استراتژی شرکت های چند ملیتی در پرتو ظهور چین
|کد مقاله||سال انتشار||مقاله انگلیسی||ترجمه فارسی||تعداد کلمات|
|11597||2007||20 صفحه PDF||سفارش دهید||محاسبه نشده|
Publisher : Elsevier - Science Direct (الزویر - ساینس دایرکت)
Journal : Scandinavian Journal of Management, Volume 23, Issue 2, June 2007, Pages 107–126
This paper examines the strategy of multinational enterprises in the global economy with particular emphasis on their strategies in and about China. It outlines the rise of globally distributed manufacturing, services and marketing under the control of a focal firm (“the global factory”) and applies this analytical framework to strategies in China. The paper outlines the constraints on future growth in China and the interacting effects of these constraints with the strategies of foreign firms.
This paper examines the development of strategies of multinational firms against the background of the globalisation of markets. It is argued that markets are integrated globally at differential speeds and that this provides opportunities for multinational firms who are also key drivers in the processes of globalisation. Location and ownership strategies are analysed in detail together with policies concerning the crucial role of knowledge creation and management. The concept of “the global factory” is introduced as an integrated network (often controlled by a focal firm) that combines core functions, distributed manufacturing and service operations and marketing networks. The paper then examines the rise of China as a world economic power. The challenges facing China are delineated with particular attention to the challenges facing multinational firms in China. Constraints on Chinese growth are examined—it may seem strange to investigate such constraints when China is growing at an historically unprecedented rate but severe restrictions are appearing on its future growth potential. This then leads on to the crucial needs of the Chinese economy and to the role that multinational firms can play in the future. The final section examines strategy in the current Chinese context.
نتیجه گیری انگلیسی
John Dunning's “OLI” (Ownership, Location and Internalisation) framework can be used to organise the conclusions of this analysis.