End of the multinational

Emerging markets redraw the picture

    Research output: Contribution to journalArticle

    8 Citations (Scopus)

    Abstract

    Purpose - As global integration between firms and countries continues to march forward, managers and strategy analysts will have to find new ways to deal with globalization. Many of the founding assumptions of multinational corporation (MNC) strategy have undergone radical change. In this paper we examine five trends that MNC managers must consider as they create strategies to compete in the contemporary global marketplace. Design/methodology/approach - Presents a discussion on five key trends that include: the end of the traditional multinational company and the emergence of a new approach to structuring and coordinating cross-border activities; the declining relevance of geography and emerging interconnectedness across boundaries as industries globalize rapidly; the new wave of MNCs from India and China and their approach to global competition; the increasing relevance of crafting specifically tailored strategies to compete in emerging markets; and the imperative to manage knowledge on a global scale. Findings - Continued globalization is inevitable and there are few industries, if any, untouched by global competitive forces. Originality/value - Present some of the key trends that are significant enough to warrant the attention of global managers in general and strategy planners in particular.

    Original languageEnglish (US)
    Pages (from-to)4-12
    Number of pages9
    JournalJournal of Business Strategy
    Volume28
    Issue number5
    DOIs
    StatePublished - 2007

    Fingerprint

    Managers
    Industry
    Emerging market multinationals
    Multinational corporations
    Globalization
    China
    Global integration
    Cross-border
    Warrants
    Design methodology
    Geography
    India
    Present value
    Radical change
    Multinational companies
    Global competition
    Emerging markets
    Analysts

    Keywords

    • China
    • Emerging markets
    • Globalization
    • India
    • Multinational companies
    • Value chain

    ASJC Scopus subject areas

    • Management Information Systems

    Cite this

    End of the multinational : Emerging markets redraw the picture. / Inkpen, Andrew; Ramaswamy, Kannan.

    In: Journal of Business Strategy, Vol. 28, No. 5, 2007, p. 4-12.

    Research output: Contribution to journalArticle

    @article{c94df590136e46c9be684b8bbff8364c,
    title = "End of the multinational: Emerging markets redraw the picture",
    abstract = "Purpose - As global integration between firms and countries continues to march forward, managers and strategy analysts will have to find new ways to deal with globalization. Many of the founding assumptions of multinational corporation (MNC) strategy have undergone radical change. In this paper we examine five trends that MNC managers must consider as they create strategies to compete in the contemporary global marketplace. Design/methodology/approach - Presents a discussion on five key trends that include: the end of the traditional multinational company and the emergence of a new approach to structuring and coordinating cross-border activities; the declining relevance of geography and emerging interconnectedness across boundaries as industries globalize rapidly; the new wave of MNCs from India and China and their approach to global competition; the increasing relevance of crafting specifically tailored strategies to compete in emerging markets; and the imperative to manage knowledge on a global scale. Findings - Continued globalization is inevitable and there are few industries, if any, untouched by global competitive forces. Originality/value - Present some of the key trends that are significant enough to warrant the attention of global managers in general and strategy planners in particular.",
    keywords = "China, Emerging markets, Globalization, India, Multinational companies, Value chain",
    author = "Andrew Inkpen and Kannan Ramaswamy",
    year = "2007",
    doi = "10.1108/02756660710820776",
    language = "English (US)",
    volume = "28",
    pages = "4--12",
    journal = "Journal of Business Strategy",
    issn = "0275-6668",
    publisher = "Emerald Group Publishing Ltd.",
    number = "5",

    }

    TY - JOUR

    T1 - End of the multinational

    T2 - Emerging markets redraw the picture

    AU - Inkpen, Andrew

    AU - Ramaswamy, Kannan

    PY - 2007

    Y1 - 2007

    N2 - Purpose - As global integration between firms and countries continues to march forward, managers and strategy analysts will have to find new ways to deal with globalization. Many of the founding assumptions of multinational corporation (MNC) strategy have undergone radical change. In this paper we examine five trends that MNC managers must consider as they create strategies to compete in the contemporary global marketplace. Design/methodology/approach - Presents a discussion on five key trends that include: the end of the traditional multinational company and the emergence of a new approach to structuring and coordinating cross-border activities; the declining relevance of geography and emerging interconnectedness across boundaries as industries globalize rapidly; the new wave of MNCs from India and China and their approach to global competition; the increasing relevance of crafting specifically tailored strategies to compete in emerging markets; and the imperative to manage knowledge on a global scale. Findings - Continued globalization is inevitable and there are few industries, if any, untouched by global competitive forces. Originality/value - Present some of the key trends that are significant enough to warrant the attention of global managers in general and strategy planners in particular.

    AB - Purpose - As global integration between firms and countries continues to march forward, managers and strategy analysts will have to find new ways to deal with globalization. Many of the founding assumptions of multinational corporation (MNC) strategy have undergone radical change. In this paper we examine five trends that MNC managers must consider as they create strategies to compete in the contemporary global marketplace. Design/methodology/approach - Presents a discussion on five key trends that include: the end of the traditional multinational company and the emergence of a new approach to structuring and coordinating cross-border activities; the declining relevance of geography and emerging interconnectedness across boundaries as industries globalize rapidly; the new wave of MNCs from India and China and their approach to global competition; the increasing relevance of crafting specifically tailored strategies to compete in emerging markets; and the imperative to manage knowledge on a global scale. Findings - Continued globalization is inevitable and there are few industries, if any, untouched by global competitive forces. Originality/value - Present some of the key trends that are significant enough to warrant the attention of global managers in general and strategy planners in particular.

    KW - China

    KW - Emerging markets

    KW - Globalization

    KW - India

    KW - Multinational companies

    KW - Value chain

    UR - http://www.scopus.com/inward/record.url?scp=34548537233&partnerID=8YFLogxK

    UR - http://www.scopus.com/inward/citedby.url?scp=34548537233&partnerID=8YFLogxK

    U2 - 10.1108/02756660710820776

    DO - 10.1108/02756660710820776

    M3 - Article

    VL - 28

    SP - 4

    EP - 12

    JO - Journal of Business Strategy

    JF - Journal of Business Strategy

    SN - 0275-6668

    IS - 5

    ER -