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Multinationals as Flagship FirmsRegional Business Networks$
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Alan M. Rugman and Joseph R. D'Cruz

Print publication date: 2003

Print ISBN-13: 9780199258185

Published to Oxford Scholarship Online: October 2011

DOI: 10.1093/acprof:oso/9780199258185.001.0001

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Managerial Implications of Flagship Relationships

Managerial Implications of Flagship Relationships

Chapter:
(p.186) (p.187) 12 Managerial Implications of Flagship Relationships
Source:
Multinationals as Flagship Firms
Author(s):

Alan M. Rugman

Joseph R. D’cruz

Publisher:
Oxford University Press
DOI:10.1093/acprof:oso/9780199258185.003.0012

Subsequent to the incorporation and analysis of consequences of the five partners framework in North American telecommunications, chemicals, automobiles, and electronics, attention is now shifted to the extension of these implications in other sectors and in other countries, specifically in Europe. In future researches, the expansion of the flagship paradigm into the inclusion of ‘tiered’ flagship linkages is proposed in order to come up with alternative structural management control strategies and levels. From all these, strategic management insinuations of the dominant model of global competitiveness should be examined from the perspective of, and for the benefit of, the business leaders. Such effects focus on the issues of strategic goal setting, balance between innovation and imitation, leadership, management constraints, quality expectations, business policies, and maintenance of relationships.

Keywords:   five partners model, North America, Europe, business managers, flagship firm

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