Going Public and Industrial Upgrading of Traditional Clusters in Developing Countries: Rethinking the Dynamics of the ‘Jinjiang Model’ in China
Abstract
:1. Introduction
2. Literature Review and Analytical Framework
2.1. GPN and Financial Activities
2.2. Financial Activities and Industrial Upgrading of Locall Clusters in the Context of GPN
3. Research Area and Method
3.1. Research Area
3.2. Research Methods
4. Going Public and Upgrading of S & A Industrial Clusters in Jinjiang
4.1. Going Public, Intrafirm Coordination, and the Upgrading of Local Firms
4.2. Going Public, Interfirm Relationships and the Upgrading of Local Related Firms
4.3. Going Public, Extrafirm Bargaining, and Local Industrial Upgrading
4.3.1. Going Public as Local Development Strategy Jointly Initiated by Local Government and Firms
4.3.2. Going Public, Agglomeration of Financial Institutions, and Local Burgeoning Producer Services
4.4. The Risks of Going Public
5. Conclusion and Discussion
Acknowledgments
Author Contributions
Conflicts of Interest
References
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Interviewee | Main Questions |
---|---|
Local Government | (1) policies that the government uses to support going public and the industrial upgrading of firms; (2) reasons why the government chose to build the “Jinjiang Board”; (3) impact of listed firms on local development and industrial upgrading |
Local industrial associations | (1) measures that industrial associations take for going public, and the upgrading of firms in the industry; (2) impact of listed firms on local development and industrial upgrading |
Listed firms | (1) reasons for firms to be listed; (2) environment and strategies changed by going public and their effects; (3) impacts of being listed on the upgrading of firms; (4) new requirements for other supporting firms after being listed |
Related firms | Effects of going public of lead firms on your firm’s upgrading and on the local industry |
Year of Establishment | Number of Firms | Year of Going Public | Number of Firms | Locations of Going Public | Number of Firms |
---|---|---|---|---|---|
Before 1990 | 4 | Before 1990 | 0 | Hongkong | 9 |
1991–2000 | 20 | 1991–2000 | 0 | Taiwan | 3 |
2000–2010 | 11 | 2000–2010 | 22 | Singapore | 6 |
After 2010 | 0 | After 2010 | 14 | Malaysia | 4 |
Number of employees at the firm | Number of firms | Mainland of China | 6 | ||
≤1000 | 7 | Europe & America | 6 | ||
1001–5000 | 24 | Other countries | 2 | ||
>5000 | 5 |
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Zhu, H.; Ding, Y. Going Public and Industrial Upgrading of Traditional Clusters in Developing Countries: Rethinking the Dynamics of the ‘Jinjiang Model’ in China. Sustainability 2017, 9, 2133. https://doi.org/10.3390/su9112133
Zhu H, Ding Y. Going Public and Industrial Upgrading of Traditional Clusters in Developing Countries: Rethinking the Dynamics of the ‘Jinjiang Model’ in China. Sustainability. 2017; 9(11):2133. https://doi.org/10.3390/su9112133
Chicago/Turabian StyleZhu, Huasheng, and Yue Ding. 2017. "Going Public and Industrial Upgrading of Traditional Clusters in Developing Countries: Rethinking the Dynamics of the ‘Jinjiang Model’ in China" Sustainability 9, no. 11: 2133. https://doi.org/10.3390/su9112133