Abstract

Abstract:

There are two perspectives on the relationship between states and multinational corporations (MNCs). One, the "state in command" perspective, sees states as dominant, with globalization only worsening the situation. The other—the "MNCs in command" view—sees MNCs as all-powerful as a result of their assets. Globalization from that perspective is not necessarily bad and may actually empower states against multinational firms. China’s dealings with Microsoft Corporation from the early 1990s to the present show that neither perspective is accurate. China got some of what it wanted while Microsoft got some of what it wanted. In lieu of these approaches, a third model is offered here—a modified bargaining power perspective that focuses on the balance of needs, alliances, and the institutional environment as important factors shaping the bargaining dynamic between China and multinational enterprises. A case study of the China-Microsoft model demonstrates the usefulness of the model.

pdf

Additional Information

ISSN
2288-2871
Print ISSN
0258-9184
Pages
pp. 67-102
Launched on MUSE
2021-03-23
Open Access
No
Back To Top

This website uses cookies to ensure you get the best experience on our website. Without cookies your experience may not be seamless.