Date of Conferral
Doctor of Business Administration (D.B.A.)
The rise of market globalization creates challenges for business executives seeking to pursue foreign direct investment (FDI) in least developed countries (LDC), such as Afghanistan. Multinational corporate (MNC) executives need strategies that will improve the timely delivery of minerals for mining projects in LDCs. Guided by the force field analysis theory, the purpose of this holistic, single-case study was to explore the strategy that 5 MNC executives in Beijing, China, used to improve the timely delivery of minerals associated with the Aynak copper mine project in Afghanistan. Semistructured interviews were used to elicit detailed narratives from MNC executives about their experiences to develop strategies for mining projects in LDCs. A review of company documents, as well as member-checking of initial interview transcripts, helped to bolster the trustworthiness of final interpretations. Study results included 2 themes. Theme 1 was determinants of mine investment strategies in LDCs that included an exploration of driving forces, restraining forces, neutral forces, and the effect of those forces. Theme 2 was FDI strategies for copper mine projects in LDCs that included the comparison of cost leadership strategy, differentiation strategy, and combination of cost leadership and differentiation strategies. By implementing a cost leadership strategy and best practices, MNC executives were able to achieve greater success to improve timely delivery of minerals associated with FDI copper mine projects in LDCs. Social implications include ongoing efforts of Afghan government leaders to implement effective economic policies that decrease unemployment while reducing poverty.
Barfield, Roosevelt, "Investing in Least Developed Countries: The Aynak Copper Mine Project" (2016). Walden Dissertations and Doctoral Studies. 2339.