Multinational enterprises play a vital role in the economic activity of most developing countries. In India MNE affiliates dominate whole sectors of industry - such as plastics and pharmaceuticals - characterised by a high degree of product differentiation, complex technology and high skill intensity. Such advantages, combined with intangible assets, centralised decision making and global outlook lead to a divergence of approach between MNEs and their local counterparts in host developing countries. This book analyses the inter-industry pattern of MNEs in India in the framework of the internationalisation theory, also examining the comparative behaviour of MNE affiliates and LCEs in terms of conduct and performance. The book goes further to explain the different performance of these two strategic groups by assessing profit and export.
How multinationals contribute, or don't, to global prosperity Globalization and multinational corporations have long seemed partners in the enterprise of economic growth: globalization-led prosperity was the goal, and giant corporations spanning the globe would help achieve it. In recent years, however, the notion that all economies, both developed and developing, can prosper from globalization has been called into question by political figures and has fueled a populist backlash around the world against globalization and the corporations that made it possible. In an effort to elevate the sometimes contentious public debate over the conduct and operation of multinational corporations, this edited volume examines key questions about their role, both in their home countries and in the rest of the world where they do business. Is their multinational nature an essential driver of their profits? Do U.S. and European multinationals contribute to home country employment? Do multinational firms exploit foreign workers? How do multinationals influence foreign policy? How will the rise of the digital economy and digital trade in services affect multinationals? In addressing these and similar questions, the book also examines the role that multinational corporations play in the outcomes that policymakers care about most: economic growth, jobs, inequality, and tax fairness.
The English East India Company was the mother of the modern multinational. Its trading empire encircled the globe, importing Asian luxuries such as spices, textiles, and teas. But it also conquered much of India with its private army and broke open China's markets with opium. The Company's practices shocked its contemporaries and still reverberate today. The Corporation That Changed the World is the first book to reveal the Company's enduring legacy as a corporation. This expanded edition explores how the four forces of scale, technology, finance, and regulation drove its spectacular rise and fall. For decades, the Company was simply too big to fail, and stock market bubbles, famines, drug-running, and even duels between rival executives are to be found in this new account. For Robins, the Company's story provides vital lessons on both the role of corporations in world history and the steps required to make global business accountable today.
This book presents seven case studies of large Danish investment companies in India and China. The case studies provide intriguing perspectives on the strategic and managerial challenges and opportunities facing Western multinational corporations operating in these two Asian giants. The case studies encourage readers to adopt a decision maker's perspective, targeting students and managers interested in multinational corporation strategy in emerging markets.
The rise of multinational enterprises (MNEs) from emerging markets is topical, important and poses a number of questions and challenges that require considerable attention in the future from academia as well as business management. The recent takeovers of high-profile companies in developed or developing countries by non-European emerging-market MNEs (EMNEs) – such as Lenovo, Wanhua (China), Hindalco (India), CVRD (Brazil), Cemex (Mexico), Lukoil (Russia), etc. – as well as the greenfield or brownfield investments of emerging companies (such as Huawei, ZTE, Tata, Pepco, etc.) show a new trend where new kind of firms become major players globally. EMNEs have become important players in several regions around the globe, ranging from the least developed countries of Africa through the developing markets in Latin America and Asia to the developed countries of the United States or the European Union, including East Central European (ECE) countries. EMNEs presence on the global level has resulted in numerous studies in the international literature but those research results barely cover EMNEs’ activities in the ECE region (in the East Central European EU member countries, including the Czech Republic, Hungary, Poland, Slovakia and Slovenia). The existing books typically focus on the investment activity of a single country or region (such as China or East Asia) but a comprehensive analysis is still missing in this regard. The novelty of this edited volume is that it aims at exploring EMNEs location determinants, strategies, activities and challenges in East Central Europe by discussing its anomalies to the traditional theories as well as to other types of MNEs in the ECE region. The authors focus on EMNEs not only from China but from other important emerging countries, too, such as Russia, India, South Korea, Taiwan, Turkey, Brazil or South Africa.
"India is growing a set of world class multinationals. These range from Tata's ownership of Jaguar to nimble entrepreneurial firms in high tech and knowledge based businesses. This book is an eye opener to those who still think that globalization is driven solely by Western multinationals: in fact emerging economies like India are now full partners in world economic development."--Alan M Rugman, Henley Business School, University of Reading "This remarkable collections essays by some of the sharpest analysts in the field sheds new light on the emergence of Indian multinational enterprises, a phenomenon of growing relevance for both global business and international political economy."--Mr. Andrea Goldstein, Deputy Director, Heiligendamm L'Aquila Process Support Unit, OECD, France.
When the Indian auto manufacturer Tata Motors bought the iconic Jaguar and Land Rover brands - complementing the Nano, its own innovative $2,500 car - it opened up a new chapter in India's economic story. In the coming years, such Indian multinationals as Bharat Forge, Hindalco, Infosys, Mahindra, and Suzlon will increasingly be making acquisitions and building their brands in Western markets. Never heard of them? Then read this book. India's Global Powerhouses introduces you to the India's preeminent global companies and explains how they differ from their international rivals. The book profiles India's pioneering multinationals in detail, describing their transformation from leading domestic players to evolving global giants, as well as their unique approaches to globalization. Every manager should understand the histories and the business trajectories of these prospective competitors, collaborators, and customers--whose names will soon be as familiar to us as Honda, Lenovo, and Samsung.
Multinational enterprises (MNEs) provide both a fundamental risk to and an opportunity for climate change mitigation. The climate ambitions of MNEs will affect the environmental performance of countries around the world. As a leading actor, proactive MNEs can impose sustainability standards or encourage green technology transfers that, in some cases, could affect millions of producers and accelerate the climate transition. However, obstructive MNEs may equally hold back any progress to reduce a country's emissions via inaction or by actively resisting, obstructing, or lobbying against change. The objective of this report is to study the effect of MNEs on climate change. Toward this goal, the report reviews the latest available data, conducts new empirical analysis, and summarizes pioneering literature. The report answers four key questions related to the relationship between MNEs and climate change: 1) What effect do MNEs currently have on climate change, both through their own activities and through the emissions of their broader supply chains?; 2) How do MNEs shape the potential transfer of green technologies to domestic firms, and how do different types of interactions with MNEs stimulate such technology transfers?; 3) How committed are leading MNEs currently to transitioning their supply chains to net-zero emissions by 2050, and do they have long-, medium-, and short-range strategies to realize this?; 4) What types of policies can influence MNEs' effects on climate change?
Is there a distinctive 'India way' of doing business? This query finds resonance not only among corporate leaders but also in academic studies focusing on emerging market multinational enterprises (EMMNEs) in Asia. The speed and spread of EMMNEs has caught the world by surprise, and prompted a need to understand whether, why, and how multinationals from emerging economies are different from the ones in developed countries. Based on comparative data and interviews with over 90 senior managerial personnel from Indian multinationals, this book provides a comprehensive picture of the emerging multinational firms from India in terms of their internationalization process, competitive advantages, approach to global markets, and future outlook. With chapters from leading scholars in the field of international business, Emerging Indian Multinationals throws light on the characteristics, concerns, challenges, and strategies of Indian multinationals from an emerging-market perspective to facilitate crossvergence of best practices for all multinationals in a multipolar world.
This volume reports the results of the large international 'MNEmerge' research project, financed by the European Commission, and provides an understanding of the impact of multinational enterprises on United Nations Millennium Development Goals and successive Sustainable Development Goals in developing countries.
