ABSTRACT
From behaving largely as a confederation of loosely knit foreign affiliates, designed primarily to serve the parent company with natural resources or local markets with manufactured products and services, to its maturation over the past 15 years as a controller of a group of integrated value adding activities in several countries, the MNE is now increasingly assuming the role of an orchestrator of production and transactions within a cluster, or network, of cross border internal and external relationships, which mayor may not involve equity investment, but which are intended to serve its global interests.
