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基本説明
New in paperback. Hardcover was published in 2000. The purpose of this book is to develop a conceptual framework for understanding the network of relationships that exists around the hub of large multinational firms.
Full Description
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.
Contents
Introduction ; PART I: THE CONCEPT OF THE FLAGSHIP FIRM ; 1. The Flagship Firm and the Five Partners Business Network ; 2. Corporate Strategy and the Flagship Firm ; 3. Internalization and De-internalization: Will Business Networks Replace Multinationals? ; PART II: MULTINATIONAL ENTERPRISE THEORY AND THE FLAGSHIP FIRM ; 4. Partners Across Borders: Organizational Learning and the Flagship Firm ; 5. The Theory of the Flagship Firm ; 6. The Canadian Telecommunications Industry Network ; 7. The French Telecommunications Network ; PART III: CASE STUDIES OF FLAGSHIP BUSINESS NETWORKS ; 8. The Canadian Speciality Chemicals Network ; 9. The Five Partners/Flagship Model and the Scottish Electronics Cluster ; 10. The North American Automotive Cluster ; 11. Managerial Implications of Flagship Relationships
