Value and governance of high-speed railway

Abstract

This paper considers multiple perspectives to explore the concept of high-speed railway (HSR), rationally abstract its value formation mechanism, and quantitatively measure its actual performance. This paper analyzes the governance potential of major countries in the high-speed railway value chain and studies the feasible ways and development strategies to enhance the highspeed railway governance in China. Findings of this paper are as follows. First, the government, as the early manager of high-speed railway governance, has given way to Siemens and other integrated enterprises. Second, the highspeed railway standard output has become the core competitiveness that embodies high-speed railway. Third, the global high-speed railway market presents a hierarchical high-speed railway governance model and changes to a modular approach to governance.

Analysis of the impact of high-speed rail on the spatio-temporal distribution of residential population and industrial structure

“…In the eastern, central, and western zones, there is a significant discrepancy in the aggregation of high and low values. This suggests that economic balance between regions requires improved construction of transportation infrastructure such as high-speed rail, as well as policy guidance and value chain governance [ 53 ]. Firstly, before 2010, the IS of central and eastern, and northeast China shows a phenomenon of low-value aggregation and dispersion.…”