Strategic Heterogeneity in MNEs and the Integrating European Economy

Dimitra Dimitropoulou, Robert Pearce and Marina Papanastassiou
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Dimitra Dimitropoulou: Greek Ministry of Economy and Finance
Robert Pearce: University of Reading
Marina Papanastassiou: Copenhagen Business School

Chapter 5 in The Strategic Development of Multinationals, 2009, pp 78-97 from Palgrave Macmillan

Abstract: Abstract In the world in which Multinational Enterprises (MNEs) increasingly operate as dynamic differentiated networks, their strategic response to processes of regional integration can be seen less in terms of the simple quantitative benefits of access to a bigger market space than in terms of a carefully-articulated ability to secure competitiveness there from the different qualitative capacities of different member economies. Thus our investigation here is of heterogeneity and differentiation in MNEs’ operations in the EU. In fact three aspects of heterogeneity are invoked.

Keywords: Unit Labor Cost; Core Country; Cohesion Fund; Japanese MNEs; Integrate European Economy (search for similar items in EconPapers)
Date: 2009
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Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-0-230-25048-2_5

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DOI: 10.1057/9780230250482_5

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