Download Industrial Dynamics in China and India: Firms, Clusters, and by Moriki Ohara, Manimegalai Vijayabaskar, Hong Lin PDF

By Moriki Ohara, Manimegalai Vijayabaskar, Hong Lin

This booklet is likely one of the first fully-fledged reports to envision the subsequent world-class business leaders rising from China and India; exploring the family and overseas components that experience ended in their upward thrust, and evaluating their reviews with different East Asian late-comers corresponding to Japan.

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Extra info for Industrial Dynamics in China and India: Firms, Clusters, and Different Growth Paths (Ide-Jetro Series)

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1621–1634. , 2005, “Industrial Growth in China and India: A Preliminary Comparison”, Economic and Political Weekly, May 21, pp. 2163–2171. Naughton, Barry, 2007, The Chinese Economy: Transition and Growth, Cambridge, MA: MIT Press. , 1990, Institutions, Institutional Change and Economic Performance, Cambridge and New York: Cambridge University Press. Parthasarathy, Balaji, 2004, “India’s Silicon Valley or Silicon Valley’s India? Socially Embedding the Computer Software Industry in Bangalore”, International Journal of Urban and Regional Research, 28 (3), pp.

1 Number of firms and entry into competition The basic factors that caused the aforementioned differences in the nature of competition between the two countries are the absolute size of firms – including the number of employees – and changes in their numbers. Generally speaking, we can say that new entries into the competition were more frequent in the modernized manufacturing sector in China than in India. However, looking at the likelihood of creation of totally new firms, we cannot find any clear difference between the two countries.

Source: For China in 1985, China 1985 Auto Census, in 2005, Oriana; for India, ASI; for Japan, Japan Census; for Taiwan, Taiwan Census; for Korea, Korea Census. 4 Conclusion From statistical data, we have confirmed the existence of different orientations in the development paths and in the management of firms in the modernized manufacturing sectors in China and India. Regarding the average firm’s management style, we observe two attitudes: “volume-oriented” (China) vs. “profit-oriented” (India).

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