‘Avoiding the Neighbours’: The National/Global Development Strategy of the Korean Automobile Industry

2004 ◽  
pp. 218-232
Author(s):  
Marc Lautier
Keyword(s):  
Development Strategy ◽  
Automobile Industry ◽  
Global Development

Research on Development Strategy for China’s Powerful Automobile Industry

2018 ◽  
Vol 20 (1) ◽  
pp. 37
Author(s):  
Yang Dong ◽  
Yanhua Xu ◽  
Tianshu Pang ◽  
Peng Zou
Keyword(s):  
Development Strategy ◽  
Automobile Industry

Outlook for global development finance: excess or shortage?

2017 ◽  
Author(s):  
Andrew Sheng
Keyword(s):  
Development Strategy ◽  
Emerging Market ◽  
Insurance Companies ◽  
Foreign Direct Investments ◽  
Global Development ◽  
Sovereign Wealth Funds ◽  
Strategic Objectives ◽  
Development Finance ◽  
Development Agenda ◽  
Impact Of Technology

This chapter presents an outlook for global development finance and asks whether we have an excess or shortage of available resources for the implementation of the Post-2015 Development Agenda. It begins with a discussion of current and future sources of development finance, with a focus on both products and institutions, including long-term institutions capable of funding development. Future sources include foreign capital in the form of foreign direct investments (FDI), foreign portfolio investments and foreign aid, as well as the domestic sector. The chapter then reflects on the future of development finance, emphasising three paths: deepening capital markets in emerging market economies (EMEs); meeting the strategic objectives of institutional investors such as pension funds, insurance companies, sovereign wealth funds and Islamic finance; and innovating the financing of investment. The G20 development strategy, the impact of technology on development finance, and implementation issues on financing of climate change are also analysed.

scholarly journals Universities of China: Current Status and Global Development Strategy Until 2035

2020 ◽  
pp. 185-197
Author(s):  
Tatiana Guruleva
Keyword(s):  
Higher Education ◽  
Development Strategy ◽  
The State ◽  
University Rankings ◽  
Global Development ◽  
Chinese Universities ◽  
Republic Of China ◽  
World University Rankings ◽  
Current State ◽  
New Strategy

Introduction. Now China is completing the “State program for medium and long-term reform and development of education for 2010–2020.” The results achieved during the implementation of this program and the new strategy for the development of China’s education, including in the field of higher education and higher education institutions, are becoming a new subject of research in domestic science and require careful study. The purpose of the study is to characterize the current state of Chinese universities and identify a strategy for their development until 2035. Methods and materials. As research methods, analysis of open data sources and comparative analysis were used. The source base includes regulatory documents of the People’s Republic of China in the field of education (laws, the state program and state projects), CPC documents related to the development of the education system (reports of the party congress and plenum), information resources of the Ministry of Education of the People’s Republic of China (National Statistical Reports on Education Development for 2016–2018), data from QS World University Rankings and Times Higher Education World University Rankings for the period 2016–2020. Analysis. As a result of the reform, the gross enrollment ratio of high school education (10–12 grades) increased from 79.2% (2009) to 88.8% (2018), and higher education from 24.2% (2009) to 48.1% (2018). The fulfillment of the tasks of reforming the higher education system, including the implementation of Projects 211 and 985, by the beginning of the 13th five-year plan (2016) has enabled 85 Chinese universities to enter the world ranking THE (2016–2017). In 2016, China switched to a new strategy for the global development of higher education, embarking on the implementation of the “Project of First-Class Universities and Scientific Disciplines”. At the 19th CPC Congress (2017), this strategy was supplemented by the task of intensive development of higher education. Currently, the global development strategy for higher education and universities in the country is continuing as part of the overall modernization of education, according to which China plans to strengthen the combined power and influence of country’s education in the international arena by 2020, and by 2035 to increase the competitiveness of higher education in the context of transforming the country into a global educational power. Results. The results of the study include the following: 1) the current state of Chinese universities significantly exceeds the state of 2009 in both quantitative and qualitative indicators; 2) the modern strategy for the development of higher education is the strategy of global development of Chinese universities, aimed at their achievement of leading and first positions in the world, as well as strengthening the competitiveness of China’s higher education, contributing to the transformation of China into a world educational power in 2035.

scholarly journals Rozwój przemysłu samochodowego w Brazylii w latach 1957–2005

2008 ◽  
Vol 10 ◽  
pp. 140-153
Author(s):  
Mirosław Wójtowicz
Keyword(s):  
Development Strategy ◽  
Automobile Industry ◽  
Financial Incentives ◽  
Economic Benefits ◽  
Motor Vehicles ◽  
Military Coup ◽  
Passenger Cars ◽  
Large Wave ◽  
Large Expansion ◽  
Economic Stabilization

The article examines development of the Brazilian automobile sector from the path-breaking program of installation an automotive industry in 1956 until the year 2005. The efforts of the Brazilian government to produce motor vehicles were part of a general import-substituting development strategy. The main aim of this plan was to restrict import of cars and completely or semi-knocked-down kits (CKDs or SKDs), which were assembled locally, and forced international automotive companies to choose between abandoning the Brazilian market and, with the help of financial incentives, producing cars with 90–95% Brazilian-made content within five years.The plan implemented by Brazil’s government was successful in accelerating the development of automobile sector. After the recession period in the early and mid-1960s, partially induced by the military coup d’état in 1964, at the end of the 1960s the automobile sector showed signs of having achieved maturity. During the 1970s production of this industry was growing very fast, exceeding the level of 1 million cars in the year 1980. The raise in the prices of petroleum at the end of the 1970s triggered off an economic crisis in Brazil, lasting until the beginning of the 1990.The process of economic stabilization undertaken since the implementation of the Fernando Cardoso’s “Plano Real” in 1994 led to relative economic stability, which, despite the period of economic crises in late 1998 and early 1999– lasted until the year 2005. Economic stabilization drove car manufacturers to the second large expansion at the Brazilian automobile sector. The combined value of investments in the years 1994–2001 exceeded 14.8 millions USD. It was connected with the second large wave of migration of international car manufactures to Brazil (Tab. 1).As a result of such large investments the car production exceeded the level of 2.5 millions vehicles, of which more than 2 millions constituted passenger cars. New FDI in this sector produced also a strong territorial competition among Brazilian states, which triggered short-term spells of economic growth in the place of new investment but was unlikely to lead to any long-term economic benefits (Rodriguez-Poze, Arbix 2001). One of clearly visible effects of new investments is geographical dispersion of automobile industry, and the end of domination in car manufacturing of the state of São Paulo (Fig. 4). The second great improvement took place in productivity of the Brazilian car factories. The productivity per worker increased, in the years 1990-2005, from 7.8 to 26.8 vehicles per employee per annum, which was connected with production modernization in existing plants, and implementation of new technology in “greenfield” plants, and resulted in employment reduction (Fig. 5).

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