Corporate ownership and the theory of the multinational enterprise

This paper makes a contribution to the theory of the multinational enterprise (MNE) and, in particular, to why firms undertake foreign direct investment (FDI) rather than alternative strategies. We argue that FDI and its strategic alternatives involve different patterns of costs and returns over time, and hence different levels of risk and uncertainty. Traditional theories of the MNE conceptualize the firm as a risk-neutral decision-making entity with short-term efficiency objectives, and hence do not take these issues into account. This may be reasonable for firms with passive professional managers and widely-dispersed shareholders, operating in countries with the Anglo-American system of corporate governance. But many firms operate under quite different systems of corporate governance where concentrated shareholdings are commonplace and markets for corporate control are weak or non-existent. In these cases, shareholders exert considerable influence on all aspects of firm strategy including FDI. Furthermore, different groups of shareholders (State, family, institutions) are likely to have different objectives, different attitudes towards risk, and different decision-making time horizons. We thus suggest that the traditional theories of the MNE need to be extended to embrace consideration of corporate ownership (and other governance dimensions).     

Reflections on the Hymer thesis and the multinational enterprise

Understanding the economic function of the multinational enterprise remains a seminal issue. Almost half a century ago, Stephen Hymer initiated serious scholarly inquiry into the theory of multinational enterprise by positing that domestic firms needed special advantages to go global and succeed. However, he failed to fully unlock the foundations of the posited special advantages. Moreover, he sensed that multinational firms could not exist in a (theoretical) world of perfect competition, and wrongfully concluded that pernicious market power must be associated with the overseas activities of the multinational enterprise. This article examines Hymer's contributions and hints at the need for an (intangible) assets/capabilities based analysis of the multinational enterprise.     

Retrospective and prospective views about the future of the multinational enterprise

This paper reflects upon Buckley and Casson's seminal volume The Future of the Multinational Enterprise (1976). Retrospectively, it examines the reasons for the impact of The Future on research in international business, on the one hand, while it reviews the merit of the different chapters in today's economic environment. The paper subsequently also introduces some prospective views on the use of internalization theory, which are elaborated upon in the other papers in this issue.     

Digital transformation,sustainability, and purpose in the multinational enterprise

We discuss how environmental and pandemic crises in combination with digitization are presenting the multinational enterprise (MNE) with increasing geopolitical, organizational, and market tensions. Institutional pluralism is creating a more complex global environment. The organization of productive work is shifting, which challenges how MNEs structure and coordinate their activities. Changing consumer and investor expectations are broadening the understanding of value creation with implications for business models. We contend that the tensions invite MNEs to reconsider how they frame, formalize, and realize corporate purpose. We close with a research agenda that recognizes the need for MNEs to become purpose-driven actors.     

The multinational enterprise as an internal market system

This paper builds on Birkinshaw's model of multinational enterprise (MNE) as an internal market system [Birkinshaw, J. (2000). Entrepreneurship in the global firm. London: Sage]. This model addresses the issues related to the emergence of market-based mechanisms of coordination within the MNEs and the strategic decisions that affect internal competition. Birkinshaw argues that subsidiaries simultaneously participate in three different internal markets within an MNE: a market for intermediate goods and services, one for charters and another for competencies and practices. The goal of the paper is to expand Birkinshaw's concept of internal market and analyze the logic behind internal competition by considering more fully existing literature and developing an organizing framework to position such a model within that literature. There is specific focus on discussing how the internal market model relates to modern network-based configurations of the MNE. In addition, the study shows that factors affecting the extent to which each of the three internal markets is established can be better understood if we link such a model to the contributions developed by three mainstreams of research: internalization theory, resource-based view and organizational learning literature.     

我国企业跨国经营存在的问题及对策分析

随着经济全球化格局的形成,我国已经有相当一批企业进入国际市场,通过在国外市场建立通道和品牌,取得了一定的成绩.但是,在世界经济领域中,我国企业在跨国经营方面仍显稚嫩,与发达国家相比还有很大差距.本文对我国企业在跨国经营管理过程中存在的问题进行分析,并结合当前实际,提出一些可行性的建议,具有重要的理论和现实意义.     

Internalisation thinking: From the multinational enterprise to the global factory

Internalisation thinking is traced from its inception by Coase through its application to multinational enterprises and to the global factory. The general principles governing the internalisation of markets are revisited and the focus on innovation, the dynamics of internalisation and its application to newer structures of firms such as the global factory are emphasised.     

Mainstream and radical theories of the multinational enterprise: Complementary approaches?

This article reviews contemporary mainstream and radical theories of the multinational enterprise (MNE), finding that each research tradition exhibits serious shortcomings. Theories of the MNE dominant in the international business literature are overly economistic, preventing scholars from considering the significant–even determining–effects of political, military, and cultural factors operating at national, international, and global levels on MNE behavior and performance. Conversely, radical theories of the MNE focus primarily on macroeconomic and noneconomic factors, largely ignoring the firm and industry level dynamics that drive MNE behavior. Despite these differences, we suggest that theoretical space exists in which mainstream and radical insights can be synthesized in order to improve our understanding of the MNE. © 1993 John Wiley & Sons, Inc.     

An exploration of multinational enterprise knowledge resources and foreign subsidiary performance

Successful international expansion requires that parent firms simultaneously transfer multiple MNE knowledge resources and their foreign subsidiaries effectively absorb and utilize the knowledge. In this study, we examine the relationships between multiple knowledge resources (technological and marketing knowledge), the relatedness between parents and foreign subsidiaries, and subsidiary performance. Relatedness is specifically linked to the type of knowledge being transferred from the parent (i.e., technological relatedness versus market relatedness). We hypothesize that subsidiary performance improves with (1) the integration of a parent firm's technological and marketing knowledge resources, (2) high technological (market) relatedness between a parent firm and subsidiaries for transfer of parent technological (market) knowledge and (3) the co-presence of high technological and market relatedness. We find general support in our analysis of pooled cross-sectional data on more than 4000 observations of foreign subsidiaries from 572 Japanese MNEs across 47 countries. Theoretical implications and future research are discussed.     

International collaboration and innovation: Evidence from a leading Chinese multinational enterprise

This paper investigates the impact of international collaboration and its characteristics on the quality of the innovation of multinational enterprises (MNEs) in emerging markets. Using a unique dataset of 1428 international and comparable domestic collaboration projects over the 2010–2016 period, it finds that while international innovation collaborations are associated with high innovation quality, cultural distance has a negative effect on collaboration outcomes. Moreover, proximity to the focal firm's overseas R&D centres and the size of expenditure budgets play significant moderating roles in overcoming cultural barriers. Based on the RBV and dynamic capabilities theory, we investigate how firms from emerging markets can acquire these two crucial requisites for innovation. The characteristics of partners and intellectual property (IP) arrangements are also found to have a significant impact on the quality of innovations.