Globalization versus regionalization: Which way for the multinational?

Morrison, Allen J.; Ricks, David; Roth, Kendall

doi:10.1016/0090-2616(91)90091-m

Cited by 123 publications

(55 citation statements)

References 3 publications

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“…Several papers have been written on regional components in MNE organizational structure, such as regional headquarters (Daniels, 1987;D'Cruz, 1986;Dunning and Norman, 1987;Grosse, 1981;Heenan, 1979;Lasserre, 1996;Morrison et al, 1991). Yeung et al's (2001) analysis of such regional headquarters in Singapore argues that their roles will depend on a number of parameters, which include geographical distance, familiarity with the host region, commitment to the host region, and regional integration, thus implicitly suggesting the importance of using the regional headquarters to complement in an idiosyncratic way each MNE's existing FSA bundles.…”

Section: Implications For the Relevance Of The Internalization And Inmentioning

confidence: 99%

A perspective on regional and global strategies of multinational enterprises

2004

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Multinational enterprises (MNEs) are the key drivers of globalization, as they foster increased economic interdependence among national markets. The ultimate test to assess whether these MNEs are global themselves is their actual penetration level of markets across the globe, especially in the broad 'triad' markets of NAFTA, the European Union and Asia. Yet, data on the activities of the 500 largest MNEs reveal that very few are successful globally. For 320 of the 380 firms for which geographic sales data are available, an average of 80.3% of total sales are in their home region of the triad. This means that many of the world's largest firms are not global but regionally based, in terms of breadth and depth of market coverage. Globalization, in terms of a balanced geographic distribution of sales across the triad, thus reflects a special, and rather unusual, outcome of doing international business (IB). The regional concentration of sales has important implications for various strands of mainstream IB research, as well as for the broader managerial debate on the design of optimal strategies and governance structures for MNEs.

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Section: Implications For the Relevance Of The Internalization And Inmentioning

confidence: 99%

A perspective on regional and global strategies of multinational enterprises

2004

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“…Regional strategies emerged in the 1990s with the development of trading blocs such as the EU, AFTA, and NAFTA that enabled MNCs to benefit from growing FDI opportunities in their own regions (Morrison et al 1991;Rugman and Verbeke 1998;Westney 2006). Although such free trade zones have still benefited from the positive effects of FDI originating from outside these regional blocs (Buckley et al 2001;Feils and Rahman 2008), economic data shows that, at the same time, intraregional trade and FDI have increased significantly (Dunning 2001;Rugman 2000).…”

Section: Regional Strategiesmentioning

confidence: 90%

“…Along with these developments, MNCs have continued to adjust their strategies and organisational designs, to relocate their subsidiaries, and to align their product-/ service-related and functional market interfaces to the requirements of their geographic markets (Doz and Prahalad 1991). For the cross-border configuration of these corporate activities, regionalisation does suggest MNCs should exploit their strengths and determine their competitive strategies separately for each region (Morrison et al 1991). When firms pursue such a strategy, respective regions become the primary organisational focus of their activities, and management is required to fully recognise the nature and changing conditions of the host regions.…”

Section: Regional Strategiesmentioning

confidence: 98%

Success Factors of Regional Strategies for Multinational Corporations: Exploring the Appropriate Degree of Regional Management Autonomy and Regional Product/Service Adaptation

Gilbert¹,

Heinecke

2014

Manag Int Rev

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This paper examines the factors that drive the success of multinational corporations (MNCs) in their pursuit of regional strategies. Based on contingency theory, we develop a comprehensive regional success factor model to investigate the effects of regional management autonomy and regional product/service adaptation on the regional success of MNCs. Using structural equation modelling, we also analyse the interaction effects of regional orientation and inter-regional distance. We evaluate our model by means of both primary and secondary data for Fortune Global 500 firms. Our findings show that appropriate degrees of regional management autonomy and regional product/service adaptation are highly contingent upon contextual influences on MNCs.

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“…Earlier theoretical propositions about growth in number and size of firms with multinational operations (MNCs) have been superseded by a debate about the degree to which firms have become fully transnationalized or even 'truly global' corporations (Doremus et al 1998;Dicken 2003;Jones 2005). Disagreements about how 'corporate globality' might be defined notwithstanding (Morrison et al 1991;Mourdoukoutas 1999;Preston & Young 2002), management theorists, economic geographers and other social scientists have become increasingly interested in processes of organizational globalization that have been occurring in large firms in all sectors of the economy (Bartlett & Ghosal 1998;Galbraith 2000;Jones 2005;. In this respect, a growing literature has thus consolidated the argument that economic globalization at the corporate level is producing radical changes in the nature of the world's largest firms (Dicken 2007;Yeung 2009).…”

Section: ) Corporate Globalization: the Context Of Developing Globalmentioning

confidence: 99%

New Geographies of Global Managerial Practice: The Case of Business Services

Jones¹

2012

Spaces of International Economy and Management

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Economic globalization is radically transforming the ways in which firms in all sectors organize themselves and operate in the global economy, not only in terms of the physical locations of offices and employees, but also with respect to organizational form, corporate strategy and the way in which work itself is undertaken. Managerial professionals are thus at the forefront of a major transformation of the way in which key wealth generating activity is now taking place in the global economy. However, this paper will argue that the management literature has been relatively slow to engage with these transformations, tending to remain focused on conventional concepts of the geographic space occupied by firms and their employees. In order to develop this proposition, the paper provides a critical overview of the key transformations of global managerial practice that are developing in the contemporary global economy. It draws on more than a decade of research into transnational business service firms in banking, management consultancy, legal services, accountancy and advertising. It examines how the working practices of international managerial professionals have responded and adapted to increasingly interconnected global markets for their services, which has been accompanied by a radical transformation and internationalisation of their working practices. In particular, it examines how the practices of corporate control and the need for a common global corporate culture are bound into new and dynamic corporate geographies that present significant challenges for existing place-focused concepts of global corporate operation.

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Globalization versus regionalization: Which way for the multinational?

Cited by 123 publications

References 3 publications

A perspective on regional and global strategies of multinational enterprises

A perspective on regional and global strategies of multinational enterprises

Success Factors of Regional Strategies for Multinational Corporations: Exploring the Appropriate Degree of Regional Management Autonomy and Regional Product/Service Adaptation

New Geographies of Global Managerial Practice: The Case of Business Services

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