Multinationals and the Changing Rules of Competition
- 668 Downloads
Our aim with this focused issue was to look at the changing environments of international business and the new challenges faced by multinational enterprises from developed markets. We were particularly interested in the appearance of emerging markets as viable markets and locations for outsourcing as well as in the increasing number of firms from these markets entering the international arena as formidable competitors.
These new developments and an increasingly volatile economic environment are changing the rules of competition and are affecting the competitiveness of established players and markets. The resulting new global order is questioning extant international business paradigms and theories, and the way we conceptualize cross-border strategies.
This focused issue addresses some of these challenges faced by international business research and analyses how firms both from developed and emerging markets are dealing with these new phenomena and challenges.
KeywordsEmerging market firms’ internationalization FDI in emerging markets International business research and practice
- Cantwell, J. (1989).Technological innovation and multinational corporations. Oxford: Blackwell.Google Scholar
- Dunning, J. H. (2002). Relational assets, network and international business activity. In F. J. Contractor & P. Lorange (Eds.),Cooperative strategies and alliances (pp. 569–593). Oxford: Pergamon Press.Google Scholar
- Dunning, J. H., & Lundan, S. M. (2008).Multinational enterprises and the global economy (2nd ed.). Cheltenham: Edward Elgar.Google Scholar
- Eden, L. (2008). The rise of TNCs from emerging markets: Threat or opportunity? In K. Sauvant (Ed.),The rise of transnational corporations from emerging markets threat or opportunity? (pp. 333–338). Cheltenham: Edward Elgar.Google Scholar
- Khanna, T., & Palepu, K. (1997). Why focused strategies may be wrong for emerging markets.Harvard Business Review, 75(4), 41–48.Google Scholar
- Khanna, T., & Palepu, K. (2010).Winning strategies for emerging economies. Cambridge: Harvard Business School Press.Google Scholar
- Quinn, B., & Hilmer, F. G. (1994). Strategic outsourcing.Sloan Management Review, 35(4), 43–55.Google Scholar
- Rugman, A. M. (1981).Inside the multinationals: The economics of internal markets. New York: Columbia University Press.Google Scholar
- Rugman, A. M. (1996).The theory of multinational enterprises. Cheltenham: Edward Elgar.Google Scholar
- Teece, D. (1987). Capturing value from technological innovation: Integration, strategic partnering, and licensing decisions. In B. Guile, H. Brooks (Eds.),Technology and global industry (pp. 65–95). Washington: National Academy Press.Google Scholar
- UNCTAD (2005).World Investment Report. TNCs and the Internationalization of R&D. Geneva: United Nations.Google Scholar
- Zahra, S. A., & George, G. (2002). Absorptive capacity: A review, reconceptualization, and extension.Academy of Management Review, 27(2), 185–203.Google Scholar