M.Com. (Economics) / Please refer to full text to view abstract

The production network of automotive industry is a case in lead firm-led. When automotive lead firms invested in less developed countries, they used to built and organize their reconfigured production networks with their "follow-source" suppliers and intermediaries according to the requirements of local government. Accordingly, a rich body of literature exists on the characteristics of temporal process and spatial organization of automotive lead firm-led reconfigured production networks because their organization is directly significant for local economic development. Additionally, the underlying dynamics mainly emphasize the role of the automotive lead firms or local government and governance with their "follow-source" suppliers focused on a firm-centered analysis. However, these studies overlook the different characteristics of the temporal process and spatial organization of the various automotive lead firms-led reconfigured production networks formed that can dynamically trigger diverse local economic development. Additionally, the underlying dynamics behind the formation of reconfigured production networks ignore the intra-firm dynamics such as assemblers, R&D centers and engines of lead firms and the extra-firm dynamics such as different lead firms interplaying with various levels of states in host regions. This thesis employs quantitative methods such as firm-level data analysis and indicators measuring by Location Quotient index, Global Moran's I and Geographic Information System techniques, as well as semi-structured in-depth interviews analyzing by coding. It examines the temporal process and spatial organization of Japanese reconfigured production networks, particularly the organization with their suppliers in the automotive industry led by various lead firms. It illustrates that the organization of reconfigured production networks of various Japanese lead firms-led in Guangzhou can be regarded as "exclusive networks" characterized by close organization with their "follow-source" suppliers in the formation of trust and long-term relationship whilst displaying relatively weak ties with local suppliers, although the extent of them are different. The most exclusive network is Toyota, followed by Honda and Nissan. Spatially, there exist close inter-firm supply linkages in Japanese automotive firms, centering on their lead firms, having shaped tripartite confrontation of Japanese automotive investment within Guangzhou in terms of the extent of agglomeration, co-location effects, firm-size distribution within the agglomerations, and the effect of spatial autocorrelation. Drawing upon the "strategies" concept of global production networks (GPNs) theory, this thesis further demonstrates the differing extent of exclusive networks led by various lead firms can be interpreted by the different inter-firm partnership strategies between Japanese lead firms and their suppliers or intermediaries; the different agglomeration of spatial organization in the tripartite confrontation can be elucidated by the different three intra-firm coordination strategy of Japanese lead firms, and extra-firm bargaining strategy between Japanese firms (usually lead firms and largest suppliers) and local government. As a result of weak organization with local suppliers, the reconfigured Japanese automotive production networks cannot substantially accelerate the development of Guangzhou's local suppliers industry.

Thesis. 1977. Ph.D.--Massachusetts Institute of Technology. Dept. of Political Science. / MICROFICHE COPY AVAILABLE IN ARCHIVES AND DEWEY. / Vita. / Bibliography : leaves 630-638. / Ph.D.

Thesis (M.A.) - Simon Fraser University, 2005. / Theses (Dept. of Geography) / Simon Fraser University. Also issued in digital format and available on the World Wide Web.

Thesis (Ph. D.)--Open University.

Unlike any technology before it, the Internet has almost overnight achieved a broad level of global awareness, both for businesses and individuals. Global e-commerce will reach approximately $1.3 trillion by 2003. Current market research data supports that the most rapid growth to come, both for B2C and B2B segments will occur outside of the United States. B2B e-business revenues will dominate, with over 85% of transactions occurring between businesses. To support the unique demands of designing and building e-Business sites, professional services companies are exploding, and are forecasting to generate well over $60 billion in just the next few years. According to most market observers, most companies severely underestimate the challenges of building and maintaining the global e-business. Whether a dot.com, Global 1000 or a small enterprise, effectively building robust e-business architecture that is able to address the global challenge requires a strategic outlook. The ability to grasp not only complex interrelationships between the various systems and platforms, but more importantly, the impact of using technology to help meet customer needs in any corner of the globe is required. Because ultimately the real benefit of the Internet is to closely connect company to customer, wherever each may be. Therefore for industry and organisations to embark upon e-business strategy to effectively meet the needs of customers and at the same time reach operational efficiency within their supply chains and add insurmountable value should be the goal of all organisations. / Thesis (MBA)-University of Natal, Durban, 2000.

The increased globalisation of the automotive industry of South Africa has brought with it both opportunities and threats for the various players. Companies taking advantage of the government's Motor Industry Development Plan have quickly learned that exporting both components and vehicles is the most suitable way forward. Toyota SA, in its new role as a global player has strategized that sourcing parts from local suppliers will give it the competitive advantage to then compete internationally. The company has planned to increase its local content targets from 40% to around 70% in the next few years. The question that rises to the fore is "are the local suppliers able to cope in meeting this challenge?" This study explores the various issues faced by Toyota SA as well as its local suppliers in attempting to achieve these targets. While Toyota SA has to deliver the expectations of developed countries, it is faced by a local supplier base that for many reasons, lags behind the rest of the world. The study adopts classical techniques for analysis as well as recent techniques in evaluating the suitability of the increased localisation strategy. Finally, based on the impact of the various forces, recommendations are made as to the strong and weak points of the strategy. Poor product development capabilities and technical/operational improvement requirements at suppliers, the lack of internal resources at Toyota SA and finally the weak second and lower tier supplier levels all emerge as issues to be addressed. These issues cannot be ignored for the implementation of the increased localisation strategy to be successful. / Thesis (MBA)-University of Natal, Durban, 2003.

Federal Mogul Valves manufacture automotive components for customers in both the domestic and export markets. For the components that are exported, they receive a government funded export subsidy. This subsidy is progressively being reduced each year and will, at this point in time, be discontinued in 2007. While Federal Mogul Valves' ability to export these components is not totally dependent on this export subsidy, the subsidy is certainly contributing to the profits that they are achieving. If they simply continue with their present strategy they will experience reduced margins as the export subsidy is reduced and eventually removed completely. If however they alter their strategic approach to the business to take into consideration the changes that they are faced with, they can introduce changes that will compensate for the reduction in profits that they will experience when the export subsidy is removed. / Thesis (MBA)-University of Natal, Durban, 2001.

Based on the application of Porter's Model for National Competitive Advantage to the state of Tamil Nadu, the author established four unique characteristics about India. These are: Tamil Nadu is India's southern gateway; Indian consumers are very price sensitive; Indians have links somehow everywhere; and India thrives on contrasts. These attributes were further distilled to arrive at three 'stones' that can pave improvements to the Indian passenger car industry, namely: 'Cornerstone', being the need to improve local propensity to earn; 'Stepping Stones', being the need to intensify engagements with regional groupings like the Indian Ocean Rim (IOR), South Asian Association for Regional Co-operation (SAARC), Bangladesh, India, Myanmar, Sri Lanka and Thailand Economic Co-operation (BIMSTEC) and the Association of South East Asian Nations (ASEAN); and 'Flintstone' being Tamil Nadu as an auto hub to ignite entrepreneurship and innovations within the Indian passenger car industry. In essence Porter's Theory on National Competitive Advantage states that prosperity depends on environment, not endowments. His Diamond Model helps identify the productive clusters that can support such wealth creation. This study bridges the gap between identification and implementation with an 'International Management Grid' that divides action agenda in accordance with structure, strategy, culture and control. This matrix is bounded by classification of items according to urgency and importance, whereby delegation, empowerment, tact and leadership would be emphasized accordingly. The central thesis of this study is that wealth creation can be initiated by a progressive location in a country through the cascading effects of a high growth industry. With faster physical and communication connectivity and increased global concerns for security and health, India's major challenge is to associate her passenger car industry with: Speed in sustaining human relationships; trendy yet affordable replacements instead of renewal repairs; and life-long learning for skills that ensure employment and employability. A permanent Exhibition Centre is recommended to especially showcase new developments in textiles, leather and security technologies for cars. In addition, a virtual Auto Centre of Excellence, managed as an internet platform based in Tamil Nadu, can help international members of the industry to upgrade and research on skills that ensure individual employment and employability through a life-long knowledge management and certification process. A unique post-sale advantage of cars made in India can be the guaranteed inspection after five years to replace or overhaul vehicle parts in franchise centres located throughout India and overseas. These franchises will help train Indian youths through an honour code of 3-in-1-youth mentorship scheme. Those who have benefited from working in these franchises would be obliged to mentor three other youths within five years after completion of their own mentorship. All these initiatives can start with Tamil Nadu because she is already an automotive manufacturing hub, a southern IT centre and an export gateway. This study has reviewed criticisms on Porter's Model, especially from Krugman, Dunning, Narula, Rugman and D'Cruz as well as Davis and Ellis. Although the model has been applied to developing economies like Korea, Venezuela, Turkey, Phillippines and even India, this study is different. None of the previous academic exercises using Porter's Model has an implementation format like the 'International Management Grid' as designed and developed by the author. The Delphi Research Technique in accordance with the Gordon and Helmer Method was adopted for 58 candidates and the results of fieldwork were found to be statistically significant at 0.05 level based on the non-parametric Chi-Squared Test of Independence. The ethical aspects in Porter's Model and the new business rhythm inside India after more privatization remain major unsolved issues of this study. / Thesis (PhDBusinessandManagement)--University of South Australia, 2004

Based on the application of Porter's Model for National Competitive Advantage to the state of Tamil Nadu, the author established four unique characteristics about India. These are: Tamil Nadu is India's southern gateway; Indian consumers are very price sensitive; Indians have links somehow everywhere; and India thrives on contrasts. These attributes were further distilled to arrive at three 'stones' that can pave improvements to the Indian passenger car industry, namely: 'Cornerstone', being the need to improve local propensity to earn; 'Stepping Stones', being the need to intensify engagements with regional groupings like the Indian Ocean Rim (IOR), South Asian Association for Regional Co-operation (SAARC), Bangladesh, India, Myanmar, Sri Lanka and Thailand Economic Co-operation (BIMSTEC) and the Association of South East Asian Nations (ASEAN); and 'Flintstone' being Tamil Nadu as an auto hub to ignite entrepreneurship and innovations within the Indian passenger car industry. In essence Porter's Theory on National Competitive Advantage states that prosperity depends on environment, not endowments. His Diamond Model helps identify the productive clusters that can support such wealth creation. This study bridges the gap between identification and implementation with an 'International Management Grid' that divides action agenda in accordance with structure, strategy, culture and control. This matrix is bounded by classification of items according to urgency and importance, whereby delegation, empowerment, tact and leadership would be emphasized accordingly. The central thesis of this study is that wealth creation can be initiated by a progressive location in a country through the cascading effects of a high growth industry. With faster physical and communication connectivity and increased global concerns for security and health, India's major challenge is to associate her passenger car industry with: Speed in sustaining human relationships; trendy yet affordable replacements instead of renewal repairs; and life-long learning for skills that ensure employment and employability. A permanent Exhibition Centre is recommended to especially showcase new developments in textiles, leather and security technologies for cars. In addition, a virtual Auto Centre of Excellence, managed as an internet platform based in Tamil Nadu, can help international members of the industry to upgrade and research on skills that ensure individual employment and employability through a life-long knowledge management and certification process. A unique post-sale advantage of cars made in India can be the guaranteed inspection after five years to replace or overhaul vehicle parts in franchise centres located throughout India and overseas. These franchises will help train Indian youths through an honour code of 3-in-1-youth mentorship scheme. Those who have benefited from working in these franchises would be obliged to mentor three other youths within five years after completion of their own mentorship. All these initiatives can start with Tamil Nadu because she is already an automotive manufacturing hub, a southern IT centre and an export gateway. This study has reviewed criticisms on Porter's Model, especially from Krugman, Dunning, Narula, Rugman and D'Cruz as well as Davis and Ellis. Although the model has been applied to developing economies like Korea, Venezuela, Turkey, Phillippines and even India, this study is different. None of the previous academic exercises using Porter's Model has an implementation format like the 'International Management Grid' as designed and developed by the author. The Delphi Research Technique in accordance with the Gordon and Helmer Method was adopted for 58 candidates and the results of fieldwork were found to be statistically significant at 0.05 level based on the non-parametric Chi-Squared Test of Independence. The ethical aspects in Porter's Model and the new business rhythm inside India after more privatization remain major unsolved issues of this study. / Thesis (PhDBusinessandManagement)--University of South Australia, 2004