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Description
Alan Rugman and Joseph D'Cruz bridge the literature on networks and multinationals by introducing the concept of the flagship firm. This theory of the flagship firm/five partners model is then applied to the telecommunications, chemicals, automotive and electronics sectors.
Review from previous edition raises the important question how asymmetric decision power in global flagship networks affects regional development
the case studies are excellent illustrations and can be used as both teaching tools and short examples of how to summarize flagship structures. The beauty of the approach is that it provides a skeleton on which to break down quite simply some complex organizational arrangements. In this sense, it is a very useful toolkit for managers, and sections of the book would resonate with managers
the book is a fine addition to the literature and serves to provide the reader interested in this research with a "one-stop shop".
Particularly useful ... pages on implications of the flagship model for managers and implications for network partners.
Alan M. Rugman is L. Leslie Waters Chair of International Business at Indiana University, and Fellow of Templeton College, University of Oxford. Previous positions have included Professor of International Business at Delhousie University (1980-87) and Professor of International Business at the University of Toronto (1987-98). Joseph R. D'Cruz is Professor of Strategic Management, Rotman School of Management, University of Toronto. He consults widely with multinational corporations in the areas of global strategy and international operations. He is the co-author (with Professor Rugman) of the Kodak series of studies on Canada's international competitiveness, and winner (with Professor Fleck) of the Touche Ross Award for the best article in Business Quarterly entitled 'The Globablization of Manufacturing'.
Review from previous edition raises the important question how asymmetric decision power in global flagship networks affects regional development
the case studies are excellent illustrations and can be used as both teaching tools and short examples of how to summarize flagship structures. The beauty of the approach is that it provides a skeleton on which to break down quite simply some complex organizational arrangements. In this sense, it is a very useful toolkit for managers, and sections of the book would resonate with managers
the book is a fine addition to the literature and serves to provide the reader interested in this research with a "one-stop shop".
Particularly useful ... pages on implications of the flagship model for managers and implications for network partners.
Alan M. Rugman is L. Leslie Waters Chair of International Business at Indiana University, and Fellow of Templeton College, University of Oxford. Previous positions have included Professor of International Business at Delhousie University (1980-87) and Professor of International Business at the University of Toronto (1987-98). Joseph R. D'Cruz is Professor of Strategic Management, Rotman School of Management, University of Toronto. He consults widely with multinational corporations in the areas of global strategy and international operations. He is the co-author (with Professor Rugman) of the Kodak series of studies on Canada's international competitiveness, and winner (with Professor Fleck) of the Touche Ross Award for the best article in Business Quarterly entitled 'The Globablization of Manufacturing'.