Abstract
As we have seen in the first two chapters, at the macro level there are various sociocultural, economic and political institutions which are responsible for the kind of policies and practices that a country develops and implements. These in turn make up the resource pool from which companies may draw, internalise and then utilise. In other words, it was argued, national competitiveness is a significant factor in a company’s ability to internationalise and become a major global player. Even though some companies might develop such abilities in spite of their home countries, they might still be hindered by their home government’s policies to put their abilities to international practical use. Reliance, India’s largest private-sector firm, for example, has all the qualities of a world-class player and in a recent study of competitiveness has been ranked as the most competitive firm in India and among the top ten in Asia (The Economist, 25 July 1998, p. 84). But what has in fact prevented it from becoming a global player is certain government regulations regarding capital movement overseas (letter by Reliance’s Chairman in Europe, The Economist, 15 August 1998, p. 8).
Access this chapter
Tax calculation will be finalised at checkout
Purchases are for personal use only
Preview
Unable to display preview. Download preview PDF.
Author information
Authors and Affiliations
Copyright information
© 2000 Monir H. Tayeb
About this chapter
Cite this chapter
Tayeb, M.H. (2000). Organisational Competencies as Launch Pads for Internationalisation. In: The Management of International Enterprises. Palgrave Macmillan, London. https://doi.org/10.1057/9780230598591_3
Download citation
DOI: https://doi.org/10.1057/9780230598591_3
Publisher Name: Palgrave Macmillan, London
Print ISBN: 978-1-349-99984-2
Online ISBN: 978-0-230-59859-1
eBook Packages: Palgrave Business & Management CollectionBusiness and Management (R0)