Abstract
In today’s scenario of ‘hyper competition’, global corporations face many other MNCs (more and more frequently based in the US, China, South Korea, Taiwan and Europe). In oversize economy, global companies move to adopt closed innovation policies. In particular, the circular economy suggests that sustainable outputs can be achieved without loss of revenue or extra costs for global manufacturers. The transformation from MNCs to global networks has led towards vertical specialization and highly diversified patterns of collaboration through inter-firm and intra-firm transactions coordinated by global corporations. As we can see from the experience of the greatest global corporations (e.g., Mitsubishi Corporation), the biggest global companies see the circular economy as a specific tool to compete, in the context of a network vision (competitive circular economy management).
Highlights
In today’s scenario of ‘hyper competition’, global corporations face many other MNCs
Global companies move to adopt closed innovation policies, operating in sectors that became protected from competition
The circular economy usually defines an economic system focused on the elimination of waste and the continual use of resources
Summary
In today’s scenario of ‘hyper competition’, global corporations face many other MNCs (more and more frequently based in the US, China, South Korea, Taiwan and Europe). In this new competitive landscape, capitalism breaks the static, monolithic rules of the company that plans, produces and sells by the rules of absolute proximity (local market) or relative proximity (international market) (Brondoni, 2019a). Global companies move to adopt closed innovation policies, operating in sectors that became protected from competition. With global closed innovation policies, a certain number of mega-organizations concentrate their expertise in governing market power through innovation processes in global structures
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