ooking for professional writer who are very aware of R studio, STATA, Company analysis, industrial DYNAMIC, Econometric and know how to get and analyze the data. (Academic paper and journal formatting)
INDUSTRIAL DYNAMIC COURSE
Topic: Pepsi Company (as an international and you can get its data in public) if you have another firm and you sure can get its data for the last recent 5 years is possible 2012 to 2016 to write new paper. (PhD Level)
Check the data from: MARKETLINE advantage or any other website
1- Choose PEPSI for example or any topic from Industrial dynamic course, and choose a firm that you can access to its full data set to analyze, replicate, and enter the data and results that you think. Compare Gibrat Law with the result.
2- You should access to the data of the company or any other international company you could access to its data for the recent 3 to 5 years at least. Then you have to start with analysis you have its data. (Must have enough data to test).
3- You should be aware of R programming or STATA, Econometric , Industrial Dynamic and Gibrate Law to start with this work ,because you must run a regression , open and solve equation, apply your test and show an empirical investigation of the paper to be accepted in the journal otherwise they will reject the work if there are a missing data or not include models…etc
4- When you access to PEPSI database you maybe will find the data for the last 3 years, which is enough to test it. There are missing variable in the data you should know, such as -9….
5- Use variable you need, independent variables..
6- You can choose any test such as the Growth rate (my professor like it) or size …etc , by using Gibrate Law. Plot size, Log normal, what is variables?
7- You have to run a regression of the sector.
8- You can use different measures.
9- You can separate regression from 2 different countries such as ITALY and SAUDI ARABIA or any country you want from different continent.
10- Why violated?
11- You should test Hypothesis, and show your empirical investigation of the paper.
12- You can take and replicate the work of the paper doing the same test but use your own test and empirical investigation.
13- Will provide you with some documents you can use it as a reference. Such as the criteria of this paper such as a1 , a2, a3 and what is it mean. Also, will send you papers that you can use or understand how to test the size or growth rate.
14- Number of pages: 13 to 16 pages without the cover pages and references.
15- Use Harvard references and no less than 15 references. (Write a paper according to The Journal format such as abstract, introduction lecturer review, models and your own models and equation to analyse and test the data and hypothesis and must give your empirical investigation..
Introduction
In recent years, the number of Chinese expatriates has increased. China is growing global rapidly, with an average annual growth rate of 10.7% in 2006, up from 8.4% in 2000 (World Bank, 2008)(2). With China’s GDP growth, China’s exports are also growing rapidly. Export is one of the most important proportions for China, accounted for 40% of GDP in 2006, up from 23% in 2000 (World Bank, 2008). Chinese enterprises compete for oil and copper in Africa. They are looking for investment opportunities in the United States and Europe. They began to set up an office in the world. The definition of expatriate is “an employee sent by his or her company in one country to manage operations in a different country” (Noe et a., 2006, p.641)(5). Therefore, Chinese expatriates are sent abroad because their Chinese companies are expanding (1).
A lot of researches found that it is costly for expatriates’ difficulties adjusting and poor performance, which will also lead to low organizational commitment and low productivity. (Black, 1988; Kaye & Taylor, 1997; Storti, 2001; Tung, 1987). Lower working adjustment and poor performance may result in early termination of assignments. Past studies, assessing the success of international assignments concluded three most common criteria for evaluating expatriates’ work. There are ‘(1) completion of the foreign assignment, (2) work adjustment, and (3) performance on the foreign assignment(Caligiuri, 1997)’.
First of all, research studies have indicated that job satisfaction of expatriates has a strong impact on assignment completion (Grant-Vallone & Ensher, 2001; Culpan &: Wright, 2002)(8).
Job satisfaction refers to employee performance, commitment and other support form the organization.There are several ways to increase job satisfaction in the Human Resource practices (4). Herzberg did plenty of researches, related to motivational factors and rewards system. He holds that intrinsic and extrinsic rewards have the more effective influence on the job satisfaction and commitment level (9). On the contrary, lower level of job satisfaction and reward will increase the rate of absenteeism, intention to leave for better opportunities and turnover (9). The value of intrinsic and extrinsic rewards is different. Each of them has its own preferences depending on employees need. Some employees prefer intrinsic rewards to develop their career development. However, other employees prefer extrinsic rewards to satisfy their basic needs.Therefore, multinational companies need to take both rewards into consideration for making international assignments successful.
Secondly, the cross-cultural context of international assignments indicates that some certain strategies may fit in one cultural context, which may not work well in other cultural contexts.(Black & Porter, 1991; Ralston, Terpstra, Cunniff, & Gustafson, 1995).Adjustment is the primary result of international assignments. Besides, work and culture adjustment was regraded as a major criterion to assess the successful of expatriates assignments because expats adjustment is an important aspects of the expats’ ability to reach companies’ objectives and goals (Bhaskar-Srinivas et al. (2005), Harrison et al. (2004) Caligiuri, 2000; Kraimer et al., 2001; Nicholson, Imaizumi, 1993. Social and cultural adjustment involves “adapting” or negotiating host capacity (Ward and Kennedy, 1996). According to Black, (1988), Nicholson, (1984), the degree of work adjustment is equal to the level of psychological comfort of expatriate in the host country.
Last but not least, assessing the performance on the foreign assignment is one of three vital criterions for evaluate expats’ work successful or failure. However, performance is too broad objective. And there are several ways to evaluate expats performance. There are a lot of studies examines the relationship between work adjustment and performance, for example according to KRAIMER, WAYNE& JAWORSK, expats adjustment has positive influence to expatriatetask performance and contextual performance(three support). According to ‘Three Component Model of Commitment’ ofJohn Meyer and Natalie Allen, commitment can be regarded as a psychological state, which has three different components. There are affective commitment, continuance commitment and normative commitment (11).Therefore, in this article, form another perspective, organization commitment can replace performance because according to the Irefin and Mechanic, employee commitment has a fairly positive relationship with organizational performance (12). Organizational commitment is one of the most often studied variables in organizational behavior research (for recent reviews see Mathieu &Zajac, 1990; Meyer & Allen, 1997) that the major reason is organizational commitment is regarded as the most important factor to influence almost any organizational behavior, which is beneficial to the organization such as performance, attendance, organizational citizenship behavior and taking responsibility (see Mathieu &Zajac, 1990; Meyer &Allen, 1997; Mowday, Porter, &Steers, 1982; Randall, 1990)
However, little attention seems to be paid to Chinese multinational Corporations, which need to deal with many international assignments. There is few literature related to how Chinese enterprises select and motivate expatriates. Most of the literatures pay more attention to expatriates from North Americans and Western Europeans.As similar as developed countries’ expatriates, Chinese expatriates will deal with complex assignments, the need for flexibility and the ability to adapt managerial practices to the cross-cultural environment (Feldman & Bolino, 1999; Tung, 1998). In addition, in recent years numerous theories on cross-cultural factors and its impact on adjustments being investigated (Waxin & Pannacio, 2005; Lee & Croker, 2006; Farh, Bartol, Shapiro and Shin, 2010; Dowling, Welch and Schuler, 1999; Osman-Gani & Rockstuhl, 2009;Martin and Anthony, 2006; Dowling et al, 1999; Harris, 2004; Tahir & Ismail 2007; Guthrie, Ashand Stevens, 2003; Hechanova et al, 2003; Kumar, 2008; Ramalu et al 2010) . However, there appears to be little research available on expats adjustments and its impact on organizational commitment, especially multinational companies of developing countries such as China.
Insum,thisstudyaimstocontributetoexpatriatesliteratureintwo majorways.Firstly, this study refine, extend and test the relationship among different rewards (intrinsic rewards and extrinsic rewards), work adjustment and organizational commitment of Chinese expats. Secondly, with base of previous research background knowledge, this study examines job satisfaction as a mediating role in the relationship between work adjustment and organizational commitment.
Chapter 2 Literature Review and Hypotheses
Rewards system
Work adjustment
Organizational commitment
Job satisfaction
H1a:Intrinsic rewards have a positive relationship with expatriate work adjustment.
H1b:Extrinsic rewards have a positive relationship with expatriate work adjustment
H2a:Intrinsic rewards are positively related with organizational commitmentof expatriate
H2b:Extrinsic rewards are positively related with organizational commitment of expatriate
H3: Work adjustment has a positive relationship with organizational commitment
H4:Job satisfaction will impact on (moderate or mediate) the relationship of expatriate work adjustment and organizational commitment
