دانلود رایگان مقاله انگلیسی تحلیل مناطق صنعتی و Triple Helix نوآوری - توسعه منطقه ای - الزویر 2017

Abstract

This work consolidates a research effort to analyze 70 years of economic development in the region of the Paraíba do Sul River, in the south of Q2 the state of Rio de Janeiro, Brazil. The paper follows the trajectory of the leader company, steelmaker Companhia Siderúrgica National (CSN), and its relations with other local actors, such as government and universities. The research question investigates if the steel market is still the company’s core business and its evolution in the competitive global production network. This work introduces a different exploratory approach, analyzing productive networks using an industrial district typology and the linkages based on the Triple Helix of university–industry–government. The literature review and case study show the first transition, after the privatization process in the nineties, transforming a state-owned company with a focus in the national market into a transnational corporation with business on four continents. The second transition, from the steel market to a globally integrated production chain of mining and steel is underway. The region’s configuration migrated from a company town in a statecentered model to a central-radial arrangement. The second migration to a satellite platform is in progress. Regarding technology development, the company’s strategy changed from in-house R&D to buying technology. There is a recent effort to recreate interaction space with universities.

Discussion

This item contains two complementary analyses, one from the viewpoint of production networks and the other addressing the university–industry–government (UIG) relationship. In the first case, it is possible to comprehend the changes in the global steel production chain, shifting the focus from a mere comparison between models of state, national and transnational enterprises to observe the organization of a global network. In the process of CSN’s constitution and development, formal and informal networks were shaped in the MPR-RJ. The company attracted suppliers to surrounding areas, making a significant portion of purchases in the region and generating economic and social development. The workforce was mainly trained locally at all levels. After privatization in 1994, there was a review of workforce needs and localsourcing of inputs. In the ensuing years, CSN let go of two-thirds of the workers. Procurement, previously concentrated in local suppliers, was redirected to global suppliers. The result for the MPR-RJ was a break in the pace of economic development during the nineties. However, the new millennium has been marked by a revival of the city of Volta Redonda, fostered by civil construction and services (medical and higher education sectors), less dependent on the company (Lima, 2013). From a business standpoint, CSN formed new networks. The previous state-owned company with focus on the domestic market becomes a competitive global player with business in four continents. Since 2002, CSN has purchased companies abroad and expanded its business into mining, cement and production ofspecial steels(Amaral et al., 2016).