Impact of Firm Location ‘Anything that can be efficiently sourced from a distance has essentially been nullified as a competitive advantage in advanced economies. Information and relationships that can be accessed through fax and email are available to everyone. While global sourcing mitigates disadvantages, it does not create advantages. … Paradoxically, then, the enduring competitive advantages in a global economy are often heavily local’ (Porter, 1998). Does Porter’s statement hold true in the 2010s? How should a firm organise its knowledge sourcing activity?
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