外文翻譯--全球價(jià)值鏈下的本地升級(jí)近期的研究成果（英文）

1、 1Paper to be presented at the DRUID Summer Conference 2004 on INDUSTRIAL DYNAMICS, INNOVATION AND DEVELOPMENT Elsinore, Denmark, June 14-16, 2004 Theme F LOCAL UPGRADING IN GLOBAL CHAINS: RECENT FINDINGS Hubert Schmi

2、tz Institute of Development Studies University of Sussex Brighton BN1 9RE England Phone 0044-1273-678732 Fax 0044-1273-621202 H.Schmitz@ids.ac.uk Abstract: The upgrading prospects of local enterprises differ accord

3、ing to the type of global value chain they feed into. This is the main theme of the paper. It pulls together recent evidence and draw out the strengths and limitations of the global value chain approach to upgrading.

4、The focus on chain governance does not imply that other factors are not important. The proposition is that the upgrading opportunities of local enterprises are often structured by the relationships in global value cha

5、ins. In other words, the chain approach has a profound effect on the order of questions asked in the debate on upgrading and it provides an analytical grip on the local-global interface. Key words: Upgrading,

6、development, trade, global value chains, inter-firm organisation, production capabilities, innovation capabilities 3These conclusions were informed by his research on the garment chains connecting US buyers with their

7、East Asian suppliers. Our own subsequent research provided some support for these propositions but also showed important differences (Schmitz and Knorringa 2000). It questioned in particular the ‘a(chǎn)utomatic conveyor’ i

8、mplied in the above position. A more differentiated view seemed necessary. 3. Typologies of chain governance and upgrading In order to unpackage the connection between chain governance and upgrading we distinguish betw

9、een four types of relationships in global value chains: - Market based: enterprises deal with each other in arms length transactions. - Balanced network: enterprises co-operate and have complementary competences b

10、ut no control over each other. - Captive network: the lead firm sets the parameters under which others in the chain operate; the relationship is quasi-hierarchical. - Hierachy: enterprises are vertically integrated;

11、 the parent company controls its subsidiaries. The above distinctions help us to ask whether some types of chains offer local producers better upgrading prospects than others. However, in order to address this questi

12、on it is necessary to distinguish also between different types of upgrading. Our categories are: - Process upgrading: transforming inputs into outputs more efficiently by re- organising the production system or introd

13、ucing superior technology. - Product upgrading: moving into more sophisticated product lines (which can be defined in terms of increased unit values). - Functional upgrading: acquiring new functions in the chain (

14、or abandoning existing functions) to increase the overall skill content of activities. - Inter-sectoral upgrading: using the knowledge acquired in particular chain functions to move into different sectors. This pape

15、r concentrates on the upgrading experiences in chains which are neither market-based nor hierarchical. In other words, it concentrates on the intermediate types, which constitute a relative novelty in the global econo

16、my and have grown rapidly in importance. What follows is a selection of some of the main findings. 4. Fast process and product upgrading in captive relationships One of the clearest findings from recent studies is that