Integration-responsiveness Framework for Chinese MNCs:An Area for Future Study
Based on a review of extant international business and management literature, this paper examines : (1) the global integration (I) and local responsiveness (R) paradigm and its impact on the adoption of international business strategy (IBS) by multinational corporations (MNCs); (2) determinants that are critical in the process of forming IBS by MNCs; and (3) the lacuna in current research with respect to strategic implications of the I-R framework for MNCs from transitional economies such as Chinese multinational corporations (CMNCs). Following a comprehensive review of prior studies on the I-R framework in the context of developed countries, the paper summarizes determinants of IBS in a three-category table. Having done so, it identifies a future research area in the field of international management; that is, how MNCs from emerging countries strive to coordinate global integration and local responsiveness when developing and implementing their international business strategies.
Global Integration Local Responsiveness International Business Strategies Chinese Multinational Corporations (CMNCs)
Di FAN Chris NYLAND Cherrie Jiuhua ZHU
Department of Management,Monash University,Australia Faculty of Business and Economics,Monash University,Australia
国际会议
南京
英文
486-502
2008-06-06（万方平台首次上网日期，不代表论文的发表时间）