<oai_dc:dc xmlns:dc="http://purl.org/dc/elements/1.1/" xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/" xmlns:xsi="http://www.w3.org/2001/XMLSchema-instance" xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
  <dc:creator>Rosa, Benjamin</dc:creator>
  <dc:creator>Gugler, Philippe</dc:creator>
  <dc:creator>Verbeke, Alain</dc:creator>
  <dc:date>2020</dc:date>
  <dc:description xmlns:ns0="xml" ns0:lang="en">We describe the extent to which the world’s largest companies (in terms of revenues),  achieve sales around the globe, and have been able to penetrate markets outside of  their home region. We try to answer the following question: Has there been a recent  increase in the world’s largest firms achieving a global sales orientation, meaning a  balanced, global distribution of sales? Rugman &amp; Verbeke (2004) found that few of the  2002 Fortune Global 500 (Fortune Magazine 2002) firms, accounting for over 90% of  the world’s stock of FDI, actually had a global sales orientation. A majority of  multinational enterprises (MNEs) were home-region oriented, suggesting that much  work on corporate globalization was normative, rather than accurately describing  reality. We present the equivalent data for the 2017 Fortune Global 500 (Fortune  Magazine 2017) list. Our data confirm that many large firms are still home-region  oriented, but to a lesser extent than before, with 36 MNEs (up from only nine in the  2002 list), now having widely distributed sales across the world’s core economic  regions. The question arises whether this relative increase in the number of MNEs  with a global sales orientation holds any normative value for the firms that presently  do not have such a sales distribution.</dc:description>
  <dc:format>application/pdf</dc:format>
  <dc:identifier>https://folia.unifr.ch/global/documents/309535</dc:identifier>
  <dc:identifier>https://folia.unifr.ch/documents/309535/files/2020_Rosa_Regional.pdf</dc:identifier>
  <dc:language>eng</dc:language>
  <dc:relation>info:eu-repo/semantics/altIdentifier/doi/10.1057/s41267-020-00347-5</dc:relation>
  <dc:rights>info:eu-repo/semantics/openAccess</dc:rights>
  <dc:rights>License undefined</dc:rights>
  <dc:source>Journal of International Business Studies. - Academy of International Business. - 2020, vol. 51, p. 1045-1053</dc:source>
  <dc:subject xmlns:ns1="xml" ns1:lang="en">strategies of MNEs</dc:subject>
  <dc:subject xmlns:ns2="xml" ns2:lang="en">regional and global</dc:subject>
  <dc:subject xmlns:ns3="xml" ns3:lang="en">global sales orientation</dc:subject>
  <dc:subject>info:eu-repo/classification/udc/33</dc:subject>
  <dc:title xmlns:ns4="xml" ns4:lang="en">Regional and Global Strategies of MNEs : Revisiting Rugman &amp; Verbeke (2004)</dc:title>
  <dc:type>http://purl.org/coar/resource_type/c_6501</dc:type>
</oai_dc:dc>