Multinationals, Intracorporate Competition, and Regional Development*

By Nicholas A. Phelps, C. Fuller. 2000

161 citations recorded by the source corpus.

Subfields: Accounting, Economics and Econometrics

View Paper: https://www.semanticscholar.org/paper/89bb09528a14527d933726d21f9afa3e2bc6b633

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Citations in the corpus

Place, space, and geographical exposure: Foreign subsidiary survival in conflict zones (2013, unknown): “In the international business literature, place has typically been treated as synonymous with country, to the neglect of subnational differences (Beugelsdijk et al., 2010; Phelps & Fuller, 2000).”
Global Production Networks, Foreign Direct Investment, and Supplier Linkages in the Integrated Peripheries of the Automotive Industry (2018, background): “…to curb wage costs by shifting parts of production to lower-cost countries, while also using lower-cost locations to limit wage increases in the entire production network through interplant competition and threats of relocation of production (Phelps and Fuller 2000; Aláez, Gil, and Ullibarri 2015).”
Sectoral Differentiation and Network Structure Within Contemporary Worldwide Corporate Networks (2011, background): “…competition among various units of a firm serves as a vital mechanism to redefine spatial divisions of labor and time-space configurations (Schoenberger 1997; Phelps and Fuller 2000), encapsulating the complex interrelations between “flow economies” and “territorial economies” (Yeung 1998, 229).”
Global production networks: realizing the potential (2008, background): “Different subsidiaries, for example, may compete against each other for investment (Birkinshaw, 1996; Phelps and Fuller, 2000).”
‘Globalizing’ regional development: a global production networks perspective (2004, background): “TNCs can be seen, for example, as ‘constellations of distributed know-how and reflexivity … operating at different spatial scales’ (Amin and Thrift, 2002: 61).”
Globalizing retail: conceptualizing the distribution-based transnational corporation (TNC) (2005, background): “The latter point is significant because valuable knowhow may be used (or, in fact, hoarded) by subsidiaries as ‘currency’ to serve their own place-based interests and acquire power vis-à-vis other units, either by winning investment or autonomy from the centre (Gupta and Govindarajan, 2000; Phelps a”
The impact of increases in subsidiary autonomy and network relationships on performance (2012, background): “This is primarily because subsidiary autonomy, by its very nature, is likely to disassociate the subsidiary from other units in the organization (Phelps & Fuller, 2000).”
Evolution in Economic Geography: Institutions, Political Economy, and Adaptation (2009, background): “To provide an obvious example, successful adaptation for a firm may lead it to close down its regional operations and locate elsewhere, even when such operations remain profitable, according to its broader strategic calculations (Phelps and Fuller 2000; Schamp 2005).”