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Observes that most research surrounding the international performance of companies has revolved around their export intensity. Takes the view that, although exports are certainly an important component of globalization, this concept ignores a significant proportion of a company′s global value‐chain. Presents case studies to map the globalization of two high‐tech companies. Posits the expectation that, in companies which perform superlatively in terms of their global revenue base, value‐adding activities will be dispersed on a world‐wide basis early in the companies′ evolution, their technology and product life cycles will show very little lead‐time lag across major markets,and product development strategies will be driven by global market requirements.

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