1. VL Winder Networkung PDF

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Anthropo GOP...

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1. Vl: Anthropogeographie: (Gordon Winder) Industrie Geographie

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Solution:

1. Calssical Industiral Location Theory:    

(Question to dicede, wehre the factory will be located  3 important facts that inluence the choice) 3 kinds of costs: Production Costs: caused by the production in the factory Distribution Costs: caused by transfreing/dilivering the finised goods to marktes  Sale force Assembly Costs: buying und transporting matrielas that are needed for prodction tot he factory  primary concern oft he classical location theorie

 2 .Behavioural Approach: 

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2.1 Decision makers: Homo Economicus – Economic man: o Optimisers: Enterpreneurs and managers are rational  knowledge of costs, caracteristics of all locations  aim: maximise the profit o Straisficers: no perfect knowege  Preception of risks and opportunitys  varity of goals  don’t want to maximise profit  irrational (take the location they prefere: waht maters for them personally) Critique of bahavioral Geographers: o Theoerys are based on abstarct platterns not how it is in reality o Economic man is unrealistic  activities are the resut of choices, calculations…

2.2 Hard and Soft Factors: Hard: quatitativ  effects on the costs  Effect on revenuses (erlöse)  Efects on pfrofits of enterprise (unternehmen) Soft: qualitativ  Indirect effects on buisness  Soft buisness factos (Economice climate ,Location immage

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Personal: culture, life indicators

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Subassembly suppliers 40 day prdocudtion scheduels Industrial District

3.2 Ann Markusens Typology: Wanrs so systematize thinking about industrial agglomeratiosn  develop technology based on review of research

3.Network approaches: 3.1 Indsustrial Disrtict: 

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Def nach Alfred Marshall: Many famous/big companys compromise small firms each specialised on a particular production activity  cluster together to reduce transaction costs  achive high degree of vertikale and horizontal integration. Integration is done between smal firms  requires small scale or batch production Exp: Gun manifacture in 19th century (wenn einer ein Gewehr haben will Bestellt er es bei einer großen Firma  aus lauter leinen anderen Firma  jede auf einen arbeitschritt/einen Teilberiech spezialisiert  Gewehr wird „weitergegeben“  Spezial Anfertigungen möglich  wie ein Puzzle) Baldwin locomotive Works: Local subcontracting

3.3. Urbanisation Economies:

Urbanaisation econimies:  Large citys offers advanteges for firms  Including (uban labour, market, Specilaised suppliers of goods and services)  An lagre local market  Transport and other infrastructures to access a wilde market area beyond the city and distandt suppliers Agglomeration Economies:  Advanteges of co-location firms all in the same industry (specilaised suppliers, co-operation)

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3.8. Clusters: Michael Porter as well as other economists and economic geographers work to identify local clusters of related economic activity to analyse thier strenghts and weaknesses and to aid planing for regional dvelpoment

3.4. Melieu efffects and Embeddedness:    

Attention to untraded interdependencies between firmst hat make industria district work May develop as a n innvative Milieu (castells) Firms are embedded in local institutions (Granovetter) Enterpreneurs are embedded in loca social parctices and institutions (god clubs, Church metings)

3.5 Innnovative Milieu:  Maunel Castells (1990) envisioned hot spots of innovation arising in industrial districts associated with converging technologies at the start of an industry life cycle  Institultion for Innovation (MIT) 3.6 Spin off Firms:  Bell Labs  In the area of wars  dozent electronic firms were spun off from the Bell Labs  Government contracts and funding stimulated innovation

Model for innovative sucess  govermnents planned to emulate this plattern by investing in R & D and since parks 3.7 Sience parks: To facilitate university corporarte research collaborations and spin off firm development Incubator facilities for start up firms

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3.9. Fonterra: (trade flows) New Zealand dairy cooperative Golbalised the operations of it’s predecessor( NZ dairy Board9 2006 it was mobalsising shippig milk powder and other dairy products at global scale For beeing able to do it it o has invested in forgein dairy comanies o built processing and handling facilities overseas o created a global milk powder commodity market o arranged strategic alliances with other dairy products companlys like netstlé

4.Business organisation: 4.1 The lagre industrial enterprises  dominate production and the world trade  Their competitive advanteges devrives from their o Organisation and management o Economies of scale

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o Transnational scope They have effects on other businesses:c Imposing barriers to entry for newcomers

4.2 Geographic outcomes: Localiztaion Of the enlagred head office functions in large office complexes often in major metropolitaincenters, but Dispersal of production units which, nontheless are co-odrinated. Specialisation of production within the corporation Cooperate governance structures: the ‚vivible hand‘ of cooperate planners. Economies of scale and scope Internationalisation of competition: branch plant economies, dependence, rationalisation, restructurring Scale and organistaion: o Alfred Chanlder jr. o The visible hand (1997) o Salce and Scope (1990) o o o

Scale economies Management Coroperation (capital,sherholders, succession planing)

Caracteristics:  Integrated networs that allow for organisational economies, and require cooprate managerialism.  The best advabtgege derive from vertical intrgeation /horzontal integration.

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The new corporations take advantage of economies of scale and produce for national markets. They then take thier advantages abroad as TNCs Historical cases  IBM  Standaard Oi 

Licensing

Desintigrated networks:  The new Internatiobal Divison of Labour: deindustrialisation with TNCs investing in new manufacturing countries  The second Industrial dirve: new indurstal districts (the third italy)  Webs of enterprise: conrol withput ownership Examples:  Industiraal districts  Felxible manufacturing  Just-in-time inventory systems  Subcontracting  Hollow Corporations (Nike)  Franchising

Production networks:

Global Production networks:  Use of GPN an inclusive framework for studies of inter-firm, intrafirm, firmplace and olace-place realtionships.  Lagre TNCs are important in a successfull industrial cluster  Act as Lead enterprises in innovation, makret development, and supply arrangements  Networks as a relational framework: caracter of inter-firm realations in differnet territorial and organizational contexts forces network development, and results in lerarning  Network ethics: allowing costuers and producers to dialoge over partices in other parts oft he network  Dialectrical realtionships between firms and places: places produce firms while firms roduce places

5. Value Chain: Michael Porter  Competitive advantege for firms im managing their linkages with pther firms  Labpur costs and flexibility as a reuslt of properietary technology, product differentialation, brand reputation, costomer relationships and industrial upgrading as the most important spucre of copetitive advantage

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Value: Firms derive benefits by looking for organizational or managerila partices to improve their productivity or profit Idustry: Porter focused on competivtes susecc in a global industry, and so on competitive advantage Apporach of a Value Chain is colsely related to input-Output analysis (makret exchange among firms)Supply Chain analysis (how to better mange ralationships with suppliers) and logistsics (how better manage transport, wearhousing, inventory and distribution) Porters envisages firms conduucting golabl searches for competitve advantege, either by speeking suppliers in reginons with lower wages or in regions with advantages for their clustering industial activities...