How do MNEs respond to internationalization tensions under “new globalization”: A paradoxical view

Rising geopolitical tensions and the fragmentation of global markets are reshaping the strategic landscape for multinationals, forcing them to manage competing demands in an increasingly uncertain world. This study examines how firms navigate these tensions through a longitudinal case study of Haitian, a Chinese multinational in the injection molding industry over a seven-year period between 2017 and 2024. Drawing on paradox theory, we identify three core internationalization paradoxes in terms of top management team (TMT) orientations, organizational configurations, and strategic actions which arise from the fragmented but interconnected nature of the “new globalization.” We show how Haitian manages these persistent contradictions through integrated response mechanisms, involving realignment at the TMT level, organizational restructuring, and relocation of global value chain activities. By linking geopolitical disruption with firm-level adaptation, this study contributes to emerging research on how multinationals maintain global engagement under conditions of geopolitical uncertainty and decoupling.