Search

The study deals with some of the problems that American Multinational Corporations face in transferring management know-how to the developing area. The analysis shows that certain variables such as ownership, company size, nature of the technology, and product market characteristics seem to have an influential bearing on the management transfer process. [ABSTRACT FROM AUTHOR]

This article states that the issues of business size and economic power are not likely to be deceived into exaggerated expectations at this time. The literature of economic concentration has waxed progressively cautious about treating the size of firm as an independent variable. Contributing to this caution is the evidence from empirical studies of specific markets. Absolute size has proved less meaningful than relative size for determining the influence of a single firm or group upon market structure and behavior. Size leadership may be attained through growth in a single product line or it may develop from the accumulation of fractional positions across a broad segment of industry. A few large firms may appear to have the competition stabilized within a given industry and yet be effectively challenged with substitutes arising in industries hardly comparable either as to structure or character of operations. These and similar commonly recognized limitations greatly reduce the areas of generalization in which size of firm considered as an independent variable yields clear-cut principles for the guidance of public policy.