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Do MNEs Train More than Domestic Firms?
Most empirical findings confirm this by using variables representing foreign ownership. Tan and Batra (1996), Tan and Lopez-Acevedo (2003), and Miyamoto and Todo (2003) show that higher foreign equity share is indeed an important determinant of training in Mexico, Indonesia and Malaysia. Why do MNEs train more than domestic firms?

Other empirical findings Related Articles

7.0 The African Entrepreneur Entrepreneurial Competencies: Entrepreneurs and entrepreneurship in Africa
Empirical studies linking education and training to entrepreneurial success have had mixed and contradictory results.
Finance Matters for Poverty Reduction and Attaining the MDGs: Recent Empirical Evidence
Finance is an important component of development, including for poor people. Indeed, recent empirical evidence has shown that a more developed financial system can help reduce poverty and lower income inequality.
Do MNEs Train More than Domestic Firms?
Most empirical findings confirm this by using variables representing foreign ownership. Tan and Batra (1996), Tan and Lopez-Acevedo (2003), and Miyamoto and Todo (2003) show that higher foreign equity share is indeed an important determinant of training in Mexico, Indonesia and Malaysia. Why do MNEs train more than domestic firms?
Empirical Skepticism
Empirical skepticism is a foundation for great leadership. We must deliberately suspend judgment and be willing to live in doubt for while, in order to allow assumptions to be sorted from facts and to keep irrelevant facts from clouding our judgment. This practice of empirical skepticism ensures that open and challenging questions help our teams anticipate opportunity and assess risk more accurately.
Supply Chain Confidence A PI Q and A
The following is an interesting question I received from a Master of Science (M.Sc.) Business Technologies student who is working on her thesis “Measuring Confidence in Supply Chain Management System: An empirical approach.” Reader Question: My name is Diana Esparza, M.Sc. Electronic Business Technologies full time student at the University of Ottawa. Currently, I am working on my thesis proposal “Measuring Confidence in Supply Chain Management System: An empirical approach”.

Unintended Consequences of Hybrid Vehicles
I heard a "superb" cynical statement today. I have no idea if it is factually correct, have no data (empirical or anecdotal) to support it, but it is such a great potential example of unintended consequences that I thought it was worth putting out there.
Acccccccelerated Learning: The [Remarkable] Power of Screwing Up
I had a chance to preview Dan Coyle's forthcoming The Talent Code: Unlocking the Secret of Skill in Sports, Art, Music, Math, and Just About Anything. In short, I thought the book was a marvel—explaining pockets of amazing talent, such as Brazil and football-soccer, and, based in part on new findings in neuroscience, turning conventional ideas about teaching and learning on their head. I'll have more to say when The Talent Code appears, and Dan, I hope, will consent to becoming a Cool Friend. In a rather trivial (however, not to me at the time) way I had a chance to practice parts of what Dan discovered—and was stunned at the efficacy of his findings in this small case.
Sales Assessment Comparison - Objective Management Group vs. Devine
It's not often that we get to compare the assessment results of an individual that took our assessment and another. Why? Because most companies don't use multiple assessments that report on similar findings. Notice that I said "report on" and not "look at". While other assessments report on findings similar to ours, they don't look at or measure the same information to draw their conclusions. That's why the reports I received today make for such an enjoyable comparison.
Why you should stop trying to delight your customers
Delighting customers does not build loyalty. Reducing customers’ effort does. These were the findings from a large customer service survey conducted by the Customer Contact Council (CCC), and featured in the July edition of the Harvard Business Review. The survey’s aim was to get answers to three questions: 1. How important is customer service to loyalty? 2. Which customer service activities increase loyalty, and which don’t? 3. Can companies increase loyalty without raising their customer service operating costs? After conducting structured interviews with customer service leaders and a study of more than 75,000 customers, the CCC uncovered three findings...
Bin Laden & How Information Spreads Now
Smart and empirical discussion of how the bin Laden death information spread on The Twitter, first as rumor and then as fact.

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