浅析地方产业集群在全球价值链上的升级过程

伴随着全球化的深入,以经济活动的地理集聚为特征的地方产业集群,正逐渐嵌入全球价值链,以获得持续竞争优势。本文主要分析了地方产业集群在全球价值链中成长、发展、成熟三个阶段的升级过程。     

我国地方产业集群升级的运行路径

在经济全球化背景下，世界价值链出现了前所未有的垂直分离和整合，产业集群作为区域经济发展的一种载体正快速以不同方式嵌入全球价值链。我国地方产业集群已初具规模，有一定的成本优势；但要实现集群持续地发展与升级，在全球价值链中搜寻、捕捉和创造价值是必由的路径；当然，以不同方式嵌入全球价值链的我国产业集群将面临国内外各种严峻的困难和挑战，最后，文章提出了我国产业集群嵌入全球价值链的思路。     

全球价值链视角下我国产业集群升级的思路

产业集群的升级是保证集群长期竞争优势的必然选择。随着经济全球化的发展,任何产业集群都不再是一个封闭的系统,集群已融入全球价值链。我国制造业集群的比较优势在于所拥有的廉价劳动力等资源,这就决定了其在全球价值链的低端,从事劳动密集型或资源密集型的生产加工制造。本文分析了我国制造业集群在全球价值链中的位置,结合全球价值链曲线的形状,提出了产业集群升级的路径,即底端向上的"制造升级",向左右两端高附加值环节的创新升级和集群自身的结构优化升级。     

地方产业集群国际化发展与区域创新体系的关联研究——基于生命周期和全球价值链的视角

区域创新体系建设与地方产业集群发展的相互作用，是区域经济可持续发展的强大动力。在全球化条件下，二者之间的关联会出现新变化，即区域创新体系促进地方产业集群嵌入全球价值链实现升级，后者也会促进前者进一步完善与发展。本文从生命周期和全球价值链视角，对地方产业集群嵌入全球价值链实现升级与区域创新体系建设之间的关联进行了理论研究。     

论社会资本与产业集群核心能力

产业集群实现持续成长的关键在于其持续的竞争优势,而集群持续竞争优势获取的内在机制是集群的动态核心能力.本文探讨了社会资本和产业集群核心能力的内涵,并比较社会资本和集群核心能力之间的关系,最后提出一些培育集群核心能力的对策.     

嵌入全球价值链的地方产业集群升级影响因素

以各种方式嵌入到全球价值链中的地方产业集群形成了金字塔式的空间等级体系,要实现从价值链低端向高端攀升的链条控制力不断增加的升级,必须最终完成地方价值链与全球价值链的高度融合与相互促进制约关系的形成。地方产业集群升级受到全球价值链驱动机制、治理模式与集群类型等多维因素的影响,是个复杂过程,研究其升级问题必须立足地方产业集群的实际情况进行分析,得出不同的升级路径与对策。     

产业集群竞争优势的经济学与管理学分析

产业集群竞争优势的来源有多种看法,主要分为经济学家和管理学家的看法,从经济学和管理学两个方面来分析产业集群竞争优势的来源。经济学家主要是从外部性、分工、交易成本、信息、产业价值链和竞合理论来分析产业集群的竞争优势。管理学家则是从波特的钻石模型以及资源、能力和组织理论来分析产业集群的竞争优势。     

全球价值链中的知识转移与我国制造业升级路径

从全球价值链中的知识转移、知识扩散和组织学习角度出发分析了发展中国家本地企业技术能力的形成过程和产业升级的机制,从创新类型和技术专有性两个维度构建了价值链升级的坐标体系,从工艺、产品、功能和跨越价值链四个角度提出了具体的产业升级路径。最后以联想公司为例分析了我国制造业如何在价值链中攀升从而获得持续的竞争优势。     

供给侧改革背景下农业产业集群升级的价值链分析

在国家实施农业供给侧改革这一大背景下,要提高农业现代化程度及农业竞争力,发展农业产业集群是必经之路。由于各地区的自然环境、资源特征、区域特点等多重因素的不同,形成了适合本区域的各种农业产业集群模式。在对产业集群和价值链关系分析的基础上,构建了农业产业集群的三种模式:基于资源禀赋的特色种植业产业集群价值链;农产品加工型产业集群价值链;农业科技园区驱动型产业集群价值链。产业集群的价值链是产业集群能够生存发展、不断壮大的内在因素和基础条件,通过对农业产业集群价值链从横向和纵向关系方面进行分析,进而立足于价值链协同管理来整合农业产业集群,降低成本,提高集群的整体竞争优势。     

基于全球价值链视角的浙江纺织产业集群升级路径研究

浙江纺织产业在经济全球化及产业集聚双重影响下,以产业集群的方式融入全球范围的商品生产销售过程,然而浙江纺织产业集群一直是以低成本参与全球价值链.近年来由于金融危机的影响,国内生产成本的提高,致使浙江纺织业比较优势逐渐消失,加之长期处于全球价值链最低端,致使浙江纺织产业的发展遇到了瓶颈,本文从技术创新、标准创新、战略创新等方面提出浙江纺织产业集群升级的路径.     

基于价值链的房地产全程营销理念研究

价值链是分析企业如何开展每一项价值活动,如何利用各价值活动之间的联系,产生最大的企业价值,获取竞争优势的一种分析工具和分析方法。房地产业必须建立起在价值链基础上的房地产全程营销系统,注重研究全程营销的每一链接对价值增值的重要作用,优化核心业务流程,降低经营成本,提升核心市场竞争力,才能在激烈的市场竞争中赢得竞争优势。     

提升南通产业体系竞争优势研究 ——基于融入全球价值链重构的视角

基于融入全球价值链重构的视角,秉承"外引内育、承上启下"的思想,研究南通提升产业体系竞争优势的问题,多角度分析南通产业体系竞争优势,研究表明处于制造大省,南通的制造业在全国范围内跻身前列,与省内各城市相比,南通的第三产业更具优势。虽然南通各产业实现了量上的不断突破,然而徘徊于价值链中低端的现状抑制了高质量发展,且低成本优势不复存在。南通应当抓住全球价值链重构的机遇,优化产业布局、加快高新产业发展,同时整合有效资源、完善人才建设机制从而提升产业体系竞争优势。     

The Effects of Learning on Relationship Value in a Business Network Context

ABSTRACT

In today's intense global competition, a firm's ability to learn from its networks of business relationships is an important source of sustainable competitive advantage. Learning in a network of relationships involves a constellation of resource linkages among business partners tied together by interconnected resources. This has the potential of increasing the relationship value of a firm in terms of knowledge created through interactions among firms in the business network. Prior research has not yet examined the effects of learning in and through relationships in a business network context. Interdependence of firms in business networks gives rise to learning effects of adaptation and coordination that can have implications for relationship value. An empirical study of 215 business relationships from a network of nine high-technology companies in the United Kingdom shows that learning in and through relationships as a result of interactions and resource interdependencies in networks of relationships has a positive effect on a firm's relationship value. Furthermore, an understanding of the network context through interactions among firms facilitates learning and development of the firm's learning capabilities that enhance relationship value.     

Global competition and latecomer production strategies: Samsung of Korea in China

This contribution illustrates how latecomer multinational companies (MNCs) have organized international production activities and maintained their competitive advantage under growing global competition. In doing so, an interdisciplinary approach, including an evolutionary theory of MNCs, global strategic management, and organizational and technological learning, is adopted through the case study of Samsung Electronics as a sample latecomer MNC. Samsung reveals that competition in the electronics industry in China is based on the diferential capabilities of players in the market, and their ability to transfer and improve these capabilities faster than competitors. Latecomer MNCs' foreign subsidiaries are under strong pressure to be actively involved in design and product development activities near to production facilities. In order to gain a sustainable competitive advantage, foreign subsidiaries of latecomer MNCs need to rapidly improve their product innovation capability by combining knowledge transferred from the MNC headquarters and global subsidiaries' networks with information about consumer requirements in the foreign location.     

我国制造业中小企业在跨国公司全球产业链中的价值定位

国际生产体制已进入网络化发展的新阶段,全球制造业正面临着产业链的重构,跨国公司将逐步把我国纳入其全球战略体系,实现全球一体化的生产、销售和研发。我国企业面临的国内国际竞争越来越激烈。对于我国制造业中小企业而言,当务之急是以跨国公司对华投资战略调整为契机,基于全球生产网络进行科学合理的价值定位,然后通过配套生产、OEM、合同制造、战略联盟等方式进入跨国公司全球产业链,向“小而精”、“专而强”方向发展。同时要适度进行产业链节点的横向扩张和纵向延伸,从而实现产业链升级。     

Competition in Local Telecommunications

The Telecommunications Act of 1996 created a framework for competition in local telecommunications. Under its rules and under the jurisdiction of state regulatory authorities, competitive local telephone companies were to gain access to some or all parts of the incumbent’s network through known wholesale tariffs and offer retail local telephone service. As customers Competition in Local Telecommunications adopt other technologies for communications—mobile wireless service, broadband for email, messaging, and information retrieval—additional competitive pressures are put on the core voice telephone market. The substitution of usage and access from local telephony to other modes of communication is regarded as intermodal competition and is the subject of this paper. This study concerns local telecommunications competition between incumbent and competitive service providers in the United States. In addition to measuring competition from within the wireline market, we find significant intermodal competitive impacts resulting from wireless and high-speed development. We report empirical results from an econometric model that measures line loss impacts between carriers and the effects of wireless and high-speed services on the wireline market. The paper offers interpretation of the strategic and policy implications of these results.JEL Classification L120,L400,L960     

Mitigating the Myopia of Dominant Logics: On Differential Performance and Strategic Supply Chain Research

The primary question of management scholarship is, “What leads some firms to be successful even as others fail?” Over the years, a variety of dominant logics have emerged to inform this question. Synthesized, these logics make it clear that companies win when they create customer value better than the competition and efficiently enough to be profitable. That is, firms that design distinctive and dynamic value‐added systems win competitive battles. This observation is salient to the Journal of Business Logistics community as systems design and value creation are focal decision areas of supply chain management. With this in mind, we briefly discuss two of many areas for which strategic supply chain research can inform differential performance.     

Globalisation and Industrial Policy: The Case of China

After a quarter of a century of industrial policy, China's objective of nurturing a group of globally competitive state‐owned enterprises appears to have succeeded beyond most expectations. However, China's SOEs are far from catching up with the world's leading firms. Protection through state ownership in a massive, fast‐growing economy has permitted China's SOEs to earn large profits and achieve high market capitalisations, but this is not the same thing as building globally competitive firms. The fact that China's industrial policy has been unsuccessful after a quarter of a century of intense effort demonstrates how difficult it is to construct an industrial policy in the era of capitalist globalisation, which has produced intense global industrial concentration across large parts of the global value chain. Although the detailed content of the next stage of reform of China's large state‐owned enterprises is unclear, China's determination to build a group of globally competitive large companies remains undimmed.     

论电信运营商供应链管理中的竞争与合作

本文从电信运营企业供应链的变化开始,首先分析了运营商在供应链中的核心竞争地位的获得和强化必须依靠对关键资源的控制和不断增强在供应链中的主动权,然后从战略合作的角度分析了与其他企业进行合作的必要性,指出只有合理地安排竞争与合作的关系,才能真正实现供应链竞争的成功。