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PurposeThis article aims to contribute to a better understanding of how multinational companies can succeed the reconfiguration of their internal structures. The theoretical framework is based on the concept of reconfiguration as a dynamic capability, the Uppsala evolution model and the business network view.Design/methodology/approachThe authors conducted a case study on the reconfiguration of two vertically-related business units within the Solvay group, a world leader in the chemical industry. The empirical study is based on interviews, observations and secondary data.FindingsThe paper shows how a multinational enterprise can succeed in reorganizing its internal structures to overcome internal liability of outsidership and to be more competitive and profitable. The reconfiguration enabled Solvay to become a fully integrated leader in the polyamide plastics industry.Originality/valueThe paper explains how the internal reorganization has improved the competitiveness and profitability of the integrated business units.

The study of internationalization processes of multinational enterprises and its evolution is one of the most important topics in the domain of international business. According to the Uppsala model and the business network view, being an insider in local networks is a fundamental issue for service companies such as banking groups because of their strong intangible dimension. That’s why VUB Bank is an extraordinary bank. It has a little office in Prague, the only one in Czech Republic, and, at the same time, owns 233 branches in Slovakia. But this bank is a subsidiary of Intesa Sanpaolo, the biggest Italian banking Group, one of the leaders in the European market. Starting from this empirical observation, and using an inductive methodology, this paper will try to explain how the Intesa Sanpaolo Group successfully created a business network in Slovakia, its first market by total assets in Central and Eastern Europe. Our study shows that Banking Groups can overcome the liability of outsidership through a progressive commitment and a “local-passport strategy” based on the acquisition of existing companies.

International audience; At the end of 2014, the number of firms with an Italian presence in Romania was 39,556, representing 19.33% out of total registered firms and this number is still growing. This article focuses on answering the following question: what kind of Italian firms are investing in Romaniaand why? Starting from the empirical observation that the number of Italian firms in Romania grew by 6.82% last year, we have used a PESTEL analysis to find the key points characterizing the country, paying attention also to the concept of country brand. From the point of view of Italian firms, we have also analyzed the shifting paradigm of internationalization from a Vertical Foreign Direct Investment model to a Horizontal Foreign Direct Investment model. This paper can be useful for managers and entrepreneurs who are oriented towards investing in Romania followingthe path of Italian firms.

This paper aims to explore the international development of network organizations. Our analysis is based on an in-depth case study on ONLYLYON, an organization promoting the city of Lyon worldwide through a network of more than 27,000 members. Based on 36 interviews with ONLYLYON members and 103 participant observations realized over two years and a half, our research explores the way ONLYLYON develops its network in Italy. The results show that the Uppsala model partially applies to network organizations and underline the role of interaction between the micro- and meso-levels in the process of network development., Cet article analyse le développement international des organisations en réseau grâce à une étude de cas approfondie sur ONLYLYON, une organisation qui promeut la ville de Lyon dans le monde à travers un réseau de plus de 27 000 membres. Basée sur 36 entretiens avec des membres d’ONLYLYON et 103 observations participantes réalisées sur deux ans et demi, notre recherche analyse le développement du réseau d’ONLYLYON en Italie. Les résultats montrent que le modèle d’Uppsala s’applique partiellement aux organisations en réseau et soulignent le rôle de l’interaction entre les niveaux individuel et organisationnel dans le processus de développement du réseau., Este artículo analiza el desarrollo internacional de las organizaciones en red por medio de un estudio de caso profundizado de ONLYLYON, una organización que promueve la ciudad de Lyon en todo el mundo a través de una red de más de 27.000 miembros. A partir de 36 entrevistas con miembros de ONLYON y 103 observaciones participantes realizadas a lo largo de dos años y medio, nuestra investigación analiza el desarrollo de la red de ONLYLYON en Italia. Los resultados muestran que el modelo Uppsala es parcialmente aplicable a las organizaciones en red y destaca el papel de la interacción entre los niveles individual y organizativo en el proceso de desarrollo de la red.

International audience; This chapter focuses on foreign direct investments (FDI), that is, investments made by multinational companies who take controlling ownership in business entities in foreign countries. In the context of globalization, FDI flows have considerably increased over the past few decades. They concern mature and emerging economies both as investing countries and territories for investment. This chapter focuses on the role of FDI and their managerial challenges. We present major forms of FDI (greenfield subsidiaries, acquisitions and joint ventures) and show the recent evolution of global investment trends. We also discuss how companies can successfully manage their foreign investments.