STRUCTURAL ARCHITECTURE OF MULTINATIONAL ENTERPRISES’ DEVELOPMENT STRATEGIES IN THE DIGITAL ERA
Abstract
The article substantiates the structural architecture of multinational enterprises’ development strategies in the digital era. The purpose of the study is to develop an analytical model that explains the internal structure of an MNE development strategy through the combination of multi-level governance, a digital core, platform-ecosystem coordination, transformation of global value chains, and a resilience and security layer. The article argues that traditional approaches to MNE strategy, built around global integration, local responsiveness, corporate portfolio decisions, business models, and functional strategies, remain analytically relevant but do not fully explain how contemporary multinational firms create, scale, coordinate, and protect value in digital markets. In the digital economy, strategic architecture is increasingly shaped by data, digital platforms, artificial intelligence, cloud infrastructure, digital twins, cybersecurity, digital servitization, and energy-resilient digital infrastructure. The study proposes a multi-level model of MNE strategic architecture in which global-corporate, market-business, functional-operational, regional-institutional, platform-ecosystem, and resilience-security levels are connected through the corporation’s digital core. The digital core is interpreted as a strategic configuration of data, algorithms, infrastructure, interfaces, cybersecurity capabilities, and digital competences that supports scaling, adaptation, partner coordination, and competitive advantage across markets. The article also defines directions for the empirical operationalisation of the model through indicators of digital maturity, platform integration, supply-chain resilience, cybersecurity, sustainable digital infrastructure, digital revenue, and investment in digital assets. The results provide a conceptual and methodological basis for further assessment of MNEs’ digital adaptability, platform maturity, supply-chain resilience, and strategic capacity to operate under technological and geo-economic uncertainty.
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Teece, D. J. (2025). The multinational enterprise, capabilities, and digitalization: Governance and growth with world disorder. Journal of International Business Studies, 56(1), 7–22. DOI: https://doi.org/10.1057/s41267-024-00767-7
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Strange, R., Chen, L., & Fleury, M. T. L. (2022). Digital transformation and international strategies. Journal of International Management, 28(4), Article 100968. DOI: https://doi.org/10.1016/j.intman.2022.100968
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Meyer, K. E., Li, J., Brouthers, K. D., & Jean, R. J. (2023). International business in the digital age: Global strategies in a world of national institutions. Journal of International Business Studies, 54(4), 577–598. DOI: https://doi.org/10.1057/s41267-023-00618-x
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Surana, A., Chavan, M., Kumar, V., & Chirico, F. (2024). The internationalization of digital platform firms: The Platform-OLI (P-OLI) framework. International Marketing Review, 41(5), 886–910. DOI: https://doi.org/10.1108/IMR-08-2023-0182
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Kang, Z., Kou, H., Zhou, D., Shi, X., Parente, R., & Rong, K. (2025). Platform-based multinational corporations (PMNCs): A research agenda in the field of international business. International Business Review, 34(3), Article 102386. DOI: https://doi.org/10.1016/j.ibusrev.2024.102386
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Cusumano, M. A. (2022). Data platforms and network effects. Communications of the ACM, 65(10), 22–24. DOI: https://doi.org/10.1145/3555833
Gregory, R. W., Henfridsson, O., Kaganer, E., & Kyriakou, S. H. (2021). The role of artificial intelligence and data network effects for creating user value. Academy of Management Review, 46(3), 534–551. DOI: https://doi.org/10.5465/amr.2019.0178
Jorzik, P., Klein, S. P., Kanbach, D. K., & Kraus, S. (2024). AI-driven business model innovation: A systematic review and research agenda. Journal of Business Research, 182, Article 114764. DOI: https://doi.org/10.1016/j.jbusres.2024.114764
Jia, Y., Cui, L., Su, J., Wu, L., Akter, S., & Kumar, A. (2024). Digital servitization in digital enterprise: Leveraging digital platform capabilities to unlock data value. International Journal of Production Economics, 278, Article 109434. DOI: https://doi.org/10.1016/j.ijpe.2024.109434
Paiola, M., Grandinetti, R., Kowalkowski, C., & Rapaccini, M. (2024). Digital servitization strategies and business model innovation: The role of knowledge-intensive business services. Journal of Engineering and Technology Management, 74, Article 101846. DOI: https://doi.org/10.1016/j.jengtecman.2024.101846
Dubey, R., Bryde, D. J., Blome, C., Dwivedi, Y. K., Childe, S. J., & Foropon, C. (2024). Alliances and digital transformation are crucial for benefiting from dynamic supply chain capabilities during times of crisis: A multi-method study. International Journal of Production Economics, 269, Article 109166. DOI: https://doi.org/10.1016/j.ijpe.2024.109166
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