The Economics of Outsourcing in a De-integrating Industry

Many large firms in low scale economy industries are actively considering outsourcing options, in the face of competition from smaller more efficient players. Based on a review of the theoretical literature and a case-study of outsourcing decisions at two large vertically integrated footwear manufacturers in Pakistan, a framework is developed for determining which set of products and activities to outsource and which to keep in-house. The framework suggests activities being considered for outsourcing be evaluated in terms of level of proprietary knowledge, economies of scale, inefficiencies of vertical integration, transactional costs, and the existence of reliable vendors. It is suggested that activities with low levels of proprietary knowledge and activities where cost savings due to outsourcing justify the increased transaction costs, should be outsourced.footwear, Outsourcing, Pakistan, case-study

Networks in Berlin’s Music Industry – A Spatial Analysis

In addition to a distinct regional concentration of the branch in a few, large metropolitan areas in Germany, Berlin shows inner-city (inner-regional) concentrations of the music industry and its players linked with the value chain as well as branch-relevant institutions. By means of a written survey of companies in the media and IT industries in Berlin and Brandenburg plus expert interviews, an analysis of the Berlin music branch, regarding its spatial as well as organizational concentration and how this concentration is perceived by companies, has been carried out. A comparison of the results within the branch and with the Brandenburg region can be made on the basis of a differentiation of the media branch in the analysis. This analysis found that creative milieus are of particular importance as they perform the role of being the driving force in developing the field of music. Therefore this paper examines spillovers into this industry, as a first step of spatial concentration in terms of networks of music companies, institutions, and the specific and innovative milieu and the geographical dimension of knowledge. Furthermore, evidence has been found through the use of economic and socio-cultural indicators. Urbanization economies become especially clear (apparent) for the region in the examination of Berlin’s music industry with their intersectoral integration and cross-sectoral stimilus to settlement and formation of companies.

Placing the Networks on the Web: Challenges and Opportunities for Managing in Developing Asia

Placing the networks on the Web poses a fundamental challenge, but also provides new opportunities for managing in Developing Asia. There is a huge efficiency gap between the region's manufacturing systems and the management of complementary, knowledge-intensive support services. The challenge is to reduce this gap as quickly as possible by embracing the Internet as a core business function, despite a weak base of accumulated knowledge of how to manage IT-based information systems. Asian companies, even the best, lag substantially behind their American and European counterparts. There is a potential vicious circle that needs to be broken: a belated transition to IT-based information systems has prevented the accumulation of knowledge, through trial-and-error, of how to design and implement an appropriate IT organization that reflects the peculiar strengths and weaknesses of diverse Asian management systems. Limited resources prevent any attempt to address these problems in a big leap forward. This implies that in-house efforts need to be supplemented with outsourcing of IT services. There is also a need for strategic partnering with major suppliers of Internet software and networking equipment. The opportunity is that the Internet provides almost unlimited opportunities for the outsourcing of mission-critical support services, such as ERP (enterprise resource planning), HRM (human resource management). Furthermore, fierce competition among major producers of Internet software and networking equipment has created a buyers' market - placing Asian firms in a reasonably strong bargaining position. These developments are generally not well covered by existing studies, which are primarily focused on developments in the U.S. and Europe. The paper tries to fill this gap, and explores how placing global production networks on the Web affects managing in Developing Asia. A conceptual framework is introduced in parts 1 to 3. That framework is then applied to one of the role models of managing in Asia, Taiwan's Acer Group. Part 1 introduces a taxonomy of expected benefits from Internet-enabled transformations of business organization. In part 2, we argue that the real issue is to analyze how the Internet reshapes the organization of global production networks. In part3, we access conflicting claims on how an increased use of the Internet to manage global production networks affects international knowledge diffusion. In part 4, the example of Taiwan's Acer Group is used to describe the challenge for Asian firms to embrace the Internet as a key management function. And in part 5, we ask what Acer's experience tells us about Developing Asia's opportunities.

Organization and structure of the chain in the Integrated Projects of Food Chain in Basilicata region: the effects on the new rural dynamics

The introduction of the Integrated Projects of Food Chain requires the development of models capable of interpreting the dynamics of vertical and horizontal coordination between agents and the definition of the issues that most affect the ability of professionals to provide value added to goods and products to acquire in exchange a competitive advantage. With reference to the Basilicata region, the production structure of the region and the recent development of the Integrated Projects of Food Chain, this research has developed a new model of territorial organization of rural development. Now connect a new food chain model that combines theories of productivity, typical of contract economic, with those of social welfare and environmental economics: multifunctionality and biodiversity related to the needs of income and efficiency of companies in various stages of the food chain classic, in a context in which planning consultation is major determinant of local and regional development.Food Chain, Rural Development, Integrated Project of Food Chain., Agribusiness, Agricultural and Food Policy, Community/Rural/Urban Development, Food Consumption/Nutrition/Food Safety, Labor and Human Capital,

Geographical co-location, social networks and inter-firm marketing co-operation : the case of the salmon industry

This study looks at the factors that influence the development of marketing co-operation among cluster-based firms. It examines data from SMEs operating within the salmon farming industry in two different regions: Scotland and Chile. Analyses indicate that informal social networks help explain the observed relationship between geographical proximity and inter-firm marketing co-operation, especially for firms located in peripheral rural communities. A theoretical model is proposed for further research in the field that, until recently, has been traditionally analysed only by economists. Practical implications are suggested for practitioners and policymaker

Agglomerative Magnets and Informal Regulatory Networks: Electricity Market Design Convergence in the USA and Continental Europe

The absence of one broadly accepted design template for liberalised electricity markets induces regulatory competition and institutional diversity. Focussing on continental Europe and the USA, this analysis explores how agents and structures accelerate or impede the move to one standard market design in the electricity sector. It reveals that market design convergence in Europe is driven by the 'Florence Consensus,' a tripartite coalition between the European Commission fostering European integration and the internal market, informal regulatory networks between grid operators, standardisation authorities and regulators, who have been coordinating their actions in the 'Florence Forum,' and epistemic communities exemplified in the Florence School of Regulation. In contrast, the United States' Federal Energy Regulatory Commission lacks support among politicians, many states' public utility commissions, the neo-liberal intelligentsia and even industrial lobbying groups to effectively push for a standardised market design. However, design convergence in the USA may be induced by the gradual expansion of multi-state markets operated by regional transmission organisations.Electricity, Deregulation, Regulatory Competition, Policy Diffusion

Do not forget the strategic architecture of your manufacturing network while offshoring

Offshoring manufacturing to low labor cost countries has become trendy. Nearly everyday one sees an announcement in the business press of companies moving to China or India. Whilst production cost is an important consideration in choosing a location for the factory, we argue that one should not become victim of a herd effect and that other parameters e.g. quality, flexibility, transportation and energy costs, etc. need to be taken into consideration in the determination of the optimal manufacturing network. Relocating a factory is changing the strategic architecture of the company's manufacturing network and requires a long term view and a good model to design the architecture of the manufacturing network. Based on empirical survey research and a set of case studies we provide such a model to think about the roles of factories in the strategic manufacturing network of the firm. But we go beyond a classification and a descriptive model and we provide a set of six managerial issues that require senior management's attention in determining the optimal manufacturing network and its dynamic evolution. We argue for example that senior management needs to build a balanced portfolio of different types of factories, has to have a performance measurement system adapted to the type of factory, as well as the appropriate leadership for each of the different types of factories and needs to actively manage the dynamics and the flows of innovation in the factory network. Key words: international manufacturing, network management, outsourcin