By T. Sonobe, K. Otsuka
This booklet examines how one can advertise commercial improvement in low-income international locations. It considers the position of investors within the evolution of a cluster, the position of managerial human capital, the impression of the 'China shock', and the position of commercial guidelines occupied with overseas wisdom move in assisting the upgrading of clusters.
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Additional resources for Cluster-Based Industrial Development: A Comparative Study of Asia and Africa
Because of its long tradition of handicrafts and commerce, Wenzhou was endowed with substantial human capital in the form of latent mercantile skills when the economic reform began. Zhang (2001) argues that the active out-migration of Wenzhou peddlers and artisans has contributed to the formation of Wenzhou markets in various large Chinese cities and commercial networks between Wenzhou and those cities. Thus, the Wenzhou model of development includes the network of Wenzhou traders across China as an important ingredient, and this model of development may not be replicable in countries or regions without such networks.
Introduction 13 measure. Instead, we propose to narrow down our search for such policy measures by using the conventional non-experimental analysis and use RCT, if feasible, to assess the impacts of speciﬁc programs, particularly Kaizen management programs. This is exactly the approach we are taking in this study. 9 Structure of the book This book consists of ten chapters. ” The central theme of the entire volume is to establish the proposition that the key to opening up a new avenue to enterprise growth as well as in industrial development lies in the enhancement of the managerial capacity of entrepreneurs, as it determines the success and failure of innovations.
Meanwhile, Japan became the largest producer of motorcycles in the world in the late 1950s, surpassing European countries. 3 Average quality of engines by surviving and exiting enterprises in the motorcycle industry in Japan Source: Sonobe and Otsuka (2006, p. 92). of producers decreased drastically and eventually, only the four giant enterprises—Honda, Yamaha, Suzuki, and Kawasaki—remained. Once the industry entered the quality-improvement phase, the average size of enterprises increased geometrically: it tripled from 1950 to 1956, and increased 15 times from 1956 to 1962.