (2018a). HRM practices of MNEs and domestic firms in Ghana: Divergence or convergence? Personnel Review, 47(1), 2–21.CrossRefGoogle Scholar
Ayentimi, D. T., Burgess, J., & Brown, K. (2018b). A conceptual framework for international human resource management research in developing economies. Asia Pacific Journal of Human Resources, 56(2), 216–237.10.1111/1744-7941.12132CrossRefGoogle Scholar
Bartram, T., Boyle, B., Stanton, P., Burgess, J., & McDonnell, A. (2014). Multinational companies and industrial relations: A research agenda for the 21st century. Journal of Industrial Relations, 57(2), 210–231.10.1177/0022185614564372CrossRefGoogle Scholar
Bischoff, C., & Wood, G. (2012). The practices of HRM in Africa in comparative perspective. In C. Brewster & W. Mayrhofar (Eds.), Handbook of research on comparative human resource management. UK: Edward Elgar Publishing Limited.Google Scholar
Bjorkman, I. (2006). International human resource management research and institutional theory. In G. K. Stahl, & I. Bjorkman (Eds.), Handbook of research in international human resource management. Camberley: Edward Elgar Publishing.Google Scholar
Björkman, I., & Lervick, J. E. (2007). Transferring HRM practices within multinational enterprises. Human Resource Management Journal, 17(4), 320–335.CrossRefGoogle Scholar
Björkman, I., Smale, A., Sumelius, J., Suutari, V., & Lu, Y. (2008). Changes in institutional context and MNC operations in China: Subsidiary HRM practices in 1996 versus 2006. International Business Review, 17(2), 146–158.CrossRefGoogle Scholar
Bonache, J. P., & Pla-Barber, J. (2005). When are international managers a cost effective solution? The rationale of transaction cost economics applied to staffing decisions in MNCs. Journal of Business Research, 58(10), 1320–1329.CrossRefGoogle Scholar
Brewster, C., Wood, G., & Brookes, M. (2008). Similarity, isomorphism or duality? Recent survey evidence on the human resource management policies of multinational corporations. British Journal of Management, 19(4), 320–342.CrossRefGoogle Scholar
Brockner, J., Ackerman, G., Greenberg, J., Gelfand, M. J., Francesco, A. M., Chen, Z. X., Leung, K., et al. (2001). Culture and procedural justice: The influence of power distance on reactions to voice. Journal of Experimental Social Psychology, 37(4), 300–315.CrossRefGoogle Scholar
Budd, J. W., Gollan, P. J., & Wilkinson, A. (2010). New approaches to employee voice and participation in organizations. Human Relations, 63(3), 303–310.CrossRefGoogle Scholar
Budhwar, S. P., & Sparrow, R. P. (2002). An integrative framework for understanding cross-national human resource management practices. Human Resource Management Review, 12(3), 377–403.CrossRefGoogle Scholar
Burbach, R., & Royle, T. (2014). Institutional determinants of e-HRM diffusion success. Employee Relations, 36(4), 354–375.CrossRefGoogle Scholar
Chiang, F. F. T., Lemański, M. K., & Birtch, T. A. (2017). The transfer and diffusion of HRM practices within MNCs: Lessons learned and future research directions. The International Journal of Human Resource Management, 28(1), 234–258.CrossRefGoogle Scholar
Cho, H., & Ahn, H. S. (2017). Stock payment and the effects of institutional and cultural differences: A study of shareholder value creation in cross-border M&As. International Business Review, 26(3), 461–475.CrossRefGoogle Scholar
Collings, D. G., & Isichei, M. (2018). The shifting boundaries of global staffing: integrating global talent management, alternative forms of international assignments and non-employees into the discussion. The International Journal of Human Resource Management, 29(1), 165–187.CrossRefGoogle Scholar
Collings, D. G., Morley, M. J., & Gunnigle, P. (2008). Composing the top management team in the international subsidiary: Qualitative evidence on international staffing in U.S. MNCs in the Republic of Ireland. Journal of World Business, 43(2), 197–212.CrossRefGoogle Scholar
Collings, D. G., Scullion, H., & Morley, M. J. (2007). Changing patterns of global staffing in the multinational enterprise: Challenges to the conventional expatriate assignment and emerging alternatives. Journal of World Business, 42(2), 198–213.CrossRefGoogle Scholar
Collinson, S., & Rugman, A. (2010). Case selection biases in management research: The implications for international business studies. European Journal of International Management, 4(5), 441–463.Google Scholar
Dacin, T. M., Goodstein, J., & Scott, W. R. (2002). Institutional theory and institutional change: Introduction to the special research forum. Academy of Management Journal, 45(1), 45–56.CrossRefGoogle Scholar
Datta, D. K., Guthrie, J. P., & Wright, P. M. (2005). Human resource management and labor productivity: Does industry matter? The Academy of Management Journal, 48(1), 135–145.Google Scholar
DiMaggio, P. J., & Powell, W. W. (1983). The iron cage revisited: Institutionalism and collective rationality in organizational fields. American Sociological Review, 48(2), 147–160.CrossRefGoogle Scholar
Dowling, P. J., Festing, M., & Engle, A. D. (2008). International human resource management (5th ed.). Australia: Cengage Learning.Google Scholar
Edwards, P., Edwards, T., Ferner, A., Marginson, P., Tregaskis, O., Adam, D., & Meyer, M. (2007). Employment practices of MNCs in organisational context: A large-scale survey.Google Scholar
Edwards, T., & Ferner, A. (2002). The renewed ‘American Challenge’: A review of employment practices in US multinationals. Industrial Relations Journal, 33(2), 94–111.CrossRefGoogle Scholar
Edwards, T., Marginson, P., & Ferner, A. (2013). Multinational companies in cross-national context: Integration, differentiation and the interactions between MNCs and nation states. Industrial & Labor Relations Review, 66(3), 547–587.CrossRefGoogle Scholar
Ferner, A. (1997). Country of origin effects and HRM in multinational companies. Human Resource Management Journal, 7(1), 19–37.CrossRefGoogle Scholar
Ferner, A., & Quintanilla, J. (1998). Multinationals, national business systems and HRM: The enduring influence of national identity or a process of ‘Anglo-Saxonization’. The International Journal of Human Resource Management, 9(4), 710–731.CrossRefGoogle Scholar
Foley, S., Ngo, H., & Loi, R. (2012). The adoption of high performance work systems in foreign subsidiaries. Journal of World Business, 47(1), 106–113.CrossRefGoogle Scholar
Frynas, J. G., & Stephens, S. (2015). Political corporate social responsibility: Reviewing theories and setting new agendas. International Journal of Management Reviews, 17(4), 483–509.CrossRefGoogle Scholar
Gaur, A. S., Delios, A., & Singh, K. (2007). Institutional environments, staffing strategies, and subsidiary performance. Journal of Management, 33(4), 611–636.CrossRefGoogle Scholar
Geary, J., Aguzzoli, R., & Lengler, J. (2016). The transfer of ‘International Best Practice’ in a Brazilian MNC: A consideration of the convergence and contingency perspectives. Journal of International Management, 23(2), 194–207.CrossRefGoogle Scholar
Geary, J., & Roche, W. K. (2001). Multinationals and human resource practices in Ireland: A rejection of the ‘New Conformance Thesis’. The International Journal of Human Resource Management, 12(1), 109–127.CrossRefGoogle Scholar
Globerman, S., & Shapiro, D. (2009). Economic and strategic considerations surrounding Chinese FDI in the United States. Asia Pacific Journal of Management, 26(1), 163–183.CrossRefGoogle Scholar
Gong, Y. (2003). Subsidiary staffing in MNEs: Agency, resources, and performance. Academy of Management Journal, 46(6), 728–739.CrossRefGoogle Scholar
Gooderham, P. N., Nordhaug, O., & Ringdal, K. (1999). Institutional and rational determinants of organizational practices: Human resource management in European firms. Administrative Science Quarterly, 44(3), 507–531.CrossRefGoogle Scholar
Guest, D. E., & Hoque, K. (1996). National ownership and HR practices in UK greenfield sites. Human Resource Management Journal, 6(4), 50–74.CrossRefGoogle Scholar
Gugler, P., & Boie, B. (2008). The emergence of Chinese FDI: Determinants and strategies of Chinese MNEs. In the Conference on Emerging Multinationals: Outward Foreign Direct Investment from Emerging and Developing Economies. Copenhagen Business School, Copenhagen, Denmark, 9–10 October 2008.Google Scholar
Gunnigle, P., Collings, D., & Morley, M. (2005). Exploring the dynamics of industrial relations in US multinationals. Evidence from the Republic of Ireland. Industrial Relations Journal, 36(3), 241–256.CrossRefGoogle Scholar
Guo, Y., Rammal, H. G., & Dowling, P. J. (2016). Global talent management and staffing in MNEs: An introduction to the edited volume of international business and management. In Y. Guo, H. G. Rammal, & P. J. Dowling (Eds.), Global talent management and staffing in MNEs (International Business and Management) (Vol. 32, pp. xv–xxiv). Emerald Group Publishing Limited.Google Scholar
Haak-Saheem, W., & Festing, M. (2018). Human resource management – a national business system perspective. The International Journal of Human Resource Management, https://doi.org/10.1080/09585192.2017.1423366.CrossRefGoogle Scholar
Hall, P. A., & Soskice, D. (2001). Varieties of capitalism: The institutional foundations of comparative advantage. Oxford: Oxford University Press.CrossRefGoogle Scholar
Hartmann, E., Feisel, E., & Schober, H. (2010). Talent management of Western MNCs in China: Balancing global integration and local responsiveness. Journal of World Business, 45(2), 169–178.CrossRefGoogle Scholar
Harzing, A-W (2001). Of bears, bumble-bees, and spiders: The role of expatriates in controlling foreign subsidiaries. Journal of World Business, 36(4), 366–379.CrossRefGoogle Scholar
He, W., & Lyles, M. A. (2008). China’s outward foreign direct investment. Business Horizons, 51(6), 485–491.CrossRefGoogle Scholar
Hofstede, G. (1994). The business of international business climate. International Business Review, 3(1), 1–14.CrossRefGoogle Scholar
House, R. J., Hanges, P. J., Javidan, M., Dorfman, P. W., & Gupta, V. (2004). Culture, leadership, and organizations: The globe study of 62 societies. Thousand Oaks, CA: Sage.Google Scholar
Huang, Y., Xie, E., Li, Y., & Reddy, K. S. (2017). Does state ownership facilitate outward FDI of Chinese SOEs? Institutional development, market competition, and the logic of interdependence between governments and SOEs. International Business Review, 26(1), 176–188.CrossRefGoogle Scholar
Huselid, M. A. (1995). The impact of human resource management practices on turnover, productivity and corporate financial performance. Academy of Management Journal, 38(3), 635–672.Google Scholar
Jensen, R., & Szulanski, G. (2004). Stickiness and the adaptation of organizational practices in cross-border knowledge transfer. Journal of International Business Studies, 35(6), 508–523.CrossRefGoogle Scholar
Kang, Y., & Jiang, F. (2012). FDI location choice of Chinese multinationals in East and Southeast Asia: Traditional economic factors and institutional perspective. Journal of World Business, 47(1), 45–53.CrossRefGoogle Scholar
Kang, H., & Shen, J. (2013). International recruitment and selection practices of South Korean multinationals in China. The International Journal of Human Resource Management, 24(17), 3325–3342.CrossRefGoogle Scholar
Kaplinsky, R., & Morris, M. (2009). Chinese FDI in sub-Saharan Africa: Engaging with large dragons. European Journal of Development Research, 21(4), 551–569.CrossRefGoogle Scholar
Khatri, N., Fern, C. T., & Budhwar, P. (2001). Explaining employee turnover in an Asian context. Human Resource Management Journal, 11(1), 54–74.CrossRefGoogle Scholar
Kogut, B., & Singh, H. (1988). The effect of national culture on the choice of entry mode. Journal of International Business Studies, 19(3), 411–432.CrossRefGoogle Scholar
Kostova, T. (1997). Country institutional profiles: Concept and measurement. Academy of Management Proceedings, 1997(1).CrossRefGoogle Scholar
Kostova, T. (1999). Transnational transfer of strategic organizational practices: A contextual perspective. Academy of Management Review, 24(2), 308–324.CrossRefGoogle Scholar
Kostova, T., & Roth, K. (2002). Adoption of an organizational practice by subsidiaries of multinational corporations: Institutional and relational effects. Academy of Management Journal, 45(1), 215–233.Google Scholar
Kostova, T., Roth, T., & Dacin, M. T. (2008). Institutional theory in the study of multinational corporations: A critique and new directions. Academy of Management Review, 33(4), 994–1006.CrossRefGoogle Scholar
Kristensen, P. H., & Zeitlin, J. (2005). Local players in global games: The strategic constitution of a multinational corporation. Oxford: Oxford University Press.Google Scholar
Lanciotti, N. S., & Lluch, A. (2018). Staffing policies and human resource management in Argentina: American and British firms (1890–1930s). Business History, https://doi.org/10.1080/00076791.2018.1471061.Google Scholar
Lavelle, J., Gunnigle, P., & McDonnell, A. (2010). Patterning employee voice in multinational companies. Human Relations, 63(3), 395–418.CrossRefGoogle Scholar
Lazarova, M., & Tarique, I. (2005). Knowledge transfer upon repatriation. Journal of World Business, 40(4), 361–373.CrossRefGoogle Scholar
Lewis, R. E., & Heckman, R. J. (2006). Talent management: A critical review. Human Resource Management Review, 16(2), 139–154.CrossRefGoogle Scholar
Li, J., Jiang, F., & Shen, J. (2016). Institutional distance and the quality of the headquarters–subsidiary relationship: The moderating role of the institutionalization of headquarters’ practices in subsidiaries. International Business Review, 25(2), 589–603.CrossRefGoogle Scholar
Li, X., & Sun, L. (2017). How do sub-national institutional constraints impact foreign firm performance? International Business Review, 26(3), 555–565.CrossRefGoogle Scholar
Liu, W. (2004). The cross-national transfer of HRM practices in MNCs: An integrative research model. International Journal of Manpower, 25(6), 500–517.CrossRefGoogle Scholar
Liu, L. X., Jiang, F., & Sathye, M. (2017). Does bonding really bond? Liability of foreignness and cross-listing of Chinese firms on international stock exchanges. Research in International Business and Finance, 41, 109–124.CrossRefGoogle Scholar
Mainela, T., Puhakka, V., & Servais, P. (2014). The concept of international opportunity in international entrepreneurship: A review and a research agenda. International Journal of Management Reviews, 16(1), 105–129.CrossRefGoogle Scholar
Makela, K., Bjorkman, I., & Ehrnrooth, M. (2010). How do MNCs establish their talent pools? Influences on individuals' likelihood of being labelled as talent. Journal of World Business, 45(2), 134–142.CrossRefGoogle Scholar
Mayrhofer, W., Reichel, A., & Sparrow, P. R. (2012). Alternative forms of international working. In G. Stahl, I. Björkman, & S. Morris (eds.), Handbook of Research into International HRM (pp. 300–327). London: Edward Elgar.Google Scholar
McDonnell, A., Boyle, B., Bartram, T., Stanton, P., & Burgess, J. (2015). Similarity or variation? Employee representation and consultation approaches amongst liberal market economy multinationals. Industrial Relations, 70(4), 646–669.Google Scholar
McDonnell, A., Collings, D. G., & Burgess, J. (2012). Guest editors’ note: Talent management in the Asia Pacific. Asia Pacific Journal of Human Resources, 50(4), 391–398.CrossRefGoogle Scholar
Morley, M. J., Scullion, H., Collings, D. G., & Schuler, R. S. (2015). Talent management: A capital question. European Journal of International Management, 9(1), 1–8.Google Scholar
Muller, M. (1998). Human resource and industrial relations practices of UK and US multinationals in Germany. The International Journal of Human Resource Management, 9(4), 732–749.CrossRefGoogle Scholar
Myloni, B., Harzing, A-W, & Mirza, H. (2004). Host country specific factors and the transfer of human resource management practices in multinational companies. International Journal of Manpower, 25(6), 518–534.CrossRefGoogle Scholar
Ngo, H., Turban, D., Lau, C., & Lui, S. (1998). Human resource practices and firm performance of multinational corporations: Influences of country origin. The International Journal of Human Resource Management, 9(4), 632–652.CrossRefGoogle Scholar
Ngoasong, M. Z. (2014). How international oil and gas companies respond to local content policies in petroleum-producing developing countries: A narrative enquiry. Energy Policy, 73, 471–479.CrossRefGoogle Scholar
Nijmeijer, K. J., Fabbricotti, I. N., & Huijsman, R. (2014). Making franchising work: A framework based on a systematic review. International Journal of Management Reviews, 16(1), 62–83.CrossRefGoogle Scholar
Perlmutter, H. V. (1969). The tortuous evolution of the multinational corporation. Columbia Journal of World Business, 4(1), 9–18.Google Scholar
Pil, F. K., & MacDuffie, J. P. (1996). The adoption of high-involvement work practices. Industrial Relations, 35(3), 423–455.CrossRefGoogle Scholar
Pudelko, M., & Harzing, A.-W. (2007). Country-of-origin, localization, or Dominance effect? An empirical investigation o HRM practices of Foreign Subsidiaries. Human Resource Management, 46(4), 535–559.CrossRefGoogle Scholar
Ramirez, M., & Mabey, C. (2005). A labour market perspective on management training and development in Europe. The International Journal of Human Resource Management, 16(3), 291–310.CrossRefGoogle Scholar
Reiche, B. S. (2008). The configuration of employee retention practices in multinational corporations’ foreign subsidiaries. International Business Review, 17(6), 676–687.CrossRefGoogle Scholar
Rickley, M., & Karim, S. (2018). Managing institutional distance: Examining how firm-specific advantages impact foreign subsidiary CEO staffing. Journal of World Business, https://doi.org/10.1016/j.jwb.2018.05.002.CrossRefGoogle Scholar
Rosenzweig, P. M., & Nohria, N. (1994). Influences on human resource management practices in multinational corporations. Journal of International Business Studies, 25(2), 229–251.CrossRefGoogle Scholar
Rovai, S. (2008). Recruiting high-tech managerial talents in China: An institutional perspective. Journal of Technology Management in China, 3(2), 181–193.CrossRefGoogle Scholar
Scott, W. R. (2001). Institutions and organizations (2nd ed.). Thousand Oaks, CA: Sage.Google Scholar
Smith, C., & Meiksins, P. (1995). System, society and dominance effects in cross-national organizational analysis. Work, Employment & Society, 9(2), 241–267.CrossRefGoogle Scholar
Svendsen, M. F., & Haugland, S. A. (2011). Host country institutional pressures and cross-border relationship governance. International Business Review, 20(3), 324–337.CrossRefGoogle Scholar
Tarique, I., & Schuler, R. S. (2010). Global talent management: literature review, integrative framework, and suggestions for further research. Journal of World Business, 45(2), 122–133.CrossRefGoogle Scholar
Thite, M., Wilkinson, A., & Shah, D. (2012). Internationalization and HRM strategies across subsidiaries in multinational corporations from emerging economies—A conceptual framework. Journal of World Business, 47(2), 251–258.CrossRefGoogle Scholar
Trevino, L. J., Thomas, D. E., & Cullen, J. (2008). The three pillars of institutional theory and FDI in Latin America: An institutionalization process. International Business Review, 17(1), 118–133.CrossRefGoogle Scholar
Tüselmann, H., Allen, M. M. C., & McDonald, F. (2014). Vive Les Différences? Voice in French MNCs’ overseas workplaces: A comparative study of voice in French, German and US subsidiaries in the UK. The International Journal of Human Resource Management, 26(8), 1152–1168.CrossRefGoogle Scholar
Tzeng, C.-H. (2018). How foreign knowledge spillovers by returnee managers occur at domestic firms: An institutional theory perspective. International Business Review, 27(3), 625–641.CrossRefGoogle Scholar
van Hoorn, A., & Maseland, R. (2016). How institutions matter for international business: Institutional distance effects vs institutional profile effects. Journal of International Business Studies, 47(3), 374–381.CrossRefGoogle Scholar
Wailes, N., Wright, C. F., Bamber, G. J., & Lansbury, R. D. (2016). Introduction: An internationally comparative approach to employment relations. In G. J. Bamber, R. D. Lansbury, N Wailes, & C. F. Wright (Eds.), International and comparative employment relations: National regulation global change. Sydney: Allen & Unwin.Google Scholar
Welch, D. E., Welch, L. S., & Worm, V. (2007). The international business traveller: A neglected but strategic human resource. The International Journal of Human Resource Management, 18(2), 173–183.CrossRefGoogle Scholar
Whitley, R. (1999). Divergent capitalisms: The social structuring and change of business systems. Oxford: Oxford University Press.Google Scholar
Zaheer, S. (1995). Overcoming the liability of foreignness. Academy of Management Journal, 38(2), 341–363.Google Scholar
UNCTAD, (2012). World Investment Report 2012: New Policies for Investment. Geneva: United Nations.Google Scholar
UNCTAD, (2014). World investment Report 2014. New York, NY and Geneva: Reforming international Investment Governance.Google Scholar