On the global stage, competitive advantages are gained by creating, transferring, and exploiting competences across operations and locations internationally.
In consequence, conglomerates are redesigning their strategies to focus on core businesses, yet with a global scope. De-diversification and internationalization thus complement each other in a process of ‘globalfocusing.’
This paper outlines the shifts in the relative barriers to entry to countries and industries that have been driving these processes of change in corporate strategies on the global stage.
On this basis, implications of the change in global strategy are derived for decision-makers in both business and politics who are operating in the volatile global economy.
Copyright © 2009 John Wiley & Sons, Ltd.