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This study examines the Singapore government's Suzhou Industrial Park project between 1992 and 1999. It argues that the Singapore governments' strategies can be explained as those of a 'transnational entrepreneurial state' participating in the global game of industrial production. As an interventionist government, it sought to realize financial profits in China to supplement economic growth in Singapore. The project involved two strategies designed to enhance the project's competitive advantages. Firstly, it introduced the competitive strategy to supply high quality secondary factors of production - such as industrial infrastructure and bureaucratic administration - to industrial transnational corporations seeking to locate in China. Secondly, it utilized the collaborative strategy to encourage complementary collaboration with the China government and several industrial transnational corporations. During the Construction Phase (1992-1994), both strategies were successfully implemented, enhancing the competitiveness of the Suzhou Industrial Park. During the Take-Off Phase (1994-1996), many industrial transnational corporations had responded positively to these competitive advantages and chose to locate their operations at the Suzhou Industrial Park. During the Adjustment Phase (1997-1998), the Suzhou Industrial Park lost competitiveness because of external factors such as the impact of the Asian Financial Crisis and also because of intense competition from other industrial estates in China. In the Disengagement Phase (1999), the Singapore transnational entrepreneurial state chose to withdraw from the project for economic and political reasons. This study concludes that the Singapore government differed from the archetypal interventionist state because of endogenous and exogenous factors. It became a transnational entrepreneurial state because by its resources and motivations, and its own assessment of its economic and political conditions. This study also found that the outcome of its strategies were not just dependent on how they were implemented but also on the actions of other agents, including collaborators and competitors, and the influence of the external environment.

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This thesis examines the influence of institutional investors in the activities of large, publicly traded gold mining companies. As key sources of financing and dominant shareholders in company stocks, institutional investors have pushed for the maximisation of shareholder value as company goal. I examine the financial and operational realignments implemented by firms and their implications for production, growth and geography in the commodity boom and bust cycle of 2003-2015. I argue that the bid to deliver shareholder value manifested in highly fragmented, but interlinked, sites of accumulation: sharp swings in stocks and dividend payments that diverged from their actual basis in production, alongside increasing claims to future profitability through spatial restructuring. I theorise the process as contradictory-laden and crisis-prone as mineral extraction came to be mediated by the yield requirements, investment motives and risk tolerance of institutional investors. The thesis contributes to key debates on financialisation and mineral extraction within geography, political ecology and the financialisation literature.

Diss. Uppsala : Univ., 2004.

Bachelor's thesis. / Format: PDF. Bibl.

Yes / In this study, we aim to develop an understanding of the similarity between migration and expatriation, identify both as elements in diversity, and draw attention to the additional layer of ethnic diversity created by the high number of top management expatriates in some Nigerian subsidiaries of transnational corporations. Using the qualitative research design, we thematically analysed data from semistructured interviews with six indigenous managers in four transnational corporations. We found a significant number of expatriate managers in two subsidiaries and a lack of diversity management framework to address the new layer of diversity as reflected in the unequal treatment of indigenous managers. We conclude that migration and expatriation are similar and could be better managed through effective diversity management framework.