Strategic Issues in European Aerospace

Lawrence, Philip K.; Braddon, Derek

doi:10.4324/9781315242330

Cited by 4 publications

(2 citation statements)

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“…First, firm's size is operationalized as the number of employee (Prater & Ghosh, 2006) to capture any effect of firm's size on alliance activity (Gulati, 1998). National relationship is also included and measured by national agreement in the aerospace industry-as the second control variable, because, according to Lawrence (1998), breaking the link between aerospace industry and the state is unlikely to happen. Currently, there exist two global agreements in the aerospace industry: GATT (General Agreement on Trade and Tariffs) and ESA (European Space Agency).…”

Section: Definition and Measurement Of Variablesmentioning

confidence: 99%

Technology-Transfer Through International Network Formation: Revisiting the Role of Cultural Variation

Yoo¹,

Yang²

2015

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This paper studies the factors affecting the technology-transfer within international research and development (R&D) networks. Specifically, this study examines the characteristics of ties, actors, and international network configuration to assess firm's accessibility to unique technologies. This study was conducted by research analysis in the aerospace industry. The total sample size used in this study is 125 cases of international R&D consortiums from January 1980 to December 2000. The result of this study supports the effects of "strength of tie" and "characteristic of actors" on the technology transfer explained by network theory. It also demonstrates that the international network structure that would facilitate the technology transfer is shaped by dual type of tie; the apparent type of tie is general, usual, and functional tie, and the hidden one is the national culture.

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Section: Definition and Measurement Of Variablesmentioning

confidence: 99%

Technology-Transfer Through International Network Formation: Revisiting the Role of Cultural Variation

Yoo¹,

Yang²

2015

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“…Considering the strong growth for commercial aircraft predicted until 2035 [4], the aerospace sector continues to rely on risk-sharing contracts and the OEMs' system integrator approach, thus, opening up opportunities for new entrants [5]. The potential for socioeconomic development, opportunities for skilled employment and increased economic value added reinforce the national strategic importance of the aerospace sector [6,7]. As OEMs face continued cost pressure, they increasingly outsource development and production of non-critical parts to lower cost partners [8], opening a wide range of opportunities for different countries.…”

Section: Introductionmentioning

confidence: 99%

Joining Global Aerospace Value Networks: Lessons for Industrial Development Policies

et al. 2019

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Governmental investments on the development of high-tech clusters are among the main policies for socioeconomic development, enabling countries to be part of global value networks. Our objective is to identify which are the strategies of countries that want to join global aerospace value networks, by means of an abductive case research. Countries were divided in three groups (A; B; C) according to their global aerospace exports share. The analytical framework used to identify the strategies has three dimensions: network structure, network governance and network dynamics. Results show different strategies according to the country's global exports share. While for countries at group A (exports above 1%) a strategy focused on the dimension network structure indicated a sustained high-tech sector, countries at group C tend to focus on specialization, taking advantage of shifts in technological paradigms to upgrade their development level. The dimension network governance is mainly related to governmental efforts towards the creation of clusters and associations, promoting specialization and collaborative work. Finally, the dimension network dynamics describes the attraction of foreign companies to qualify the clusters at countries who belong to group C, while countries at group A reinforce their R&D activities. The comparison between countries is helpful for governmental representatives who want to develop strategies towards increasing participation in an industrial global value network and for supply chain managers to help selecting the locations for their operations.

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Marketing in the Aeronautics and Space Industry

Malaval

Bénaroya²

2002

Aerospace Marketing Management

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Strategic Issues in European Aerospace

Cited by 4 publications

References 0 publications

Technology-Transfer Through International Network Formation: Revisiting the Role of Cultural Variation

Technology-Transfer Through International Network Formation: Revisiting the Role of Cultural Variation

Joining Global Aerospace Value Networks: Lessons for Industrial Development Policies

Marketing in the Aeronautics and Space Industry

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