지식과 지구 생산 네트워크 _동아시아의 사례를 중심으로

초록

Global changes such as intensifying competition, trade liberalization, and the convergence of regulatory policies have spurred the proliferation of global production networks in the 1990s. In order to better understand the nature of global production networks, it is necessary not just to identify individual players participating in global production networks such as multinational corporations, home and host countries, and local firms, but explore the way in which individual players with diverse interests are linked in a multi-dimensional way. Global production networks also serve as a crucial means of knowledge diffusion. The competitiveness of a global production network largely rest upon whether knowledges are effectively diffused and shared among the participants. It is against the backdrop that the flagship company should be properly embedded in the institutional environments of local companies. However, It is noteworthy that knowledge diffusion within global production networks combine with political and economic features of the home country as well as sectoral characteristics in various ways. For example, in the Japan-led global production networks, Japanese flagship companies tend to dominate the entire production process from basic and applied research to sales, utilizing local companies in Southeast Asia and China in a very limited way. By contrast, US-led global production networks have more open structures as US flagship companies tend to forge cooperative relationships with local companies, That is, US flagship companies specialize in product definition, design, R&D, and marketing, while local companies specialize in the product process. One can also find sectoral differences in global production networks. While vertical and exclusive global production networks are prevalent in auto industry, horizontal and open global production networks tend to be established in electronics industry. However, since the 1990s, these national and sectoral differences have gradually waned as flagship companies faced more intense competition.

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