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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.

The purpose of this paper is to evaluate multinational enterprises’ (MNEs) performance and impact in contexts beyond their own internal objectives.

Based on an “eclectic” paradigm and the range of motivations, the framework is designed around three layers of evaluation: “efficiency” as static optimisation, “growth and development” as the dynamics of change on a purely economic view; political/economic sphere in terms of the outcomes of “distribution”, and “sovereignty” on the more purely political concern of how MNEs may undermine countries’ policy independence.

MNE and national economies have to use current sources of competitiveness efficiently while addressing the necessity to reinforce and refocus them through time. Within these broad agendas, significant interactions and outcomes reflect a range of contingencies conditioned by both MNE objectives and hosts’ competitive status.

The paper concerns economics and MNE role in globalisation. The paper defines a framework of four generic evaluative issues of MNE performance, which subsume a wider range of important but more niche concerns.

Briefly reviews previous literature by the author before presenting an original 12 step system integration protocol designed to ensure the success of companies or countries in their efforts to develop and market new products. Looks at the issues from different strategic levels such as corporate, international, military and economic. Presents 31 case studies, including the success of Japan in microchips to the failure of Xerox to sell its invention of the Alto personal computer 3 years before Apple: from the success in DNA and Superconductor research to the success of Sunbeam in inventing and marketing food processors: and from the daring invention and production of atomic energy for survival to the successes of sewing machine inventor Howe in co‐operating on patents to compete in markets. Includes 306 questions and answers in order to qualify concepts introduced.

Reviewing the pre‐ and post‐1970 global environment, the author discusses the implications of changes for international marketers. The discussion is organised around the topical categories of international financial system, international trade patterns, commercial policy, technological changes, and global competition. The author also elaborates on the likely future developments in international marketing.

This paper explores the changes in Hong Kong clothing manufacturing firms regarding the development of vertical and horizontal channel integration as a strategic option in international marketing. Analyses of data suggested that Hong Kong clothing manufacturers are increasingly integrating forwardly by utilizing foreign based channel intermediaries, as well as establishing internalized export departments and overseas sales offices to handle their export functions. In addition, a dominant trend of horizontal integration exists in the form of expansion of outward processing facilities in southern China. Such developments aim to take advantage of the lower cost production so as to remain competitive with low cost producers from other less developed/developing countries.

The paper investigates the importance of six sources of technology as used by MNE subsidiaries operating in China. These are determined by the strategic roles of the subsidiaries. This facilitates analysis of the role of technology both in the competitive development of the subsidiaries and Chinese industrialization. Though these subsidiaries build their bridgeheads in China (mainly to supply the Chinese market) around established, standardized parent‐group technology, there is a tendency to broaden technological scope (mostly locally accessed or generated), especially to generate the capability to develop new goods that target the Chinese market.

Extending the argument made in Bushe and Marshak (2009) of the emergence of a new species of Organization Development (OD) that we label Dialogic, to differentiate it from the foundational Diagnostic form, we argue that how any OD method is used in practice will be depend on the mindset of the practitioner. Six variants of Dialogic OD practice are reviewed and compared to aid in identification of a Weberian ideal-type Dialogic Mindset, consisting of eight premises that distinguish it from the foundational Diagnostic Mindset. Three core change processes that underlie all successful Dialogic OD processes are proposed, and suggestions for future research offered.