In this paper we argue that the path of economic development for wouldbe developers has changed fundamentally since the 1980s. Focusing on East Asia, and taking a broad perspective that spans the economic and social dimensions of development, we contend that the path charted by the "late development" model has become all but impassible. The path is now better conceived as one of "compressed development." Key differences are 1) the extent and consequences of compression; 2) the primary mode of engagement with the world economy-via global value chains; and 3) the interaction of these. Compressed development forces states to address a number of simultaneous challenges, resulting in "policy stretch." We identify key features of an "adaptive state" suited to navigating the path of compressed development.

No abstract

This article draws upon survey data from New Zealand small- and medium-sized enterprises (SMEs) to explore the relationship between training, collaboration and innovation performance. Based on the perspective that SME owner–managers attempt to marshal both internal and external capabilities to improve innovation outcomes, it shows that strategies which focus on internal capabilities (training) only have no tangible effect. SMEs benefit from different capability strategies depending on their age. For younger firms, accessing external resources (collaboration) has a positive effect, while older SMEs benefit from a combined strategy (collaboration and training). Training effects are context (e.g. industry or sector) dependent and contingent on a broader approach to innovation. Our findings also suggest that demographic characteristics of the owner–manager influence the capability assembling strategy and are therefore, an important contingency for the innovation performance of SMEs.

Building on the complementarity of the revisited Uppsala model and effectual logic, this article examines the role of affective and cognitive trust for developing knowledge in the context of small-and medium-sized enterprise (SME) internationalization in emerging markets. Drawing on qualitative interview data from New Zealand SMEs engaging with Chinese business partners, the article first shows that an overreliance on affective trust can result in a situation of 'persistent mediation', in which learning about opportunities is impaired. Second, utilization of the affordable loss principle and a focus on control facilitates relationship-specific knowledge, which may also lead to cognitive trust. However, cognitive trust does not necessarily result in substantive business market knowledge needed to overcome the liability of outsidership. Third, business market knowledge is advanced when partners mutually set goals and develop the opportunity, which potentially also fosters cognitive and affective trust.

No abstract

No abstract

Building on the concept of polarity in global value chains (GVCs), we explore how the nature of the governance of a GVC can evolve and how contingencies can reshape governance arrangements. A case study of the New Zealand fishing industry highlights how parties inside and outside the GVC came to contest labour standards, laying the base for credible regulation. In 2011 through a series of convergent events, migrant crew on board South Korean fishing vessels, hitherto exploited, abused and isolated, emerged as a significant actor to bring about a clear transition in the governance of a multipolar GVC. In this paper we analyse the series of events which led to regulatory change and consider whether the dynamics from the case offer lessons for improving labour standards and regulation in GVCs more generally.

No abstract