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Multinationals as Flagship FirmsRegional Business Networks$
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Alan M. Rugman and Joseph R. D'Cruz

Print publication date: 2003

Print ISBN-13: 9780199258185

Published to Oxford Scholarship Online: October 2011

DOI: 10.1093/acprof:oso/9780199258185.001.0001

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Introduction

Introduction

Chapter:
(p.1) 1 Introduction
Source:
Multinationals as Flagship Firms
Author(s):

Alan M. Rugman

Joseph R. D’cruz

Publisher:
Oxford University Press
DOI:10.1093/acprof:oso/9780199258185.003.0001

Current trends in the business management and international relational strategies require the flagship paradigm or the five partners model to deal with managerial, organisational, and business policy issues in the context of multinational enterprises or MNEs. The five partners method features a flagship establishment (most commonly an MNE), major suppliers, leading clients, competitors, and a non-business infrastructure (NBI). The last partner deals with non-traded service providers, state, public services, medical aid, culture, and human capital. Such a model aims to incorporate the innovative ideas regarding corporate networks available and case studies conducted in the North American and European settings. After these, comparative studies will be conducted in Asian countries with parallel (but definitely unique) business links such as the vertical keiretsu of Japan, the chaebol of Korea, and the family-owned firms of China.

Keywords:   business managements, international intervention, flagship, five partners, MNEs, innovation

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