| This thesis wants to answer this question: how should the MNC set up its continuance competing advantage by the emergence of global knowledge economy?In the traditional theory about MNC, the essence thought is exploiting the virtuous cycle of advantage and innovation in a home-base cluster and then following a sequential path from strength in the home market to global leadership that is called the global projection model. Based on this model, the internationalization consist of three steps: step 1. building on the core strengths from your homeland to gain international advantage; step 2. riding the product life cycle internationally; step 3. balancing integration and responsiveness. From this model, the traditional thinking about competing advantage of MNC involves the home-based advantage, global scale economy, global scope economy and low cost coming from country difference. The global projection model is on the assumption that the home base can provide the all and the one knowledge the corporate need for the global competing.But the global game has changed. The traditional advantage coming from global scale economy, scope economy, country difference had became "table stakes", not a distinctive source of competitive advantage. The more important trends are that the global knowledge is more and more dispersed. It is no longer to be found in a single cluster, or even a handful of industry hotbeds in major markets. Perfecting an innovation using one source of technology or designing a new product or service around the needs of a local customer base is no longer sufficient to ensure a world-beating product. Those who can escape the chains of competitive advantage over their rivals by sensing, integration the global dispersed knowledge.Under this background, Bartlett and Ghaoshal put forward the concept of global learning. Their understanding break the traditional home-base complex, and release the vastness potential power of subsidiary special advantage. But their understanding to global learning is a concept based on closed, not opened system. And so far, there is no explain about the system frame and inner mechanism.This thesis expect to research on the experience of the MNC which were outside the transnational capitals of their industries. A large part of the knowledge the needed to compete globally was not available in their home country. The stylebook we go deep into analyze involves Nokia, Pixtech, STMicroelectronics. Acer. ARM, SAP, Glaxo, Shiseido. Polygram, Airbus and Ilaier. The all are most advanced in local pockets scattered around the world. Because the knowledge thy needed was notavailable at home, they had to develop the skills of sensing, integrating and operationalizing technologies and market knowledge drawn from abroad.Base on the experience of these MNC, we define global learning that a process that prospecting, identifying and accessing the global scattered knowledge .and integrating it to innovating the new product, service, process, and business model, and ultimately leverage the innovation in the world to capture the max profits.We argued that the global learning winners in the global econmy must be able to outdistance their competitors at three different levels: knowledge sensing, knowledge integration, and knowledge operations. The first level of global learning is to identify and access new and relevant knowledge of lead markets in locations dotted around the world. The second level of global learning is in the effectiveness and speed with which companies can connect these globally scattered pieces of knowledge and use them to create innovative products, services, and processes. The third level of global learning is optimizing the efficiency of the global sales, distribution, marketing, and supply chain to leverage these product, service, and process innovations across global markets rapidly and cost-effectively.Developing the global learning capabilities may seem a deceptively simple task. However, two hidden traps threaten the path for traditional...
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