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The purpose of this paper is to explore the social responsibility performance’s current situation, influencing factors and mechanisms of multinational companies (MNCs) in China. The paper is based on the MNC’s social responsibility performance factors to find some relevant reasons for unsatisfied performance and on the multiple perspectives such as institutional distance and stakeholders, to provide feasible solutions for MNCs to assume civic responsibility and the high-quality development of the host country.

The study uses general literature review and empirical analysis to analyze the way and degree of various factors which are affecting the social responsibility of MNC in China, and supplements the deficiencies of previous studies.

The paper reveals the influencing factors and mechanisms of MNCs’ social responsibility in China through the regression results. In addition, based on Research Report on Corporate Social Responsibility of China (Huang et al., 2013/2019), the paper also summarizes the performance and dynamic changes of MNCs social responsibility in the Chinese market in the past decade.

The paper enriches research on the social responsibility of MNCs in the background of non-western countries, dynamically describes the performance of MNCs’ responsibilities in a 10-year span and solves the problem of inconsistent research conclusions caused by too long time span. The paper also creates the “local enterprise responsibility level” to quantify the development of the host country’s responsibility, and identifies the “responsibility demonstration effect” of state-owned enterprises and private enterprises.

This paper aims to analyze the potentials of dynamic, commitment and revenue-sharing contracts; that a nonrebate offering manufacturer can use to safeguard his profit while his competitor offers customer rebates in a supply chain consisting of two manufacturers and a common retailer.

We consider a two-period supply chain model to explore optimal decisions under eight possible scenarios based on the contract and rebate offering decisions. Because the manufacturers are selling substitutable products, therefore, a customer rebate on one of the products negatively impacts the selling quantity of other. Optimal price, rebate, and quantities are examined and compared to explore the strategic choice for both the rebate offering and non-rebate offering manufacturer. Comparative evaluation is conducted to pinpoint how the parameters such as contract parameters and its nature affect the members.

The results demonstrate that all these contracts instigate the rebate offering manufacturer to provide a higher rebate, but do not ensure a higher profit. If the revenue sharing contract is offered to the common retailer, the effectiveness of the rebate program might reduce significantly, and the rebate offering manufacturer might receives lower profits. A non-rebate offering manufacturer might use a commitment contract to ensure higher profits for all the members and make sure the common retailer continues the product.

The effect of customer rebate vs. supply chain contract under competition has not yet been explored comprehensively. Therefore, the study contributes to the literature regarding interplay among pricing decision, contract choice and rebate promotion in a two-period setting. The conceptual and managerial insights contribute to a better understanding of strategic decision-making for both competing manufacturers under consumer rebates.

This paper aims to examine the impacts of financial and nonfinancial incentives on the development of employee work motivation and knowledge sharing in the postpandemic environment. The paper further investigates the role of transformational leadership as a moderator in enhancing the relationship between work motivation and knowledge sharing.

Adopting a quantitative approach, the study uses data collected from multiple informants, specifically senior managers, in Nepalese manufacturing and service business-to-business (B2B) firms.

Contrary to prior research, the results reveal that nonfinancial incentives have a stronger impact on work motivation in the postpandemic era. This enhanced work motivation, in turn, contributes to knowledge sharing, with transformational leadership further strengthening the relationship.

The findings suggest that B2B firms should consider moving toward leveraging nonfinancial incentives to motivate employees to develop knowledge sharing initiatives, especially in challenging circumstances such as those experienced in the postpandemic era. In addition, it is recommended that chief executive officers adopt a transformational leadership style to facilitate effective knowledge sharing within their firms.

In a developing economy and amid the challenges of the global pandemic, there has been limited research exploring the possible effects that financial and nonfinancial incentives could have on work motivation and knowledge sharing. This research bridges this gap by providing a fresh perspective on work motivation and knowledge management in B2B firms, contributing novel insights to the literature.