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<meta content="This paper provides empirical evidence for the microeconomic existence of distinctive national modes of organization for technology development. Evidence from the semiconductor industry shows that two forms of organization not only arose as the industry expanded, but that the differences were maintained, or expanded, with neither side ‘converging’ on the other, even as manufacturing-process development performance converged. Four propositions are tested statistically: (1) the organizational strategies employed by a sample of leading firms in the United States and Japan were significantly different, across a range of dimensions important to manufacturing process development; (2) these modes of organization did not converge during the 1980s and 1990s, even as technology markets globalized, rather they grew increasingly different; (3) these modes of organization can meaningfully be described as nationally specific; (4) process development performance converged over time. The paper suggests an explanation for the observed divergent organizational paths by placing these strategies into institutional and cultural context." name="eprints.abstract" />
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<h1 class="ep_tm_pagetitle">Limits to globalization: organizational homogeneity and diversity in the semiconductor industry</h1>
<p style="margin-bottom: 1em" class="not_ep_block"><span class="person_name">West, Jonathan</span> (2002) <xhtml:em>Limits to globalization: organizational homogeneity and diversity in the semiconductor industry.</xhtml:em> Industrial and Corporate Change, 11 (1). pp. 159-188. ISSN 0960-6491</p><p style="margin-bottom: 1em" class="not_ep_block"></p><table style="margin-bottom: 1em" class="not_ep_block"><tr><td valign="top" style="text-align:center"><a href="http://eprints.utas.edu.au/2684/1/159.pdf"><img alt="[img]" src="http://eprints.utas.edu.au/style/images/fileicons/application_pdf.png" class="ep_doc_icon" border="0" /></a></td><td valign="top"><a href="http://eprints.utas.edu.au/2684/1/159.pdf"><span class="ep_document_citation">PDF</span></a> - Full text restricted - Requires a PDF viewer<br />202Kb</td><td><form method="get" accept-charset="utf-8" action="http://eprints.utas.edu.au/cgi/request_doc"><input accept-charset="utf-8" value="3554" name="docid" type="hidden" /><div class=""><input value="Request a copy" name="_action_null" class="ep_form_action_button" onclick="return EPJS_button_pushed( '_action_null' )" type="submit" /> </div></form></td></tr></table><p style="margin-bottom: 1em" class="not_ep_block">Official URL: <a href="http://icc.oxfordjournals.org/cgi/content/abstract/11/1/159">http://icc.oxfordjournals.org/cgi/content/abstract/11/1/159</a></p><div class="not_ep_block"><h2>Abstract</h2><p style="padding-bottom: 16px; text-align: left; margin: 1em auto 0em auto">This paper provides empirical evidence for the microeconomic existence of distinctive national modes of organization for technology development. Evidence from the semiconductor industry shows that two forms of organization not only arose as the industry expanded, but that the differences were maintained, or expanded, with neither side ‘converging’ on the other, even as manufacturing-process development performance converged. Four propositions are tested statistically: (1) the organizational strategies employed by a sample of leading firms in the United States and Japan were significantly different, across a range of dimensions important to manufacturing process development; (2) these modes of organization did not converge during the 1980s and 1990s, even as technology markets globalized, rather they grew increasingly different; (3) these modes of organization can meaningfully be described as nationally specific; (4) process development performance converged over time. The paper suggests an explanation for the observed divergent organizational paths by placing these strategies into institutional and cultural context.</p></div><table style="margin-bottom: 1em" cellpadding="3" class="not_ep_block" border="0"><tr><th valign="top" class="ep_row">Item Type:</th><td valign="top" class="ep_row">Article</td></tr><tr><th valign="top" class="ep_row">Subjects:</th><td valign="top" class="ep_row"><a href="http://eprints.utas.edu.au/view/subjects/290000.html">290000 Engineering and Technology</a><br /><a href="http://eprints.utas.edu.au/view/subjects/350211.html">350000 Commerce, Management, Tourism and Services > 350200 Business and Management > 350211 Innovation and Technology Management</a></td></tr><tr><th valign="top" class="ep_row">ID Code:</th><td valign="top" class="ep_row">2684</td></tr><tr><th valign="top" class="ep_row">Deposited By:</th><td valign="top" class="ep_row"><span class="ep_name_citation"><span class="person_name">Miss Alexandra Lejda</span></span></td></tr><tr><th valign="top" class="ep_row">Deposited On:</th><td valign="top" class="ep_row">14 Dec 2007 12:32</td></tr><tr><th valign="top" class="ep_row">Last Modified:</th><td valign="top" class="ep_row">09 Jan 2008 02:30</td></tr><tr><th valign="top" class="ep_row">ePrint Statistics:</th><td valign="top" class="ep_row"><a target="ePrintStats" href="/es/index.php?action=show_detail_eprint;id=2684;">View statistics for this ePrint</a></td></tr></table><p align="right">Repository Staff Only: <a href="http://eprints.utas.edu.au/cgi/users/home?screen=EPrint::View&eprintid=2684">item control page</a></p>
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