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The purpose of this paper is to analyze the impact of globalization on the formation of a global political system.

Taking into account the fact of global political evolution, the authors of the paper point out that the global political structures tend to change.

During the past millennium the global political architecture has changed greatly from a state of low degree of cohesion and a simple structure to a fairly high level of unity and strong structure of today. Moreover, this development of the global political order was not just a simple change in the system of social relations, but also a directed search for such forms of organization that will be acceptable for a growing population.

The authors examine the development of a political system changing from the world phase to the global era. The paper aims to deepen the understanding of global political processes.

The results of the research can be used as recommendations for state governments to strengthen the position of civil society and political institutions within a certain country.

The development of a global political order was evolutionary in the sense that it took place as a “natural” process of “trial and error” (it can be viewed as a phenomenon of the deployment of evolution), which does not require the postulation of a general plan or focus. Political globalization is closely connected with the process of informatization. The global political system makes it easier to use information technologies as an instrument of political pressure.

The purpose of this paper is to analyze the operations of the quality management systems (QMS) in multinational companies, and develop a framework for classifying the QMS features based on the global operational and marketing structures arising from their expansion process. This paper is based on doctoral research conducted at the Department of Statistics, University of Haifa, Israel in 2007–2015.

This study used the innovative approach of adopting a systems perspective in analyzing the operation of a global QMS. In total 18 multinational companies at different levels of global expansion were studied in depth using observations, longitudinal studies, content analyses and depth interviews.

The result of this study is the global hierarchical model (GHM) that presents a classification of representative global operational and marketing structures deriving from the expansion process of multinational companies, and the extrapolated features of the respective global QMS.

This classification serves as a diagnostic tool for identifying the proper globalization level of a QMS, thereby helping plan global quality strategy and identifying the steps necessary for its effective implementation.

This research seeks to fill a lacuna in the field of global quality system development with regard to modes of competition and challenge. Integration of strategic, operational and marketing rationales into the QMS’s processes augments the functional level of management and supports the development of a strategy for global quality management that is derived from and supports the company’s global strategy.

The complex processes of global organizations poses significant challenges for the global quality management systems (QMSs) responsible for their coordination and effective management. This includes meeting local customers' needs, as well as being responsible for global operational effectiveness, aggregate capacity utilization, cost reduction and standardization. This study examines how all of these ends can be accomplished. Regulating local and global needs emerges as a key issue, but one that lacks clarity. Therefore, this article outlines an approach for developing a coherent, strategic approach.

A field study of eighteen multinational companies (MNCs) examined and mapped the activity of their QMS, defined representative profiles and compared these profiles to strategic, operational and marketing needs.

The data analysis shows several gaps in the approach to global quality management. The lack of coherence and considerable vagueness in addressing inter-organizational processes leads to behavior that fluctuates between absolute autonomy and specific initiatives aimed at reaching the necessary level of integration needed to achieve operational effectiveness.

The innovative mapping process and analysis of the current study provide a tool for differentiating between the local and global needs of MNCs' quality systems, identifying gaps and defining activities aimed at regulating responses while increasing global added value from the QMS. This provides deeper insight into the business needs of global and local QMSs to enhance the value derived from coordination and regulation.

The paper aims to look at a joint venture (JV) set up by a Portuguese company and a global corporation (GC) in the hospitality sector. The paper seeks to examine how, and why the JV's managers introduced variations in the management control (MC) rules and procedures in institutionalizing the global MC system imposed by the GC.

The paper relies on qualitative data collected through a case study of the JV over a period of two years. Insights from recent neo‐institutional work in accounting, complemented by the notion of multiple logics and the Orton and Weick perspective on loose coupling, are drawn on to interpret the case findings. The MC literature in GCs is also reviewed to explore whether and how practice variation can occur in these complex institutional settings.

Although institutional and technical criteria were not in dialectical tension, the global MC system was adapted by the JV's managers. They developed loosely coupled MC rules and procedures to satisfy the multiple logics informing it.

More qualitative studies on the adoption of externally imposed practices in other global/local settings are needed to refine the understanding of this phenomenon.

The present study extends the scope of neoinstitutional analysis in accounting by showing and explaining how and why individual organizations, which are dependent on dominant others, can introduce variations in imposed systems and practices. In so doing, the paper also contributes to a fuller understanding of MC practices in GCs.

Aim of the present monograph is the economic analysis of the role of MNEs regarding globalisation and digital economy and in parallel there is a reference and examination of some legal aspects concerning MNEs, cyberspace and e‐commerce as the means of expression of the digital economy. The whole effort of the author is focused on the examination of various aspects of MNEs and their impact upon globalisation and vice versa and how and if we are moving towards a global digital economy.

To remain competitive in today's global marketplace multinational organizations have to adopt advance computer and communication technologies, such as expert systems, neural networks, and global electronic data interchange (EDI). Global EDI transcends traditional corporate and national boundaries; therefore, to maintain availability, confidentiality and integrity of data, the management must develop internal control mechanisms. This paper discusses both the external and internal risks and control activities related to the standardization of hardware, software, and communication protocols, the availability of global networks, the existence of cultural and language barriers, and the importance of legal considerations. Data confidentiality and integrity controls such as access control, encryption, traffic padding, routing control, cable protection, notarization services, acknowledgment control, and audit trail are important for controlling risk in global EDI.

Global performance management (GPM) systems are a central element of measuring the efficacy of an increasingly complex array of global mobility activities – an element that has developed rapidly in the last ten years or so. This conceptual review of GPM consists of four major sections. First, three approaches to international human resource management are presented. Second, the paper discusses three models of performance management, one some 24 years old and grounded in a long tradition of formalized, explicit universalistic US-based performance management theory and two more recent conceptual reviews particular to global issues of performance management. Third, the paper presents a four-stage process model of GPM. Each of the four stages will be discussed in turn, and the various perspectives of recent empirical and conceptual publications on GPM will be mapped onto the four stage model. The purpose of this paper is to conclude with a discussion of recommendations for how this process model can speed the development of research in this new topic domain. The paper also suggests that practitioners may use a modified version of this four step process model to initiate a more systematic global audit of the nature and effectiveness of their array of global assignments.

This conceptual review paper consists of a proposed framework for understanding how issues of global standardization and local customization may be understood while examples of issues applied to the framework are presented from a review of articles from 2002 until 2013. The concentrated review going back some ten years was an effort to find a sample large and relevant enough to capture a rapidly developing field, while being small enough to allow a meaningful analysis of results.

Whereas there are a number of articles in the recent literature reviewing local applications of extant GPM systems, there is very little empirical research on how these systems are designed or how they are evaluated and the results applied on a micro (individual expatriate or local employee) level or on a macro (firm) level.

The paper concludes with a series of observations on the results of the analysis and suggestions for future research, so that the academic and professional communities may move forward in this topic domain in a more efficient, complete and coordinated fashion.

The purpose of this paper is to highlight the challenges facing the quality management system (QMS) of parent and subsidiary companies within the dynamics of multinational mergers, acquisitions and strategic partnerships, and to present guidelines for developing a global quality strategy.

The quality systems of 18 multinational companies at different stages of mergers and acquisitions (M&A) processes and different global expansion levels were studied in depth using observations, content analyses and interviews with CEOs and operational and quality managers in parent or subsidiary companies.

As part of the M&A process, not enough consideration is given to the functional aspects and challenges facing the QMS of subsidiaries, and to the integration of the subsidiary QMS into the corporate QMS. The findings highlight the strategic role of the parent company in creating a corporate QMS and developing a corresponding global quality strategy.

The classification of the challenges facing the parent and subsidiary QMS forms a diagnostic tool that supports a functional preparedness for integrating quality systems, while addressing their local needs, integrating them into the global activity of the system, and utilizing the growing integrative array of resources and capabilities to achieve global value.

While M&A is perceived as a strategic topic, it has direct impact on the QMS. This study outlines a necessary conjoining of quality management and strategy, which is the key to global quality management.