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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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Partners across Borders: Organizational Learning and the Flagship Firm  

Partners across Borders: Organizational Learning and the Flagship Firm  

Chapter:
(p.62) 5 Partners across Borders: Organizational Learning and the Flagship Firm 
Source:
Multinationals as Flagship Firms
Author(s):

Alan M. Rugman

Joseph R. D’cruz

Publisher:
Oxford University Press
DOI:10.1093/acprof:oso/9780199258185.003.0005

The goal of this section is to formulate a conceptual paradigm for a new organisational option for the government of markets and classes. Along with this is the introduction and incorporation of the five partners model of business networks in pursuing structural reforms through mutual links, non-profit institutions, and non-business establishments. According to the model, healthy competition in the market, together with collaborative corporate actions, enhances the effectiveness of business policies and lessens the damage produced by opportunism. Also, inter-corporation connections work at their best when asymmetric regulation of the most dominant – or the flagship – firm on the strategic course of the network is present. Such a scenario is due to the fact that asymmetric control has influences on perceived and actual reliance, permanence, and knowledge widening among the members of the group without compromising the individual functions of specific industries.

Keywords:   organisational restructuring, five partners, mutual relationship, business networks, competition

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