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e upper class, with a much smaller middle class, unlike the Western world, where the middle class dominates. This can lead to companies looking to develop a number of strategies for the same country to be able to tap into the majority of the customer base. For a company adopting a transnational mode of operation, could mean the tactics of global efficiency, national responsiveness and knowledge transfer might not be enough to thrive in the market. A new capability, defined as social embeddedness has to be developed (London and Hart, 2004), that will allow the MNE to leverage the strength and knowledge gained by operating in the base of the pyramid markets (Prahald and Hart, 2002). This capability allows developing new knowledge, rather than seeking for existing knowledge within the firm, as proposed by the worldwide learning capability.

实验性证据——Empirical Evidence

In the literature various authors have designed different models to measure whether or not the transnational corporation exists. With the research carried out on the relationship of headquarters-subsidiaries, there has been a realisation that each subsidiary plays a different role and this will lead to a different control mechanism across them. Two principal conclusions can be drawn from the Leong & Chin (1993) cross-sectional data analysis on the Bartlett and Ghoshals' (1989) typology. Firstly, managers who categorised their organizations as being transnational did not completely meet the characteristics describing the typology. This implies a misclassification of their organization as being transnational and may suggest that even though managers reckon themselves as having a transnational organization that does not necessarily mean they meet the criteria prescribed to such an entity. Secondly, in the sample revised, multi-domestic corporations were the most popular encountered, followed by the international and global forms and the least evident organization structure were found to be the transnational form.

According to Harzing and Noorderhaven (2006), MNEs are getting closer to the ideal type of the transnational company as their empirical test suggested an improved differentiation between subsidiaries, as well as, an enhanced importance of knowledge and product flows between subsidiaries. The research undertaken by Marin and Bell (2010) claims that subsidiaries integrated to both the local economy and their HQ are more innovative. However, they represent just a minimum part of all subsidiaries connected to the local economy and their HQ. Furthermore, for industrialized countries, research revealed that subsidiaries strongly integrated into the HQ, encompass more innovative activity than the ones integrated into the host economy (Marin and Bell, 2010). These findings let us conclude that in different environments and conditions there are special needs regarding communication and knowledge transfer. In addition, there is lack of subsidiaries integration failing to stimulate innovation.

To sum up, it can be seen that although in the most recent studies authors are suggesting that firms are getting closer to the transnational model. Few companies can meet all the criteria that characterize a pure organizational form. Indeed the decision where to locate and how to manage each functions will be dependent on manager's decisions. If they are not clear with the model's de本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。