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Aim of the present monograph is the economic analysis of the role of MNEs regarding globalisation and digital economy and in parallel there is a reference and examination of some legal aspects concerning MNEs, cyberspace and e‐commerce as the means of expression of the digital economy. The whole effort of the author is focused on the examination of various aspects of MNEs and their impact upon globalisation and vice versa and how and if we are moving towards a global digital economy.

This study analyzes the structure of regional and global alli‐ance networks of multinationals. It examines the network structure of 172 Triad (U.S., Western European, and Japanese) multinationals during 2001‐2003 and how it affects subsequent corporate performance during 2004‐2006. We study a framework of regional/global strategies based on the social network view of relational ties among firms. Thus, we offer a new perspective to the growing literatures on the regional/global strategies and internationalization of alliance networks.

The purpose of this paper is to provide empirical evidence regarding the springboard regionalization strategy implemented by multinationals entering Latin America and the organizational networks developed to serve this end.

Using the organizational network approach, a typology is developed to explain the Springboard network. Quantitative analysis is used, in the form of logistic binary regression, to study these networks composition.

From a sample of 154 subsidiaries extracted from the AMADEUS intelligent database, three categories for multinational’s networks are created, with the Spanish subsidiary acting as the leader: strategic centers (SCs), administrative centers (ACs) and regional headquaters (RHQs). Findings provide evidence of cultural features, industry behavior and the multinational’s size and entry mode influence these networks organization.

It is proposed that culture and historical ties have evolved together and management scholars should be aware of this phenomenon. Specific limitation that this study exhibits is the data provided by AMADEUS and the fact that R&D information for both the Spanish and the Latin American subsidiary were not available.

Staffing composition and expatriate corporate policy should consider the springboard effect to manage springboard networks.

Industries and authorities in all countries involved should be aware of their role in MNC strategies for regional expansion.

It is argued that a network of subsidiaries within the multinational can participation in the springboard behavior, which is determined by the culture that the multinational originates from, as well as the Spanish culture, creating a particular type of leadership.

This study analyzes the relationship between multinationality and performance of 1,247 US multinational enterprises (MNEs) over the period of 1995‐2004 by utilizing Tobin’s q theory. Internationalization is a double‐edged sword: foreign intangible assets create a firm’s value, while, at the same time, internationalization itself degrades the value by raising transaction costs and uncertainty in foreign operations. The empirical results show that US MNEs cannot increase their performance merely by developing their intangible assets in the rest of the home region (Canada and Mexico). Conversely, US MNEs rarely suffer from a liability of foreignness in their home region.

This paper aims to conduct a longitudinal analysis of the patterns of internationalisation of multinational corporations and provide a measure of their degree of globalisation at the firm-level. There is much debate in the literature on the regional nature of the globalisation of multinational corporations (Rugman and Oh, 2013).

The authors use firm-level sales data to analyse the location of sales and patterns of globalisation of 1,276 companies across ten countries and ten industries from 1998-2012.

The results show that while international sales are rising and the proportion of home region-oriented firms is falling, the majority of sales of the companies in our data set continues to be in the Triad, with little growth in non-Triad regions. The authors find one common theme for the majority of countries, an increase in sales to Asia yet concentrated in just four industries, financials, basic materials, oil and gas and technology. Despite an increase in the percentage of host-region, bi-regional and global companies, 62.6 per cent of the firms have not changed multinational classification over the 15-year period, 43.1 per cent have not expanded out of their home region and 16.4 per cent have not expanded out of their home market. The authors find some evidence of liabilities of interregional foreignness at the industry and country level. The authors show regional sales are moving towards matching global economic activity for the 50 most globalised firms in our study but less so for the other firms in our sample. Overall, the results show that the majority of the growth in internationalisation comes from a small minority of firms.

The authors make several advances across the literature on internationalisation, including a more in-depth longitudinal analysis of firm-level multinationality than exists to date and a novel method of measuring firm-level globalisation.

This paper aims to contribute to the regionalisation–globalisation debate in international business (IB) by providing a longitudinal analysis of firm-level multinationality. The analysis uses a unique hand-collected data set of both accounting (sales) and non-accounting (subsidiaries) data. The percentage of foreign sales is also used as an additional measure of multinationality.

This paper categorises constituent firms of the Financial Times Stock Exchange 350 index over an 18-year time period from 1998 to 2015. Firms are categorised using the multinationality classification system developed by Aggarwal et al. (2011). The paper also conducts an industrial analysis across ten industries.

The evidence shows increasing multinationality over time that suggests a “trans-regional” operational strategy rather than a global or regional one. The results also show that UK firms are more multinational based on subsidiaries than sales. This contradicts the traditional stages theory of internationalisation where firms first expand sales, then subsidiaries. While some support for triad regions is found, there is also evidence of firm-level operations expanding beyond the triad regions of North America, Asia and Europe to non-triad regions such as Africa, Oceania and South America. The industrial analysis shows that non-service firms are more multinational than service firms.

To the best of the authors’ knowledge, this is the first paper to provide an in-depth longitudinal analysis of the geographical dispersion using both sales and subsidiaries data for UK firms. This paper provides a unique perspective on the regionalisation–globalisation debate in IB and presents evidence contrary to traditional stages theories of firm-level internationalisation.

The purpose of this paper is to investigate factors affecting the position of multinationals versus domestic companies.

With the strong interest of multinationals in non‐alcoholic drinks, and the relatively solid position of local firms, the non‐alcoholic drinks industry in Poland is the focus of this study. The author conducted numerous trade interviews. Data from various sources such as trade magazines, trade associations was also the component of research approach.

Domestic companies proved their ability not only to sustain their position, but also to expand within Eastern Europe.

More insight into cultural sensitivity and financial crisis is required in order to better understand factors affecting the position of multinationals across international markets.

In‐depth study that highlights sins committed by multinationals. Local companies could transform themselves into regional players and threaten multinationals within Eastern Europe.

Presents some of the key points, strategy, brand, new product developments, cultural sensitivity, learning, that are significant enough to draw the attention of global managers.

This paper seeks to analyze the performance implications of the regional and global strategies pursued by multinational companies. It aims to argue that a firm could experience different performance effects for its intra‐ and inter‐regional operations due to differences in the liability of foreignness between these two levels.

Using a large sample of multinational enterprises (MNEs) drawn from all triad regions during the period 1998‐2008, the paper uses panel data methods to analyze the relationships in the sample.

The paper finds significant support for the difference in the effects of intra‐ and inter‐regional operations on performance between firms that operate within their home region and those that venture outside it.

This is one of the first papers to examine an impact of regional sales dispersion on MNEs' performance. An exclusion of home country sales from the home region sales is a novel feature of this research.

Diametrically opposed views exist on the nature of global strategic management, the existence of global multinational enterprises (MNEs), and the performance implications of regional and global orientation. However, these divergent opinions on the nature of global strategy “should be considered a starting point for introducing systematically a regional component in international business research” (Rugman & Verbeke, 2004a, p. 5). Our aim in this chapter, therefore, is to examine the geographic orientation (i.e., regional versus global) of multinational firms to provide new insights into some of the important characteristics that distinguish between these MNE archetypes. Our findings suggest that the interaction between the MNE's organizational characteristics and its geographic orientation is associated with MNEs performance. By arguing for a contingency perspective on regional and global strategy, we thus attempt to bridge the gap between these two opposing viewpoints.