Sự luân chuyển và chiến lược giữ chân người lao động ở các doanh nghiệp nhỏ và vừa trong lĩnh vực dịch vụ trên địa bàn hà nội

ThAi nguyen University Southern luzon STATE University Socialist Republic of Vietnam Republic of Philippines Employee Turnover and Retention Strategies of Small and Medium Enterprise Service Businesses in Hanoi A RESEARCH PROPOSAL PRESENTED TO THE FACULTY OF GRADUATE SCHOOL SOUTHERN LUZON STATE UNIVERSITY LUCBAN, QUEZON, PHILIPPINES THAI NGUYEN UNIVERSITY S.R VIETNAM IN PARTIAL FULFILLMENT OF THE REQUIREMENTS FOR THE DEGREE DOCTORS IN BUSINESS ADMINISTRATION Advisor : Prof Conrado Abraham Name: Ngo Thi Mai i Acknowledgments I would like to express our most sincere thanks to the Management Board of the Southern Luzon State University, Thai Nguyen University, the teacher, the teacher of the school has helped me facilitate the learning process throughout I would like to express sincere gratitude and profound Professor Conrado L Abraham , enthusiastic teacher who have dedicated guidance, encouragement, spend time and exchange orientation for me during this research I would like to express my sincere thanks to the Department of Employment Ministry of Labour - Invalids and Social Affairs, Department of Labour, War invalids and Social Affairs Hanoi the SMEs service business in Hanoi has helped me research material, through a questionnaire survey I sincerely thank the Board of the University of Labor and Social affair (ULSA), colleagues in ULSA, classmates DBA1 facilitated enthusiastic help and share my experience to help complete the thesis Finally, I would like to send the gift to the heart of my family has passed enthusiasm and encouragement to complete my thesis Table of contents Page Chapter I: Introduction 1.1.Background of the study 1.2.Statement of the problem 1.3 Significance of the study 1.4.Scope and limitation of the study CHAPTER II: REVIEW OF RELATED LITERATUES AND STUDIES 2.1 Literature Review 11 2.2 Theoretical and conceptual framework 31 2.3 Hypotheses 36 2.4 Definition of terms and Variable 39 CHAPTER III: RESEARCH METHODOLOGY 3.1 Research Design 51 3.2 Research Locals 52 3.3 Samples and Sampling 52 3.4 Instrumentation 53 3.5 Procedure 3.6 Statistical Analysis of the Data 53 54 CHAPTER IV: RESULTS AND DISCUSSION 4.1 Results 58 iii 4.2 Discussion 60 CHAPTER V: SUMMARY, CONCLUSIONS AND RECOMMENDATIONS 5.1 Summary 69 5.2 Conclusions 74 5.3 Recommendations 75 List of tables and Exhibit : Page Figure 1.1 Employee Turnover Figure 1.2 Voluntary Turnover Rate Exhibit 1.1 Adam' Equity Theory 35 Table 1.2 Definition of SMEs in Vietnam 39 Chart No 4.1 : Applicability of Exclusive organizational structure strategy 58 Chart No 4.2 : Applicability of Mobile benefit strategy 59 Table 4.3 Sex of employees of SMEs service businesses 60 Chart 4.3 Sex of employees of SMEs service businesses Table 4.4 Age of employees of SMEs service businesses 61 Chart 4.4 Age of employees of SMEs service businesses Table 4.5 Qualification of employees of SMEs service 63 businesses Chart 4.5 Qualification of employees of SMEs service iv businesses Table No 4.6 :Chi- square table for Exclusive organization 64 structure strategy Table 4.7: Chi - square table for Mobile benefit strategy 66 Table 4.8 : Table for Inside communication strategy 68 Figure 5.1: Employee preference for staying the company 69 Figure 5.2: Reasons for attrition in SMEs service 70 businesses in HN Figure 5.3: Percents of solvable attrition by Exclusive 72 organization structure in SMEs service businesses in HN Figure 5.4: Figure 5.4: Attrition among employees who 73 value mobile benefit structure Figure 5.5: : Percents of solvable attrition by Mobile 74 benefit structure in SMEs service businesses in HN Table No 6.1: Questionnaire data 82 v CHAPTER I: INTRODUCTION 1.1 Background of the study A general idea of the sustained presence of service is very important to understand the research environment In addition to employee welfare such as pension fund, employees of SMEs are entitled to many other benefits including: +) Group Insurance: This plan is to provide coverage for employees in the event of illness, injuries or pregnancy in case of female workers and spouse for male workers.Special, personal accident insurance covers insury-related health care expenses +) Personal Health Care (Regular medical check-ups): The SMEs service businesses offer yearly health check-up for their employees These medical checkups are normally carried out once or even twice a year in some companies +) The lunch and Transportation subsidy: The lunch is providing by their organization and it is also subsidized Beside, some companies provide transportation facilities to all the employees from home to the office at the lowest price +) Credit Card businesses: Credit card businesses allow prompt payment and cost effectiveness that formal employee performance for purposes such as travel related expenses, hotel bills, airfare, etc +) Recreation, Cafeteria, ATM and Concierge facilities: Recreational facilities include billiard tables, chess tables and coffee bars Esoecially, taffs in some hotels can enjoy equipped gyms with private trainers +) Mobile Phone, Laptop: On the basis of business need, companies provide their staffs with mobile phones and/or laptops Staffs are responsible for the maintenance and protection of this property +) Loans: Many SMEs service businesses provide small loans for some different cases For example, employees could be provided with financial aid in emergency medical situations or financial assistance at the time of their weddings New members could be granted loans to assist them in resolving their original work at the company +) Educational Benefits: Many SMEs service businesses develop policies to improve personality and knowledge level of their employees., They reimburse tuition fees, and also fees for exam and books +) Performance based incentives: Many SMEs business services have planned, and implemented program-based support The parameters for calculation are performance evaluation criteria such as: speed, accuracy and productivity of each process From there, they give to some different bonus +) Flexi-time: Some employees in the company but not all, may be able to choose the flexi-time The main target is to provide employees with flexible time schedule The manager give their staffs right to choose most effective working time for them instead of a fixed schedule Therefore the productivity will be enhanced +) The cultural exchange programs: Companies often hold staff parties, in which they can join, share opinions and even display their talents In addition, organizations also conduct various sport competitions such as foot ball, volleyball for their employees +) Wedding Day Gift: Every employee in the company always receives a gift in his wedding The gift can be different based on their levels in the company But it often fluctuates between 20-50 USD for a member +) Employee Referral programs: There are companies which give good policy for employees if they can recommend qualified people to work in the organization The main target is to attract the good employee for their company and create higher retention rate +) Employee Stock Option Plan To generate loyalty of employees, the company has launched this policy; every staffs will be able to buy shares of company with discounted price This will enable them to fully enjoy benefits of the company So why is turnover rate still high? What retention strategies should be applied in the SMEs service business in Hanoi? 1.2 Statement of the problem An important issue facing by the SMEs service business is minimizing turnover rate In the context of globalization, Small and medium scale enterprises (SMEs) are losing a large number of employees, especially excellent managers for large multinational companies Particular data is as follow: Figure 1.1 Employee Turnover EMPLOYEE TURNOVER 18% 16% 14% 12% 10% Series1 8% 6% 4% 2% Pr od u ct io n ev el s Su pp su p vic e ss /s er Bu sin e Al ll or t rt po na ls t Pr of es si o em en ag M an Ex ec ut ive 0% Figure 1.2 Voluntary Turnover Rate Voluntary Turnover Rate 18% 16% 14% Series1 Percents 12% Series2 Series3 Series4 Series5 10% 8% Series6 Series7 6% 4% 2% 0% 2007 2008 2009 2010 2011 2012 Years 2012 Towers watsson: Vietnam Labour Market Overview Trends Employee turnover is permanent withdrawal from an organization whether voluntary or involuntary Straightforward ways to explain it are "how long employees tend to stay" or "the rate of traffic through the revolving door" “Turnover is measured for individual companies and for their service as a whole If an employer is said to have a high turnover relative to its competitors, it means that employees of that company have a shorter average tenure than those of other companies in the same service”(2012 Towers watsson.High turnover can be harmful to the company's productivity if skilled workers often leave the labor population and contains a high percentage of new employees Therefore, the company has a deep interest in the turnover rate of their employees, because workers can replace a portion of the cost of business operations When a company to replace a worker, it incurs costs directly and indirectly All the tasks that must be performed during cost money, time or both Additionally, there may be a loss of productivity during the period after the employee leaves the former and new staff have been fully trained For some companies, employees can also replace it difficult to retain customers or clients that the employee worked Often managers view the company as a success or just a stepping stone to climb to the prestigious multinational companies We are left as they are being raised in power How can design strategies to retain employees? Well as consideration to choose the best strategy to be applied in employees retention This is a difficult question that many Small and Midium Enterprise Service Businesses in Hanoi are eager to find answers 1.3 Significance of the study Success in employee retention and attraction is very important for long term health and success of any organization The ability to retain and keep your best employees ensurescustomer satisfaction, employees satisfied, retain institutional knowledge and learning and succession planning effectively Please tick the appropriate number, for some questions, you can tick as many numbers as necessary Imformations QUESTIONNAIRE APPENDIX Questionnaire Dear respondents, I am a student at the DBA1 class of Thai Nguyen University The purpose of this survey is to study employee retention strategy in the small and medium enterprise service businesses in Hanoi This research is also being conducted in partial fulfillment of the requirement for my degree of Doctor at the Southern Luzon Philippin I would be very grateful if you could express your cooperations by taking a few minutes to fill this questionnaire Your feedback is very important and your answers will be kept in strict confidential Thank you for your assistance Please tick the appropriate number, for some questions, you can tick as many numbers as necessary 75 No Question Respponse What is your sex? Female What is your age? 18 - 30 What is your qualification on Graduate job? School If you look for a new job, what will your preference? What is your opinion about replacing the old benefits with new benefits on a monthly basis in your organization? Not improvement in Position 31-40 41-50 >50 Male Higher Education MBA DBA Very less Moderate Farley enough Very high Very less Moderate Farley enough Very high Improvement in Position No improvement Improvement in satisfaction satisfaction from the from benefits the benefits Are you satisfied with the current job? Not at all To what extend you feel that quitting the present job will give you a satisfied job ? Not at all 76 To what extend you are emotionally attached to your company? Not at all Very less Is there any inside communication channel in your No channel organization? Any channel What is the frequency of the inside communication in your 10 organization? Do you have accessibility to the communication channels present in your 11 organization? What is your opinion about creating awareness on company values and Employee benefits to its own employees to 12 retain them? Moderate Farley enough Any one Any two Three channels channels Very high Four channels and above Nill Very less Moderate Farley enough Very high frequency No accessibility Very less Moderate Farley enough Very high Not useful Very less Moderate Good Very high The total score of question Numbers 6, 7, will be calculate and the region will be specified by the researcher on the scale given below Result .4 12 Retention Indiference Attrition Reference table 77 Common Internal Communication Channels In the Organizations Channels E-mail/printed circulars Employee meetings Celebration of special occasions of the employee Print media Others Questionair Data Table No 6.1: Questionair data Q1 Q2 Q3 Q4 Q5 Q6 Q7 1 2 1 2 1 4 0 1 2 1 1 3 3 0 1 2 1 2 2 2 2 3 0 4 2 Q8 Q6+Q7+Q8 Retention Indifferent Attrition Q9 Q10 Q11 Q12 Q9+Q10+Q11+Q12 2 12 1 3 2 3 1 7 1 6 1 1 4 0 10 1 10 1 0 1 3 2 11 1 1 1 2 2 1 12 1 +/ -1 -1 -1 -1 -1 -1 -1 -1 -1 -1 -1 -1 -1 -1 -1 -1 78 0 0 0 1 1 1 1 1 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 2 2 2 2 2 2 2 2 2 2 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 0 0 1 1 1 0 0 0 0 0 0 1 1 1 1 1 1 1 1 1 1 0 0 0 0 0 1 1 0 0 1 1 0 0 0 1 1 1 0 1 0 0 0 0 0 4 2 3 3 0 4 3 4 4 3 3 2 4 3 4 3 2 3 4 2 3 4 3 3 3 1 3 1 4 4 0 4 4 4 4 4 4 3 3 10 8 3 10 9 9 10 3 10 12 3 9 12 3 10 10 11 12 10 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 2 3 2 1 4 2 2 4 2 3 2 2 3 2 3 2 2 2 2 3 3 4 4 2 1 3 1 2 2 1 2 1 1 1 3 3 3 3 4 2 1 1 1 1 2 1 1 2 2 1 4 4 4 4 4 4 0 1 0 1 8 8 8 7 10 10 13 10 12 12 16 12 14 11 11 13 11 15 13 10 16 7 7 8 -1 -1 0 -1 0 -1 -1 -1 -1 -1 -1 1 1 1 1 1 1 1 1 -1 -1 -1 -1 -1 -1 -1 -1 -1 -1 -1 -1 -1 -1 -1 -1 -1 79 1 1 1 1 1 1 0 0 0 0 0 0 0 0 1 1 1 0 0 0 0 0 0 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 0 0 1 1 1 0 0 0 0 0 0 1 1 1 1 1 1 1 1 1 1 1 0 0 0 0 1 1 0 0 1 1 0 0 0 1 1 1 0 1 0 0 0 0 0 0 2 3 3 0 4 3 4 4 4 2 2 4 3 4 4 2 3 4 2 3 4 3 1 3 1 4 4 0 4 4 4 4 4 4 3 3 10 3 10 9 9 10 3 10 12 3 9 12 3 10 10 11 12 10 9 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 2 3 2 1 4 2 2 4 2 3 2 2 3 2 3 2 2 2 2 2 3 3 4 4 2 1 3 1 2 2 2 2 2 1 1 1 3 3 3 3 4 2 1 1 1 1 2 1 2 2 2 1 4 4 4 4 4 4 0 1 0 1 1 8 8 7 10 10 13 10 12 12 16 12 14 11 11 13 11 15 13 10 16 7 7 8 8 -1 0 -1 0 -1 -1 -1 -1 -1 -1 1 1 1 1 1 1 1 1 -1 -1 -1 -1 -1 -1 -1 -1 -1 -1 -1 -1 -1 -1 -1 -1 -1 -1 0 80 1 1 1 1 0 0 0 0 0 0 1 1 1 1 0 0 0 0 0 0 0 0 1 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 0 0 1 1 1 0 0 0 0 0 0 1 0 1 1 1 1 1 1 1 1 1 1 0 0 1 1 0 0 1 1 0 0 0 1 1 1 1 1 1 0 1 0 0 0 0 0 4 3 0 4 4 3 4 4 4 1 4 3 4 4 2 4 2 3 4 2 3 4 3 1 1 4 4 0 4 4 4 4 4 4 4 3 3 3 10 5 9 10 3 10 12 3 9 12 9 12 3 10 10 11 12 10 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 3 2 1 4 2 2 4 2 3 2 2 3 2 3 2 3 2 2 3 3 4 4 2 1 3 1 2 2 2 1 1 1 3 3 3 3 4 2 1 1 1 1 2 1 2 1 2 1 4 4 4 4 4 4 0 1 0 1 1 2 8 7 10 10 13 10 12 12 16 12 14 11 11 13 11 15 13 10 16 7 7 8 8 8 -1 0 -1 -1 -1 -1 -1 -1 1 1 1 1 1 1 1 1 -1 -1 -1 -1 -1 -1 -1 -1 -1 -1 -1 -1 -1 -1 -1 -1 -1 -1 0 -1 0 81 1 1 0 0 0 0 0 0 0 1 1 1 0 0 0 0 0 1 0 0 0 0 0 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 2 2 2 2 2 2 2 1 1 1 1 1 1 1 1 1 1 2 2 2 3 3 3 2 2 2 1 1 1 1 1 1 1 1 1 0 0 1 1 1 0 0 0 0 0 0 1 1 1 1 1 1 1 1 1 1 1 1 0 0 0 1 1 0 0 1 1 0 0 0 1 1 1 0 1 0 0 0 0 0 0 0 4 3 0 4 4 3 4 4 4 2 4 4 3 4 4 2 3 4 2 3 4 3 2 1 1 4 4 0 4 4 4 4 4 3 3 3 4 3 10 9 9 10 3 10 12 3 9 12 3 10 11 12 10 9 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 4 2 2 4 2 3 2 2 3 2 3 2 3 2 1 2 2 3 3 4 4 2 1 3 1 2 2 2 1 1 3 3 3 3 4 2 1 1 1 1 2 1 2 1 1 2 1 4 4 4 4 4 4 0 1 0 1 1 2 2 7 10 10 13 10 12 12 16 12 14 11 11 13 11 15 13 10 16 7 7 8 8 8 -1 -1 -1 -1 -1 -1 1 1 1 1 1 1 1 1 -1 -1 -1 -1 -1 -1 -1 -1 -1 -1 -1 -1 -1 -1 -1 -1 -1 -1 0 -1 0 -1 -1 -1 82 1 1 1 1 1 1 1 1 1 1 1 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 2 2 2 2 1 1 1 1 1 1 1 1 1 1 1 1 1 1 2 2 2 2 2 2 2 2 0 0 0 0 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 0 0 0 0 0 1 1 1 0 0 0 0 0 0 1 1 1 1 1 1 1 1 1 1 1 1 0 0 0 1 1 0 0 1 1 0 0 0 1 1 1 0 1 0 0 0 0 0 0 0 0 4 3 0 4 4 3 4 4 3 3 4 3 4 4 2 3 4 2 3 4 3 3 1 4 4 0 4 3 4 2 4 4 0 3 3 3 1 3 10 9 9 10 3 10 12 3 9 12 3 8 10 11 12 10 9 4 3 10 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 4 2 2 4 2 3 2 2 3 2 3 2 3 2 1 2 2 3 3 4 4 2 1 3 1 2 2 2 2 1 3 3 3 3 4 2 1 1 1 1 2 1 2 1 1 1 1 1 4 4 4 4 4 4 0 1 0 1 1 2 2 1 7 10 10 13 10 12 12 16 12 14 11 11 13 11 15 13 10 16 7 7 8 8 8 7 -1 -1 -1 1 1 1 1 1 1 1 1 -1 -1 -1 -1 -1 -1 -1 -1 -1 -1 -1 -1 -1 -1 -1 -1 -1 -1 0 -1 0 -1 -1 -1 -1 -1 -1 83 0 0 0 0 0 0 1 1 1 1 1 1 1 0 0 0 1 1 1 1 1 1 1 1 1 2 3 3 3 3 3 3 3 3 3 3 3 3 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 3 3 3 2 2 2 2 2 2 2 1 2 0 1 1 1 0 0 0 0 0 0 1 1 1 1 1 1 1 1 1 1 1 1 0 0 1 1 0 0 1 1 0 0 0 1 1 1 0 1 0 0 0 0 0 0 0 0 0 1 3 0 4 3 4 4 3 2 4 4 3 4 3 2 3 4 2 3 4 3 3 4 1 4 4 0 4 4 2 4 4 4 3 3 1 2 9 9 10 3 10 12 3 9 12 3 8 10 11 8 12 10 9 4 3 10 9 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 2 2 4 2 3 2 2 3 2 3 2 3 2 1 4 2 2 3 3 4 4 2 1 3 1 2 2 2 2 2 3 3 3 3 4 2 1 1 1 1 2 1 2 1 1 1 3 4 4 4 4 4 4 0 1 0 1 1 2 2 1 4 10 10 13 10 12 12 16 12 14 11 11 13 11 15 13 10 16 7 7 8 8 8 7 10 10 13 1 1 1 1 1 1 1 1 -1 -1 -1 -1 -1 -1 -1 -1 -1 -1 -1 -1 -1 -1 -1 -1 -1 -1 0 -1 0 -1 -1 -1 -1 -1 -1 1 84 0 0 0 0 0 0 0 0 0 0 0 0 0 1 1 1 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 1 1 1 1 1 1 1 1 1 1 1 1 2 2 2 2 2 2 2 2 2 2 2 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 0 0 0 0 0 0 1 1 1 1 1 1 1 1 1 1 1 0 0 1 1 1 1 0 0 1 1 0 0 0 1 0 1 0 0 0 0 0 0 0 0 0 1 1 0 0 3 0 0 3 4 4 3 4 3 2 3 3 4 3 4 2 3 4 3 3 4 3 4 4 0 4 2 4 4 4 3 3 3 1 1 0 4 9 10 8 3 12 3 10 10 8 12 10 9 10 3 10 9 5 10 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 2 4 2 3 2 2 3 2 3 2 3 2 1 4 2 2 3 3 4 4 2 1 3 1 2 2 2 2 2 3 3 3 3 3 4 2 1 1 1 1 2 1 2 1 1 1 3 3 4 4 4 4 4 0 1 0 1 1 2 2 1 4 4 10 12 12 16 12 14 11 11 13 11 15 13 10 16 7 7 8 8 8 7 10 10 13 10 12 12 1 1 1 1 1 1 1 -1 -1 -1 -1 -1 -1 -1 -1 -1 -1 -1 -1 -1 -1 -1 -1 -1 -1 0 -1 0 -1 -1 -1 -1 -1 -1 1 1 1 85 0 0 0 0 1 160 1 1 1 1 1 1 1 1 1 1 0 1 1 0 0 0 0 0 0 256 144 0 4 0 4 3 12 3 1 1 1 1 1 104 72 4 2 3 4 3 4 4 3 3 4 4 4 4 4 16 12 14 11 11 13 11 15 13 10 16 1 1 1 1 1 224 Plus sign =144 Minus sign =200 Median = 86 CURRICULUM VITAE I Personal Information Full name: Ngo Thi Mai Date of birth: June, 11th 1979 Sex/ marriage status: Female/ marriage Nationality: Vietnam Contact address:  Current residence No.17/10 Vong Thi street - Tay Ho district – Hanoi- Vietnam  Phone: o Mobile o Home phone Email address: Institution +849-83-102-992 +844-38-363-983 ngomai116@yahoo.com Date Degree(s) from- obtained: or Diploma(s) Date to Vinh 1997-2001 Degree of Bachelor of Mathematic 2001-2003 Degree of Master of Mathematic Education University Hanoi 87 Education University II Education qualification: III Civil service, eligibility and Government Company: The University of Labor and Social Affairs (ULSA) Position: Teacher I, the undersigned, certify that to the best of my knowledge and belief, this data correctly describes me, my qualifications and my experience Date …………… Ngo Thi Mai 88 89 ... development programs cannot exist without a culture that supports them Any effective program must have strong support from people in senior management positions, and “senior management positions must... “highly committed” employees were found to have a higher intent to remain with the company, a stronger desire to attend work, and a more positive attitude about their employment Steers (1977)... categories of multinational corporations: (1) a multinational, decentralized corporation with strong home country presence, (2) a global, centralized corporation that acquires cost advantage