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Multinationals as Flagship Firms
Regional Business Networks
Alan Rugman and Joseph R. D'Cruz
232 pages
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35 black and white figures
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234x156mm
978-0-19-829562-4
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Hardback
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18 May 2000
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This item is printed to order and supplied on a firm sale basis. Items which are printed to order are normally despatched and charged within 5-10 days.
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- Proposes a conceptual framework for understanding the network of relationships that exists around multinational firms
- Supported by case-study evidence from several sectorsDSe.g. telecoms, autos, chemicals, and retailing
The international dimension of business networks has remained relatively unexplored, mainly because international business writers focus upon multinational enterprises and network writers ignore international issues. In this book Professors Alan Rugman and Joseph D'Cruz bridge the literature on networks and multinationals by introducing the new concept of the flagship firm.
In each business network strategic leadership is provided by the flagship firm, which is defined as a multinational enterprise. It has other partners: key suppliers; key customers; key competitors; and key partners in the
non-business infrastructure. These business networks are usually located in the 'triad' regions of the European Union, North America, and Japan. There are strong cross-border network linkages within these regions, but less 'globalization' than regional economic integration.
The theory of the flagship firm/five partners model is applied to the telecommunications, chemicals, automotive, and electronics sectors, amongst others, and the book reports on both empirical studies and field research of the international competitiveness of these sectors.
The book will be of interest to academics, students, and professionals in the areas of international business, strategic management, political science, law, and
sociology.Readership: Academics and graduate students in business strategy, international business, and economics.
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Alan Rugman, Thames Water Fellow in Strategic Management, Templeton College, Oxford, and Joseph R. D'Cruz, Professor of Strategic Management, Rotman School of Management, University of Toronto
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"raises the important question how asymmetric decision power in global flagship networks affects regional development" - Journal of International Business Studies
"the case studies are excellent illustrations and can be used as both teaching tools and short examples of how to summarize flagship structures. The beauty of the approach is that it provides a skeleton on which to break down quite simply some complex organizational arrangements. In this sense, it is a very useful toolkit for managers, and sections of the book would resonate with managers" - Academy of Management Review
"the book is a fine addition to the literature and serves to provide the reader interested in this research with a "one-stop shop"." - Academy of Management Review
"Particularly useful ... pages on implications of the flagship model for managers and implications for network partners." - Long Range Planning, Vol 33, 2000
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Introduction
Part I: The Concept of the Flagship Firm
Chapter 1: The Flagship Firm and the Five Partners Business Network
Chapter 2: Corporate Strategy and the Flagship Firm
Chapter 3: Internalization and De-internalization: Will Business Networks Replace Multinationals?
Part II: Multinational Enterprise Theory and the Flagship Firm
Chapter 4: Partners Across Borders: Organizational Learning and the Flagship Firm
Chapter 5: The Theory of the Flagship Firm
Chapter 6: The Canadian Telecommunications Industry Network
Chapter 7: The French Telecommunications Network
t III: Case Studies of Flagship Business Networks
Chapter 8: The Canadian Speciality Chemicals Network
Chapter 9: The Five Partners/Flagship Model and the Scottish Electronics Cluster
Chapter 10: The North American Automotive Cluster
Chapter 11: Managerial Implications of Flagship Relationships
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