Strategies of Multinational Corporations and Social Regulations 2014
DOI: 10.1007/978-3-642-41369-8_7
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Multinational Corporations, Sub-national Governance and Human Resources: A Cross-national Comparison for Europe

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(3 citation statements)
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“…This contribution answers Dawley et al.’s (2019) call to explore the impact of GPNs on regions by viewing the ‘dynamics of strategic coupling from a host perspective’ (p. 853). Moreover, this article contributes to broader discussions on the firm‐state‐region nexus within international relations, sociology, and business management (see Almond et al., 2014; Levy, 2008, 2017).…”
Section: Introductionmentioning
confidence: 88%
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“…This contribution answers Dawley et al.’s (2019) call to explore the impact of GPNs on regions by viewing the ‘dynamics of strategic coupling from a host perspective’ (p. 853). Moreover, this article contributes to broader discussions on the firm‐state‐region nexus within international relations, sociology, and business management (see Almond et al., 2014; Levy, 2008, 2017).…”
Section: Introductionmentioning
confidence: 88%
“…For example, Jessop (2004) has demonstrated how many states, with strategies oriented to strong competition in a neoliberal regime (international capital as the hegemonic force within the state), privilege short-term, hypermobile, superfast flows of speculative capital (see also Gough, 2004). Such countries often encourage their subnational states to address regional competitiveness by adopting specific paths of action based on pure inward investment policies that often disregard wider regional development goals, placing MNCs as the route to economic salvation, and therefore as the central actors in directing initiatives (Almond et al, 2014;Brenner, 2003;Phelps & Wood, 2006;Rutherford et al, 2018;Wood, 2003). As Almond et al (2012Almond et al ( , 2013Almond et al ( , 2017 demonstrated, liberal forms of state are more likely to have processes of corporate capture than others, given that their accumulation strategies often rely on a passive dependence on locational competitive advantages.…”
Section: The Strategic Selectivity Of States: Institutional Contexts ...mentioning
confidence: 99%
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