Regional Advantage: Culture and Competition in Silicon Valley and Route 128
Regional Advantage: Culture and Competition in Silicon Valley and Route 128
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DOI：
10.2307/365972
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发表时间：
1994-03
期刊：
影响因子：
--
通讯作者：
A. Chandler;A. Saxenian
中科院分区：
文献类型：
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作者：
A. Chandler;A. Saxenian
比较区域经济的组织，重点是硅谷的蓬勃发展的区域网络为基础的系统和128号公路的下降独立公司为基础的系统。追溯加州的硅谷和马萨诸塞州的128号公路自20世纪70年代以来作为电子工业创新中心的历史，以显示它们的网络组织如何有助于它们适应国际竞争的能力。这两个地区在20世纪80年代都面临着危机，当时128号公路生产的小型计算机被个人电脑取代，日本竞争对手接管了硅谷的半导体存储器市场。然而，128号公路地区的公司通过内部化经营，使用保密和公司忠诚度的政策来保护创新，而硅谷则充分利用了横向沟通和开放的劳动力市场，以及公司之间的激烈竞争政策。结果，尽管竞争加剧，硅谷在1975年至1990年期间创造了三倍的新工作岗位，其公司的市场价值从1986年至1990年增加了250亿美元，而128号公路公司同期仅增加了10亿美元。从对这些地区的分析中可以清楚地看出，创新应该是一个集体过程，当分割企业的体制和社会界限被打破时，创新最为成功。一个繁荣的区域经济不仅取决于个体企业家的主动性，还取决于企业和外部组织之间的社会、技术和商业关系的嵌入式网络。随着市场的日益分散，区域相互依存依赖依赖于不断更新的正式和非正式关系，以及对教育、研究和培训的公共资助。建立在区域网络基础上的地方工业体系往往比等级制的、独立的、以公司为基础的体系更灵活，技术上更有活力，在这种体系中，创新被孤立在公司的范围之内。（CJC）
Compares the organization of regional economies, focusing on Silicon Valley's thriving regional network-based system and Route 128's declining independent firm-based system. The history of California's Silicon Valley and Massachusetts' Route 128 as centers of innovation in the electronics indistry is traced since the 1970s to show how their network organization contributed to their ability to adapt to international competition. Both regions faced crises in the 1980s, when the minicomputers produced in Route 128 were replaced by personal computers, and Japanese competitors took over Silicon Valley's market for semiconductor memory. However, while corporations in the Route 128 region operated by internalization, using policies of secrecy and company loyalty to guard innovation, Silicon Valley fully utilized horizontal communication and open labor markets in addition to policies of fierce competition among firms. As a result, and despite mounting competition, Silicon Valley generated triple the number of new jobs between 1975 and 1990, and the market value of its firms increased $25 billion from 1986 to 1990 while Route 128 firms increased only $1 billion for the same time period. From analysis of these regions, it is clear that innovation should be a collective process, most successful when institutional and social boundaries dividing firms are broken down. A thriving regional economy depends not just on the initiative of individual entrepreneurs, but on an embedded network of social, technical, and commercial relationships between firms and external organizations. With increasingly fragmented markets, regional interdependencies rely on consistently renewed formal and informal relationships, as well as public funding for education, research, and training. Local industrial systems built on regional networks tend to be more flexible and technologically dynamic than do hierarchical, independent firm-based systems in which innovation is isolated within the boundaries of corporations. (CJC)