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The Routledge Companion to the Makers of Global Business draws
together a wide array of state-of-the-art research on multinational
enterprises. The volume aims to deepen our historical understanding
of how firms and entrepreneurs contributed to transformative
processes of globalization. This book explores how global business
facilitated the mechanisms of cross-border interactions that
affected individuals, organizations, industries, national economies
and international relations. The 37 chapters span the Middle Ages
to the present day, analyzing the emergence of institutions and
actors alongside key contextual factors for global business
development. Contributors examine business as a central actor in
globalization, covering myriad entrepreneurs, organizational forms
and key industrial sectors. Taking a historical view, the chapters
highlight the intertwined and evolving nature of economic,
political, social, technological and environmental patterns and
relationships. They explore dynamic change as well as lasting
continuities, both of which often only become visible - and can
only be fully understood - when analyzed in the long run. With
dedicated chapters on challenges such as political risk,
sustainability and economic growth, this prestigious collection
provides a one-stop shop for a key business discipline.
In contrast to widespread assessments that family enterprises lack
sufficient resources and capabilities to go global, many family
companies are competing successfully in an increasingly globalized
business environment. Worldwide, a large number of thriving
multinationals are still family-owned and/or under family control.
While there is abundant literature on the phenomenon of
globalization from many different disciplines, neither the
literature on multinationals nor the growing field of family
business studies have systematically investigated family
multinationals yet. This volume is one of the first to deal
explicitly with family multinationals and the role of the family in
internationalization. It situates itself at the crossroads of
internationalization studies on the one hand and family business
research on the other. Why do families continue to play such a
large role in some of the most prominent firms in emerging and
mature economies? How did they manage to maintain ownership
control, yet divest of unrelated business ventures? How did they
internationalize yet maintain control? This book identifies the
idiosyncratic strategies and structures of family multinationals in
different countries and at different points in time. A comparative
historical and case study approach allows us to explore the role of
the family through the firms' various internationalization pathways
and understand long-term developments and path dependencies.
In contrast to widespread assessments that family enterprises lack
sufficient resources and capabilities to go global, many family
companies are competing successfully in an increasingly globalized
business environment. Worldwide, a large number of thriving
multinationals are still family-owned and/or under family control.
While there is abundant literature on the phenomenon of
globalization from many different disciplines, neither the
literature on multinationals nor the growing field of family
business studies have systematically investigated family
multinationals yet. This volume is one of the first to deal
explicitly with family multinationals and the role of the family in
internationalization. It situates itself at the crossroads of
internationalization studies on the one hand and family business
research on the other. Why do families continue to play such a
large role in some of the most prominent firms in emerging and
mature economies? How did they manage to maintain ownership
control, yet divest of unrelated business ventures? How did they
internationalize yet maintain control? This book identifies the
idiosyncratic strategies and structures of family multinationals in
different countries and at different points in time. A comparative
historical and case study approach allows us to explore the role of
the family through the firms' various internationalization pathways
and understand long-term developments and path dependencies.
The Routledge Companion to the Makers of Global Business draws
together a wide array of state-of-the-art research on multinational
enterprises. The volume aims to deepen our historical understanding
of how firms and entrepreneurs contributed to transformative
processes of globalization. This book explores how global business
facilitated the mechanisms of cross-border interactions that
affected individuals, organizations, industries, national economies
and international relations. The 37 chapters span the Middle Ages
to the present day, analyzing the emergence of institutions and
actors alongside key contextual factors for global business
development. Contributors examine business as a central actor in
globalization, covering myriad entrepreneurs, organizational forms
and key industrial sectors. Taking a historical view, the chapters
highlight the intertwined and evolving nature of economic,
political, social, technological and environmental patterns and
relationships. They explore dynamic change as well as lasting
continuities, both of which often only become visible - and can
only be fully understood - when analyzed in the long run. With
dedicated chapters on challenges such as political risk,
sustainability and economic growth, this prestigious collection
provides a one-stop shop for a key business discipline.
Navigating Nationalism in Global Enterprise analyzes the role of
nationalism in global business strategy, showing how multinationals
act not just as drivers of globalization but also as sophisticated
operators in a world of nations. Using the case study of German
companies in colonial and post-colonial India, Christina Lubinski
traces how nationalism's influence on business competitive
strategies changed over the twentieth century and across major
political turning points, such as two world wars and India's
transition to independence. She highlights how national imaginings
are both relational because they derive from comparisons with other
nations, and historical because they mobilize the past to
legitimize future aspirations. Lubinski stresses that learning from
the past is how multinationals engage strategically with the
content of nationalism - i.e., a nation's history, aspirations, and
relationships with other nations. In India, German companies'
competitiveness was continuously dependent on navigating
nationalism and on understanding that nationalism and globalization
are inextricably linked.
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