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Japanese multinational companies (MNCs) have often been portrayed as highly centralised firms that limit the roles of overseas subsidiaries to the assembly and sale of standardised products designed and developed in Japan (see, e.g. Bartlett and Ghoshal, 1989: 51-2, 158-161). Their foreign...
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Building on the work of Penrose (1959), Richardson (1960; 1972) and others, recent contributions to the theory of the firm have emphasised the importance of endogenously developed capabilities and competences for building sustained competitive advantages (see, for example, Foss and Knudsen, 1996)....
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