作为升级新型市场团体的催化剂：公众—私人合作机构【外文翻译】.docVIP

本科毕业论文外文翻译 出 处： Academy of Management Journal 作 者： GERALD A. McDERMOTT 原文： Public-Private Institutions as Catalysts of Upgrading in Emerging Market Societies Abstract In this article, we argue that the ability of a firm to access a variety of knowledgeresources and, in turn, upgrade its products depends on itsbeing tied not simply to anyor many organizations and institutions,but rather to those that act as social andknowledge bridgesbetween previously isolated producer communities. Through amultimethod analysis of the recent transformation of the Argentine wineindustry, wehighlight how distinct governance rules for newgovernment support institutions cananchor their multiplex, crosscutting network qualities, which underpin their ability toprovide improved collective resources and reshape the ties between firms. 1.NETWORKS, INSTITUTIONS, AND THE CHALLENGE OF UPGRADING Argentina is historically one of the largest-volumeproducers of wine in the world, and throughthe 1980s, production focused on low-quality wineand grapes for the domestic market. By the end ofthe 1990s, the industry had undergone a profoundtransformation, with wine exportsgrowing from afew million dollars in 1990 to over $480 million in2004 (Azpaizu Basualdo, 2003). Wine quality improved to theextent that 85 percent of wine exports representedfine wines sold in sophisticated, competitive marketslike the United States and the European Union.Argentine wineries were increasingly rankedamong the world’s elite, particularly for their abilityto produce a variety of new products, such aspreviously undervalued varietals, “redesigned” varietalsfrom other regions of the world, and distinctive3blends. Mendoza became the leader of this transformation,charting a path of innovation in the 1990s that diverged remarkably from both its own past and that of its neighbor, San Juan, despite their common,unproductive histories (Centrangolo e