By Peter J. Buckley, Mark Casson
Incorporating essays from over thirty years, this booklet comprises key writings by way of the authors at the way forward for the multinational enterprise. Along with their seminal writings, a new creation and end are integrated to tie those items jointly in a accomplished evaluation of the speculation of the multinational firm.
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Additional resources for The Multinational Enterprise Revisited: The Essential Buckley and Casson
Well, it was progress of sorts, because the questions that we are now asking – 30 years on – are much smarter than the ones that we were asking to begin with. They are certainly more tightly focused. Instead of a single general and rather ill-defined question, we now have a set of specific well-defined problems. The big problem has been broken down into little problems that are easier to solve. We know how to tackle the specific problems, but it still takes a long time to work through all of them.
But how do we find out what the bigger problem is? One way is to explore analogies and metaphors. We may be able to find seemingly unrelated problems which are nevertheless fundamentally similar so far as their logic is concerned. By extracting the common logic of these problems, and examining it carefully, each individual problem can be viewed in a new light. There are, therefore, two distinct problem-solving techniques: one is to break down a problem into smaller and more manageable sub-problems, and the other is to embed the problem within a more general problem of which it is a special case.
Thus the theory was consistent with the evidence both that MNE were most common in high technology industries and that, despite the activities of MNEs there was still a residual technology gap in certain industries. Because markets do not work properly, the cost of coordinating activities within the firm through the use of management may be lower than the costs of coordinating them using external markets. Under these circumstances, it pays to bring interdependent activities under common ownership and control.