By Jochen Legewie, Hendrik Meyer-Ohle (eds.)
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Additional resources for Corporate Strategies for South East Asia after the Crisis: A Comparison of Multinational Firms from Japan and Europe
H. Davidson and R. : Ballinger. Dicken, P. (1998) Global Shift. London: Paul Chapman Publishing. Dunning, J. H. (1998) "Location and the Multinational Enterprise: A Neglected Factor", Journal of International Business Studies, vol. 29(1), pp. 45-66. Dunning, J. H. (1993) Multinational Enterprises and the Global Economy, Wokingham: Addison-Wesley. Dunning, J. H. ) (2000) Regions, Globalization and the Knowledge-Based Economy, Oxford: Oxford University Press. Eden, L. and A. Monteils (2000) "Regional Integration and the Location Decisions of Multinational Enterprises: A North American Perspective', in J.
31-2). There are criticisms regarding the appropriateness of the approaches adopted by the IMF. Let us first review the representative criticisms of the macroeconomic management, and secondly turn to issues involving structural reforms. With regard to the exceptional severity and duration of the East Asian crisis, some analysts find the main cause of the severe recession in the policy responses initially adopted by the crisis-affected countries under the agreement with the IMF (Yoshitomi and Ohno 1999).
On the one hand is a group of forces calling for greater strategic decisions from the centre; on the other is the need to stick close to the customer. It is suggested that the latter pull plus the use of information technology points to a more lateral, team-based organization ('heterarchical' in the terms used above); but managers find this hard to accept, having been used to strong central authority and defined corporate goals. Exploiting Coordination Gains Many MNCs still have quite a way to go to capitalize upon the potential coordination gains from globalization.
Corporate Strategies for South East Asia after the Crisis: A Comparison of Multinational Firms from Japan and Europe by Jochen Legewie, Hendrik Meyer-Ohle (eds.)