The Rover Task Force: A case study in proactive and reactive policy intervention?
The Rover Task Force: A case study in proactive and reactive policy intervention?
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漫游者工作组：主动和被动政策干预的案例研究？
DOI：
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发表时间：
2008
期刊：
影响因子：
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通讯作者：
S. Macneill
中科院分区：
文献类型：
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作者：
David Bailey;S. Macneill
本文研究了英国西米德兰兹郡对汽车制造商MG罗孚连续危机的政策反应。虽然该公司在2005年的最终倒闭对西米德兰兹郡的经济造成了巨大的冲击，但其影响远远小于2000年德国汽车公司宝马（BMW）分拆和销售时该公司首次面临关闭威胁时的预期。虽然该公司作为一个独立的生产商挣扎，五年的持续生产，直到2005年的工作，最初的罗孚特别工作组（RTF 1），使许多供应商调整和多样化，从他们迄今为止的依赖MG罗孚导致多达10，000 - 12，000个工作岗位被“保存”。在第一次干预之后，随后又实施了一项方案，帮助前工人找到新的工作或重新培训，并协助供应公司在短期内继续贸易。对这些紧急举措的有效性进行审查，有助于更广泛地讨论该区域工业政策的性质以及当地区域发展机构对经济发展和商业支助采取的集群办法的工作。虽然所采取的行动在一些方面取得了成功，但在国家和地方一级也有一些重大的“失败”。MG-Rover案例还说明了与区域集群政策和集群管理小组的组织有关的一些关键问题，其中所涉“集群”不仅跨越行政和“部门”界限，而且还受制于全球市场汽车市场的需要。
The paper examines the policy responses in the UK West Midlands to the successive crises at the car maker MG-Rover. Whilst the firm’s eventual collapse in 2005 was a substantial shock to the West Midlands economy, the impact was much less than was anticipated when the firm was first threatened with closure in 2000 at the time of its break-up and sale by the German car firm BMW. Although the firm struggled as an independent producer, the five years of continued production until 2005 and the work of the initial Rover Task Force (RTF1), enabled many suppliers to adjust and diversify away from their hitherto dependence on MG-Rover resulting in as many as 10,000–12,000 jobs being ‘saved’. This first intervention was later followed by a programme to help ex-workers to find new jobs or re-train and assist supply firms to continue trading in the short term. Examination of the effectiveness of these emergency initiatives enables a wider discussion about the nature of industrial policy in the region and the work of the local regional development agency’s cluster-based approach to economic development and business support. Whilst the actions taken were successful in a number of aspects, there were a number of significant ‘failures’ at both national and local level. The MG-Rover case also illustrates a number of critical issues pertaining to regionally based cluster policies and the organization of cluster management groups where the ‘cluster’ in question not only crosses both administrative and ‘sector’ boundaries but is also subject to the imperatives of the global market car market.