Hong / Park Rising Asia and American Hegemony

Case of Competitive Firms from Japan, Korea, China and India
1. Auflage 2020
ISBN: 978-981-13-7635-1
Verlag: Springer Nature Singapore
Format: PDF
Kopierschutz: 1 - PDF Watermark

E-Book, Englisch, 256 Seiten

This book provides an overview of evolving patterns of trade partnership with historical perspective. It presents changing requirements of industry competitiveness and explains the vital relationships between trade partnerships and industry competitiveness. As well, it further examines the interactive relationships between trade partnerships and industry competitiveness. In recent years, with decreasing strategic alliances among nations and less visibility of international governance mechanisms (e.g., WTO) and counter to globalization, preferential trade agreements and free-trade agreements have proliferated among nations. At the same time, industrial competitiveness is becoming a serious strategic policy priority of nations-both advanced and emerging economies. Theoretical discussion focuses on the practices of global network capabilities for the top of the pyramid (ToP) and base of the pyramid (BoP). Special focus is on trade partnerships and industry competitiveness in the Asian economies (China, Japan, South Korea, India, Indonesia), three ASEAN nations (Vietnam, Thailand, and Malaysia), and Mexico. Extensive industry and firm-level case studies discuss ToP and BoP interface capabilities in the form of manufacturing and services life-cycle management, which extends value creation and delivery of manufacturing and services. This extension integrates the cloud ecosystem, such as timely data/information/knowledge flows via the virtual world; and ground value chains, such as the flow of complex real goods and services in the visible world.

Paul Hong, University of Toledo
Young Won Park, Saitama University

Autoren/Hrsg.

Hong, Paul

Park, Young Won

Inhaltsverzeichnis

1;Preface;5
2;Contents;9
3;About the Authors;14
4;Liberal International Order, Global Trade and Industry Competitiveness;16
5;1 Rising Asia and American Hegemony;18
5.1;1.1 Introduction;18
5.2;1.2 Historical Process of Establishing International Order;19
5.3;1.3 International Order and Destiny of Nations;21
5.4;1.4 Competing Visions of International Order;22
5.5;1.5 US-Led International Order;25
5.6;1.6 Nationalism and International Order;26
5.7;1.7 Cost of Power Transition;27
5.8;1.8 Power Shift to Asia;28
5.9;1.9 American Hegemony;29
5.10;1.10 Testing Grounds of Evolving International Order;31
5.11;References;31
6;2 Liberal International Order and Global Trade Growth;33
6.1;2.1 Introduction;33
6.2;2.2 Liberal International Order and Trade Sector;34
6.3;2.3 Liberal International Order and Flows of Capital and Innovative Technologies;36
6.4;2.4 Role of Trade Sector;38
6.5;2.5 Trade Sector and Economic Growth;38
6.6;2.6 International Institutions for Trade Sector Growth;44
6.7;2.7 Top Ten Nations with Trade Sector Performance;45
6.8;2.8 US Trade Deficits: Source of Tensions;47
6.9;2.9 Global Trade and Global Firms;50
6.10;References;50
7;3 Rising Asia: Case of Japan, South Korea, China and India;52
7.1;3.1 Introduction;52
7.2;3.2 An Overview of Four Countries;53
7.3;3.3 Impact of Demography on Growth Prospects;58
7.4;3.4 Asia’s Rise and International Order;59
7.5;3.5 Focus on the Rise of China;61
7.6;3.6 Dynamic Complexity of Rising Asia;64
7.7;References;69
8;4 Growing Rivalry: China’s Rise and American Hegemony;72
8.1;4.1 Introduction;72
8.2;4.2 Evolving Patterns of American Hegemony;74
8.3;4.3 Growing Rivalry Between the US and China;76
8.4;4.4 China’s Responses to Evolving Liberal International Order;79
8.5;4.5 China’s Progress Challenges;81
8.6;4.6 America’s Shifting Priorities Toward Asia;82
8.7;4.7 Design Efforts of China-Led International Order;83
8.8;4.8 Five Factors of Hegemony;85
8.9;4.9 Unpredictability of Trump Administration;90
8.10;References;94
9;ToP and BoP Interface Capabilities (TBIC): Cases for Competitiveness;97
10;5 Evolution of Business Models;99
10.1;5.1 Introduction;99
10.2;5.2 Productivity Era;101
10.3;5.3 Quality Era;102
10.4;5.4 Value Chain Era;104
10.5;5.5 Sustainability Era;106
10.6;5.6 TOP and BOP Interfaces;107
10.7;References;110
11;6 Network Capabilities: National Innovation Ecosystem;112
11.1;6.1 Network Capabilities;113
11.2;6.2 Global Fortune 500 Firms and Forbes 2000 Firms;114
11.3;6.3 National Innovation Ecosystem Output;116
11.4;6.4 Extension of Customer-Technology-Linkage Competence Model (CTL Competence Model);118
11.5;6.5 One World: Two Domain Dividing Firewalls;121
11.6;6.6 Implementing 5G Infrastructure for Innovations and Wealth Creation;122
11.7;6.7 Free Market Capitalism Versus Authoritarian Capitalism;122
11.8;References;123
12;7 Chinese Global Firms: Challenges and Opportunities;125
12.1;7.1 Strategic Process of Rapid Catch-up and Global Competitiveness;125
12.2;7.2 Rise of Chinese Global Firms;129
12.3;7.3 Rise of Huawei: Opportunities for Global Market Leadership;132
12.4;7.4 Challenges of Huawei;134
12.5;References;135
13;8 The Self-contained Localization Strategy: Case studies of Japanese firms;137
13.1;8.1 Introduction;137
13.2;8.2 Localization Strategy and Organizational Capability;139
13.3;8.3 Case Analyses;141
13.3.1;8.3.1 Case Firms and Scope of Interviews;141
13.3.2;8.3.2 Analysis Results;143
13.4;8.4 Emerging Market Strategy of Japanese Global Firms and their Prospects;144
13.5;References;145
14;9 Changing Industry Competitiveness: Case of Asian Automotive Firms;148
14.1;9.1 Introduction;148
14.2;9.2 Emerging Structure of Global Automotive Markets;149
14.2.1;9.2.1 Market Structure: Growing Middle Class;149
14.2.2;9.2.2 Urbanization and Transportation Structure: Infrastructure Development;151
14.3;9.3 Conduct of Global Automotive Firms;152
14.4;9.4 Global Market Positioning;153
14.5;9.5 Performance of Global Automotive Firms;153
14.6;9.6 Chinese Market Performance;156
14.7;9.7 Conclusion;158
14.8;References;158
15;10 The United States-Mexico-Canada Agreement (USMCA) and Japanese Firms;161
15.1;10.1 Nippon Motor Company After NAFTA’s Re-negotiation;161
15.2;10.2 The Impact of NAFTA’s New Agreement, the USMCA, on Automobile Companies;163
15.3;10.3 USMCA in Manufacturing;163
15.3.1;10.3.1 Rules of Origin and Origin Procedures;164
15.3.2;10.3.2 Goods Market Access;164
15.3.3;10.3.3 Textiles;165
15.3.4;10.3.4 The Impact of the USMCA on Companies with Manufacturing Plants in Mexico;165
15.4;10.4 Trends of Japanese Automobile Companies in Mexico;167
15.5;10.5 Nissan Cars in Mexico;168
15.6;10.6 Mexico Mazda;168
15.7;10.7 Mexico Honda;169
15.8;10.8 Conclusion;170
15.9;References;171
16;ToP and BoP Interface Capabilities (TBIC): Network Interactions;172
17;11 BREXIT: Case of Japanese Firms;174
17.1;11.1 Brexit: Causes and Development;174
17.2;11.2 Brexit’s Shock;175
17.3;11.3 Brexit Impact on Japanese Automobile Companies;176
17.3.1;11.3.1 The Impact of Brexit on Nissan and Honda Cars;177
17.3.2;11.3.2 Brexit and Japanese Companies’ Response Strategies;178
17.4;11.4 Influence of Brexit on Japanese Railway Companies;179
17.5;11.5 Prospect of Brexit;180
17.6;11.6 Conclusion;181
17.7;References;181
18;12 Free Trade Agreements (FTAs) and Korean Firms;183
18.1;12.1 Introduction;183
18.2;12.2 Previous Studies About Free Trade Agreement (FTA) Policy of South Korea;184
18.3;12.3 FTA Policy and Global Supply Chain Network;185
18.4;12.4 Research Model;186
18.5;12.5 South Korean FTA and GSC Management;187
18.5.1;12.5.1 The Trends of FTA;187
18.5.2;12.5.2 Trade Structure of South Korea;187
18.5.3;12.5.3 South Korean FTA Policy;190
18.6;12.6 GSC Management and Korean Firms;195
18.7;12.7 Conclusion;196
18.8;References;198
19;13 Competitiveness of Korean Small and Medium Enterprise (SMEs) in ASEAN Region;200
19.1;13.1 Introduction;200
19.2;13.2 Roles of SMEs in ASEAN Market;201
19.3;13.3 Southeast Asian Market Contexts;201
19.4;13.4 Research Model;203
19.5;13.5 Case of Korean SMEs: An Overview;206
19.5.1;13.5.1 Simone;209
19.5.2;13.5.2 EO Technics;210
19.6;13.6 Implications and Future Research Issues;212
19.7;References;213
20;14 Supply Chain Integration in China: Case Study;216
20.1;14.1 Introduction;216
20.2;14.2 Literature Review;218
20.3;14.3 Research Model;221
20.4;14.4 Case Study;224
20.5;14.5 Discussion and Conclusion;227
20.6;References;230
21;15 TBIC (ToP and BoP Interfaces Capabilities): Case for SMEs;232
21.1;15.1 Roles of Business for ToP and BoP Interfaces;232
21.2;15.2 Startup Background of Ace Technology: Technology Merchant Exploring the World;234
21.3;15.3 Growth and Success Factors;235
21.4;15.4 Source of Competitiveness and Core Competencies;236
21.5;15.5 Recent Strategic Task;240
21.6;15.6 Conclusion;243
21.7;References;243
22;16 Beyond Rising Asia and American Hegemony: Prospect;246
22.1;16.1 Beyond Rising Asia and American Hegemony: International Order Issues;247
22.1.1;16.1.1 Evolving International Order: Security, Rivalry and Hegemony;247
22.1.2;16.1.2 New Type of Capitalism: Autocratic Practices;248
22.1.3;16.1.3 Africa: New Value Frontiers;249
22.1.4;16.1.4 Interactions of the ToP and Bop Interface Capabilities (TBIC) in the Digital Age;249
22.2;16.2 Global Supply Chain and Business Model Issues;250
22.2.1;16.2.1 Changing Landscape of Global Firms;250
22.2.2;16.2.2 Disruptive Technologies and Changing Business Model;251
22.2.3;16.2.3 Restructuring Global Supply Chains;252
22.2.4;16.2.4 Challenges of ToP and Bop Interface Capabilities (TBIC);252
22.2.5;16.2.5 Measurement Issues of Global Supply Chain Interfaces;253
22.2.6;16.2.6 Challenges of Market Leadership of Firms in ToP and BoP;254
22.3;References;256