Globalisation changes the culture of enterprise, and this, in turn, changes strategies, organisations, and social relations within the company, even in cases in which an enterprise can already, to some extent, claim to be “multinational”, because “multinational” is one thing and “global” is quite another. So it is that globalisation, innovation, competition, and imitation create a sort of accumulation of drivers of change that give rise to something we didn’t have before: global enterprises with roots in a given territory and which draw their lifeblood from their cultures of origin, relying on extremely local partners, but looking out to the rest of the world because they are a part of much broader networks.
This is the subject of a recent work by Silvio M. Brondoni and Margherita Corniani (both with ISTEI-DEMS, University of Milan-Bicocca) entitled “Network globali e partner locali. I processi di imitazione e di innovazione nello sviluppo delle imprese globali di USA, Cina, Giappone e Sud Corea” (Global networks and local partners. Processes of imitation and innovation in the development of global enterprises in the U.S., China, Japan and South Korea), which was published a few weeks ago in a collection of papers about networks, new industries, and regional outlooks for development.
This paper by the two Milan research fellows is based on a study that looks into the relationship between innovation, competition and innovation in global enterprises in four different countries: the U.S., China, Japan and South Korea.
Thus, their study looks at the culture of enterprise in these four countries starting from the point of view of their leadership in innovation before, and imitation after, and looks at relationships and change in these quite different countries. What happened when globalisation had a profound impact on the culture of enterprise in a given country? As Brondoni and Corniani explain, global networks have significantly altered the competitive boundaries of innovation and imitation and have also transformed the competitive positions of a number of nation states and the relationship between global enterprises and local businesses. But that’s not all, because the culture of enterprise also had to come to terms with the drastic reduction in the innovation leadership of the leading European nations. In other words, the corporate cultures, the economies, and the very manner in which the role of the entrepreneur is interpreted in countries such as the United Kingdom, Germany, Italy and, of course, the U.S. had to make room for other cultures of enterprise that the authors refer to as having great “propensity for innovation”, but which are also able to take advantage of favourable market conditions and have a great capacity for imitation, such as in South Korea, India and Taiwan.
This article by Brondoni and Corniani is a good account of what has happened in the past and should be read in order to better understand what is still taking place today.
Network globali e partner locali. I processi di imitazione e di innovazione nello sviluppo delle imprese globali di USA, Cina, Giappone e Sud Corea
Silvio M. Brondoni, Margherita Corniani
in Reti, nuovi settori e sostenibilità. Prospettive per l’analisi e le politiche regionali
edited by F. Mazzola, D. Musolino, V. Provenzano
Franco Angeli, 2014