CREATING STRATEGIC COUPLINGS IN GLOBAL PRODUCTION NETWORKS: REGIONAL INSTITUTIONS AND LEAD FIRM INVESTMENT

This article aims to unpack and analyse the institutional and political dynamics of strategic coupling from a host region perspective, adopting an actor-centred approach that focuses on regional institutions’ efforts to attract and embed lead firm investments within global production networks. We are particularly concerned with understanding the strategic agency and shifting coalitions of actors that create couplings and shape their evolution over time. This involves opening up the institutional underpinnings of strategic couplings by focusing more specifically on the key episodes in their creation and the organisation of the temporary coalitions that do the work of creating couplings. This approach is operationalised through a case study of the Siemens offshore wind turbine plant in the Humber region of England. In conclusion, we emphasise the need for regional institutions to develop adaptive coupling creation strategies that co-evolve with the reconfiguration of production networks and the reshaping of national institutional and political environments.

Title Page———i

Certification——–ii

Dedication———iii

Acknowledgement——-iv

Abstract ———vi

Table of Content——–vii

Chapter One

1.0 Introduction ——-1

1.1 Statement of Problem——4

1.2 Purpose of the Study——5

1.3 Significance of Study——8

1.4 Limitation——–9

1.5 Scope of Study——-11

Chapter Two

2.0 Review of Related Literature —-12

2.6 Summary of Literature Review—- 19

Chapter Three

3.0 Research Methodology and Procedure—22

3.1 Population ——–22

3.2 Sample and Sampling Technique—-22

3.3 Validation of the Instrument —-23

3.4 Reliability of the Instrument —–23

3.5 Data Analysis——-23

Chapter Four

4.0 Presentation and Discussion of Result—24

4.1 Analysis and interpretation of Data—25

4.2 Discussion of Results——38

Chapter Five

5.0. Summary, Conclusion, and Recommendation  –40

5.1 Summary——–40

5.2 Conclusion——–41

5.3 Recommendation——42

References ———45

Appendix 1——–47

Appendix ———50