Multinationals as Flagship Firms
Regional Business Networks
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Product details:
- Edition number New ed
- Publisher OUP Oxford
- Date of Publication 6 March 2003
- ISBN 9780199258185
- Binding Paperback
- No. of pages232 pages
- Size 230x160x12 mm
- Weight 337 g
- Language English
- Illustrations numerous figures 0
Categories
Short description:
This book develops a conceptual framework for understanding the network of relationships that exists around the hub of large multinational firms. The authors bring together perspectives from international business and the organizational analysis of networks to explain their model which is supported by case evidence from several sectors: telecoms, autos, chemicals, retailing, and financial services.
MoreLong description:
The international dimension of business networks has remained relatively unexplored, mainly because international business writers focus upon multinational enterprises and network writers ignore international issues. In this book Professors Alan Rugman and Joseph D'Cruz bridge the literature on networks and multinationals by introducing the new concept of the flagship firm.
In each business network strategic leadership is provided by the flagship firm, which is defined as a multinational enterprise. It has other partners: key suppliers; key customers; key competitors; and key partners in the non-business infrastructure. These business networks are usually located in the 'triad' regions of the European Union, North America, and Japan. There are strong cross-border network linkages within these regions, but less globalization than regional economic integration.
The theory of the flagship firm/five partners model is applied to the telecommunications, chemicals, automotive, and electronics sectors, amongst others, and the book reports on both empirical studies and field research of the international competitiveness of these sectors.
The book will be of interest to academics, students, and professionals in the areas of international business, strategic management, political science, law, and sociology.
Review from previous edition raises the important question how asymmetric decision power in global flagship networks affects regional development
Table of Contents:
Introduction
Part I: The Concept of the Flagship Firm
The Flagship Firm and the Five Partners Business Network
Corporate Strategy and the Flagship Firm
Internalization and De-internalization: Will Business Networks Replace Multinationals?
Part II: Multinational Enterprise Theory and the Flagship Firm
Partners Across Borders: Organizational Learning and the Flagship Firm
The Theory of the Flagship Firm
The Canadian Telecommunications Industry Network
The French Telecommunications Network
Part III: Case Studies of Flagship Business Networks
The Canadian Speciality Chemicals Network
The Five Partners/Flagship Model and the Scottish Electronics Cluster
The North American Automotive Cluster
Managerial Implications of Flagship Relationships
