Publication

This paper examines different types of global engagement available to firms. The authors argue that there are considerable advantages of developing models that allow for a wide set of alternatives of organizational form. They illustrate this firstly using plant-level data, which allows them to distinguish firms that serve only the domestic market, firms that export final goods abroad, firms that outsource production abroad, firms that own foreign plants abroad, and firms that do more than one of those activities. Finally, they present a model of the firm that is flexible enough to capture the trade-offs between a great variety of organizational forms.