The strategic management of multinationals in a triad-based world economy

Bulcke, Daniel Van Den

doi:10.1016/s1064-4857(95)05003-5

Cited by 5 publications

(3 citation statements)

References 27 publications

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“…The evolution of the world stock of FDI is indicative of the relative decline in US economic power: in 1967 the United States still represented the majority (50.4%) of the total stock of outward FDI; by 1990 this share had declined to only one-quarter (25.4%) (Dunning, 2001). Van Den Bulcke (1995) provides an insightful account of the evolution toward a triadic world economy.…”

Section: The Triad Power Conceptmentioning

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: The Triad Power Conceptmentioning

confidence: 99%

A perspective on regional and global strategies of multinational enterprises

2004

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“…However, D'Cruz (1991, 1993), Verbeke (1993, 1995), Cartwright (1993), Hodgetts (1993), Dunning (1993), Van Den Bulcke (1995), Moon et al (1995Moon et al ( , 1998, Liu andSong (1997), andClancy et al (2001) hold that Porter's home-based diamond model does not fit in well with small open economies. From the viewpoint of a small nation, which depends to a large extent on foreign markets and also on foreign policy, Porter's view is mainly fixed on a large home base country, and therefore a single diamond needs to integrate and link with the diamonds of other economically stronger countries.…”

Section: Double Diamond Model Approachesmentioning

confidence: 99%

“…In addition, the role of modern multinational enterprises (hereafter MNEs) as an integrating force in the global economy should not be underestimated. Thus, Rugman and D'Cruz (1993), Verbeke (1993, 1995), Narula (1993), Hodgetts (1993), Dunning (1993), Van Den Bulcke (1995), Moon et al (1995Moon et al ( , 1998, Liu andSong (1997), andClancy et al (2001) all hold that Porter's diamond model needs to be substantially modified to take into account the current nature of the MNEs by considering not only domestic but also foreign resources.…”

Section: Double Diamond Model Approachesmentioning

confidence: 99%

An international comparison of empirical generalized double diamond model approaches to Taiwan and Korea

Liu

Hsu

2009

Competitiveness Review: An International Business Journal

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Purpose -The purpose of this paper is to compare the competitiveness of the economies of Taiwan and Korea. Design/methodology/approach -The comparison between Taiwan and Korea is based on the average value of the data over five years (2000)(2001)(2002)(2003)(2004). It applies a generalized double diamond model approach to analyse the overall competitiveness of these two small open economies. Findings -Taiwan surpasses Korea in all decisive factors with the exception of the demand condition in the domestic diamond in the years 2000-2004, which is due to Korea's population being more than double Taiwan's. As to the international diamond, Taiwan enjoys comparatively high competitiveness, and its international diamond is better than Korea's in all four parts. Research limitations/implications -The data sources include: Indicators of Science and Technology, Taiwan, 2004 and 2005, Korean National Statistical Office and related statistical data obtained from various government agencies, including data on factor, demand, firms strategy, structure, and rivalry covering the period from 2000 to 2004, whereas related and supporting industries only covered the years 2000-2003. Originality/value -This is the first paper to apply a generalized double diamond model approach to analyse and to compare the competitiveness of the economies of both Taiwan and Korea. Its empirical evidences and policy implications is of interest to academicians, government officials, and business managers.

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