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Transnational corporations (TNCs) consist of firms that have production or service facilities in more than one country. Under this definition, there is a huge variety of transnational corporations with differing degrees of internationalization. The United Nations Conference on Trade and Development (UNCTAD) has produced a method for assessing the degree of transnationality of any particular corporation. Its transnationality index (TNI) is a composite of percentage of assets overseas (compared to home), percentage of employees overseas (compared to at home), and percentage of sales overseas (compared to at home). In the World Investment Report 2005 produced by UNCTAD, data on the top 100 TNCs (by assets) is presented. The largest TNC based on foreign assets is the U.S company General Electric, but this company is ranked 77th on the TNI with a score of 43.2%. This is mainly because the majority of its assets, sales, and employment are in the United States. The number one position in the TNI is the Canadian media corporation, Thomson, with a score of 98%, reflecting the fact that most of its businesses, in terms of assets, employees, and sales, are outside Canada. However, even this sort of measure is a blunt instrument and tells us little about the degree of dispersion of such companies. For example, Rugman has argued that there are no “global firms,” only “regional multinationals.” His data on sales show that most companies sell primarily in their home region of the triad comprising North America, Europe, and Japandominated Asia and few have strong sales in all three regions. These debates reflect the fact that we still know too little about how transnational corporations are organized at a detailed level.

Conceptual Overview

There are two basic strands in the discussion of transnational corporations. First, what makes corporations decide to locate production and services overseas when there are clear risks to doing so? Second, how are transnational corporations managed to maximize the advantages of their transnationality and minimize the difficulties?

The first question has been debated strongly by economists over the last few decades. Dunning's “eclectic model” tries to bring together the main factors discussed. He argues that it is possible to understand this in terms of three sets of assets: ownership, location, and internalization. Ownership assets refer to the production techniques, management techniques, and particular products and services that have been developed in the home country. These can be reused in new contexts and markets and thus provide greater return on initial investments. Locational assets refer to the particular advantages provided by an overseas site. These advantages may be described as asset exploiting (e.g., taking advantage of low wages in a particular area or government subsidies to invest) or asset acquiring (e.g., where the transnational enters in order to access new knowledge assets or new markets). Internalization advantages relate to why a transnational would not want to just license or franchise its products and services. These relate to the problems of transferring certain key knowledge assets to others who may use them for their own purposes (the problem of opportunism) or use them improperly in ways that devalue the brand.

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