A common feature in the empirical literature of intra-industry trade is the analysis of trade between a given reference country and a set of partners. This article differs from previous studies by examining the bilateral trade among all trading partners within a set of partners. Using a panel data approach, we find that differences in factor endowments seem not to be important as a driving force behind vertical intra-industry trade for European countries over the chosen period. More important driving forces are production size, geographical proximity, average income per capita and income distribution overlap.

F14,

Since intermediate goods pIay such a vital role in foreign trade, this paper develops a model that explains the benefits from intraindustry trade in differentiated intermediate goods. In comparison with a situation of autarchy, this type of trade causes an increase in the number of intermediate good varieties. In this way, the producers of final goods will benefit from intermediate good varieties, which are closer to the ideal for a specific production process. At the same time, the producers of intermediate goods will, under conditions of international division of labor, benefit from economies of scale. (JEL FO, F1, F2) J J J Cm(1-6) J J 6 F C i a ~ t _ 6 F C LUTHJE: INTRAINDUSTRY TRADE 405 u. =2v J 6

Purpose -A major part of economic globalization has taken place in the form of different globalization strategies. Offshoring and outsourcing of manufacturing activities from Western locations to Eastern Europe and the Far East are used to remain competitive. Such strategies have implications for supply chain performance. The purpose of this paper is to explore whether supply chain performance is affected differently depending on the choice of globalization strategy. Design/methodology/approach -The paper is based on in-depth literature reviews and explorative case studies -two offshoring and two outsourcing projects. A model explaining the choice of localization and globalization strategy (the OLI model) is applied as a basic framework. Data have been collected through in-depth interviews with persons responsible for the offshoring and outsourcing projects. Findings -The paper addresses different practices of managing supply chain performance in offshoring and outsourcing strategies. The OLI model provides an increased consciousness of the managerial challenges related to supply chain performance based on the chosen globalization strategy.Research limitations/implications -The paper is explorative in nature and is based on four case studies. The paper provides no basis for statistical generalizations. Practical implications -The supply chain performance is affected both positively and negatively in each type of globalization strategy. The OLI model provides an extended understanding of the factors that should be considered in decision processes concerning offshoring and outsourcing. Originality/value -In this paper, the OLI model is integrated in a new understanding of supply chain performance.

No abstract

No abstract

No abstract

No abstract