control
Abstract
The study examined the effect of
strategic environmental factors on the corporate performance of Multinational
Corporation using three (3) selected FMCG in Nigeria.
The broad objective of this study is to assess the strategic environment
and corporate performance of MNCs in Nigeria.The Cross-sectional survey design
approach was adopted for this study. Primary and secondary data were
extensively used. Primary data were generated by the use of a structured
questionnaire which was administered to 230 respondents, drawn from the senior
and middle-level management staff of the select Multinational Corporation in
Nigeria. The population of the study comprised of 545 senior and middle-level
management staff drawn from the 3 Multinational corporations. The sample size
was determined using the Taro Yamane formula, and the proportional allocation
formula was used in the distribution of the copies of the questionnaire to the
respondents. The statistical tool employed in testing the hypotheses were the
ordinary least square (OLS) involving the ordinal multiple regression analysis
and the Spearman rank correlation coefficient using SPSS version 20. From the
statistical analysis of the hypotheses, it was discovered that the three
environmental factors have a strategic impact on the corporate performance of
multinational corporations operating in Nigeria. It is, therefore, recommended
that multinational corporations should be aware of those factors that
positively impact on corporate performance and should be alert to business
challenges and initiate the process which will lead to improving strategic
factor awareness and the capability of the business to effect desirable
changes.
TABLE
OF CONTENT
Title
Page
Declaration – – – – – – – – – – ii
Certification – – – – – – – – – – iii
Dedication – – – – – – – – – – iv
Acknowledgment – – – – – – – – – v
Abstract – – – – – – – – – – – vii
Table
of Contents – – – – – – – – –
CHAPTER
ONE: INTRODUCTION
1.1.
Background of the Study – – – – – – – 1
1.2.
Statement of the Problem – – – – – – – 4
1.3.
Objectives of the Study – – – – – – – 5
1.4.
Research Questions – – – – – – – – 5
1.5.
Hypotheses of the study – – – – – – – 5
1.6.
Significance of the study – – – – – – – 6
1.7.
Scope of the Study – – – – – – – – 7
1.7.1. Unit
Scope – – – – – – – – – 7
1.7.2. Content
Scope – – – – – – – – – 7
1.8.
Limitation of the Study – – – – – – – 7
1.9.
Operational Definition of Key Concepts – – – – – 8
1.10.
Organization of the Study – – – – – – – 9
CHAPTER
TWO: REVIEW OF RELATED LITERATURE
2.1.Conceptual
Review of Topic – – – – – – – 10
2.1.2. Definition of Multinational Corporation – – – – – 12
2.1.3.
History of Multinational Corporation – – – – – – 12
2.1.4. The
Effect of Multinational Companies on Development – – – 13
2.1.5. Positive
Contribution To Development – – – – – 14
2.1.6. The
Concept of Strategic Management; Functions,
Evolution,
Meaning And Scope – – – – – – 14
2.1.7. Concept of Environment – – – – – – – 15
2.1.8. Business Environment – – – – – – – 18
2.1.9. Types of Environment – – – – – – – 18
2.1.10.
Business Environment – – – – – – – 19
2.1.11 Political
Environmental factors and Organizational Survival – – – 19
2.1.12 Technological Environmental
Factors and Innovation – – – 32
2.1.13 Relationship between Environmental Factors,
Business
Survival, and Growth – – – – – – – – 33
2.1.14
Determining the Optimal Strategic Thrust for Multinational
Corporation
– – – – – – – – – 35
2.2.Theoretical
Review of Literature – – – – – – – 36
2.2.1.
The Open-Systems View – – – – – – – 36
2.2.2.
Contingency Theory – – – – – – – – 37
2.2.3. Organizational
Environment Theory – – – – – – 38
2.3.Empirical
Review of Literature – – – – – – – 39
2.4.Summary
of Literature Review – – – – – – – 43
CHAPTER
THREE: RESEARCH METHODOLOGY
3.1
Theoretical Specification of Model – – – – – – 44
3.2
Empirical Specification of Model – – – – – – – 44
3.3 Sources
and Nature of Data – – – – – – – 45
3.4 Ethical
Issues – – – — – – – – – 45
3.5 Population
of the study – – – – – – – – 46
3.6 Sample
Size Determination – – – &nb
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