美日服务业跨国公司激励机制比较分析-世界经济专业毕业论文.docx

II II Abstract This paper aims to provide useful information and reference for the incentives mechanism reform of Chinas service industry multinational corporations (MNCs) through comparative analysis of the U.S. and Japanese service MNCs. According to Dunnings OLI paradigm, this paper presented three dimensions for the incentives mechanism comparative analysis: ownership advantage, internalization advantage and location advantage. On the basis of these three dimensions, the paper mainly explored the “manager sovereignty-based” type as the representative of the United States companies and “worker sovereignty-based” type as the representative of Japanese companies, and the effects of these two different incentive mechanisms on three advantages in OLI theories. Through comparison, we can arrive as a conclusion as following: (1) “Manager sovereignty-based” type focused the efficiency, individual ability and individual motivation or constraint, the foothold of incentive and control is the managers; while “worker sovereignty -based” type focused on fair distribution, individual knowledge formation in corporate culture and the formation of knowledge flows within companies. (2) “Manager sovereignty-based” type incentive goals are accomplished through share holding by managers; “worker sovereignty-based” type incentive goals are accomplished through life-long employment, year wages and internal promotion. (3) In the “Manager sovereignty-based” mode, the location and advantages of cross-border operation are obvious, while internalization advantages are weak; in the “worker sovereignty-based” mode, the ownership and internalization advantages are strong, while location advantages are weak. Besides, this paper selected two typical services MNCsCitigroup and Japan Post as good examples for comparative analysis. By using the acquisition of additional shares or funds in the stock exchange and other means of directional equity stake in large-scale movement and expansion, due to re