Powerful technological, regulatory and economic forces cause the heads of transnational corporations (TNCs) in several times to revise and change the value chain in search of a permanent competitive advantage. However, releasing the assets of existing activities and redistributing them to the new features is a complex and poorly understood problem. In particular, the conventional concept of strategic management and the flexibility of firms come to a crucial international dimension of the spot. Using examples from GM, Qantas and mining TNCs, this paper argues that strategic flexibility should be consciously measured along all three dimensions. With the tool solutions outlined in this article, MNC managers can compare their worldwide following strategic barriers and opportunities to enter new markets, depriving businesses of excess, and build flexibility to adapt to future challenges. "Hide
by Andre Sammartino, Ellizabeth Maitland Source: California Management Review 26 pages. Publication Date: February 1, 2012. Prod. #: CMR504-PDF-ENG
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