Enhancing Europe’s global power: a scenario exercise with eight proposals

In the present context of intensifying competition between the major trading economies and potentially game-changing technological developments, the European Union is generally seen as the weaker party. Lacking the ‘hard power’ derived from military capabilities, it has laid claim to a ‘soft power’ of normative influence externally, yet even that is only partially utilised. Nor has Europe been able to exercise the power to coerce – ‘sharp power’ – commensurate with its economic weight as a trading bloc equivalent in size and reach to the US or China, its most prominent global competitors. How can Europe strengthen its position, and in what fields? Through a scenario exercise, we develop eight policy proposals aimed at countering Europe´s vulnerabilities and enabling it to assert its sharp and soft power more effectively. Specifically, we consider the feasibility, means and scope for their realisation. Together, they provide a transformative agenda for the EU’s position in the world

Upgrading Pathways of Intelligent Manufacturing in China: Transitioning across Technological Paradigms

Intelligent technologies are leading to the next wave of industrial revolution in manufacturing. In developed economies, firms are embracing these advanced technologies following a sequential upgrading strategy—from digital manufacturing to smart manufacturing (digital-networked), and then to new-generation intelligent manufacturing paradigms. However, Chinese firms face a different scenario. On the one hand, they have diverse technological bases that vary from low-end electrified machinery to leading-edge digital-network technologies; thus, they may not follow an identical upgrading pathway. On the other hand, Chinese firms aim to rapidly catch up and transition from technology followers to probable frontrunners; thus, the turbulences in the transitioning phase may trigger a precious opportunity for leapfrogging, if Chinese manufacturers can swiftly acquire domain expertise through the adoption of intelligent manufacturing technologies. This study addresses the following question by conducting multiple case studies: Can Chinese firms upgrade intelligent manufacturing through different pathways than the sequential one followed in developed economies? The data sources include semi-structured interviews and archival data. This study finds that Chinese manufacturing firms have a variety of pathways to transition across the three technological paradigms of intelligent manufacturing in non-consecutive ways. This finding implies that Chinese firms may strategize their own upgrading pathways toward intelligent manufacturing according to their capabilities and industrial specifics; furthermore, this finding can be extended to other catching-up economies. This paper provides a strategic roadmap as an explanatory guide to manufacturing firms, policymakers, and investors.This research is supported by the National Natural Science Foundation of China (91646102, L1824039, L1724034, L1624045, and L1524015), the project of China’s Ministry of Education “Humanities and Social Sciences (Engineering and Technology Talent Cultivation)” (16JDGC011), CAE Advisory Project “Research on the strategy of Manufacturing Power towards 2035” (2019-ZD-9), the National Science and Technology Major Project “High-end Numerical Control and Fundamental Manufacturing Equipment” (2016ZX04005002), Beijing Natural Science Foundation Project (9182013), the Chinese Academy of Engineering’s China Knowledge Center for Engineering Sciences an Technology Project (CKCEST-2019-2-13, CKCEST-2018-1-13, CKCEST-2017-1-10, and CKCEST-2015-4-2), the UK–China Industry Academia Partnership Programme (UK-CIAPP\260), as well as the Volvo-supported Green Economy and Sustainable Development Tsinghua University (20153000181) and Tsinghua Initiative Research Project (2016THZW)

The whole systems energy injustice of four European low-carbon transitions

The need for multi-scalar analysis of energy and low-carbon systems is becoming more apparent as a way to assess the holistic socioeconomic and environmental impacts of energy transitions across a variety of scales and lifecycle stages. This paper conducts a whole systems energy justice analysis of four European low-carbon transitions—nuclear power in France, smart meters in Great Britain, electric vehicles in Norway, and solar photovoltaic panels in Germany. It asks: in what ways may each of these transitions result in injustices that extend beyond communities and countries, i.e., across the whole system? It utilizes a mixed-methods research design based on 64 semi-structured research interviews with experts across all four transitions, five public focus groups, and the collection of 58 comments from twelve public internet forums to answer this question. Drawing inductively from these data, the paper identifies and analyzes 44 injustices spread across three spatial scales. Micro scale injustices concern immediate local impacts on family livelihood, community health and the environment. Meso scale injustices include national-scale issues such as rising prices for electricity and gas associated or unequal access to low-carbon technology. Macro scale injustices include global issues such as the extraction of minerals and metals and the circulation of waste flows. The paper then discusses these collective injustices in terms of their spatiality and temporality, before offering conclusions for energy and climate research and policy

Industrial demand flexibility: A German case study

Business opportunities for energy providers to utilize flexible industrial demand are platform-based, connecting small and medium-sized enterprises (SMEs) to a virtual power plant (VPP) in complex ecosystems. Unlike in other VPPs, the focus is on participation, data, and control sovereignty for the SMEs. An exemplary application for an existing cement mill demonstrates positive margins. Viable VPP business models for small and medium-sized utilities include the “orchestrator,” i.e., adding value by linking services of specialized providers, the “integrator,” i.e., incorporating internal and external processes and resources, as well as the “white label user,” i.e., using a turn-key VPP from an exclusive cooperation partner