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Zusatztext Particularly useful ... pages on implications of the flagship model for managers and implications for network partners. Informationen zum Autor Alan Rugman is Thames Water Fellow in Strategic Management, Templeton College, University of Oxford. Previous positions have included Professor of International Business, University of Toronto (19871998); Professor of International Business, Delhousie University (19801987); and Visiting Professor at Brandeis University, UCLA, Western Washington University, and Columbia Business School.Joseph R. D'Cruz is Professor of Strategic Management at the Rotman School of Management, University of Toronto. He also consults widely with multinational corporations in the areas of global strategy and international operations. (Major clients include ICI, Exxon Corporation, Price Waterhouse, and DSM.) He was awarded the Touche Ross Award for the best article in Business Quarterly entitled The Globalization of Manufacturing (with Professor Fleck).Professors Rugman and D'Cruz are co-editors of the Kodak series of studies on Canada's international competitiveness. Klappentext The international dimension of business networks has remained relatively unexplored, mainly because international business writers focus upon multinational enterprises and network writers ignore international issues. In this book Professors Alan Rugman and Joseph D'Cruz bridge the literature on networks and multinationals by introducing the new concept of the flagship firm. Zusammenfassung The international dimension of business networks has remained relatively unexplored, mainly because international business writers focus upon multinational enterprises and network writers ignore international issues. In this book Professors Alan Rugman and Joseph D'Cruz bridge the literature on networks and multinationals by introducing the new concept of the flagship firm. In each business network strategic leadership is provided by the flagship firm, which is defined as a multinational enterprise. It has other partners: key suppliers; key customers; key competitors; and key partners in the non-business infrastructure. These business networks are usually located in the 'triad' regions of the European Union, North America, and Japan. There are strong cross-border network linkages within these regions, but less 'globalization' than regional economic integration. The theory of the flagship firm/five partners model is applied to the telecommunications, chemicals, automotive, and electronics sectors, amongst others, and the book reports on both empirical studies and field research of the international competitiveness of these sectors. The book will be of interest to academics, students, and professionals in the areas of international business, strategic management, political science, law, and sociology. Inhaltsverzeichnis Introduction Part I: The Concept of the Flagship Firm Chapter 1: The Flagship Firm and the Five Partners Business Network Chapter 2: Corporate Strategy and the Flagship Firm Chapter 3: Internalization and De-internalization: Will Business Networks Replace Multinationals? Part II: Multinational Enterprise Theory and the Flagship Firm Chapter 4: Partners Across Borders: Organizational Learning and the Flagship Firm Chapter 5: The Theory of the Flagship Firm Chapter 6: The Canadian Telecommunications Industry Network Chapter 7: The French Telecommunications Network t III: Case Studies of Flagship Business Networks Chapter 8: The Canadian Speciality Chemicals Network Chapter 9: The Five Partners/Flagship Model and the Scottish Electronics Cluster Chapter 10: The North American Automotive Cluster Chapter 11: Managerial Implications of Flagship Relationships ...
