Multinational Firms: The Global-Local Dilemma (Routledge Studies in Global Competition)

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More information about this seller Contact this seller 4. Published by Florence, Kentucky, U. About this Item: Florence, Kentucky, U. Condition: Very Good. No Jacket. What are the new constraints and the new theories to explain global-local multinationals' strategies at the beginning of this new era? Research on this question is important for a range of actors: for authorities concerned with policies to attract multinational investment and for international organizations helping firms and host countries in policy formulation, for firms already settled in an area and concerned about future competition, and for firms considering new investments.

Understanding multinationals' strategies is an essential task, but the range of strategies is not simple or homogenous; they are increasingly complex, the outcomes of different logics and different choices. A real movement of regional integration has been witnessed in these areas, which has modified firms' strategies. But simultaneously there has been another factor: the global or regional dimension is one determinant, but there is also the local dimension, for example in production siting.

The volume presents the work of internationally renowned specialists on multinational strategy, addressing the main questions about globalization, firms' and countries' competitiveness, the impact of regionalism, agglomeration and industrial clustering, oligopolistic interactions, mode of entry, strategic location choice, and relocation and public aid. This book is the first volume presenting the outstanding work from the Seventh Sorbonne International Conference on Multinational Firms' Strategies.

Seller Inventory H More information about this seller Contact this seller 5. Published by St. Martin's Press, New York About this Item: St. Martin's Press, New York, Hard Cover. Condition: Ex-Library, else Very Good. First American Edition. Usual university lib. Else clean and well bound text; with minor wear only. In publisher's original binding.

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Dilemmas of Care in the Nordic Welfare State:. The Nordic welfare model has become an ideal in feminist literature and in welfare state The Nordic welfare model has become an ideal in feminist literature and in welfare state studies.

This has heightened scientific and political interest in the model and its key aspects, including the provision and production of care as public responsibility. Displaced by Disaster: Recovery and Resilience in a. Management has relied on the skilled workforce for firm growth, task performance and problem solving; in practice there has been limited separation between management and the workforce Whitley, , p. All these characteristics of the traditional German manufacturing model were evident in the German subsidiary. Otherwise, there is a real risk of the Finnish MNC losing the host country advantages of its German subsidiary, which were the reasons for its acquisition in the first place.

The engineers were still insisting on using their expertise to develop customised, highly engineered solutions for specific customers and resisted changes to the product structure and manufacturing processes entailed in the promotion of the new company model. This was illustrated in two of the British subsidiaries and can be quite clearly related back to the UK host country institutions, which are not supportive of manufacturing companies. Hollingsworth p. Similarly, both Whitley and Hall and Soskice argue that the reliance on classical market contracting in countries like the UK and US, together with the relatively impoverished institutional environment, inhibits cooperative, collaborative action of firms, which could support complex manufacturing and construction Whitley, , p.

We investigate this issue further in case 3. Interviews with local management in the British subsidiaries showed that they did not have the power resources to argue the case for the retention of manufacturing units in the UK nor did they appear to wish to since the performance of the UK subsidiaries of the American and German MNCs was poor compared to other units in the MNC. The decision to close all manufacturing units in the UK was understood by local British managers as the only possible strategy to meet increasing HQ demands to improve economic performance.

In the American MNC, this process included the laying off of all manufacturing staff, the closure of manufacturing sites and the establishment of a centralized customer care centre at a different location, where the company hired new, less qualified and cheaper staff. In both cases, local management in the UK stressed in our interviews that their reorganization measures were the only rational answers to cheaper, more efficient manufacturing locations in Eastern Europe or Asia within their respective multinational groups. They focused their attention, therefore, on influencing the structure and operation of the customer care centres, which were viewed as the future for the British subsidiaries.

The poorly performing British subsidiaries were only in a position to reduce the amount of charter divestments by concentrating in the future on service and maintenance functions only. It shows a marked departure from the neo-classical free market model and operates on the basis of institutional and organizational linkages, which promote the negotiation of adjustment issues between the major stakeholders, including the employees ibid.

A key characteristic of the German NBS is that major institutions are more interdependent than in the Anglo-Saxon model of capitalism Hall and Soskice, ; Tempel and Walgenbach, ; Whitley, and institutional features are collaborative Whitley, Whitley points out that market types of ownership as in the UK encourage strong ownership boundaries and the absence of any overlapping between units , p. This is particularly the case where local management has gained extra power resources through good subsidiary performance and an important strategic position within the multinational group.

The existence of technically based works communities is seen as an integral part of the German business system. However, as we can see in this case study, where foreign owners ignore or seek to overturn these interdependencies, the legislation can provide a useful fallback position for management and employees.

Compared to the British subsidiaries, which had mainly operational charter responsibilities, all three German subsidiaries in our sample played a strategic role in their MNCs. However, foreign owners may see certain characteristics of the German NBS are as more of an obstacle than an advantage. Thus, Tempel referred to the case of a British MNC in the pharmaceutical and chemical sector, which decided to circumvent Germany and invest in other countries because of the constraining nature of German industrial relations Tempel, Case 3b: Subsidiary embeddedness operating in a weakly integrated NBS Our research underlines, in contrast to the tight integration and interdependencies of the German business system, the high level of compartmentalization of British business units Whitley, , p.

This is shown in a low level of commitment and cooperation between firms and between employers and employees and a high level of mobility of operations. Whitley points to a lack of integration and systematic coordination of activities in British firms ibid, p. We really didn't have many obstacles. There was little support from management within the UK NBS for a continuation of badly performing manufacturing operations in the UK and no examples of alliances between local management and employee representative bodies to resist closures.

In the UK, the national and occupational socialisation of local management towards finance and service priorities and the weak legal position of the trade unions as well as an institutional framework, which promotes adversarial relations rather than cooperation and collaboration, as shown earlier, meant the formation of a joint alliance to resist the elimination of manufacturing, as we found in the German subsidiaries, was not an option.

Recent research on corporate government by Armour et al.

The local in the global: regions, employment systems and multinationals

We found, however, little evidence of this during our fieldwork. We found firstly that the overall strategic approach of the MNC influences strategic choice, power and policies of the local subsidiary. The more the strategic decision-making approach of the MNC is decentralised, the more strategic choice local subsidiaries have to develop idiosyncratic power resources and local practices. A more negotiated approach gives subsidiaries more room for bottom-up development of local strategies and policies, which can help to avoid conflicts and political struggle.

Multinational by Dunning, First Edition

The more the MNC applies a centralised strategic decision-making approach, the greater is the possibility that local choice and power resources will decrease. This can lead to conflict and political struggle between local subsidiaries to enhance or just to maintain their original charter responsibilities. In line with e. Birkinshaw and Hood we showed, in addition, that a strong strategic position and good company performance of the subsidiary within the MNC can provide local managers with a greater bargaining power, even when the company seeks to use an imposed and centralised approach to develop increasing global standardization of local practices.

As a key finding, we argue that the greater the degree of social embeddedness of the local subsidiary in a highly integrated business system, the more problematic the implementation of global practices and the more idiosyncratic local politics and power resources will be. However, if the local subsidiary is in a weakly integrated Anglo-Saxon type business system, the power resources and strategic choice to resist and influence the implementation of global practices are limited. Insert Table 2 about here Table 2 illustrates these effects on the roles played by local management and employee representatives in the implementation of MNC strategies.

Extensive involvement of local actors was found in the German plant of the German MNC, where local management and the works council played an active role in both the development and the delivery of a DQP response to new market pressures. The subsidiary did not occupy a strategic position within the MNC as a stand-alone manufacturing unit and was a poor performer compared to other subsidiaries in the group.

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However, due to the negotiated decentralized strategy of the parent, local British managers were able to develop their own ideas on the new customer services focus. The important strategic role of the subsidiary, its strong economic performance and its embeddedness in a tightly integrated business system supportive of manufacturing and, in particular, of customised craft production gave local actors power resources they were able to deploy to enforce a more negotiated local solution.

The passive acceptance of MNC strategy occurred in the British subsidiary of the Finnish MNC, where the subsidiary accepted the new company model and, despite misgivings, implemented it in the UK. However, although the UK NBS is not supportive of manufacturing, this subsidiary, alone among the British subsidiaries we investigated, continues to manufacture escalators.

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