What makes some international firms and managers successful and why do others fail? What can firms and managers do to adjust to the specific local business environment? Can we observe patterns that could guide the adjustment strategies of multinational enterprises (MNEs) and managers charged with succeeding in a global context? To answer these questions, the editors start with the belief that location and actors matter in addition to the 'home and abroad' context in which the MNEs and managers operate. As yet another phase of development dawns -- post financial crisis -- in which globalization is a given and still in progress, the urgency increases to learn how MNEs, managers and governments can increase efficiency, minimize failure and maximize success. This volume proposes cultural hybridization of organizations and managers as well as ascertaining the resources necessary for the effective interface of national, regional, and international networks.

A structural overview of the new field of management geography including globalization, embeddedness of MNEs, networking, hybridization, regional economies, technology, acculturation, internationalization, IHRM and implications for management and government.