The multinational enterprise, capabilities, and digitalization: governance and growth with world disorder

• 成果类型: Article
• 署名作者: Teece, David J.
• 署名单位: University of California System; University of California Berkeley
• 刊物名称: JOURNAL OF INTERNATIONAL BUSINESS STUDIES
• ISSN/ISSBN: 0047-2506
• DOI: 10.1057/s41267-024-00767-7
• 发表日期: 2025
• 页码: 7-22
• 关键词: Business/government interaction; Capabilities and capability development; digitalization; Emerging market multi-nationals; Hyundai Motor; Organizational learning

摘要

This essay revisits my 2014 JIBS article about the potential for integrating international business internalization theory with a strategic management capabilities perspective. It recaps the capabilities framework with an emphasis on the learning required of emerging market multinationals and illustrates this with the case of Hyundai Motor Company's internationalization and growth. It also discusses two aspects of the global economy that have become more prominent since 2014 in shaping international business: geopolitical uncertainty and digitalization. A rise in geopolitical tensions appears to be rebalancing the relationships between multinationals and home/host governments. Digitalization facilitates international business; but it adds new vulnerabilities by (further) accelerating competition, enabling new rivals, and introducing systemic risks into digital supply chains. Implications for managers, board members, and international business scholars are drawn. Cet essai revisite mon JIBS article publi & eacute; en 2014 concernant le potentiel d'int & eacute;gration de la th & eacute;orie de l'internalisation des affaires internationales dans une perspective de capacit & eacute;s de management strat & eacute;gique. Il r & eacute;capitule le cadre th & eacute;orique des capacit & eacute;s en mettant l'accent sur l'apprentissage requis par les multinationales des march & eacute;s & eacute;mergents, et l'illustre par le cas de l'internationalisation et de la croissance de la Compagnie Hyundai Motor. Il aborde & eacute;galement deux aspects de l'& eacute;conomie mondiale qui ont pris de l'importance depuis 2014 dans l'& eacute;volution du commerce international : l'incertitude g & eacute;opolitique et la num & eacute;risation. La mont & eacute;e des tensions g & eacute;opolitiques semble r & eacute;& eacute;quilibrer les relations entre les multinationales et les gouvernements des pays d'origine et d'accueil. La num & eacute;risation facilite les affaires internationales, mais elle ajoute de nouvelles vuln & eacute;rabilit & eacute;s en acc & eacute;l & eacute;rant (encore) la concurrence, en permettant l'& eacute;mergence de nouveaux rivaux et en introduisant des risques syst & eacute;miques dans les cha & icirc;nes d'approvisionnement num & eacute;riques. Sont & eacute;galement discut & eacute;es les implications pour les managers, les membres des conseils d'administration et les chercheurs en affaires internationales. Este ensayo revisa mi art & iacute;culo de 2014 en JIBS sobre el potencial de integrar la teor & iacute;a de internalizaci & oacute;n de negocios internacionales con una perspectiva de capacidades de gesti & oacute;n estrat & eacute;gica. Recapitula el marco de capacidades con & eacute;nfasis en el aprendizaje requerido por las empresas multinacionales de mercados emergentes y lo ilustra con el caso de la internacionalizaci & oacute;n y crecimiento de Hyundai Motor Company. Tambi & eacute;n analiza dos aspectos de la econom & iacute;a global que se han vuelto m & aacute;s prominentes desde 2014 en la configuraci & oacute;n de los negocios internacionales: la incertidumbre geopol & iacute;tica y la digitalizaci & oacute;n. El aumento en las tensiones geopol & iacute;ticas parece estar reequilibrando las relaciones entre las multinacionales y los gobiernos de origen y destino. La digitalizaci & oacute;n facilita los negocios internacionales; sin embargo, a & ntilde;ade nuevas vulnerabilidades al (seguir) acelerando la competencia, permitiendo nuevos rivales e introduciendo riesgos sist & eacute;micos en las cadenas de suministro digitales. Se extraen implicaciones para gerentes, miembros de juntas directivas y acad & eacute;micos de negocios internacionales. Este ensaio revisita meu artigo do JIBS de 2014 sobre o potencial de integra & ccedil;& atilde;o da teoria da internaliza & ccedil;& atilde;o de neg & oacute;cios internacionais com uma perspectiva de capacidades de gest & atilde;o estrat & eacute;gica. Ele recapitula o modelo de capacidades com & ecirc;nfase no aprendizado exigido de multinacionais de mercados emergentes e a ilustra com o caso da internacionaliza & ccedil;& atilde;o e crescimento da Hyundai Motor Company. Ele tamb & eacute;m discute dois aspectos da economia global que se tornaram mais proeminentes desde 2014 na forma & ccedil;& atilde;o de neg & oacute;cios internacionais: incerteza geopol & iacute;tica e digitaliza & ccedil;& atilde;o. Um aumento em tens & otilde;es geopol & iacute;ticas parece estar reequilibrando as rela & ccedil;& otilde;es entre as multinacionais e governos de origem/acolhimento. A digitaliza & ccedil;& atilde;o facilita neg & oacute;cios internacionais; mas adiciona novas vulnerabilidades ao acelerar (ainda mais) a concorr & ecirc;ncia, credenciar novos rivais e introduzir riscos sist & ecirc;micos nas cadeias de suprimentos digitais. Implica & ccedil;& otilde;es para gerentes, membros do conselho e acad & ecirc;micos de neg & oacute;cios internacionais s & atilde;o delineadas. (sic)(sic)(sic)(sic)(sic)(sic) 2014 (sic)(sic) JIBS (sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic).(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic), (sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic), (sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic).(sic)(sic)(sic)(sic)(sic)(sic) 2014 (sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic):(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic).(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)/(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic).(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic);(sic)(sic)(sic)(sic)((sic)(sic)(sic))(sic)(sic)(sic)(sic),(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic).(sic)(sic)(sic)(sic)(sic),(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic).