Index
Multinational Enterprises and Terrorism
ISBN: 978-1-83867-586-8, eISBN: 978-1-83867-585-1
ISSN: 1876-066X
Publication date: 31 July 2020
This content is currently only available as a PDF
Citation
(2020), "Index", Elahi, N. and Ghauri, P. (Ed.) Multinational Enterprises and Terrorism (International Business and Management, Vol. 35), Emerald Publishing Limited, Leeds, pp. 167-170. https://doi.org/10.1108/S1876-066X20200000035009
Publisher
:Emerald Publishing Limited
Copyright © 2020 Emerald Publishing Limited
INDEX
Note: Page numbers followed by “n” indicate notes.
Al-Qaida (see also 9/11 terrorist attacks; Terrorism)
, 29, 31
American MNEs
, 29
Apathy
, 122
Attock Oil
, 43
Aviation
, 78
Beverages Pakistan (Beverages-P)
, 68–71, 114–117, 127–128, 142
Beverages Turkey (Beverages-T)
, 63, 96–100, 127–128, 141–142
adjustments in strategies
, 64–66
analysis of company strategies
, 100–101
constraints/limitations
, 67
future plans
, 67–68
interaction with host government
, 66–67
realization of post-9/11 terrorism impacts
, 63–64
terrorism in EMs and institutional factors
, 63
“Bottom-up” approach
, 156n4
Business
, 15
continuity
, 141
utility plans
, 78, 141
Bypassing
, 37
Chemical, biological, nuclear, and radiological attacks (CBNR attacks)
, 58, 96, 154
Clinical-focused interviews
, 48
Coercive isomorphism
, 35
Comeback strategy
, 23
Comparative analysis
, 124
analysis on MNE basis
, 125–131
consolidated analysis
, 131–136
Consolidated analysis
, 131–136
Constructivism–interpretivism
, 42
Contingency
plan
, 65, 73, 93
view of strategy
, 27
Corporate risk manager
, 73
Corporate security manager
, 151–152
Counterterrorism
, 146
countering impacts of terrorism
, 27–28
proactive role of MNEs to
, 27–28
Country risk
, 19, 24
Craft strategies
, 102
Criminal acts
, 21
Crisis Management Strategy
, 65
Cross-country studies
, 25
Cultural–cognitive elements
, 36
Culture
, 15
Daesh (see Islamic State (IS))
Disinvestment
, 90, 96
Economic losses
, 23
Emerging and growth-leading economies group (“Eagle” group)
, 95
Emerging markets (EMs)
, 1, 5–7, 13–14, 33, 43, 92, 137
comparison between developed and EMs dimensions
, 15
comparison of developed markets and
, 2–3
consumption
, 5
economic characteristics
, 16
economies
, 14
in international business
, 16–17
physical characteristics
, 16
potentials and peculiarities
, 18
significance
, 1–5
sociopolitical characteristics
, 16
terrorism in
, 137–138
Environments
, 15
Fast Food Pakistan (Fast Food-P)
, 85–90, 120–123, 130–131, 138, 145–146
Fast Food Turkey (Fast Food-T)
, 81–85, 103–107, 130–131, 138
analysis of company strategies
, 107
Fear
, 150
Foreign direct investment (FDI)
, 4
FTSE index
, 14
General Manager (GM)
, 68–69, 71
Global Peace Index Score
, 43
Global terrorism
, 25, 29, 85
Global Terrorism Index (GTI)
, 8, 43
Global Terrorism Rank
, 43
Gross domestic product (GDP)
, 1, 3–4, 16
Habitualizing process
, 37–38
Human resource policy (HR policy)
, 59
Imprinting
, 37
Incident Management and Crisis Resolution program (IMCR program)
, 64
Incident management teams (IMTs)
, 65
Institute for Economics and Peace (IEP)
, 25
Institutional factors
, 39, 137–138
Institutional forces
, 34
Institutional processes
, 37–38
Institutional theory
, 33–34, 149
institutional pillars and carriers pillar
, 37
isomorphic pressures
, 36
working
, 35–37
Institutions
, 14
Insurance
, 87, 110
International businesses (IBs) (see also Multinational enterprises (MNEs))
, 4, 26, 91
EMs in
, 16–17
qualitative studies in
, 41
terrorism on
, 7
International firms
, 25
Interviewees selection
, 47–49
Irish Republican Army (IRA)
, 28
Islamic State (IS)
, 6, 29, 46, 73, 92
Islamist militancy
, 26
Kurdistan Workers’ Party (PKK)
, 54
Law enforcement agencies (LEAs)
, 54, 99, 145–147
Legitimacy
, 146
Litmus test
, 6
Local laws
, 99
Markets
, 15
Methodology
, 41
analysis criteria
, 50
case selection
, 42–49
case study
, 42–49
data analysis
, 49–50
data collection
, 42
process measure for analysis
, 50
research design
, 41–42
Mimetic isomorphism
, 35
Multinational corporations
, 29
Multinational enterprises (MNEs)
, 1, 4–7, 13, 33, 41, 53, 91, 137
analysis on MNE basis
, 125–131
case study
, 8
comparison between developed and emerging market dimensions
, 15
impacts of terrorism on
, 23–27, 30
limitations
, 153
managerial implications
, 151–153
in Pakistan
, 48, 108–123, 139
processes and controls
, 35
role playing by
, 27–28
selection
, 46–47
suggestions for future research
, 154–155
synthesis
, 28–31
theoretical implications
, 149–151
in Turkey
, 48, 91–108, 138–139
Multiple case study method
, 42–43
National institutional environments
, 151
Negligence
, 122
Neo-institutional theory
, 34
Nest Pakistan (Nest-P)
, 58, 108–113, 125–127, 144
adjustment in strategies
, 59–62
constraints/limitations
, 62–63
future plans
, 63
interaction with host government
, 62
realization of post-9/11 terrorism threat
, 58–59
terrorism in EMs and institutional factors
, 58
Nest Turkey (Nest-T)
, 53, 91–96, 125–127, 144, 147
adjustments in strategies
, 54–56
analysis of company strategies
, 97
constraints/limitations
, 57–58
future plans
, 58
interaction with host government
, 56–57
realization of post-9/11 terrorism threat
, 54
terrorism in EMs and institutional factors
, 53–54
Newly industrializing countries
, 14
9/11 terrorist attacks
, 24, 31
Normative elements
, 36
Normative isomorphism
, 36
Normative pressures
, 36
NVivo
, 49
Oil Co. Pakistan (Oil Co. -P)
, 76, 117–119, 128–129, 140–141
adjustments in strategies
, 77–80
constraints/limitations
, 80
future plans
, 80–81
interaction with host government
, 80
realization of post-9/11 terrorism threat
, 77
terrorism in EMs and institutional factors
, 76–77
Oil Co. -Turkey (Oil Co. -T)
, 72, 100–103, 128–129, 139, 145
adjustment of business strategies
, 73–75
analysis of company strategies
, 104
constraints/limitations
, 75–76
future plans
, 76
interaction with host government
, 75
realization of post-9/11 terrorism threat
, 72–73
terrorism in EMs and institutional factors
, 72
Open source intelligence
, 143
Organizations
, 33–34
Pakistan
country-wise FDI inflows in
, 45
MNEs in
, 48, 108–125, 139
terrorism in
, 43–44
terrorist incidents and fatalities in
, 46
Phenomenology
, 42, 47
Political instability
, 25
Political risk
, 19
Post-9/11 terrorism
, 137, 149
post-9/11 international terrorism
, 20
post-9/11 terrorist global phenomenon
, 54
realization
, 138
Qualitative research approach
, 41–42
Regulating process
, 37–38
Regulative elements
, 36
Research design
, 41–42
Risk assessment
, 28
Security
, 138
booklet
, 93
manager
, 64, 73–74, 143–144
plans
, 146
risk
, 23
Semi-structured interviews
, 48–49
Shared culture of security
, 121
Situation-specific view of strategy
, 27
Social order
, 140
Solid Disaster Recovery Plans
, 144
Stakeholders
, 15
Standard operating procedures (SOPs)
, 54, 73, 93
Stratfor
, 55, 66, 94
Stress management
, 62
Tehreek-e-Taliban Pakistan (TTP)
, 69, 139
Terrorism
, 1, 5–7, 13, 17, 33–34, 92, 137, 140, 149
casualties caused by
, 18
countering impacts
, 27–28
effects
, 7
high casualty terrorist bombings
, 19
on IB
, 7
impacts on MNEs
, 23–27, 30
research aims and research questions
, 8–10
risk
, 23
studies
, 29
Terrorist
activities
, 22
offences
, 21
risks
, 24
Theoretical lens
, 33
conceptual framework
, 38–39
institutional processes
, 37–38
institutional theory working
, 35–37
Top management team (TMT)
, 55, 65, 95
“Top-down” approach
, 155n4
Turkey
MNEs in
, 48, 91–109, 138–139
number of terrorist attacks with fatalities in
, 47
terrorism in
, 44
Universal view of strategy
, 27
US Department of Defense (DoD)
, 20
Validating process
, 37–38
Western MNEs
, 29
World Economic Outlook (WEO)
, 2