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Global Resource Flows and MNE Network Integration

In: Multinational Corporate Evolution and Subsidiary Development

Author

Listed:
  • Trond Randøy
  • Jiatao Li

Abstract

In 1995 the total sales of foreign-controlled affiliates of multinational enterprises (MNEs) exceeded the total world trade in goods and services of $6.1 trillion (WTO, 1996). Dunning (1993a) estimated that among major economies, such as Germany, the USA and the UK, MNEs account for approximately 80 per cent of trade in technology and managerial skills. In this chapter an attempt is made to identify and explain crossborder integration within established MNEs. Consideration is given specifically to the direction and the intensity of resource flows in goods and services, knowledge and capital that take place within the subsidiary network of an MNE. By examining the direction and magnitude of these resource flows, it is suggested, subsidiary strategy can be analysed along three major dimensions. This framework provides managers with greater understanding of global integration across subsidiaries.

Suggested Citation

  • Trond Randøy & Jiatao Li, 1998. "Global Resource Flows and MNE Network Integration," Palgrave Macmillan Books, in: Julian Birkinshaw & Neil Hood (ed.), Multinational Corporate Evolution and Subsidiary Development, chapter 4, pages 76-101, Palgrave Macmillan.
    • Handle: RePEc:pal:palchp:978-1-349-26467-4_4
    DOI: 10.1007/978-1-349-26467-4_4
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    Citations

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    Cited by:

    1. Majcen, Boris & Radosevic, Slavo & Rojec, Matija, 2009. "Nature and determinants of productivity growth of foreign subsidiaries in Central and East European countries," Economic Systems, Elsevier, vol. 33(2), pages 168-184, June.
    2. Kappen, Philip, 2011. "Competence-creating overlaps and subsidiary technological evolution in the multinational corporation," Research Policy, Elsevier, vol. 40(5), pages 673-686, June.
    3. Cavanagh, Andrew & Freeman, Susan & Kalfadellis, Paul & Herbert, Kendall, 2017. "Assigned versus assumed: Towards a contemporary, detailed understanding of subsidiary autonomy," International Business Review, Elsevier, vol. 26(6), pages 1168-1183.
    4. Guido Nassimbeni & Guido Orzes & Marco Sartor, 2018. "Strategic Types and Competences of Domestic and Foreign Plants: An Empirical Study," Global Business Review, International Management Institute, vol. 19(4), pages 817-841, August.
    5. Persson, Magnus, 2006. "The impact of operational structure, lateral integrative mechanisms and control mechanisms on intra-MNE knowledge transfer," International Business Review, Elsevier, vol. 15(5), pages 547-569, October.
    6. Michael J. Enright & Venkat Subramanian, 2007. "An organizing framework for MNC subsidiary typologies," Management International Review, Springer, vol. 47(6), pages 895-924, December.
    7. Manolopoulos, Dimitris & Papanastassiou, Marina & Pearce, Robert, 2005. "Technology sourcing in multinational enterprises and the roles of subsidiaries: An empirical investigation," International Business Review, Elsevier, vol. 14(3), pages 249-267, June.
    8. Luciano Barin Cruz & Dirk Boehe, 2010. "How do Leading Retail MNCs Leverage CSR Globally? Insights from Brazil," Journal of Business Ethics, Springer, vol. 91(2), pages 243-263, February.
    9. Håkanson, Lars & Kappen, Philip, 2016. "Live and let die: A survival analysis of foreign R&D units in Swedish MNEs," International Business Review, Elsevier, vol. 25(6), pages 1185-1196.
    10. Paterson, S. L. & Brock, D. M., 2002. "The development of subsidiary-management research: review and theoretical analysis," International Business Review, Elsevier, vol. 11(2), pages 139-163, April.

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