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BÉLIS-BERGOUIGNAN M.-C., BORDENAVE G. and LUNG Y. (2000) Global strategies in the automobile industry, Reg. Studies 34, 41‐53. This paper views the multinational firm as a learning hierarchy , and presents a model capable of analysing the spatial organization of multinational firms. This model is based on two criteria: the principle of hierarchy; and the degree of hierarchical control. Four types of multinational companies are defined (world-wide, multidomestic, multiregional and transregional) and the process of internationalization is understood through the way in which firms develop their organizational capabilities. The model is applied to a study of the strategies which have been followed by American, Japanese and European carmakers. BÉLIS-BERGOUIGNAN M. C., BORDENAVE G. et LUNG Y. (2000) Les stratégies globales de l'industrie automobile, Reg. Studies 34, 41‐53. Combinant l'approche de la firme multinationale comme une “hiérarchie” et l'analyse évolutionniste de la firme à travers les processus d'apprentissage collectif, l'article propose un modèle analytique relatif à l'organisation spatiale des firmes multinationales sur la base de deux critères (principe hiérarchique et degré de contrôle hiérarchique). Quatre configurations sont définies: firme mondiale, multidomestique, multirégionale et transrégionale. Le processus de multinationalisation est alors appréhendé à travers le développement des capacités organisationnelles de la firme et son évolution face aux modifications de son environnement concurrentiel. Cette grille est utilisée pour étudier l'internationalisation de l'industrie automobile depuis les premières expansions américaines de Ford et GM dans les années vingt jusqu'aux tentatives récentes des Européens, en passant par les stratégies globales des Japonais. BÉLIS-BERGOUIGNAN M.-C., BORDENAVE G. und LUNG Y. (2000) Globale Strategien in der Automobilindustrie, Reg. Studies 34, 41‐53. Der vorliegende Aufsatz betrachtet multinationale Firmen als eine Lernhierarchie, und stellt ein Modell vor, das im Stande ist, die räumliche Organisation multinationaler Firmen zu analysieren. Dieses Modell stützt sich auf zwei Kriterien—das Prinzip der Hierarchie und das Ausmaß hierarchischer Kontrolle. Es werden zwei multinationale Firmentypen definiert (weltweite, multibinnenländische, multiregionale und Regionen überschreitende), und der Prozeß der Internationalisierung durch die Art und Weise erklärt, in der Firmen ihre organisatorischen Fähigkeiten entfalten. Das Modell wird auf eine Untersuchung der Strategien angewandt, die amerikanische, japanische und europäische Automobilproduzenten befolgt haben.Automobile Industry, Globalization, Hierarchy, Multinational Firm, Organization,

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Purpose -Working from the example of two of the main players in the Aquitaine wine sector; the cooperatives and the wine merchants, the aim of this paper is to analyse the nature of strategic operations from the point of view of the concentration process taking place in the Bordeaux-Aquitaine region. Design/methodology/approach -After providing a theoretical framework about the industrial cluster and its strategic operations in the area of consolidation, the paper provides descriptive and quantitative data, collected from in-depth interviews; surveys conducted by the authors; and secondary sources. Findings -This paper provides both qualitative and quantitative evidence to prove that a number of collaborative approaches have been adopted in the region. It highlights the fact that these players are now more willing to respond to the conditions of a new competitive environment, and consequently to consider new strategic approaches. Originality/value -The present paper, contrary to these received ideas, demonstrates that the Aquitaine wine value chain is undergoing deep restructuring process. With the spotlight focused on producing a size effect on the sector through concentration, the paper examines in greater detail what this process really is. It is not limited to size objectives as it commits the players to thorough production and market changes. This led to concentration operations being analysed in terms of strategic changes, notably with regard to the margin for manoeuvre that the players are meant to design and develop.