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Sökning: WFRF:(Ivarsson Inge 1954 )

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1.
  • Alvstam, Claes G., 1949-, et al. (författare)
  • Are multinationals and governments from emerging economies configuring global value chains in new ways?
  • 2019
  • Ingår i: International Journal of Emerging Markets. - 1746-8809 .- 1746-8817. ; 15:1, s. 111-130
  • Tidskriftsartikel (refereegranskat)abstract
    • Purpose – The hallmark of today’s global value chains (GVCs), still dominated bymultinationals fromadvanced economies, is a sophisticated international division of labor based on scale economies and prevailing factor endowment differences between countries. However, GVCs led by multinationals from large emerging economies may be configured on the basis of considerations that supplement factor cost efficiencies, namely, those of societal objectives as formulated by political actors in the home country. In this context, the purpose of this paper is to examine the implications of political and socio-economic factors on GVC configuration of multinational firms. Design/methodology/approach – This paper provides an in-depth case study of a leading Chinese car manufacturer, Zhejiang Geely Holding Group (ZGH) and its value-chain configuration, with a special focus on the acquisition of Volvo Car Corporation. Findings – The authors show how ZGH’s configuration of its GVC, including that of acquired Volvo Car Corporation, takes place in symbiosis with political actors. The advantages and disadvantages of this symbiosis are highlighted. Research limitations/implications – The study focuses on GVC configuration of one company, ZGH, in one industry, the automotive industry, in one emerging economy. The external validity of the study may therefore be limited. Furthermore, the focus is on the geographical/locational configuration of GVCs and ignores the ownership aspects. Originality/value – The paper provides novel empirical evidence to better understand GVC configuration of multinational firms from emerging economies. Paper type Research paper
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  • Alvstam, Claes G., 1949-, et al. (författare)
  • Becoming a national champion yet remaining a global player: The acquisition of Volvo Car by Zhejiang Geely
  • 2017
  • Ingår i: Managing Culture and Interspace in Cross-border Investments Building a Global Company, Edited By Martina Fuchs, Sebastian Henn, Martin Franz, Ram Mudambi. - New York : Routledge. - 978-1-138-92946-3 ; s. 61-69
  • Bokkapitel (refereegranskat)abstract
    • The aim of this chapter is to demonstrate how the internal organisation and culture of a multinational company undergo dramatic change when acquired by an emerging market multinational enterprise. It also shows how the acquiring company needs to strike a fine balance between the ambition of becoming a “national champion”—that is using the takeover of a prestigious foreign consumer brand to create a platform for inward technology and knowledge transfer in order to build up domestic manufacturing of the acquired brand-while at the same time retaining the global reputation and commercial success of the acquired company.
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  • Alvstam, Claes G., 1949-, et al. (författare)
  • Strategiskt förnyelsearbete inom svensk industri
  • 2019
  • Annan publikation (övrigt vetenskapligt)abstract
    • A key challenge for an increasingly international Swedish manufacturing industry is to maintain and strengthen the capacity for renewal, especially in the face of strong and growing transformation pressures. The question is not primarily whether the international groups engaged in manufacturing in Sweden have resources and motivation to invest in renewal in general, but to what extent their renewal efforts will take place and contribute to value creation and employment growth in Sweden, and what factors affect this. In light of this problem, the purpose of the present report is to investigate to what extent the integration of Swedish industrial operations into international and global business structures affects the conditions for strategic renewal work in Sweden, and how changes in this area affect the opportunities for future value creation in industrial operations in Sweden. By strategic renewal work, in this report we mean activities and processes that, through the replacement or development of the company's resources, properties or way of functioning, have the potential to significantly affect the company's long-term competitive conditions. Examples of strategic renewal work are technical and product-oriented research and development activities of various kinds, organizational change to facilitate renewal (for example, acquisitions and mergers), or when the company is implementing a process to approach new markets. This report focuses mainly on the development of two business groups, namely medium-sized Swedish-owned companies with significant exports and foreign production and whose R&D operations are mainly located in Sweden, and partly medium-sized former Swedish-owned companies acquired by a foreign global group and where operations in Sweden account for a smaller part of the Group's global production and R&D. However, the largest Swedish-owned engineering industry companies, as well as a number of foreign-owned companies with extensive employment in Sweden, have been used as reference objects. We have concentrated on the engineering industry in the broad sense, with the emphasis placed on companies located in the middle of the processing chain, that is to say, neither the basic industry nor its main production in the category of finished consumer products. Instead, the studied companies produce complex industrial products that consist of a number of different components and systems based on different technologies, which are sold through direct contacts with customers (business-to-business). The companies studied are often leaders in their specialized market niches (many even internationally). The selection of the companies surveyed is to a large extent based on the fact that they can be presumed to be subject to significant transformational pressure as a result of rapid technological change and growing market competition. The study is based on extensive secondary data on more than 50 companies, as well as detailed information from 24 company interviews conducted during 2018-2019. The empirical study has included dimensions such as employment in Sweden / Europe / Global, with distribution in business areas; location of existing R&D units in Sweden / Europe / Global; historical growth and growth logic (organic or through acquisition); motives behind possible acquisitions; and generic descriptions of the company's strategic renewal efforts and its change. Our results show the complexity and advanced international division of labour that today's manufacturing industry in Sweden operates under. This situation is the result of a long-term development, where many of the companies over time have come to belong to the best within their market niches. The companies we examined, both Swedish and foreign-owned, are largely internationalized. The survey points to the fact that the renewal activities for the industry in Sweden are more internationalized in nature than traditional literature can lead us to believe. In the same way that Swedish companies often allow renewal activities to remain in their locations of origin when acquiring companies abroad, the same applies when foreign companies acquire companies in Sweden. The dynamics are basically no different. With increasing clarity, a picture emerges that international companies operating in Sweden carry out renewal activities both in Sweden and abroad. The report shows that there are no general differences between Swedish and foreign-owned companies in terms of strategic renewal work and the integration of Swedish industrial operations into international and global business structures so far generally has not adversely affected the conditions for renewal work in Sweden. Rather, it seems that the foreign-owned industrial companies have the opportunity to secure new extensive resources for renewal, in combination with the resources already located in Sweden, while the Swedish companies invest both in Sweden and abroad, where headquarters and more important R&D units remain located in Sweden. However, the interpretation of our results should be made in light of the fact that industrial evolution has selected an internationally competitive and knowledge-intensive manufacturing industry in Sweden. Labour-intensive production has essentially been phased out, and renewal with the help of new process technology and advanced products is a long way off even in the remaining "traditional" industries. Most of the companies in our study, both Swedish and foreign-owned, have also in most cases developed a leading specialization in different niches, and can thus be considered to be among the more successful in their markets. This can then partly explain the relative autonomy in the strategic renewal work that many of the companies testify to, and which is actively supported through long-term and stable ownership interests. The results of our study are relevant to Sweden's innovation and business policy, where we specifically identified four important areas. The first policy conclusion is that an overall national strategy should continue to support operations in Sweden in the more advanced parts of global value chains. The studied companies, both Swedish and foreign-owned, view Sweden favourably as a location for strategic renewal activities, both at present and in the future. Support for strengthening management operations and R&D is particularly important here, but also support for logistics, marketing and sales. This does not mean that industrial production in Sweden will not be of great importance in the future, but it will happen under new conditions. This is largely linked to the second policy conclusion, which concerns the future supply of educated labour, where several of the companies expressed some concern about the long-term availability of digitalisation skills. Considering that advanced human capital is concentrated in Sweden's three metropolitan regions, it becomes a central policy question how the human capital supply for continued strategic renewal work can also take place in peripheral and semi-peripheral locations, where many of the renewal activities today take place among the companies surveyed. The third policy conclusion is that it seems important to stimulate increased co-development of products and processes. Given rapid development of the modern manufacturing industry, where products and production methods are increasingly based on new combinations of technologies, companies' need for external collaboration is growing. However, our study shows that both the Swedish and foreign-owned companies to a small extent developed products and processes together with external partners. Policy initiatives to increase companies' opportunities to find suitable partners in Sweden may be of importance in stimulating such co-development. The fourth, and the last policy conclusion, is related to the fact that companies' strategic renewal work is to a large extent taking place both in Sweden and abroad. Swedish policy should then continue to facilitate the exchange of renewal activities across the country's borders. This applies to both resources for renewal and the results of renewal.
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8.
  • Alvstam, Claes G., 1949-, et al. (författare)
  • Strategiskt förnyelsearbete inom svensk industri
  • 2020
  • Rapport (övrigt vetenskapligt)abstract
    • A key challenge for an increasingly international Swedish manufacturing industry is to maintain and strengthen the capacity for renewal, especially in the face of strong and growing transformation pressures. The question is not primarily whether the international groups engaged in manufacturing in Sweden have resources and motivation to invest in renewal in general, but to what extent their renewal efforts will take place and contribute to value creation and employment growth in Sweden, and what factors affect this. In light of this problem, the purpose of the present report is to investigate to what extent the integration of Swedish industrial operations into international and global business structures affects the conditions for strategic renewal work in Sweden, and how changes in this area affect the opportunities for future value creation in industrial operations in Sweden. By strategic renewal work, we refer to activities and processes that, through the replacement or development of the company's resources, properties or way of functioning, have the potential to significantly affect the company's long-term competitive conditions. Examples of strategic renewal work are technical and product-oriented research and development activities of various kinds, organizational change to facilitate renewal (for example, acquisitions and mergers), or when the company is implementing a process to approach new markets. This report focuses mainly on the development of two business groups, namely medium-sized Swedish-owned companies with significant exports and foreign production and whose R&D operations are mainly located in Sweden, and partly medium-sized former Swedish-owned companies acquired by a foreign global group and where operations in Sweden account for a smaller part of the Group's global production and R&D. However, the largest Swedish-owned engineering industry companies, as well as a number of foreign-owned companies with extensive employment in Sweden, have been used as reference objects. We have concentrated on the engineering industry in the broad sense, with the emphasis placed on companies located in the middle of the value chain, that is to say, neither the basic industry nor its main production in the category of finished consumer products. Instead, the studied companies produce complex industrial products that consist of a number of different components and systems based on different technologies, which are sold through direct contacts with customers (business-to-business). The companies studied are often leaders in their specialized market niches (many even globally). The selection of the companies surveyed is to a large extent based on the fact that they can be presumed to be subject to significant transformational pressure as a result of rapid technological change and growing market competition. The study is based on extensive secondary data on more than 50 companies, as well as detailed information from 24 company interviews conducted during 2018-2019. The empirical study has included dimensions such as employment in Sweden / Europe / Global, with distribution in business areas; location of existing R&D units in Sweden / Europe / Global; historical growth and growth logic (organic or through acquisition); motives behind possible acquisitions; and generic descriptions of the company's strategic renewal efforts and its change. Our results reveal the complexity and advanced international division of labour that today's manufacturing industry in Sweden operates under. This situation is the result of a long-term development, where many of the companies over time have come to belong to the top within their market niches. The companies we examined, both Swedish and foreign-owned, are largely internationalized. The survey points to the fact that the renewal activities for the industry in Sweden are more internationalized in nature than traditional literature can lead us to believe. In the same way that Swedish companies often allow renewal activities to remain in their locations of origin when acquiring companies abroad, the same applies when foreign companies acquire companies in Sweden. The dynamics are basically no different. A picture emerges that international companies operating in Sweden carry out renewal activities both in Sweden and abroad. The report shows that there are no real differences between Swedish and foreign-owned companies in terms of strategic renewal work and the integration of Swedish industrial operations into international and global business structures so far generally has not adversely affected the conditions for renewal work in Sweden. Rather, it seems that the foreign-owned industrial companies have the opportunity to secure new extensive resources for renewal, in combination with the resources already located in Sweden, while the Swedish companies invest both in Sweden and abroad, where headquarters and more important R&D units remain located in Sweden. However, the interpretation of our results should be made in light of the fact that industrial evolution has contributed to the creation of an internationally competitive and knowledge-intensive manufacturing industry in Sweden. Labour-intensive production has essentially been phased out, and renewal with the help of new process technology and advanced products is a long way off even in the remaining "traditional" industries. Most of the companies in our study, both Swedish and foreign-owned, have also in most cases developed a leading specialization in different niches, and can thus be considered to be among the more successful in their markets. This fact can partly explain the relative autonomy in the strategic renewal work that many of the companies testify to, and which is actively supported through long-term and stable ownership interests. The results of our study are relevant to Sweden's innovation and business policy, where we specifically identified four important areas. The first policy conclusion is that an overall national strategy should continue to support operations in Sweden in the more advanced parts of global value chains. The studied companies, both Swedish and foreign-owned, view Sweden favourably as a location for strategic renewal activities, both at present and in the future. Support for strengthening management operations and R&D is particularly important here, but also support for logistics, marketing and sales. This does not mean that industrial production in Sweden will not be of great importance in the future, but it will operate under new conditions. This is largely linked to the second policy conclusion, which concerns the future supply of educated labour, where several of the companies expressed some concern about the long-term availability of digitalisation skills. Considering that advanced human capital is concentrated in Sweden's three metropolitan regions, it becomes a central policy question how the human capital supply for continued strategic renewal work can also take place in peripheral and semi-peripheral locations, where many of the renewal activities today take place among the companies surveyed. The third policy conclusion is that it seems important to stimulate increased co-development of products and processes. Given rapid development of the modern manufacturing industry, where products and production methods are increasingly based on new combinations of technologies, companies' need for external collaboration is growing. However, our study shows that both the Swedish and foreign-owned companies to a small extent developed products and processes together with external partners. Policy initiatives to increase companies' opportunities to find suitable partners in Sweden may be of importance in stimulating such co-development. The fourth, and the last policy conclusion, is related to the fact that companies' strategic renewal work is to a large extent taking place both in Sweden and abroad. Swedish policy should then continue to facilitate the exchange of renewal activities across the country's borders. This applies to both resources for renewal and the results of renewal.
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  • Resultat 1-10 av 39
  • [1]234Nästa
 
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