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To analyse the scope of localization strategies and corresponding benefits of these strategies to subsidiaries of international companies in the automobile industry in Thailand.

The authors have adopted the case research method to investigate localization strategies of subsidiaries of seven companies (Toyota, Hino, Honda, Isuzu, DaimlerChrysler, BMW, and Auto Alliance) as well as 14 of their dealers and suppliers in Thailand. The information was gathered by conducting in‐depth multiple interviews with 120 local and expatriate employees at various levels in the organizations; by referring to annual reports, policy documents and internal reports of these companies; and by observation during plant visits.

Contrary to the belief that international companies implement localization strategies to simply match the local market environment, it was found that these companies implement a wide range of localization strategies to achieve multiple benefits. The paper identifies nine areas of localization: localization of strategic decision making; building and exploiting the local knowledge pool; deployment of local human resources; localization of R&D; localization of products; use of local supplier networks; adaptations to manufacturing processes; local deployment of subsidiary profits; and localization of corporate image. These localization strategies are not just based on the principle of “cost‐based localization” but are based on “value‐based localization.” These strategies work in tandem and create value through a system of multiple benefits, such as managements' ability to comprehend and deal with uncertainty in the operating environment; make informed decisions to respond to challenges in developing efficient local assembly and marketing systems; cost reduction; higher degree of commitments by local employees; product customization and acceptance; and greater brand equity and image as a good corporate citizen.

Based on concrete illustrations of seven companies, this study identifies nine distinct areas for planning and implementing localization strategies and their corresponding benefits. The managers of subsidiaries can benefit by focusing their localization efforts in these areas to gain maximum advantage from host country context and then translate these advantages into a competitive international strategy.

CEOs of subsidiaries in emerging markets can learn how to build and harness local advantages for global competitiveness by implementing a wide range of localization strategies.

The chapter considers the significance of the oil and gas industry for the Russian economy. The authors analyze the current state of the oil and gas industry, their specific weight in the structure of Russian GDP, and tax revenues from this industry to the Russian budget that was estimated. We give scenario analysis that considers the problems that the Russian economy may face because of the sanctions, the price fluctuations at the commodity market, and the crisis phenomena in the world economy. The chapter points out that localization of technology production and development of technologies for offshore oil and gas production in the Arctic zone may become an incentive to further ensure import substitution for Russia. At present, the experience of Arctic defense enterprises in the production of equipment for oil and gas production and processing is becoming increasingly popular. The chapter elaborates the most significant examples of the creation of new industries in the Arctic zone, the prospects of seismic exploration on the Arctic shelf, and that localization of production capacities and service bases will allow obtaining a multiplicative incentive for a qualitatively new industrial and infrastructure development of the northern territories. Also, we provide an assessment of the development of liquefied natural gas (LNG) industry, which makes economically attractive use of natural gas on a regional level as LNG opens the way to fuel high-power needs and to long-distance transport.

The purpose of this paper is to discuss how multinational enterprises have historically managed global patenting and to what extent the localization of patent management has supported the expansion of these enterprises. This study focuses on the electric appliance industry (one of the first industries to see the emergence of global companies) and consider the case of Siemens, a German multinational company, comparing it to General Electric (GE), an American company.

The work adopts a global business history approach. Taking GE’s global patent-management model, described by Nishimura (2004, 2009, 2016), as the benchmark, this study analyzed Siemens’ worldwide control of its intellectual property rights between 1890 and Second World War, using German, Japanese and American primary sources.

Patent management is a common means for firms to globalize and transfer technology internationally, but it can take various forms. While GE transferred patent management to its foreign subsidiaries (a process known as localization), Siemens kept worldwide patent management at its headquarters – except in Japan, where in time it transferred this activity to a joint venture. The transfer of production called for localization of patent management while focusing on exporting to other markets made it possible to keep patent management at headquarters.

Patents are usually a source for quantitative surveys. This paper uses them to discuss how multinational companies manage property rights globally. It is the first paper to address this issue by comparing two major actors in a similar industry.

Focusing on the telecom manufacturing industry in China as a case, this paper contends that the existing literature needs to be expanded. Product cycle theory could be applied to explain multinational corporations’ strategies of importing and localizing their products in developing countries in order to take advantage of lower labor costs and to break barriers to the local markets. However, rapid technology changes have limited the power of traditional product cycle theory while favoring the “dynamic adding‐and‐dropping” product cycle. Meanwhile, the success of “Wintelism” and the maturity of cross‐national production networks in the global market have significant impacts on developing countries’ indigenous industries. Indigenous manufacturers start to take advantage of their strength in the distribution and production value‐chain and to outsource their weaknesses to Western corporations. This model of “reversed cross‐national production networks” represents a feasible industrialization path with great potential to enable indigenous manufacturers to emerge as competitors in advanced Western markets as well as less developed markets.

This research article addresses the role of processes of normative regulation, driven by distinct approaches to collective action and underlying narratives of social change, in the construction of “solidarity economy” initiatives as parallel spatialities to that of the mainstream economy.

This article is based on a comparative case study analysis, informed by aspects of the Grounded Theory and Extended Case Study methods, of an ecovillage, an alternative commercialization network and an “integral cooperative”. The analysis is illustrated with fieldwork data on food production, commercialization and consumption, given its centrality in the construction of human livelihoods and lifeworld.

The resulting conceptual framework identifies three methodologies of normative regulation: Prefigurative social technologies and capitalizing upon power and reputation to exert influence over other economic actors; being part of a wider class-based emancipatory political project; mobilizing online peer-to-peer platforms and community currencies to construct an alternative institutionality.

This article constitutes an exploratory analysis. Further research, based on the application of mixed methodologies to larger samples, will further expand the setup and applicability of these concepts.

This analysis will allow scholars and practitioners alike to gain a deeper understanding of how different approaches to collective action, based on distinct structural standpoints and narratives of change, constitute alternative economic spatialities to those of the mainstream economy.

The comparative approach used in this article, as well as the resulting concepts, have the potential of contributing to the convergence of “solidarity economy” strategies between initiatives and movements with different approaches to collective action, therefore contributing to improve their capacity to exercise influence upon incumbent institutional regimes, as well as promote socio-economic change.

This article aims to bridge a significant gap in the understanding of how “solidarity economy”-based parallel spatialities emerge and coexist with the mainstream economy: It analyses how processes of normative regulation result from narratives of change with distinct approaches to collective action, based on the standpoint of actors located differently within structural power relations.

Research has not yet captured nor synthesized the supply chain (SC) adaptations exercised by various base of the pyramid (BoP) initiators for successful BoP business. This is a crucial shortcoming that the study has taken a step to address, with the aim of advancing theory in BoP supply chain management (SCM). The paper aims to discuss this issue.

The authors draw on Carter et al.’s (2015) theory of the SC and use a multi-method approach combining systematic literature review and embedded case studies based on the secondary data.

The authors compare BoP SC adaptations of MNCs, local companies, NGOs, social enterprises and governments and develop propositions. The authors find that SC adaptations exercised by BoP initiators are influenced by their sense making of institutional and agency drivers at the BoP, and contingent on whether the poor are engaged as recipients or value co-creators.

The authors develop a multi-initiator understanding of SC adaptations for BoP business. This is useful for BoP initiators who struggle to leverage their BoP business as well as for those who are considering entering the BoP. The authors offer these entities insights for aligning strategy and developing capabilities for BoP markets.

The authors develop an original model of BoP initiator-based configurations of SC adaptations for BoP business. As such, the authors contribute toward advancing BoP SCM theory and practice by mapping substantive concepts and their relationships associated with BoP SC adaptations.

The chapter analyzes the modern features of the movement of foreign investments and the participation of the Republic of Belarus in this process. Trends in foreign direct investment (FDI) flows in the context of different countries and the structure of investment capital in our country have been considered. A greater priority in attracting investments in large projects in the form of equity participation compared to debt instruments and profits refinancing has been justified. The largest projects with foreign investments as well as features of outgoing FDI have been considered. The activities of foreign transnational corporations and the factors hindering the internationalization of business activity of domestic enterprises have been studied in detail. The priority areas of government in activities to promote the attraction of FDI to the Republic of Belarus have been analyzed.

This study aims to investigate the effects of thermal–hydro interconnection on the revenues, market value and curtailment of variable renewable energy (VRE). The increasing market shares of VRE sources in the Northern European power system cause declining revenues for VRE producers, because of the merit-order effect. A sparsely studied flexibility measure for mitigating the drop in the VRE market value is increased interconnection between thermal- and hydropower-dominated regions.

A comprehensive partial equilibrium model with a high spatial and temporal resolution is applied for the analysis.

Model simulation results for 2030 show that thermal–hydro interconnection will cause exchange patterns that to a larger extent follow VRE production patterns, causing significantly reduced VRE curtailment. Wind value factors are found to decrease in the hydropower-dominated regions and increase in thermal power-dominated regions. Because of increased average electricity prices in most regions, the revenues are, however, found to increase for all VRE technologies. By only assuming the planned increases in transmission capacity, total VRE revenues are found to increase by 3.3 per cent and VRE electricity generation increases by 3.7 TWh.

The current study is, to the authors' knowledge, the first to analyze the effect of interconnection between thermal- and hydropower-dominated regions on the VRE market value, and the authors conclude that this is a promising flexibility measure for mitigating the value-drop of VRE caused by the merit-order effect. The study results demonstrate the importance of taking the whole power system into consideration when planning future transmission capacity expansions.

Additive manufacturing has been described as converting supply chains into demand chains. By focusing on metal additive manufacturing as a contemporary technology causing ongoing disruption to the supply chain, the purpose of this paper is to describe and discuss how incumbent firms act during an ongoing, transformational disruption of their supply chain.

Interviews and secondary data, along with seminars attracting approximately 600 individuals operating in metal additive manufacturing, form the empirical basis for this paper.

The findings of this paper indicate how disruption occurs at multiple positions in the supply chain. Episodic positions as conceptualised in this paper refer to how parties challenged by disruption attempt to reach normality while speeding the transformational disruption.

This paper contributes to previous research by theorising about episodic positions in light of a supply chain disruption. The empirical data are unique in how they capture supply chain change at the time of disruption and illustrate disruptive, transformational change to supply chains. The paper interlinks research on disruption from the innovation and supply chain literature, with contributions to both.

The purpose of this paper is to develop a Biblical basis for localization as against globalization. This paper argues that the normative direction of Biblical thought is toward the localization of socio‐economic activity. A case study is made for the developing world today relevant to localization.

An evaluation is made of normative Biblical teaching that might have bearing on the localization of socio‐economic activity. How this teaching could apply to the contemporary developing world is assessed.

Normative Biblical teaching is oriented toward localization. This emphasis is capable of being applied in the developing world.

The case that normative Biblical teaching is in favour of localization rather then dispersal (and thereby globalization) has not been made previously. For those who believe that normative Biblical teaching has relevance today, the localization bias challenges the widespread acceptance of globalization.