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Information technologies and the future of the multinational enterprise

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  • Sambharya, Rakesh B.
  • Kumaraswamy, Arun
  • Banerjee, Snehamay

Abstract

In this paper, we highlight the pervasive influence of information technologies on multinational enterprise (MNE) operations, strategies and structures. The democratization of information technologies has diminished geographic distance and compressed response times for MNEs. In turn, this has led to an increased and simultaneous emphasis on both global efficiencies and local responsiveness. We explore the consequences of this change in emphasis for MNE strategic and structural orientations as established by Bartlett and Ghoshal's typology of MNE strategies. Our conclusion is that the distinctions between the four strategic orientations are becoming increasingly blurred and MNE structures are becoming more organic in nature. In addition to discussing these changes, we also highlight emerging challenges that MNEs face in an increasingly borderless, time compressed world.

Suggested Citation

  • Sambharya, Rakesh B. & Kumaraswamy, Arun & Banerjee, Snehamay, 2005. "Information technologies and the future of the multinational enterprise," Journal of International Management, Elsevier, vol. 11(2), pages 143-161, June.
  • Handle: RePEc:eee:intman:v:11:y:2005:i:2:p:143-161
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    References listed on IDEAS

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    1. Siew Meng Leong & Chin Tiong Tan, 1993. "Managing Across Borders: An Empirical Test of the Bartlett and Ghoshal [1989] Organizational Typology," Journal of International Business Studies, Palgrave Macmillan;Academy of International Business, vol. 24(3), pages 449-464, September.
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    6. Guillen, Mauro F., 2002. "What is the best global strategy for the Internet?," Business Horizons, Elsevier, vol. 45(3), pages 39-46.
    7. Srilata Zaheer & Shalini Manrakhan, 2001. "Concentration and Dispersion in Global Industries: Remote Electronic Access and the Location of Economic Activities," Journal of International Business Studies, Palgrave Macmillan;Academy of International Business, vol. 32(4), pages 667-686, December.
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    Cited by:

    1. Zorzini, Marta & Stevenson, Mark & Hendry, Linda C., 2014. "Coordinating offshored operations in emerging economies: A contingency-based study," International Journal of Production Economics, Elsevier, vol. 153(C), pages 323-339.
    2. Conti, Claudio Ramos & Parente, Ronaldo & de Vasconcelos, Flávio C., 2016. "When distance does not matter: Implications for Latin American multinationals," Journal of Business Research, Elsevier, vol. 69(6), pages 1980-1992.
    3. Nicolai Pogrebnyakov, 2017. "A Cost-Based Explanation of Gradual, Regional Internationalization of Multinationals on Social Networking Sites," Management International Review, Springer, vol. 57(1), pages 37-64, February.
    4. Zorzini, Marta & Stevenson, Mark & Hendry, Linda C., 2012. "Customer Enquiry Management in global supply chains: A comparative multi-case study analysis," European Management Journal, Elsevier, vol. 30(2), pages 121-140.
    5. Pedro Domingos Antoniolli, 2016. "Information Technology Framework for Pharmaceutical Supply Chain Demand Management: a Brazilian Case Study," Brazilian Business Review, Fucape Business School, vol. 13(2), pages 27-55, March.
    6. Fan, Di & Zhu, Cherrie Jiuhua & Nyland, Chris, 2012. "Factors affecting global integration of Chinese multinationals in Australia: A qualitative analysis," International Business Review, Elsevier, vol. 21(1), pages 13-26.
    7. Maria Adenfelt & Katarina Lagerström, 2006. "Organizational rejuvenation for knowledge exploitation: Exploring corporate entrepreneurship in an MNE," Journal of International Entrepreneurship, Springer, vol. 4(2), pages 83-98, September.

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