Abstract
In this paper, we explore selected tools and processes as well as the underlying theory we use to support business strategic planning and cluster economic development. Key among these are enabling infrastructures and new forms of leadership, which include appreciative inquiry. In particular, we report our experiences in working with micromultinational businesses in the UK and extend the findings reported by Dimitratos, Johnson, Slow, and Young (2003) to suggest four additional success strategies for companies that are 'taking their businesses global'. We conclude with two short case studies.
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