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The Post-Soviet Space and Uzbekistan in the International Division of Labour from Transition to Capital Accumulation
THE POST-SOVIET SPACE AND UZBEKISTAN IN THE INTERNATIONAL DIVISION OF LABOUR FROM TRANSITION TO CAPITAL ACCUMULATION A thesis submitted to The University of Manchester for the degree of Doctor of Philosophy in the Faculty of Humanities 2021 Franco Galdini School of Social Sciences Department of Politics Contents List of Figures 6 List of Acronyms 7 Abstract 10 Declaration and Copyright Statement 11 Acknowledgements 12 INTRODUCTORY CHAPTER 13 From Transition to Capital Accumulation in the Post-Soviet Space 13 0. INTRODUCTION 13 1. FROM TRANSITION TO CAPITAL ACCUMULATION: POSITIONING THE THESIS, RESEARCH QUESTIONS, AND CONTRIBUTION 14 2. METHODOLOGY AND RESEARCH METHODS 21 2.1. Form analysis: Global content, national forms 21 2.2. Class and Internal relations 22 2.3. Levels of generality 24 2.4. Research methods 25 3. CHAPTER STRUCTURE AND KEY ARGUMENTS 26 4. THE LIMITS OF THE DISSERTATION 31 5. CONCLUSION 32 CHAPTER 1 34 A Monopoly on ‘Normality’: A Review of the Literature on Transition as Development 34 0. INTRODUCTION 34 1. DEVELOPMENT IN TRANSITION 35 1.1. Neoliberal theory 35 1.2. Developmental state theory 37 1.3. Dependency theory 41 1.4. Methodological nationalism common to the literature 43 2. ON ‘NORMALITY’ AND EXCEPTIONALISM (1): TRANSITOLOGY IN THE FSU 44 2.1. The roaring 1990s: (revolutionary) shock therapy and (evolutionary) gradualism 46 2.2. Permanent exceptionalism: From the 2000s to today 51 3. ON ‘NORMALITY’ AND EXCEPTIONALISM (2): TRANSITOLOGY IN UZBEKISTAN 54 3.1. Neoliberal transitology: Uzbekistan as negatively exceptional 55 3.1.a. The 1990s: Non/slow/late reform and the ‘Uzbek growth puzzle’ 55 3.1.b. -
A Case Study of General Motors and Daewoo กรณีศึกษาของเจนเนอรัลมอเตอรและแดวู History Going Back to 1908
Journal of International Studies, Prince of Songkla University Vol. 6 No. 2:July - December 2016 National Culture and the Challenges in วัฒนธรรมประจำชาติและความทาทายในการจัดการ Relevant Background ownership of another organization. Coyle (2000:2) describes mergers achievements and the many failures remain vague (Stahl, et al, palan & Spreitzer (1997) argue that Strategic change represents a strategy concerns on cost reduction and/or revenue generation posture is collaboration. The negotiation process began in 1972 Figure3 GM-Daewoo Integration Process กลยุทธการเปลี่ยนแปลง General Motors Company (GM) is a world leading car manufacturer as the coming together of two companies of roughly equal size, 2005). The top post deal challenges of M&A are illustrated in the radical organizational change that is consciously initiated by top whereas revolutionary strategy tends to focus both rapid change between Rick Wagoner, CEO of GM and Kim Woo-Choong, CEO of (Ferrell, 2011) Managing Strategic Changes: which is based in Detroit, United States of America, with its long pooling their recourses into a single business. Johnson et al. further figure 1 which data were collected from the survey in 2009 by managers, creating a shift in key activities or structures that goes and organizational culture change. GM and Daewoo was an explicit Daewoo Group. They successfully agreed into a joint venture of A Case Study of General Motors and Daewoo กรณีศึกษาของเจนเนอรัลมอเตอรและแดวู history going back to 1908. It was founded by William C. Durant. argue the motives for M&A typically involve the managers of one KPMG. Apparently complex integration of two businesses is the beyond incremental changes to preexisting processes. Most example (Froese, 2010). -
Automobile Industry in India 30 Automobile Industry in India
Automobile industry in India 30 Automobile industry in India The Indian Automobile industry is the seventh largest in the world with an annual production of over 2.6 million units in 2009.[1] In 2009, India emerged as Asia's fourth largest exporter of automobiles, behind Japan, South Korea and Thailand.[2] By 2050, the country is expected to top the world in car volumes with approximately 611 million vehicles on the nation's roads.[3] History Following economic liberalization in India in 1991, the Indian A concept vehicle by Tata Motors. automotive industry has demonstrated sustained growth as a result of increased competitiveness and relaxed restrictions. Several Indian automobile manufacturers such as Tata Motors, Maruti Suzuki and Mahindra and Mahindra, expanded their domestic and international operations. India's robust economic growth led to the further expansion of its domestic automobile market which attracted significant India-specific investment by multinational automobile manufacturers.[4] In February 2009, monthly sales of passenger cars in India exceeded 100,000 units.[5] Embryonic automotive industry emerged in India in the 1940s. Following the independence, in 1947, the Government of India and the private sector launched efforts to create an automotive component manufacturing industry to supply to the automobile industry. However, the growth was relatively slow in the 1950s and 1960s due to nationalisation and the license raj which hampered the Indian private sector. After 1970, the automotive industry started to grow, but the growth was mainly driven by tractors, commercial vehicles and scooters. Cars were still a major luxury. Japanese manufacturers entered the Indian market ultimately leading to the establishment of Maruti Udyog. -
UNITED STATES BANKRUPTCY COURT SOUTHERN DISTRICT of NEW YORK ------X : in Re : Chapter 11 Case No
09-50026-reg Doc 15 Filed 06/01/09 Entered 06/01/09 09:30:20 Main Document Pg 1 of 6 UNITED STATES BANKRUPTCY COURT SOUTHERN DISTRICT OF NEW YORK ---------------------------------------------------------------x : In re : Chapter 11 Case No. : CHEVROLET-SATURN OF HARLEM, INC., : 09-_____ (___) : Debtor. : : ---------------------------------------------------------------x : In re : Chapter 11 Case No. : GENERAL MOTORS CORPORATION, : 09-_____ (___) : Debtor. : : ---------------------------------------------------------------x : : In re : Chapter 11 Case No. : SATURN, LLC, : 09-_____ (___) : Debtor. : : ---------------------------------------------------------------x : In re : Chapter 11 Case No. : SATURN DISTRIBUTION CORPORATION, : 09-_____ (___) : Debtor. : : ---------------------------------------------------------------x CORPORATE OWNERSHIP STATEMENT PURSUANT TO FED. R. BANKR. P. 1007(a)(1) AND LOCAL RULE OF BANKRUPTCY PROCEDURE 1007-3 Pursuant to Rule 1007(a)(1) of the Federal Rules of Bankruptcy Procedure and Rule 1007-3 of the Local Rules for the United States Bankruptcy Court for the Southern District of New York, Chevrolet-Saturn of Harlem, Inc. (“Chevrolet-Saturn”), General Motors NY2:\1991994\07\16P1607!.DOC\72240.0635 09-50026-reg Doc 15 Filed 06/01/09 Entered 06/01/09 09:30:20 Main Document Pg 2 of 6 Corporation (“GM”), Saturn, LLC (“Saturn”), and Saturn Distribution Corporation (“Saturn Distribution”), as debtors and debtors in possession, respectfully represent as follows: 1. 100% of Chevrolet-Saturn’s equity is directly owned by GM. 2. 17.0% of GM’s equity is directly or indirectly owned by State Street Bank and Trust Company. 3. 100% of Saturn’s membership interests is directly owned by GM. 4. 100% of Saturn Distribution’s equity is directly owned by Saturn and indirectly owned by GM. -
TASHKENT, Uzbekistan – General Motors and Its Local Joint Venture
THE MINISTRY OF THE REPUBLIC OF UZBEKISTAN AND SECONDARY EDUCATION ANDIJAN MACHINE-BUILDING INSTITUTE THE CHAIR OF LANGUAGES General Motors Theme: «___________________________________________________» Faculty: Аutomatics and Electrotechnology Direction: Mengment and automation of technological process of production Course 3 Done by: Yusufov Azizbek Checked by Gafurova M ANDIJAN - 2014 TASHKENT, Uzbekistan – General Motors and its local joint venture partner UzAvtosanoat today opened a new state-of-the- art engine plant in Tashkent, 400 kilometers from the automakers’ vehicle manufacturing facility in Asaka. It represents GM’s most significant powertrain investment in Central Asia. GM has a 52 percent stake in GM Powertrain Uzbekistan and its partner has a 48-percent stake. The facility, which covers 40 hectares, is GM’s first engine plant in Uzbekistan. It will produce more than 225,000 new fuel-efficient Ecotec 1.2L and 1.5L engines for use in GM small passenger cars sold around the world. The first engines produced at the plant starting this month will be installed in the Chevrolet Spark mini car that commands 94 percent share of the Uzbekistan domestic market and is exported to Russia and the Commonwealth of Independent States. The plant features a lean manufacturing footprint and has adopted GM’s advanced global manufacturing processes and technology. It is one of only a few GM powertrain plants in the world with co-located assembly and foundry facilities and will be Central Asia’s only manufacturing plant capable of producing finished machined components such as cylinder heads, cylinder blocks and crankshafts. GM International Operations Vice President of Manufacturing and Labor John Buttermore and GM Korea President and CEO Mike Arcamone were joined by Uzbekistan Deputy Prime Minister and UzAvtosanoat Chairman Ulugbek Rozukulov for the inauguration of the new plant. -
Uhm Ma 3035 R.Pdf
UNIVERSiTY OF HAWAI'i LIBRARY REFLECTIONS OF CULTURAL VALUE: KOREAN AUTOMOBILE CORPORATIONS' TELEVISION ADVERTISING A THESIS SUBMITTED TO THE GRADUATE DIVISION OF THE UNIVERSITY OF HAWAl'I {j\J PARTIAL FULFILLMENT OF THE REQUIREMENTS FOR THE DEGREE OF MASTER OF ARTS {j\J COMMUNICATION DECEMBER 2002 By YongwooKim Thesis Committee: Majid Tehranian, Chairperson Gary Fontaine HagenKoo Table ofContents List of Tab1es--- ----------------- ----------------------------------------------------- ----- -- -- -- --vi List of Figures-------------------------------------------------------------------------------------vii Chapter 1: Introduction---------------------------------------------------------------------- -----1 Research Problems---------------------------------------------------------------- ----- --2 obj ectives---------- ---------------------------------------------- --------------------------4 Chapter 2: Review of Literature------------------------------------------------------------------6 Introduction---------------- ------- ------- ------------- --------------- ----------------- -----6 International Marketing Environment--------------------------------------------------6 Controversy in International Marketing------------------------------------------------7 Standardization--------------------------------------------------------------------7 Localization------------------------------------------- -- ------------- ----- -- -- -----8 Compromise-------- -- --------------------------------------------------------------9 Advertising and Culture-----------------------------------------------------------------1 -
Korea's Automotive Industry
2014 Modularization of Korea’s Development Experience: Korea’s Automotive Industry 2014 2014 Modularization of Korea’s Development Experience: Korea’s Automotive Industry 2014 Modularization of Korea’s Development Experience Korea’s Automotive Industry Title Korea’s Automotive Industry Supervised by Ministry of Strategy and Finance (MOSF), Republic of Korea Prepared by Korea Isntitute for Industrial Economics&Trade (KIET) Author Chuel Cho, Senior Resercher, KIET Kyungyou Kim, Resercher, KIET Minji Kim, Resercher, KIET Advisory Seung-Joo Lee, Professor, KDI School of Public Policy and Management Hyunchuel Kim, Professor, Seoul National University Sung-Ik Kim, Executive Managing Director, KAMA Moon-Soo Ko, Executive Director, KAICA Sungsang Lee, Professor, The Catholic University of Korea (fomer executive directpr of GM) Research Management KDI School of Public Policy and Management Supported by Ministry of Strategy and Finance (MOSF), Republic of Korea Government Publications Registration Number 11-1051000-000592-01 ISBN 979-11-5545-133-5 94320 ISBN 979-11-5545-116-8 [SET 19] Copyright © 2014 by Ministry of Strategy and Finance, Republic of Korea Government Publications Registration Number 11-1051000-000592-01 Knowledge Sharing Program 2014 Modularization of Korea’s Development Experience Korea’s Automotive Industry Preface The study of Korea’s economic and social transformation offers a unique window of opportunity to better understand the factors that drive development. Within about one generation, Korea transformed itself from an aid-recipient basket-case to a donor country with fast-paced, sustained economic growth. What makes Korea’s experience even more remarkable is that the fruits of Korea’s rapid growth were relatively widely shared. -
Print ED356648.TIF
DOCUMENT RESUME ED 356 648 FL 021 143 AUTHOR Lo Bianco, Joseph, Ed. TITLE VOX: The Journal of the Australian Advisory Council on Languages and Multicultural Education (AACLAME). 1989-1991. INSTITUTION Australian Advisory Council on Languages and Multicultural Education, Canberra. REPORT NO ISSN-1032-0458 PUS DATE 91 NOTE 332p.; Intended to be published twice per year. Two-cone charts and colored photographs may not reproduce well. PUS TYPE Collected Works - Serials (022) JOURNAL CIT VOX: The Journal of the Australian Advisory Council on Languages and Multicultural Education; n3-5 1989-1991 EDRS PRICE MfO1 /PC14 Plus Postage. DESCRIPTORS Asian Studies; Bilingual Education; Certification; Communicative Competence (Languages); Comparative Education; Diachronic Linguistics; English (Second Language); Ethnic Groups; Foreign Countries; French; Immersion Programs; Immigrants; Indigenous Populations; Interpretive Skills; Italian; *Language Maintenance; *Language Role; Languages for Special Purposes: Language Tests; Language Variation; *Literacy; Minority Groups; Multicultural Education; Native Language Instruction; Pidgins; Second Language Instruction; Second Language Programs; *Second Languages; Sex; Skill Development; Student Attitudes; Testing IDENTIFIERS Africa; *Australia; Japan; Maori (People); Melanesia; Netherlands; New Zealand; Singapore; Spain ABSTRACT This document consists of the three issues of the aerial "VOX" published in 1989-1991. Major articles in these issues include: "The Original Languages of Australia"; "UNESCO and Universal -
Automotive Market in Russia and the CIS Industry Overview February 2010 Contents
Automotive market in Russia and the CIS Industry overview February 2010 Contents Opening statement .............................................................................. 1 Russian economy ..................................................................................2 Russian automotive market in a global context ...................................... 4 Russian automotive industry ................................................................ 6 Light vehicle market ............................................................................. 7 Commercial vehicle (CV) market ......................................................... 10 Automotive components market ..........................................................11 Passenger car loan market .................................................................. 12 Dealership networks ........................................................................... 13 Automotive logistics ........................................................................... 14 CIS automotive markets ...................................................................... 15 Ukraine ......................................................................................... 15 Kazakhstan ................................................................................... 16 Belarus ......................................................................................... 17 Uzbekistan .................................................................................... 18 Ernst & Young’s involvement -
INDIAN AUTOMOBILE COMPANIES India Is the 11Th Largest Passenger Cars Producing Countries in the World and 4Th Largest in Heavy Trucks
INDIAN AUTOMOBILE COMPANIES India is the 11th largest Passenger Cars producing countries in the world and 4th largest in Heavy Trucks. Current Scenario • Hero Honda is the largest manufacturer of motorcycles. • Hyundai Motors India is the second largest player in passenger car market. • Sundram Fasteners, Sundaram Clayton, Bharat Forge and Rico Auto supplies components to global majors like Ford, General Motors and Land Rover. • Tata Motors is the fifth largest medium & heavy commercial vehicle manufacturer in the world. Overview Snippets • In 1980s Hindustan Motors (HM) was leading car manufacturer in India. • HM is popular with its Ambassador model. • In 1970s, Sanjay Gandhi, son of Indira Gandhi envisioned "People's Car." • Maruti Udyog Ltd. was set up to manufacture budget cars. • In 1993 foreign auto makers entered the Indian market. Facts & Figures The onset of automobile industry in India saw companies like Hindustan Motors, Premier Automobiles and Standard Motors catering to the manufacture of automobiles for Indian customers. The era, 1950s - early 1990s was known as 'license raj,' when India was closed to the world and imports. Hindustan Motors (HM) was the leader in car manufacturing and sales until the 1980s, when the industry was opened up from protection. HM, joint venture with Mitsubishi produced Lancer and Pajero, but is best known for its own model, Ambassador. Around 1970, Sanjay Gandhi, elder son of the then Prime Minister Indira Gandhi, envisioned the manufacture of an indigenous, cost-effective, low maintenance compact car for the Indian middle-class. The cabinet passed a unanimous resolution for the development and production of a "People's Car." It was christened Maruti Limited. -
The Story of a Global Brand A. Louis Chevrolet and the Legend Of
Chevrolet – the Story of a Global Brand A. Louis Chevrolet and the Legend of Beaune Like many inventors and pioneers, Louis Chevrolet (1878-1941), the racing driver and automobile designer, represents a challenge for any historian or biographer. Myths and legends surround him and his life. Numerous anecdotes have been told about his career. Today, it has become very difficult to differentiate between fact and fiction. Chevrolet's childhood and youth are well documented. In 1878, he was born on Christmas day in the town of La Chaux-de- Fonds in the French-speaking part of Switzerland. He spent his early childhood nearby in the sleepy little village of Bonfol. Even today, Bonfol remains a small town where the only reminder of its famous son is a memorial plaque on Place Louis Chevrolet. When Louis was nine years old, his family moved to Beaune in Baby Louis Chevrolet France. There, Louis' father owned a watch store, but the venture was not successful. As a result, Louis started working at the age of eleven to support his family. He found employment in the Robin bicycle workshop, where he learned the fundamentals of mechanics. He repaired coaches and bicycles, until one day he was sent to the "Hôtel de la Poste" to repair a steam-driven tricycle belonging to an American. This must have been the moment when Chevrolet fell in love twice. He fell in love with automobiles, and also with the idea of emigrating to America. The American, whose tricycle Chevrolet had skillfully repaired was none other than the multimillionaire Vanderbilt. -
The Korean Auto Industry, Crisis and Globalization
View metadata, citation and similar papers at core.ac.uk brought to you by CORE provided by K-Developedia(KDI School) Repository MIT Japan Program Working Paper 01.04 From National Champions to Global Partnerships: The Korean Auto Industry, Financial Crisis and Globalization John Ravenhill* Professor, Department of Politics University of Edinburgh 31 Buccleuch Place Edinburgh EH8 9JT, UK Email: [email protected] * Chair of Politics, University of Edinburgh MIT Japan Program Working Paper Series 01.04 Center for International Studies Massachusetts Institute of Technology Room E38-7th Floor Cambridge, MA 02139 Phone: 617-252-1483 Fax: 617-258-7432 Date of Publication: June 4, 2001 © MIT Japan Program Introduction Of the five Asian economies most severely affected by the financial crises of 1997-98, the Republic of Korea has experienced the most fundamental institutional transformation. For some observers, the Korean response to the crises was all the more surprising because its economic record over the previous three decades had been far superior to that of the other crisis economies—Indonesia, Malaysia, the Philippines and Thailand. Korea had sustained a higher rate of economic growth (an average of close to 8 percent) for longer (more than three decades) than the Southeast Asian crisis economies.1 Korean corporations had become household names in the West in consumer electronics, automobiles, and domestic appliances. A Korean company, Daewoo, was the only corporation not based in Europe, Japan or the United States that ranked in the mid 1990s in the top 50 of the world’s multinationals.2 Korean companies had logged an impressive number of patents in industrialized economies (see Linsu Kim’s chapter in this volume).