This doctoral thesis analyzes Mondragon's multi-localization strategy through foreign direct investment and the establishment of production plants in emerging countries. Through empirical case studies and analysis of employment data from 1996-2006, the thesis finds that Mondragon's global cooperatives generated more employment growth than local cooperatives, both in the parent cooperative and local community. While international sales growth was a main objective, the plants also pursued social objectives. Case studies of plants in Brazil, China, India, and Eastern Europe found best practices in areas like employee participation and commitment to local regions, though no plant fully embodied all cooperative principles. The thesis validates the hypothesis that Mondragon's strategy defended local stability through job creation abroad and at home