Multinational Corporations and European Regional Systems of Innovation
In: Routledge Studies in Global Competition
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In: Routledge Studies in Global Competition
In: Routledge studies in inernational business and the world economy
In: Routledge Studies in International Business and the World Economy Ser.
In: Springer eBook Collection
In: Cantwell, J.A. and Marra, M., Innovation and international business policy, in P. Gugler and A.T. Tavares Lehmann (eds.), Handbook of International Business Policy, Cheltenham: Edward Elgar, 2023.
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In: Transnational Corporations Journal, Band 28, Heft 1
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The governance structures of the value-creating activities of MNEs have evolved towards more networked forms that are geographically highly concentrated and involve partnering with diverse actors. The experimentation that takes place within these corporate networks has a parallel on the government side, where subnational governments, and particularly cities as hubs of economic activity, have increased their profile and level of cooperative activity. We argue that engagement in these partnerships is an essential way in which firms and governments co-evolve and create the basis for sustainable economic growth in the Information Age. While the origins of this collaborative form of governance reside in the increasing knowledge intensity of value creation, its implications go far beyond MNE value creation and capture, extending to issues of global governance such as climate change and sustainable development goals. We examine the implications of this process of co-evolution both in terms of the costs of developingthe requisite corporate capabilities as well as the legitimacy of these efforts as part of a deliberative democracy. ; Peer reviewed
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The governance structures of the value-creating activities of MNEs have evolved towards more networked forms that are geographically highly concentrated and involve partnering with diverse actors. The experimentation that takes place within these corporate networks has a parallel on the government side, where subnational governments, and particularly cities as hubs of economic activity, have increased their profile and level of cooperative activity. We argue that engagement in these partnerships is an essential way in which firms and governments co-evolve and create the basis for sustainable economic growth in the Information Age. While the origins of this collaborative form of governance reside in the increasing knowledge intensity of value creation, its implications go far beyond MNE value creation and capture, extending to issues of global governance such as climate change and sustainable development goals. We examine the implications of this process of co-evolution both in terms of the costs of developing the requisite corporate capabilities as well as the legitimacy of these efforts as part of a deliberative democracy.
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In: Multinational business review, Band 25, Heft 1, S. 28-51
ISSN: 2054-1686
PurposeThis paper proposes locational ambidexterity as a location-specific factor based on an operation flexibility perspective, and explores why and how multinational corporations (MNCs) proactively deal with uncertainty by valuing locational ambidexterity in making location decisions.Design/methodology/approachLocation choice data for foreign direct investment (FDI) at a sub-national level in China is used to test the role of locational ambidexterity.FindingsWe find that FDI generally prefers locations with high ambidexterity. Moreover, investments from a heterogeneous country context are more sensitive to locational ambidexterity than those from a similar country context. However, there is no significant evidence that wholly owned investments favor locational ambidexterity more than do international joint ventures.Research limitations/implicationsAn alternative operationalization of locational ambidexterity may be needed. Future research could explore the sources of locational ambidexterity, identify other firm- and industry-level factors that could alter the value of ambidexterity, investigate how MNCs integrate locational ambidexterity into organization-specific option creation strategies and test the ambidexterity perspective with micro-level location choice data.Practical implicationsLocational ambidexterity may reduce the overall risk and adjustment cost of future changes. FDI may choose a location with high ambidexterity, i.e. a balanced portfolio of location-specific determinants, under uncertainty about the future.Originality/valueDrawing on the notion of location flexibility from Buckley and Casson (1998), this study identifies a new location character, locational ambidexterity, and proposes that MNCs address uncertainty by choosing ambidextrous locations that offer more flexibility for MNCs to change or respond to potential volatility. Selecting locations with high ambidexterity is thus an alternative and complement to the organization-specific flexibility creation strategies suggested by the literature on real option and flexibility.
In: Rutgers Business Review, Band 1, Heft 1
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In: Research Policy, Band 36, Heft 2, S. 209-226
In: Regional studies: official journal of the Regional Studies Association, Band 39, Heft 1, S. 1-16
ISSN: 1360-0591
In: Regional studies, Band 39, Heft 1, S. 1-16
ISSN: 0034-3404
In: Research policy: policy, management and economic studies of science, technology and innovation, Band 33, Heft 3, S. 511-529
ISSN: 1873-7625
In: Routledge Studies in International Business and the World Economy; International Business and the Eclectic Paradigm
In: Research in International Business; Internationalization of Research and Development and the Emergence, S. 41-83