Hostname: page-component-cd9895bd7-dzt6s Total loading time: 0 Render date: 2024-12-31T15:09:46.751Z Has data issue: false hasContentIssue false
  • English
  • Français

Comments on ‘Multinational Enterprises and International Cartels: The Strategic Implications of De-gobalization’ by Peter J. Buckley and Mark Casson

Published online by Cambridge University Press:  17 August 2021

Stephen Tallman
Stephen Tallman*
Affiliation:
University of Richmond, USA
Get access Rights & Permissions [Opens in a new window]

Abstract

An abstract is not available for this content so a preview has been provided. Please use the Get access link above for information on how to access this content.
Image of the first page of this content. For PDF version, please use the ‘Save PDF’ preceeding this image.'
Type
Article Commentary
Information
Management and Organization Review , Volume 17 , Issue 5 , December 2021 , pp. 989 - 995
Copyright
Copyright © The Author(s), 2021. Published by Cambridge University Press on behalf of The International Association for Chinese Management Research

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

Footnotes

accepted by Editor-in-Chief Arie Y. Lewin

References

REFERENCES

Buckley, P. J. 2021. De-globalization and decoupling: The return of the cartel as an international governance system? Management and Organization Review, 17(1): 35–39.CrossRefGoogle Scholar
Buckley, P. J., & Casson, M. 2021. Multinational enterprises and international cartels: The strategic implications of de-globalization. Management and Organization Review, DOI:10.1017/mor.2021.42.CrossRefGoogle Scholar
Li, P. P. 2020. Organizational resilience for a new normal: Balancing the paradox of global interdependence. Management and Organization Review, 16(3): 503–509.CrossRefGoogle Scholar
The Economist. 2021, May 1. Living on the edge: How TSMC has mastered the geopolitics of chipmaking, 52–53. https://www.economist.com/business/2021/04/29/how-tsmc-has-mastered-the-geopolitics-of-chipmakingGoogle Scholar
Petricevic, O., & Teece, D. J. 2019. The structural reshaping of globalization: Implications for strategic sectors, profiting from innovation, and the multinational enterprise. Journal of International Business Studies, 50: 1487–1512.CrossRefGoogle Scholar
S&P Global Market Intelligence. 2021. University essentials: Resilience in vital supply chains. Webinar, 5/19/21. https://event.on24.com/eventRegistration/console/EventConsoleApollo.jsp?&eventid=3162942&sessionid=1&username=&partnerref=&format=fhvideo1&mobile=&flashsupportedmobiledevice=&helpcenter=&key=806C47AE48F5870DBA048EABA5DDECBD&newConsole=true&nxChe=true&newTabCon=true&consoleEarEventConsole=false&text_language_id=en&playerwidth=748&playerheight=526&eventuserid=442713587&contenttype=A&mediametricsessionid=381772151&mediametricid=4426115&usercd=442713587&mode=launchGoogle Scholar
Witt, M. A. 2019. De-globalization: Theories, predictions, and opportunities for international business research. Journal of International Business Studies, 50(7): 1053–1077.CrossRefGoogle Scholar
Witt, M. A., Li, P. P., Välikangas, L., & Lewin, A. Y. 2021. De-globalization and decoupling: Game changing consequences? Management and Organization Review, 17(1): 6–15.CrossRefGoogle Scholar