Can East Asia Compete?: Innovation for Global MarketsWorld Bank Publications, 2002 - 212 من الصفحات East Asian economies of the 1980s and much of the 1990s were among the most competitive exporters of manufactured products and were also able to sustain growth rates far higher than those of other countries, developing or industrial. However, the economic crisis of 1997-98 impacted the economies of these countries. Although recovery began fairly quickly in some countries, others have yet to regain their growth momentum. 'Can East Asia Compete?' looks at whether or not East Asia can restore its near magical performance, or is its competitive strength beginning to wane. This volume argues that East Asian countries have far from exhausted their growth potential. However, future competitiveness will depend on much greater innovative capability in manufacturing and services, innovativeness that is grounded in stronger institutions, improved macroeconomic policies, and closer regional coordination. 'Can East Asia Compete?' clearly summarizes the issues currently being debated and provides guidance to East Asian economies on how to deal with the policy concerns that lie ahead. |
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activities APEC areas ASEAN Asia’s backbone barriers bilateral billion business services chaebol chapter clusters commercial companies competition contribution corporate costs crisis customers decade demand domestic dynamic East Asian countries East Asian economies effects efficiency electronic environment example exports factors firms foreign funds global high-tech Hong Kong China important incentives increase increasingly Indonesia industrial infrastructure initiatives innovation institutions integration Internet access investment ISPs Japan knowledge Korea labor logistics Malaysia manufacturing ment mergers MNCs mobile nations nomic NPLs NTT DoCoMo OECD Oxford Analytica percent Philippines phones potential production networks recent reduce reform region regulation regulatory restructuring role Selected East Asian services sector share Silicon Valley Singapore skills Source spillovers suppliers supply chain supply chain management Taiwan China tariffs telecommunications Thailand tion trade transactions United United Kingdom Urata users venture capital wireless workers World Bank
مقاطع مشهورة
الصفحة 49 - All sorts of small enterprises boomed in the countryside, as if a strange army had appeared suddenly from nowhere.
الصفحة 70 - If we learn anything from the history of economic development, it is that culture makes all the difference.
الصفحة 190 - ... Bengtsson. K. Henriksson, & J. Sparks. 1998, The interorganizational learning dilemma: Collective knowledge development in strategic alliances, Organizaron Science. 9: 285-305. Ireland, Hitt. & Vaidyanath. Alliance management. Reuer, Zoilo, S Singh, Post-formation dynamics, 148. JH Dyer, P. Kale, & H. Singh, 2001, How to make strategic alliances work, MIT Sloan Management Review.
الصفحة 185 - Firm Level Evidence on Productivity Differentials, Turnover and Exports in Taiwanese Manufacturing.
الصفحة 187 - Are Financial Crises Becoming Increasingly More Contagious? What is the Historical Evidence on Contagion?', NBER Working Paper No.
الصفحة 154 - ... a big factor in driving the market for HDDs. Singapore was a recipient of FDI from the United States and even though its wages were higher than its neighbours, it was able to maintain market share by maintaining technological superiority. According to McKendrick, Doner, and Haggard (2000, p. 165): No other location possessed the depth of engineering resources to make them (HDD). Singapore also assumed a more explicit role in developing and managing the regional production network, functioning...
الصفحة 50 - Clusters encompass an array of linked industries and other entities important to competition. They include, for example, suppliers of specialized inputs such as components, machinery, and services, and providers of specialized infrastructure. Clusters also often extend downstream to channels and customers and laterally to manufacturers of complementary products and to companies in industries related by skills, technologies, or common inputs. Finally, many clusters include governmental and other institutions...
الصفحة 190 - Dumais, Guy, Glenn Ellison, and Edward L. Glaeser. 1997. "Geographic Concentration as a Dynamic Process.
الصفحة 50 - geographic concentrations of interconnected companies and institutions in a particular field.
الصفحة 192 - Corningand the Craft of Innovation. New York: Oxford University Press. Greenstein, Shane, and Pablo T. Spiller. 1996. "Estimating the Welfare Effects of Digital Infrastructure.