NIGERIAN JOURNAL OF
MANAGEMENT RESEARCH
January 2005
Vol.1
Editor-In-Chief
Dr. Bayo Oloyede
Managing Editor
Dr. H.T. Iwarere
Associate Editors
l. T.K.O.AIuko
2. O.I. Awe
3. S.O Adeusi
Editorial Advisers
l.Prof.J.A.T.Ojo
2.Prof.R.O.Abiola
3.Prof. Wole Adewumi
4.Prof. D.O.Nwamanam
5.Prof. Famous Izedomi
6,Prof.W. J lyiegbuniwe
7.Prof. P.E. Oribabor
8.Prof. Dipo Kolawole
9. Prof. I.O. Orubuloye
10.Prof. I.I. Ihimodu
Business Managers
l.S.O.Ajayi
2. M.O. Oke
3.A.R.Agbaje
CONTENTS
1. Effect of financial liberation on the real sector: The case of Nigerian
manufacturing industry Dr. J.A Otoyede
1-9
2. Strategic interest: A panacea for eliminating myopic management
strategy - Aluko, Temitope Kolawole J. Adebisi Sunday Abayomi
10-24
3 The Possibility of Adopting Just –in time production in a weak economy
Dr. Iwarere. Henry Taiwo
25-35
4. Economic Profit and performance measurement in Bank
Dr. J.A Oloyede, A.O. Adaramola. L.A. Sulaiman & L. B. Ajayi.
35-43
5. Effective Cost Management An antidote to ensuring efficiency in the
Nigerian Public enterprises
Adesina, Joseph Ayowote, Agbaje Abiodun Ratal
44-62
6 An appraisal of community Banking failure in Nigeria
S O Ajayi, O Awe
63-71
7. An actuarial appraisal of the transitional provisions of the Nigeria
'pension Reform Act, 2004" R. O. Ayorinde
72-82
s. Psychological well-being among the employed and unemployed
graduates In Nigeria: Implication for efficient management of human capital
A.J Ogunteye, S.O Adebayo and A. Akinronbi
83-88
9. Management of human resources in secondary schools in Ondo State,
Nigeria
Dr.T.O.Adeyemi
89-102
10. Privatization of public enterprises in Nigerian Benefits: Problem and
prospects
Olugbenga Osekrta
103-113
11. Management strategy in Nigeria affiliates of European multinational cooperation Olujide, Jackson Olusegun
114-124
12. Effects of structural adjustment programme on the management of
natural resources in Developing countries: An Overview
AJ. Obtunji, O.S. Ogunteye, & AF. Ibmika
125-140
13. Globalization and implication for the Nigeria political Economy
Bonnie Ayodele
141-151
14. Effects of increase in fuel price In Nigeria economy
LA Suarar, and S.O. Aden
152-170
15. Strategies for offering support services to entrepreneurs In Nigeria: A
Case study of Hero
O.I. Wale & S.O. Ajayi
171-187
16. The role of Micro Finance in poverty alleviation in Ekiti State: A case
study of Justice development and peace commission of the catholic
diocese of Ekiti
J.A. Olagun and O.I Fatoki
188-200
@
Faculty of Management Sciences
University of Ado-Ekiti, 2005
Published for
Faculty of Management Sciences
University of Ado-Ekiti
by
Forthright Educational Publishers
(A Division of Forthright Consult Limited)
P.O. Box 1868 Ado-Ekiti, Nigeria
The Nigerian Journal of Management Research, a publication of the Faculty of
Management Sciences, University of Ado-Ekiti, Nigeria, provides a unique forum
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King Julius Prints
114
MANAGEMENT STRATEGY IN NIGERIA'S AFFILIATES OF
EUROPEAN MULTINATIONAL CORPORATIONS
J.O. OLUJIDE
Abstract
International integration has long been an issue receiving significant attention from
academics and international management practitioners and strategists. In the last few
years much has been written about the effectiveness of American MN strategies and
Japanese 'miracle'. In Nigeria, the bulk of foreign private investment is European in
origin. This development has provoked the question: Does European international
management strategy exist? Data were obtained from 66 Nigeria affiliates of British and
French MNCs'. Analysis of data was done using frequency distribution, correlation and
test statistic results and findings of this study revealed that there are in fact no real
examples of European companies in terms of their identity and therefore the European
management is still in embryo form in its shape and structure, that is, the values can be
defined as well as many of the policy objectives, but structures and strategies are still
emerging and cannot be said to exist except in limited circumstances.
INTRODUCTION
Most Multinational Corporation (MNC) adopt an organization and control
pattern in which primary responsibility for performance is placed upon units allocated a
geographical market segment. Primary responsibility refers here to responsibility
measured at it lowest level of aggregation-the lowest level at which the control system
operates to measure and report business performance to the multinational centre. This
level is usually the country level. In some cases the primary units may represent smaller
market areas than a country, such as a district or a sales territory! In others a much larger
market area, such as throughout West Africa, will be a primary unit. In almost all cases,
however, the primary units within multinationals have a geographical attribute as an
essential element of their definition.
Not only are the primary units separated on a geographical basis, but
successive levels of responsibility and control are also normally based on geographical
aggregation. Thus in one multinational the primary units may be responsible for
performance in marketing a specified product range within a district. Performance of
these units may then be aggregated in successive steps to show performance of this
product range for a country, regional performance of the product division, worldwide
divisional performance and finally corporate performance. In another firm, the primary
units may be subsidiaries responsible for all the firm's sales within a country and these
then aggregates on a geographical basis into regional or international division
performance and finally worldwide corporate performance. These two phenomena of
geographically defined primary units and
*Olujide, Jackson Olusegun, Department of Business Administration University of llorln, llorln.
Nigerian Journal of Management Research
115
geographical aggregation appear to exist no matter what the overall organization
structure of the MN. Thus, the system of control and the way in which it motivates large
numbers of relatively small primary market units and successive levels of aggregation
should be of major concern to MNs faced with increasingly sophisticated competition on
a global scale.
But a MN company's chosen route to success is determined not only by it
structure but also by its strategy. In the last few decades much has been written and said
about American MN strategy and recently much has also been said and written about the
effectiveness of Japanese organizations and their strategies- the Japanese "miracle". But
unfortunately little or nothing as been said or written about the European MN strategy.
By the term European management strategy, we mean recognizable patterns of
managerial behaviour and an approach to problem solving and decision making at all
levels in organizations that establish the identity of the management strategy as
distinctly European, and particularly focuses on approaches to planning, implementing
and evaluating change. Thus, does European multinational strategy exists?
It is this question that this study is designed to provide answer to.
OBJECTIVE OFTHE STUDY
In spite of a flood of books on management topics and a rapid growth of
management education and consulting services, there is still a gap between the
"knowledge in use" valued by practicing managers at alllevels of organizational action
and the more abstract models and hypotheses argued to be important by management
theories. The currently highly appraised study of Michael Porter on his "national
diamond", for example, could also therefore be seen to ignore the implications of the
obvious fact that the local cultural and institutional practices of managers are clearly
different in different societies, in that such differences may prevent managers from
being able to follow strategies that are locally demanded from applying the Porter
framework Cultural assumptions, derived from previous education and the experiences
of managing in a particular society, not only means that management practice isprofoundly different in different societies, but that management theories, models and
prescriptions are also considerably affected by the language and concepts used by the
type of goals that are seen as important. In sum, the European experience and
formulation of management being different from American and Japanese experience,
and the frameworks used by Americans and Japanese being different from those used by
Europeans make it necessary now to distinguish "European" management as a possible
alternative approach. This is exactly the objective of this study.
116
RESEARCH METHODOLOGY
This study analyses and explains the relationship between British and French
MNCs and their Nigeria market subsidiaries. The study examines autonomy in 66 large
MNCs 35 of them are headquartered in Prance while 31 are in the United Kingdom
(U.K). France and the U.K are important members of the European Economic Union and
their MN strategies can be said to be representative of European MN strategy in Nigeria
since they have the largest direct foreign investment in the consumer goods packaged
industry.
The companies considered are automobile and accessories, pharmaceutical,
food and drinks, cosmetics and perfume, footwear, electronic/electrical, chemical and
textile. They all belong to the consumer packaged goods industry.
Data were collected through personal structured interviews based on a formtype questionnaire covering variables of the multinational company and the affiliate.
In this study, strategic control (autonomy) is measured at the level of the
individual decision and expressed in the form of a global index of centralization (OIC).
The approach used here (Gamier, 1980) is based on the idea that although most
decisions to be made in a foreign affiliate have no material influence on the parent, a
handful of them are extremely important. They might directly affect either the parent
company or another member of the group, or they might have an influence on the
profitability of the affiliate or its obligations, thus, indirectly affecting the parent. These
basic decisions can be either reserved exclusively to the latter or decentralized to some
degree to the foreign affiliate, fn this study 10 such decisions were selected both by
examining written materials by specialists in this field and by means of a preliminary
discussion with various high ranking executives of the affiliates in question Data
obtained were analyzed using frequency distribution analysis (FDA), correlation
analysis and test statistic
Result
The Choice of a particular structure and its evolution overtime determines the
general capacity of an MNC not only to assure its profitability and viability, but also
reflecting very often, the arbitrage in organization between the need for flexibility (often
related to a high degree of decentralization for the local units) and the need for
supervision and coordination (often related to a certain degree of central control).
Several studies have classified American multinational structure according to
their placement of international operations (Alpander 1978; Egelhoff, 1980 etc).
Although these studies differed in many respects, they agree that it is useful to classify
firms according to a few structural types
Nigerian Journal of Management Research
117
through which foreign operations report. Basically, three classifications have been used
in most studies on the structure of American MNCs, namely: Worldwide product,
International decision and Zone geographic.
In a worldwide product organization, top-level line executives are responsible
for one or more world business(es). In an international division form of organization
structure, two kinds of line executives report to the Chief Operating Officer. All but one
of these are managers of domestic activities whereas the remaining executive is in
charge of all the company's foreign business. Executives reporting to the Chief operating
officer in an area organization are responsible for all businesses within specific
geographic regions of the world. But the degree of control varies according to the
organization structure adopted by the MNC. The degree of control of decision is
expected to be higher for the multinational division and world product structures than
for the zone geographic. Our result in table 1 shows that the degree of control is very
low for all the multinational structures (1.37 for international division, 1.75 for product
line and 1.60 for zone geographic). Although this result is significant at 0.10 level of
Alpha the correlation co-efficient of 0.054 indicates that the association is very weak.
Furthermore, the result of this study did not support the position stated above, and that
is, the degree of control of decisions is expected to be higher for the multinational
division and world product structures than the zone geographic.
Table 2 examines the degree of control of management decisions according to
the nationality of countries of origin. The result in this table shows that the British and
French MNCs have a uniform approach to multinational management strategy (U. K
1.52 and French 1.58). Affiliates of British and French MNCs have great autonomy in
decision making.
Table 1: Degree of centralization of management decisions organization structure of the
MNC
Organization structure of the
company of the MNC
International Division
Product line
Geographic zone
1
5
=
=
Complete decentralization
Complete centralization
Global index of centralization
1.37
1.75
1.60
TABLE 2:
Nationality of
Parent company
English (U.K)
French (France)
1
5
118
Degree of centralization of management decisions according to
Nationality of parent company
Global index of centralization
1.52
1.58
=
=
Complete decentralization
Complete centralization
The study also tried to find out whether the centralization of management
decisions would vary according to the nature and type of industry, that is, between
durable and non-durable goods. The industry type is classified into twelve according to
the product manufactured, for example, agro-allied industry, textile industry, automobile
industry e.t.c. The degree of Centralization of management decisions varies between
1.15 for the paper industry and 1.63 for the beverage industry for die non-durable goods
sub-sector; on average die global index of centralization for non-durable consumer
goods is 1.41. For die durable goods sub-sector, the degree of centralization varies
between 1.25 (motorcycle and bicycle) and 1.92 (automobile industry). On average, the
global index of control for the durable goods sub-sector is 1.77, (See table 3). Table 4
shows that the effect of nature of product and industry type on the centralization of
management decisions is significant at 0.10 degree of Alpha. From die foregoing, one
can see that die degree of centralization of management decisions for durable goods is a
little higher than non-durable goods, though weak for die two sub-sectors.
TABLE 3:
Degree of centralization of management decisions according to
nature of product and, industry type
Non-durable consumer goods
1.41
- Agro-allied products
1.23
- Beverage
1.63
- Pharmaceutical products
1.57
- Paper product and ball-point
1.15
- Textile and garment
1.23
- Chemical products
1.53
- Leaders product and shoes
1.30
Durable consumers goods
1.77
- Motorcycle and Bicycle
1.25
- Furniture and fittings
1.27
- Electrical /Electronic
1.72
- Kitchen utensils
1.80
- Automobile spare parts and accessories
1.92
- Automobile
1.92
1
5
=
=
Complete decentralization
Coete centralization
Nigerian Journal of Management Research
119
TABLE 4:
Correlation between industry type, nature of product and the
centralization of management decisions
Type of industry and nature of
Global index of Centralization
product
Nature of product
Type of Industry
0.102*
0.115*
Spearman Rank correlation
* Significant at p<0.10
In an attempt to locate this study in the stream of research efforts on
multinational management strategy we posed the following question: Is it possible to tie
the control of decisions of multinational subsidiaries to specific causes? In order to
respond to this question, this study employed the analysis of Pearson correlation for
variables measured at interval scale and Spearman correlation for variables measured at
ordinary level to establish an association between the global index of centralization and
organizational variables (characteristics of the parent company and the affiliate). The
results of this analysis are contained in table S and hypotheses have been formulated on
the basis of these multinational company level variables and subsidiary level variables.
Within each group, hypotheses have been further sub-divided by the broad
concept of organization theory to which they relate (i.e. Size, organization structure,
complexity, interdependence e.t.c.).
Company level variables:
Size of the multinational group: the scale of operation of the MNC seems to dominate
the decisions for control, it is generally considered as one of the main explanatory
variables of structure and of autonomy, that is, increasing size of multinational operation
leads to the decentralization of management decision (Gamier, 1982; Gates and Egelhoff
1986; Ann, Lasiere and Chardon 1987). These researchers argued that the size of the
total multinational company is negatively correlated with the control of management
decisions because a larger MNC has more difficulty exercising direct control over each
of its marry foreign units. Unfortunately, empirical data available are on die low risk
market environment of Europe and America where economic conditions are very
similar. We therefore hypothesize as follows:
H1
Strategic control is negatively correlated with the size of the MNC.
Results of this study in table 5 on the Nigerian subsidiaries of British and
French MNCs (a high risk market environment), confirm the negative correlation
120
between strategic control and managerial decision found by Picard (1972) in European
market subsidiaries of American MNCs. One can thus say that increasing size of the
MNC leads to the decentralization of decisions irrespective of market conditions and
characteristics. Therefore, Nigerian affiliates of the British and French MNCs have a
high degree of autonomy in the running and management of their operations.
Ownership Policy and legal dependence: the extent of outside ownership in
an MNC's foreign subsidiaries is a common source of external complexity. Outside
equity holders in a foreign subsidiary will be primarily interested in the goals and
performance of the individual subsidiary. They may prefer short-term profit
maximization or non-economic goals, especially if the equity holder is the host
government as is the case with several European affiliates in Nigeria; Nigerian
Governments hold between 40-60% of the equity shares in these companies. Such goal
multiplicity increases external complexity both for the individual subsidiary and for the
parent headquarters.
Child found that "a greater concentration of ownership and control predicted greater
centralization of decision making" (1973, p.l82). Thus through it's ownership policy the
parent company can increase a foreign affiliate's legal dependence on it thereby lowering
the risk it perceives in that affiliate. This policy can either be general (applicable to all
foreign affiliates without exception) or be different iron) one affiliate to the other. Two
variables were used to operationalize this policy, (a) The percentage of the responding
affiliate's equity held by the parent, Ann et at (1984) argued that the higher the degree of
parent-company's participation in the capital of foreign subsidiary, the higher is the
affiliates legal dependence On the parent. Hence, there is a tendency to strategically
control the affiliates decisions.
H2
Strategic control is positively correlated with the extent of parent company
ownership in foreign subsidiaries in an MNC.
This hypothesis is supported by the result of this study. The correlation
between global index of control and the percentage of responding affiliates equity is
significant at 0.01 level of confidence. This means that the concentration of ownership,
irrespective of the market environment predicts greater control. In Nigeria, the
indigenization policy and related practices, which required a greater concentration of
ownership and management of MN subsidiaries in the hands of Nigerians, has ensured
greater autonomy for local affiliates of British and French MNCs.
The second variable that was used to operationalize ownership policy and legal
dependence (b) is: The number of parent company's representatives on affiliates Board
Of Directors. The parent company has the right to appoint a certain
Nigerian Journal of Management Research
121
number of representatives on the board, proportional to its degree of ownership. Sim,
(1972); has demonstrated that Japanese MNCs have used this method of nominating as
many representatives as possible on the board of affiliates as a means of retaining a high
degree of power and influence in the decision making process. Thus, this variable
reflects the degree of autonomy the parent company is prepared to grant its affiliates.
H3
Central control is positively correlated with the number of representatives of the
parent company on the Board of Directors of the affiliate. This hypothesis is not
significant at 0.01 level of confidence. The explanation for this development is that by
legal and regulatory requirements Nigerian subsidiaries of British -and French MNCs
have very few representatives of their parent companies on, their Boards of Directors.
The affiliates thus enjoy a great autonomy.
Subsidiary level variables;
Product change within a foreign affiliate measures the degree to which new
products are being introduced by the affiliate to its local markets. It implies changes in
the marketing and possibly also the manufacturing and research environments of a
subsidiary. Picard asserted that a greater degree of autonomy is given to affiliates
experiencing a higher degree of product change. This is due to the need to react quickly
to the peculiarities of the local markets. Thus, we hypothesize that:
H5
Control is negatively correlated with product change. • This hypothesis is
confirmed by the result of this study at 0.01 level of confidence. The second variable of
the affiliate, Operational interdependence measures the degree of interdependence in
terms of sales and purchases between the subsidiary and the parent on the one hand and
among the subsidiaries on the other. Marnier theorized that the greater these
interdependences, the more decision making would be centralized. He argued that these
dependencies are crucial to the process of the multinational group and therefore leads to
reduced autonomy, furthermore, dependence is the most important element in the
determination of autonomy-particularly the parent company's dependence on its
affiliates or the interdependence between the two organizations. However, dependence
has many facets: legal (ownership), product and operational, research, financial and
informational. The present dimension being considered evaluates the operational
dependence as measured by two variables:
(a)
The percentage of the local affiliates total sales that are going to the parent or
to the MNC group; and
(b)
The percentage of local subsidiary's purchase coming from the parent or the
group and in both cases, the higher the percentage, the higher the interdependence and
the lower the affiliates autonomy.
122
The higher the degree of exchange (measured in terms of purchases and sales)
with the MNC group, the higher the operational interdependence and consequently the higher the centralization of decision making. This hypothesis is
confirmed at 0.01 level of significance. The next variable of the affiliate is
research dependence.
H8
It is hypothesized that the larger the research effort of the affiliate (measured
by, the percentage of sales devoted to research and development), the higher
the, probability that it will develop it's own product, then the less dependent it
will be on the parent company and, the broader will be it's autonomy.
This hypothesis is not supported by this study. The possible explanation for
this situation is that most of these subsidiaries do not engage in R&D and therefore do
not have to devote much sales to it. Added to this is the fact that the Nigeria marketers
operate in a 'sellers market' and therefore do not have to be market driven. The
subsidiaries depend more on parent company for new product but yet enjoy a great
degree of independence.
H7
Age of the affiliate
Gamier reasoned that older affiliates, having more experience will represent
lesser degree of risk to the MNC group. Therefore, the older subsidiaries should enjoy
greater autonomy than the younger ones.
H9
Centralization of management decisions is negatively correlated with the age
of the affiliate.
This hypothesis is not supported by the result of this study.
TABLE 5:
Correlation between organizational variables (characteristic of parent
company and affiliate) and the centralization of management
decisions
Centralization variables
Global index of centralization
Characteristics of the parent company
- Nationality of parent company
0.00**
- Percentage of affiliate's equity held by parent
0.186*
- Size of multinational group
-0.247*
- Number of parent company's representatives
on affiliate's Board of Directors
0.096**
- Multinational Organizational structure
0.054*
Characteristic of affiliate
- Age
-0.189*
- Percentage of affiliates products identical to those of, parent
0316*
- Number of products manufactured and sold in host country
-0.178
- Operational interdependence
0.580*
- Percentage of sales devoted to R&D
-0.034**
Nigerian Journal of Management Research
123
Spearman and pearson correlation coefficients
* Significant at p<0.01
** Not-significant at p< 0.10
Discussion
It is apparent from the results in tables l-5thatthere is no clear recognizable
pattern of managerial behaviour and an approach to problem solving and decision
making at all levels in organizations that establish the identity of the management
strategy as distinctly European because data reported here do not support any particular
direction that is, either centralized or decentralized management. For example, the
degree of research and development activities of an affiliate is supposed to influence the
amount of strategic control by the parent company. But the result of this study did not
support this assertion. The same thing applies to factors like nationality of the parent
company and percentage of parent company's representatives on the Board of Directors.
The possible explanations are that: ;
(l)
There are, in fact, no real examples of European companies in terms of their
identity rather what we have are country identities for instance, SAS has a Scandinavian
identity, Philips, a Dutch company, is genuinely European in its employment of
managers and engineers from many countries but its identity is clearly Dutch. This is
true of most European multinational companies (Fiat, Siemens, Thomson e.t.c.). Unlike
the Europeans, Japanese and American companies believe that their competitive
advantage lies with their product management and strategy being seen as Japanese and
American, as this is identified with high standard of quality. These facts have been
argued to mean that European management and strategy are a myth.
(2)
The second major explanation is that there is a long-term trend of internationalization taking place in all societies and that we are at the beginning of constructing a
global economy, far beyond the European sphere of influence. The need for global
strategy, as argued by writers as Ohmae, is hostile to any concept of a world built on
political blocs or alliances. It is an argument that world companies cannot afford to be
nationalistic. Thus, it means that it is wrong to perceive European ideals and values, as
the basis for strategies, all that is necessary is prudent modification of overall global
policies and strategies.
Conclusion
Our discussion above has revealed that European multinational management strategy
followed a mixed grill; it is emerging and cannot be said to exist like the American and
Japanese international organization management strategies. It is still in embryo form in
its shape and structure, that is, the values can be defined as well as many of the policy
objectives, but structures are still a matter of debate. Furthermore, we have seen that
European management has a very different relevance in different types of business
situations. One cannot therefore predict that European management will become a
dominant framework for managerial thinking and action, except in certain key
situations. Local national identity and styles are likely to remain important for all local
firms and it is only when transnational organization becomes necessary that the issue
becomes a matter for strategic choice.
124
Finally, the European management framework may be relevant when viewed in the
context of European local organizations and foreign multinational companies
manufacturing, selling and operating in several different countries in the form of joint
ventures, international sub-contractors and suppliers for manufacturing operations. This
situation may necessitate a change in organization structure and management style in
order to build a strong European-led coordinating, planning and controlling
organization.
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