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Organizational Challenges of Multinational Corporations at the Base of the Pyramid: An Action-research Inquiry

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  • François Perrot

    (X - École polytechnique)

Abstract

To what extent and how does a multinational corporation adapt its strategy and organizational capabilities in order to address markets at the Base of the Pyramid? This paper builds on the results of a three-year action-research program conducted with Lafarge, a global building materials company and introduces a strategic framework which opposes two types of approaches of such markets: a licence-to-operate approach, and a business opportunityseeking approach. The article analyzes how the company moved from the first to the second approach and discusses the implications in terms of organizational capabilities of with each approach.

Suggested Citation

  • François Perrot, 2013. "Organizational Challenges of Multinational Corporations at the Base of the Pyramid: An Action-research Inquiry," Working Papers hal-00771299, HAL.
  • Handle: RePEc:hal:wpaper:hal-00771299
    Note: View the original document on HAL open archive server: https://hal.archives-ouvertes.fr/hal-00771299
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    References listed on IDEAS

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    1. Diane-Laure Arjaliès & Jean-Pierre Ponssard, 2010. "A Managerial Perspective on the Porter Hypothesis : The Case of CO2 Emissions," Post-Print hal-00553959, HAL.
    2. Ted London & Stuart L Hart, 2004. "Reinventing strategies for emerging markets: beyond the transnational model," Journal of International Business Studies, Palgrave Macmillan;Academy of International Business, vol. 35(5), pages 350-370, September.
    3. Patricia Crifo & Jean-Pierre Ponssard, 2010. "Corporate Social Responsibility: From Compliance to Opportunity?," Post-Print hal-00512337, HAL.
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    Keywords

    Multinational Corporation; Action-research; Base of the Pyramid;

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