How export and import platforms drive industry upgrading: five facts about emerging multinationals from southeast Asia
How export and import platforms drive industry upgrading: five facts about emerging multinationals from southeast Asia
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DOI：
10.1080/19761597.2013.819231
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发表时间：
2013-10
影响因子：
2.5
通讯作者：
Masami Ishida;T. Machikita;Y. Ueki
中科院分区：
文献类型：
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作者：
Masami Ishida;T. Machikita;Y. Ueki
本文提出了新兴跨国公司产业升级的五个事实。本文研究了作为产业升级的产品和工艺创新、技术投资和管理实践。来自印度尼西亚、泰国、菲律宾和越南的公司层面的证据表明，在有外国子公司的公司和没有外国子公司的公司之间，创新和投资没有显著差异，但在外国子公司所在地的组织变化方面存在相当大的差异。企业自我报告的买方和供应商数据也表明，在单个全球或本地生产链中，下游和上游企业之间存在溢出效应。我们建立了关于东南亚生产网络中企业内部管理实践和企业间关系的五个事实：(1)如果企业同时经营出口和进口，则更有可能扩大其国外平台的地理范围；(2)企业规模和研发销售比例对东盟、欧洲和美国的外资平台有影响，但对东亚的外资平台没有影响；(3)新兴跨国公司在东亚拥有国外平台无法实现产品开发，而在欧洲和美国建立国外平台则可以实现产品开发；(4)组织流程改进的类型因国外平台的位置而异，即欧洲和美国的国外平台可以提供有关更高质量产品的知识，而不是禁止新的中间投入；(5)如果新兴跨国公司在日本有外国子公司，它们更有可能在生产链内与供应商共享信息以进行质量控制。这些事实首先作为新兴市场全球生产链的企业内部和企业间管理实践的基础。
This paper presents five facts of industry upgrading of emerging multinationals with and without foreign affiliates. This paper studies product and process innovation and investment in technologies and management practices as industry upgrading. Firm-level evidence from Indonesia, Thailand, the Philippines, and Vietnam suggests that there are not significant differences in innovation and investment between firms with foreign affiliates and firms without foreign affiliates, but there are sizable differences in organizational changes across locations of foreign affiliates. Firms’ self-reported buyer and supplier data also suggest spillover effects between downstream and upstream firms within a single global or local production chain. We establish five facts about intra-firm management practices and inter-firm relationships in production networks within southeast Asia as follows: (1) Firms are more likely to extend the geographic scope of their foreign platforms if they run both exporting and importing; (2) firm size and R&D sales ration play a role of foreign platforms in ASEAN, Europe, and the USA, but these have no effects on foreign platforms in east Asia; (3) emerging multinationals do not achieve product development if they have foreign platforms in east Asia while they achieve product development if they establish foreign platforms in Europe and the USA and (4) the type of organizational process improvements vary with locations of foreign platforms, i.e. foreign platforms in Europe and the USA can deliver knowledge about higher quality products instead of prohibiting new intermediate inputs; (5) emerging multinationals are more likely to share information with supplier for quality control within a production chain if they have foreign affiliates in Japan. These facts first serve as a basis of the intra- and inter-firm managerial practices of a global production chain in emerging markets.