Abstract

This study extends quantitative and conceptual studies that have clarified and assessed the underlying factors
influencing multinational corporations (MNCs) international business strategy choices relating to global
integration and local responsiveness with the use of cross–level and in-depth interviews. Top management
perceptions from nine Chinese MNCs (CMNCs) with operations in Australia are detailed and it is argued a
contingency approach tends to prevail within firms with organisational, industrial, and environmental
contingencies predominating.

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