Format:
1 Online-Ressource (401 Seiten)
ISBN:
9781464816840
Note:
Description based on publisher supplied metadata and other sources
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Front Cover -- Contents -- Foreword -- Acknowledgments -- Abbreviations -- Overview -- Part I -- Chapter 1 Foreign Direct Investment and Global Value Chains -- Key findings -- Global value chains: Definition, measurement, and archetypes -- Foreign direct investment and global value chains are mutually reinforcing -- International production networks -- Hyperspecialization -- Leveraging foreign direct investment to upgrade into new global value chain archetypes -- Chapter 2 Multinational Corporations Shape Global Value Chain Development -- Key findings -- Multinational corporations are the drivers of global value chains -- The significant contributions of multinational corporations to global output and trade -- Positive correlation between the importance of multinational corporations and trade value across sectors and countries -- Multinational corporations' objectives and strategies in global value chains -- Bringing it together: Global value chain archetypes and multinational corporations' business strategies -- Superstar firms and the impacts on growth and distribution -- Chapter 3 The Internationalization of Domestic Firms -- Key findings -- Domestic firm participation in global value chains: Pathways -- Prerequisites to firm internationalization and global value chain participation -- Global value chain upgrading: A learning process to improve competitiveness -- Chapter 4 Using Investment Policies to Stimulate Global Value Chain Participation -- Key findings -- How investment policies can help global value chain participation -- Foreign direct investment policy and promotion -- Domestic firm internationalization policy -- Strategy and approaches for global value chain integration -- Chapter 5 Global Value Chains in the Time of COVID-19 (Coronavirus) -- Key findings
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Impact of COVID-19 (coronavirus) on foreign direct investment and global value chains -- Firms' responses to the disruption -- Implications for developing countries -- Part II -- Introduction -- Qualitative case studies: Examples of approaches to foreign direct investment-led global value chain participation -- Quantitative case study: A comparative analysis of firm dynamics in global value chains -- Chapter 6 Kenya-Supplying to multinationals exposed local firms to international horticulture markets -- Chapter 7 Honduras-Using maquilas and international agreements to boost the garment industry -- Chapter 8 Malaysia-Attracting superstar firms in the electrical and electronics industry through investment promotion -- Chapter 9 Mauritius-Partnering with foreign firms to upgrade the tourism industry -- Chapter 10 Korea, India, and China-Investing outward helped digital firms develop and complete globally -- Chapter 11 Rwanda and West Bengal, India-A comparative analysis of firm dynamics in global value chains -- Boxes -- Box O.1 Examples of approaches for leveraging foreign direct investment to integrate into global value chains by combining policy instruments -- Box 2.1 Motivations for and modes of foreign direct investment -- Box 2.2 Boeing: Aerospace giant hobbled by ill-planned outsourcing -- Box 2.3 Input specificity limits Apple's choice of suppliers for key components -- Box 2.4 Toyota's global supply chain management -- Box 2.5 Microsoft and Intel: How the Wintel standard ruled the personal computer industry -- Box 3.1 How the three L's (labeling, linking, and learning) helped Kenya's horticulture firms internationalize -- Box 3.2 Brand development helped domestic tourism firms in Mauritius reach new export markets -- Box 3.3 Republic of Korea: Internationalization through greenfield outward foreign direct investment
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Box 3.4 Lenovo: Internationalization through joint ventures and acquisition -- Box 3.5 Zhongxing Telecom Equipment's internationalization and upgrading journey -- Box 4.1 The role of international agreements in attracting foreign direct investment -- Box 4.2 Provisions of special economic zones and their effectiveness -- Box 4.3 Lessons learned from five supplier development programs -- Box 4.4 How an integrated, sector-based strategy helped transform Rwanda's coffee sector -- Box 4.5 The importance of global value chain segment mapping in shaping a sector-based strategy -- Box 4.6 Strategic approaches used to leverage foreign direct investment to integrate into global value chains -- Box 5.1 Global value chain disruptions: Lessons from the 2011 Japanese earthquake -- Box 6.1 The rise of supermarkets in Africa -- Box 6.2 The centrality of standards: Global versus local, public versus private, and mandatory versus voluntary -- Box 6.3 The role of the three L's-labeling, linking, and learning-in firm internationalization -- Box 6.4 Impact of COVID-19 (coronavirus) on Kenya's horticulture sector -- Box 7.1 The impact of COVID-19 (coronavirus) on Honduras's textile and apparel industry -- Box 8.1 Penang Skills Development Centre -- Box 8.2 Intel in Malaysia -- Box 8.3 Penang Automation Cluster -- Box 8.4 The COVID-19 (coronavirus) pandemic's impact on Malaysia's electrical and electronics exports -- Box 9.1 Key incentive programs for developing the accommodation sector -- Box 9.2 How foreign acquisitions help upgrade domestic firms -- Box 9.3 Strategic alignment with online booking: The role of brands -- Box 9.4 The impact of COVID-19 (coronavirus) on Mauritius's tourism exports -- Box 10.1 Chinese government support for outward foreign direct investment -- Box 11.1 The textiles, apparel, and leather value chain in Rwanda
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Box 11.2 The chemicals and pharmaceuticals value chain in West Bengal, India -- Figures -- Figure O.1 Hyperspecialization and firm-to-firm relationships increasingly define global value chains -- Figure O.2 Global value chain network and correlation with foreign direct investment network -- Figure O.3 A unifying framework for the three key players in global value chains: Multinational corporations, domestic firms, and policy makers -- Figure O.4 Multinational corporations' contributions to global exports rise with average product complexity -- Figure O.5 Multinational corporations balance three interconnected objectives in organizing their global production -- Figure O.6 Domestic firms can improve their competitiveness by participating in global value chains and interacting with multinational corporations -- Figure O.7 The more closely domestic firms interact with multinational corporations, the higher their probability of becoming direct exporters themselves -- Figure BO.1.1 Global value chain characteristics and capacity levels help identify suitable approach -- Figure O.8 COVID-19 (coronavirus) affects global value chains through a combination of supply, demand, and policy shocks -- Figure O.9 COVID-19 (coronavirus) has had adverse impacts on most multinational corporations since its outbreak, with some easing expected in the fourth quarter of 2020 -- Figure O.10 The pandemic reinforced economic nationalism and escalated policy uncertainty -- Figure O.11 Outward foreign direct investment flows and stock -- Figure 1.1 Global value chain participation network, 1990 and 2019 -- Figure 1.2 Global foreign direct investment stock network, 2017 -- Figure 1.3 High correlation between countries' foreign direct investment centrality and global value chain centrality, 2017
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Figure 1.4 Regional value chain and foreign direct investment networks in Europe and Central Asia -- Figure 1.5 Regional value chain and foreign direct investment networks in East Asia and Pacific -- Figure 1.6 Regional value chain and foreign direct investment networks in Latin America and the Caribbean -- Figure 1.7 Regional value chain and foreign direct investment networks in Sub-Saharan Africa -- Figure 1.8 Commodity trade network: Mineral fuels and oils, 2018 -- Figure 1.9 Labor-intensive services trade network: Transportation, hotels, tourism, and restaurants, 2015 -- Figure 1.10 Labor-intensive goods trade network: Textiles and clothing, 2019 -- Figure 1.11 Regional processing trade network: Food and beverage products, 2018 -- Figure 1.12 Knowledge-intensive services trade network: Professional services, computer and information technology services, and research and development, 2015 -- Figure 1.13 Knowledge-intensive goods trade network: Transportation equipment, 2019 -- Figure 1.14 Costa Rica's foreign direct investment inflows and export growth, 1994-2018 -- Figure 1.15 China's foreign direct investment inflows and export growth, 1982-2018 -- Figure 1.16 Ethiopia's foreign direct investment inflows and export growth, 2006-18 -- Figure 1.17 Vietnam's foreign direct investment inflows and export growth, 2000-18 -- Figure 2.1 Indicators of international production, by tangibility -- Figure 2.2 Multinational corporations' contribution to global exports, by sector -- Figure 2.3 Multinational corporations' share of exports -- Figure 2.4 Foreign firms' share of exports, by region, 2005 and 2016 -- Figure 2.5 Multinational corporations dominate highly tradable sectors -- Figure 2.6 Multinational corporations' three objectives in organizing their global production -- Figure 2.7 Smile curve of value-adding activities in global value chains
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Figure 2.8 Advantages and disadvantages of outsourcing and offshoring
Additional Edition:
Erscheint auch als Druck-Ausgabe Qiang, Christine Zhenwei An Investment Perspective on Global Value Chains Washington, D. C. : World Bank Publications,c2021 ISBN 978-1-4648-1683-3
Language:
English
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