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This chapter analyses the attitude of local government to combating ethnic inequalities in Great Britain and France. With cities often seen as the ‘machines of integration’ and the integration of immigrants happening at the local level, this study looks at the everyday practice in London and Paris.

The response of London to the difficulties of mass migration in the 1950s was initially slow and it took major race riots in the 1970s for significant political change to be made. Boroughs such as Lewisham in South East London responded with policies that reflected their local situation including the formation of the first UK Race Equality Council to give the migrant population a political voice. Although this was a small step, its impact can be seen today with 37% of the council’s workforce coming from a black and minority ethnic (BAME) background.

The attitude of Paris and its Arrondissements shows us another kind of strategy. Its districts follow the multicultural strategy adopted by City hall in 2001, organised around three fields of action: anti-discrimination, citizenship and access to rights and valuing cultures of origin, in the context of extremely strict immigration laws. Examples of positive actions include establishing the advisory body of the city council composed of foreigners, the introduction of courses to learn the French language, special cafes for elderly immigrants, local councillors becoming godparents to illegal immigrants or renovation of the residences of immigrants.

This comparison allows us to see the possible differences in dealing with the same phenomenon, as well as identifying the key factors of its success, which in both cities is predominantly due to the political persuasion of city leaders.

Poland has traditionally been perceived as a net emigration country. The scale of the recent inflow of foreigners to the country, however, places Poland among those states of growing attractiveness to migrants. Therefore, the main aim of this chapter is to present the Polish model of integration policy and describe the development of Poland's migration and integration policy at the national level. As the local perspective on migration and integration has become increasingly important, local policies are also presented through the example of several of the largest Polish cities. Additionally, the role of public discourse in shaping Polish society's attitude towards migrants is discussed. Finally, some aspects of economic migrants' integration are described.

Poland still lacks a long-term and comprehensive migration and integration policy that covers all areas of integration, and all categories of immigrants and so far only once, for a short period, has adopted migration policy at a national level. There is also little coordination among the different governmental bodies that deal with this issue. Therefore, only some of the crucial elements of integration policy at a national level, like the liberalization of the labour market, have occurred successfully. It seems that local policies, especially in large cities, have addressed more precisely various issues faced by immigrants, not only related to employment, and could foster the process of integration.

This paper revisits Bartlett and Ghoshal’s transnational theory of the MNC in relation to multi-domestic MNCs. We argue that the aggregate level of analysis adopted by Bartlett and Ghoshal is unhelpful for identifying significant changes in multi-domestic MNCs at the level of discrete functions. We argue that a more disaggregated level of analysis is required. Our analysis of two cases of multi-domestic MNCs that have undertaken the global integration of their locally distributed purchasing functions indicates that while significant change to the purchasing function has occurred, at the aggregate level both MNCs remain multi-domestic. In both cases the decision to integrate local purchasing was regarded as having more obvious benefits than integrating other functions such as marketing. While both of our case multi-domestic MNCs may in future choose to integrate other functions and develop into full-fledged transnational companies we argue that there is no inevitability to this. Indeed global integration may cease with the purchasing function. A second theme in this paper is that we argue that Bartlett and Ghoshal’s transnational theory has a biased view of what constitutes effective governance mechanisms for achieving global integration, local responsiveness and worldwide learning and that it would greatly benefit from a more balanced application of hierarchical and relational governance mechanisms.

This paper explores how key insights from highly cited and well-used frameworks that describe the strategies and structures of MNCs are reflected in the international configurations of US MNCs. After reviewing existing frameworks that highlight different MNC choices regarding the integration, responsiveness, and dispersion of firm value chain activities, I perform a cluster analysis on a comprehensive and confidential database of US MNCs. The results reveal five configurations which both support the importance of key insights from existing frameworks while at the same time highlighting underexplored configuration characteristics, like the low levels of integration in US MNCs, the global sourcing arrangements for accessing foreign inputs and distribution, different approaches to regional expansion, and the limited geographic expansion of US MNCs pursuing product diversification. I argue that these underexplored characteristics suggest directions for future research to better reflect the international configuration choices of MNCs.

Purpose – The purpose of this chapter is to analyse the evolution in the local, global and multinational network embeddedness of foreign subsidiaries in China

Methodology – The study focuses on Sino-Belgian subsidiaries in China. Factor analysis was used to determine the local responsiveness, global integration and multinational network embeddedness of firms. Next cluster analysis was carried out to classify groups of subsidiaries, while ANOVA analysis assessed their different characteristics.

Findings – Although most firms remain the same type of subsidiary throughout the period of 1995–2005, the most prevalent trajectory of strategic evolution by multinational subsidiaries in China is by increasing the integration in the multinational network before gaining more local embeddedness towards a more active role within the multinational network.

Research implications – Changes in the strategic setting and operations of MNEs occur over time because of the dynamic patterns and changing interactions of firm- and country-related factors and policies, especially when the host economy is involved in a rapid transformation process, such as China. Further research could focus on the determinants of strategic evolution.

Originality – This is one of the first chapters to analyse the changing roles of subsidiaries, in particular in an emerging economy.

This chapter contends that the international business (IB) and strategic management (SM) fields have many commonalities that should be considered in a turbulent globalized business context. IB studies refer to the need for local integration and local adaptation whereas empirics in SM pinpoint the complementary effects of central planning and decentralized decision-making. We present and synthesize these rather field specific perspectives and try to synthesize insights from both fields in an adaptive strategy-making model including the effects of autonomous subsidiary initiatives and intended mandates from corporate headquarters. The model considers local subsidiary actions of both operational and strategic nature and we argue that it may be futile to distinguish between these effects as incremental operational responses can cumulate into more substantial changes over time with dimensions of strategic adaptation. The model provides a foundation for further considerations about how to combine central intent and direction with decentralization and autonomous initiatives in the multinational corporation.

Migration is an increasing challenge faced by countries, institutions and individuals both for sending and host countries. The integration of migrants is a multidimensional issue, including several areas, for example, social, cultural, economic, legal and politics. These dimensions can strengthen each other in equal areas, but the economic and social dimensions seem to be the most important regarding immigrant inclusion in the society of the country of settlement.

In a macro perspective, there have been few national models of integrating migrants which are culturally and historically specific in various European countries, but the current approach is focussing on interculturalism.

Considering migrant integration in a meso perspective, one may point to the growing importance of multilevel governance engaging many actors in this process (e.g., municipalities, cities, nongovernmental organizations, SMEs, corporations, churches, etc.), which are partners for national-level policymakers.

The individual effort for successful integration of migrants depends on the host country nationals' attitude, openness and tolerance as well as on incoming foreigners.

Matrix structures are complex and conflict prone, so multinational enterprises (MNEs) would utilize them only if they conferred some advantage over less complex organizational structures. Based upon the information-processing view, a theory of matrix advantage is proposed. It is supported by a secondary analysis of data from a major study of German MNEs. Matrix structures are shown to have an advantage over the elementary structural types. Specifically, the matrix structures fit higher levels of transnational strategy than elementary structures. Transnational strategy is assessed by two concepts: firm internationalization (involvement in foreign sales, manufacturing, and research and development (R&D)) and corporate integration (intracompany transfers). Moreover, three-dimensional matrices are associated with higher levels of transnational strategy than are two-dimensional matrices, confirming the gains from having additional structural dimensions. Matrix structures arise because of the need to simultaneously fit high levels of both firm internationalization and corporate integration. Matrices fit the transnational strategy type of Bartlett and Ghoshal. Implications are drawn for the relationship between the head office and the subsidiary. The matrix often subjects the subsidiary to conflicting expectations from the head office, which it can attempt to manage. Similarly, the head office is challenged by the task of integrating the information that comes from different dimensions of the matrix.

Global mindset is an important theme in the international business strategy and organizational behavior literatures. However, these different paradigms define and operationalize global mindset in disparate ways, which creates problems for conducting empirical research as the disparity hampers the development of testable models. This article seeks to unify the different paradigms by introducing a third perspective from cognitive psychology that clarifies the process of mindset activation. We apply a process model of mindset activation to global mindset to build a theory of mindset switching relevant for global leaders. We operationalize global mindset as a dynamic process of mindset switching and suggest that the most appropriate mindset for a situation can be primed to activate. We also propose cosmopolitanism and cognitive complexity as antecedents to appropriate mindset activation and mindset switching. Finally, we suggest that mindset/situation congruence results in global leader creativity and boundary spanning. By applying the cognitive psychology literature to global mindset research, we clarify the process of global mindset and why it is important for leaders to understand how different primes might activate the most appropriate mindset. Our model provides a means for managers to become more cognitively aware of how they problem solve in a highly complex and multilayered world. This paper proposes a unique, dynamic model that captures dualities of global leadership. The model provides a new perspective of global mindset that is testable with existing measures and procedures.

Social enterprises (SEs) have become important new actors in solving grand challenges in a VUCA world. Nevertheless, International Business (IB) research has paid little attention to them. To address this gap, we draw upon a comparative case study of two SEs: one addressing poverty and the other tackling ocean plastics pollution. Our analysis uncovers two issue-specific internationalization paths: a multi-local path and a born-glocal path. On the basis of the findings, we re-conceptualize internationalization in the context of SEs as an ongoing, issue-specific process of social impact scaling through bricolage, global optimization, and local integration. We conclude by offering suggestions for further accounting for SEs in the IB research agenda.