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Designed to assist multinational companies in developing effective, comprehensive plans for overseas operations. Based on extensive research of the strategies and behavior patterns adopted by 13 large multinational companies, including IBM, Ford, Eli Lilly, ITT, Cummins, Exxon, ARCO, among others. The book details operating and strategic issues that must be addressed by companies setting up operations abroad. Considers location of R&D and production facilities, expansion or withdrawal of capacity, level of permissible imports and required exports, and transfer pricing policy. Also demonstrates three approaches--the assertive, the diffuse, and the structured--that companies can use in negotiating with and influencing host governments.

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CONTENTS
1 MANAGEMENT OF GOVERMENT RELATIONS = 1
 Multinational Corporations and National Governments = 4
 Managerial Challenges in MNC-National Government Relations = 7
 Multinational Organization Structure : The Context for Managing Government Issues = 10
 Archetypical Approaches = 13
  Model 1 : The Ad Hoc Approach = 17
  Model 2 : The Policy Apporach = 19
  Model 3 : The Organization Overlay Apporach = 20
 Research Methodology = 22
 Real-World Modes = 24
2 THE ASSERTIVE MODE = 27
 Assertive Mode Defined = 27
 Characteristics of Companies : Challenges in Government Relations Management = 30
  Influence of lndustry Salience = 31
  Influence of Company Strategy = 38
  Influence of Spread of International Operations = 42
  Summary = 43
 Government-Relations Strategy = 44
 Government-Relations Process = 56
  Internal Response Process = 57
  Company-Government Interface = 66
 Government-Relations Structure = 71
  Planning and Budgeting = 77
  Conflict Resolution = 78
  Transfer of Experience = 81
  Corporate Culture = 83
3 THE DIFFUSE MODE = 85
 Diffuse Mode Defined = 85
 Characteristics of Companies : Challenges for Government-Relations Management = 87
  Influence of Salience = 87
  Influence of Company Strategy = 89
  Influence of Spread = 92
 Government-Relations Strategy = 93
 Government-Relations Process = 96
 Government-Relations Structure = 106
 A Company in Transition = 112
  Prior to 1977 : A Reactor = 113
  1977-1981 : In Transition = 117
  1981 : Diversification into Salience = 124
4 THE STRUCTURED MODE = 131
 Structured Mode Defined = 131
 Characteristics of Companies : Challenges in Government-Relations Management = 133
  Influence of Salience = 133
  Influence of Company Strategy = 138
  Influence of Spread = 142
 Government-Relations Strategy = 143
 Government-Relations Process = 149
  Managing Broad Issue = 151
  Managing Important Issues = 153
  Diversity of Response and Outcome = 156
  Managing the Political Landscape = 162
 Government-Relations Structure = 163
 Evolution of Government-Relations Strategies : From the Assertive to the Structured Mode = 171
  Pre-1970 : Primacy of Company Policies = 173
  The Erosion of Company Power = 175
  1970-73 : Efforts at a Collective Global Negotiated Environment = 178
  Post-1973 : An Era of Mutual Accommodation = 181
5 OVERVIEW AND IMPLICATIONS = 189
 The Three Modes : A Comparative Assessment = 190
 Factors Influencing Government-Relations Management = 195
 Evolution of Government-Relations Management : Patterns of Change = 200
 Implications for Management = 207
  Managing Government Issues : An Activity with Significant Impact on Profils = 209
  Government Relations Is a Top-Management Activity = 211
  Internal Policies on Government Issues = 213
  Management of Extrastructural Mechanisms = 214
  Adaptation of Administrative Systems = 215
  Role of a Specialized Government-Relations Staff = 217
 Implications for Governments = 219
Index = 221