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Upgrading the technological capabilities of foreign transnational subsidiaries in developing countries: The case of electronics in Thailand

机译：提升发展中国家的外国跨国子公司的技术能力：以泰国的电子业为例

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Although substantial research shows the importance of transnational corporations (TNCs) to export-led growth in some developing countries, it cannot be assumed that TNC subsidiaries will automatically upgrade their capabilities through time or in a uniform fashion. This paper explores the pattern and pace of a sample of exporting TNC subsidiaries operating in the electronics industry in Thailand, showing how the different architectures of global value chains (centralised versus decentralised) shaped the technological progress of subsidiaries in this country. The case evidence suggests a wide variety in upgrading through time, with some subsidiaries failing to develop capabilities and remaining as 'assembly only' plants. Other more dynamic plants developed process engineering and product design skills, investing heavily in capability building. One common determinant in capability building appears to be the overall technology strategy of the global value chain leader (or parent company). In those subsidiaries which did not upgrade beyond assembly, technology decisions and processes were tightly controlled within the parent headquarter locations in relatively centralised international value networks. By contrast, the more dynamic plants exercised more discretion over local capability building. The latter operated in relatively decentralised networks, more open to domestic policies to encourage upgrading. The study suggests that governments should tailor upgrading policies not only according to the approximate level of capabilities attained by local subsidiaries, but also according to how receptive subsidiaries are to upgrading, arguing that capability building and policy receptiveness go hand-in-hand. Other countries hoping to upgrade the quality of foreign direct investment might also wish to focus policies on the more technologically capable, ambitious and receptive categories of foreign subsidiary.
机译：尽管大量研究表明，跨国公司（TNC）对于某些发展中国家以出口为导向的增长非常重要，但不能认为TNC子公司会随着时间的推移或以统一的方式自动升级其能力。本文探讨了在泰国电子行业经营的出口TNC子公司的样本的模式和步调，显示了全球价值链的不同架构（集中式与分散式）如何塑造了该国子公司的技术进步。案例证据表明，随着时间的推移，升级的种类繁多，一些子公司未能发展能力，而仅作为“仅组装”工厂。其他更有活力的工厂则开发了过程工程和产品设计技能，并在能力建设方面投入大量资金。能力建设的一个共同决定因素似乎是全球价值链领导者（或母公司）的整体技术战略。在那些没有升级的子公司中，技术决策和流程在相对集中的国际价值网络中的总部所在地受到严格控制。相比之下，活力更强的工厂在本地能力建设方面拥有更多的自主权。后者在相对分散的网络中运作，对国内政策更加开放以鼓励升级。该研究表明，政府不仅应根据当地子公司的能力水平来制定升级政策，而且还应根据子公司对升级的接受程度来制定升级政策，并认为能力建设与政策接受是相辅相成的。希望提高外国直接投资质量的其他国家也可能希望将政策重点放在技术能力更强，雄心勃勃且更具接受性的外国子公司类别上。

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