Turbulent environments, corporate strategies and local employment perspectives

Krumme, Günter

doi:10.1007/bf00174488

Cited by 5 publications

(2 citation statements)

References 25 publications

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“…This question of the role of intermediate organizations emerges within a context in which firms are increasingly recognizing that strong links to local actors (knowledge and educational organizations, government institutions, etc.) can enhance their international competitiveness (Krumme 1984; Demers and Hafsi 1993). Such interrelations are facilitated by proximity and by face‐to‐face contact that is necessary for collective learning and innovation in an increasingly competitive industry (Storper and Venables 2004).…”

Section: Introduction: Territory As a System Of Actorsmentioning

confidence: 99%

Building local nodes in a global sector: Clustering within the aeronautics industry in Montreal

Hassen

Klein

Tremblay

2011

Canadian Geographies / Géographies canadiennes

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This article analyzes the mechanisms through which metropolitan governance is established in Montreal's aeronautics sector, one of the most important and innovative industries in the region. The article also examines the role of lead firms, socio‐economic actors, and public agencies from a territorial point of view. It is established that on the one hand the existence of a small number of prime producers at the local level facilitates productive linkages among businesses through subcontracting, and on the other hand, the intensive participation of intermediate socio‐economic agencies and organizations ensures a metropolitan anchoring of the sector and creates a strong territorial identity among the players.

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Section: Introduction: Territory As a System Of Actorsmentioning

confidence: 99%

Building local nodes in a global sector: Clustering within the aeronautics industry in Montreal

Hassen

Klein

Tremblay

2011

Canadian Geographies / Géographies canadiennes

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“…See alsoKrumme, G. & Hayter, R. (1975) Implications of corporate strategies and product cycle adjustments for regional employment change. In L. Collins & D.F.…”

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confidence: 99%

The Effects of External Ownership. A Study of Linkages and Branch Plant Location

Olander¹,

Malmberg²

1992

Geografiska Annaler. Series B, Human Geography

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In this study a theoretical approach to the analysis of branch plant location is developed and evaluated against data on Swedish multiplant firms and empirical evidence in the external control literature.The basic tenet of the analysis is that a spatial separation of ftrm activities implies an increase in the time-costs of coordination and control. The existence of these decentralization costs will, to a large extent, determine the location of activities in multi plant firms. Firstly, the establishment and survival of a branch plant will depend on the existence of a locational advantage vis-a-vis the headquarters. Secondly, there will be a differentiation between headquarter plants, characterized by activities with high decentralization costs, and branch plants, characterized by activities with low decentralization costs.The first proposition is supported by the distance-decay pattern found in branch plant location, the greater sensitivity of branch plants to place-bound location factors, the fmding that closure rates are higher for branch plants and by the positive effect of locational advantages on branch plant survival. Furthermore, the concentration of salaried employees and R&D functions in headquarter plants, the homogenization of branch plant activities and the high incidence of small branch plants located close to the headquarters may be interpreted as an adaptation to differences in decentralization costs.Finally, a theoretical model for the spatial distribution of industrial linkages is developed, and it is shown that branch plants, as parts of larger firms, may be expected to have less local linkages. This tendency is, however, difficult to demonstrate empirically because some branch plants are established to take advantage of local markets or input supplies.

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Unshackling Corporate Geography

Hagström¹

1990

Geografiska Annaler: Series B, Human Geography

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Turbulent environments, corporate strategies and local employment perspectives

Cited by 5 publications

References 25 publications

Building local nodes in a global sector: Clustering within the aeronautics industry in Montreal

Building local nodes in a global sector: Clustering within the aeronautics industry in Montreal

The Effects of External Ownership. A Study of Linkages and Branch Plant Location

Unshackling Corporate Geography

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