New Analysis of Multinational Enterprises and Their Linkages with Markets and Institutional Diversity

Verbeke, Alain; Tulder, Rob van; Lundan, Sarianna M.

doi:10.1108/s1745-886220140000009006

Cited by 4 publications

(3 citation statements)

References 14 publications

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“…Scholars in international economics examined linkages between locations almost entirely in terms of trade flows driven by location characteristics (e.g., Helpman and Krugman, 1989). The IB literature was more sophisticated in terms of recognizing the global linkages among locations operationalized through the operations of MNEs (Dunning and Lundan, 2008;Verbeke, van Tulder & Lundan, Figure 1 Localized knowledge hotspots service global markets 2014), but the role of the systemic characteristics of locations was largely absent. Our ''zoom in, zoom out'' framework fills in the gap.…”

Section: The Way Forward: Spatial Scalesmentioning

confidence: 99%

Zoom in, zoom out: Geographic scale and multinational activity

Mudambi

et al. 2018

J Int Bus Stud

109

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IB scholars have long studied the multinational enterprise (MNE) and now recognize that its ability to capture value stems from its control of bottleneck assets. In contrast, economic geographers and regional scientists have largely focused their attention on the locations within which economic and business systems operate. In this article, we draw on both these literatures. We emphasize that the MNE's integration of upstream and downstream strategic considerations to maximize its control of bottleneck assets implies an optimal geographic footprint. This optimal footprint is typically asymmetric, with a spatial scale that varies dramatically across the different activities of the value chain. Upstream innovation processes are likely to be based on highly local considerations like the availability of specialized resources and collocation advantages. In contrast, downstream sales and marketing processes are likely to driven by imperatives of high volume and global reach. Further, in the current fast clockspeed business environment, the location and nature of bottleneck assets are likely to change rapidly and unpredictably, making organizational flexibility a crucial MNE capability. Journal of International Business Studies (2018) 49, 929-941.

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Section: The Way Forward: Spatial Scalesmentioning

confidence: 99%

Zoom in, zoom out: Geographic scale and multinational activity

Mudambi

et al. 2018

J Int Bus Stud

109

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“…In most real‐world cases, however, successful international expansion requires recombining extant resources with resources located in host countries, whether these resources are easily accessible through market contracts or held by resource owners in highly imperfect markets (Hennart, ; Verbeke et al, ). In other words, linking investments (Rugman and Verbeke, ) must typically be made by the MNE to blend extant resources with locally accessible ones held by host country resource owners, thereby driving the creation of new, location‐bound FSAs in host countries, i.e., an ability to be nationally responsive in critical areas of the value chain.…”

Section: The Region As Locus Of International Strategymentioning

confidence: 99%

“…As we indicated in the Introduction, recognizing the region as a key locus for MNE strategy formation has important research implications, and adding the ‘region’ to international business analysis requires a rethink of the strategic management models conventionally adopted by international business scholars. Mainstream international strategy research, drawing from the resource based view (RBV) component of internalization theory (Buckley and Casson, ; Rugman, ; Rugman and Verbeke, ; Verbeke et al, ), builds on the observation that successful international expansion must be associated with at least some type of non‐location bound FSAs. These are FSAs that can be transferred, deployed and exploited across borders.…”

Section: The Region As Locus Of International Strategymentioning

confidence: 99%

Global, Local, or Regional? The Locus of MNE Strategies

Verbeke

Asmussen

2016

J Management Studies

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129

115

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This paper provides an overview of the main insights arising from the 'regional strategy' literature. It also develops the contours of a new, rich research agenda for future international strategy scholarship, whereby the region should be introduced as an explicit, third geographic level of analysis, in addition to the country-level and the global level. Regional strategy analysis requires a fundamental rethink of mainstream theories in the international strategy sphere. This rethink involves, inter alia, internalization theory, with its resource-based view and transaction cost economics components, as well as the integration (I) -national responsiveness (NR) framework.

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Governance and monetary policy impacts on public acceptance of CBDC adoption

Ngo

Nguyen

et al. 2023

Research in International Business and Finance

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New Analysis of Multinational Enterprises and Their Linkages with Markets and Institutional Diversity

Cited by 4 publications

References 14 publications

Zoom in, zoom out: Geographic scale and multinational activity

Zoom in, zoom out: Geographic scale and multinational activity

Global, Local, or Regional? The Locus of MNE Strategies

Governance and monetary policy impacts on public acceptance of CBDC adoption

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