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Книги з теми "Outward orientation"

Щоб переглянути інші типи публікацій з цієї теми, перейдіть за посиланням: Outward orientation.

Автор: Grafiati

Опубліковано: 10 грудня 2022

Оновлено: 28 січня 2023

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1

Balassa, Bela. Outward orientation. [s.l.]: World Bank, 1985.

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2

Trela, Irene. Taxes, outward orientation, and growth performance in Korea. Washington, DC: Public Economics, Country Economics Dept., World Bank, 1990.

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3

Trela, Irene. Taxes, outward orientation, and growth performance in Korea. Cambridge, MA: National Bureau of Economic Research, 1990.

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4

Randall, Glenn. The outward bound map and compass handbook. New York: Lyons & Burford, 1990.

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5

Randall, Glenn. The Outward Bound map and compass handbook. Vancouver, B.C: Douglas & McIntyre, 1989.

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6

Pritchett, Lant. Measuring outward orientation in developing countries: Can it be done? Washington, DC (1818 H Street, NW, Washington 20433): Country Economics Dept., the World Bank, 1991.

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7

Randall, Glenn. The Outward Bound map & compass handbook. New York: Lyons & Burford, 1989.

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8

Inc, Outward Bound, ed. The Outward Bound map & compass handbook. New York: Lyons Press, 1998.

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9

Edwards, Sebastian. Openness, outward orientation, trade liberalization and economic performance in developing countries. Cambridge, MA: National Bureau of Economic Research, 1989.

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10

Aizenman, Joshua. Inward versus outward growth orientation in the presence of country risk. Cambridge, MA: National Bureau of Economic Research, 1989.

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11

Mody, Ashoka. Industrial policy after the East Asian crisis: From "outward-orientation" to new internal capabilities. Washington, DC: World Bank, 1999.

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12

Demirgil, Demir. The development of economic relations between Turkey and Japan in the context of Japan's place in the world economy and Turkey's recent policy of outward orientation. İstanbul: Dış Ekonomik İlişkiler Kurulu, 1987.

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13

Stein, Emma Natalya. Constructing Kanchi. NL Amsterdam: Amsterdam University Press, 2021. http://dx.doi.org/10.5117/9789463729123.

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Анотація:

This book traces the emergence of the South Indian city of Kanchi as a major royal capital and multireligious pilgrimage destination during the era of the Pallava and Chola dynasties (circa seventh through thirteenth centuries). It presents the first-ever comprehensive picture of historical Kanchi, locating the city and its more than 100 spectacular Hindu temples at the heart of commercial and artistic exchange that spanned India, Southeast Asia, and China. The author demonstrates that Kanchi was structured with a hidden urban plan, which determined the placement and orientation of temples around a central thoroughfare that was also a burgeoning pilgrimage route. Moving outwards from the city, she shows how the transportation networks, river systems, residential enclaves, and agrarian estates all contributed to the vibrancy of Kanchi’s temple life. The construction and ongoing renovation of temples in and around the city, she concludes, has enabled Kanchi to thrive continuously from at least the eighth century, through the colonial period, and up until the present.

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14

Mody, Ashoka. Industrial Policy after the East Asian Crisis: From Outward Orientation to New Internal Capabilities? The World Bank, 1999. http://dx.doi.org/10.1596/1813-9450-2112.

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15

Research and Information System for the Non-aligned and Other Developing Countries., ed. Liberalization, outward orientation, and in-house R&D activity of multinational and local firms: A quantitative exploration for Indian manufacturing. New Delhi: Research and Information System for the Non-Aligned and Other Developing Countries, 2000.

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16

Amann, Edmund. Multinational Corporations from Brazil. Edited by Edmund Amann, Carlos R. Azzoni, and Werner Baer. Oxford University Press, 2018. http://dx.doi.org/10.1093/oxfordhb/9780190499983.013.34.

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Анотація:

Following an overview of relevant theoretical considerations centering on Mathews’s view of the potential sources of emerging market multinational corporation (MNC) advantage, this chapter presents a brief survey of statistical trends surrounding Brazilian outward foreign direct investment (FDI) over the past 15 years or so. The chapter characterizes the sectoral orientation of Brazilian MNCs, pointing out the significant natural-resource base (NRB) focus of many of the largest enterprises. It also considers the broad policy-related factors that have helped propel the recent surge in outward investment. The chapter concludes by considering the challenges currently facing Brazilian MNCs. Not the least of these is the current wave of corruption scandals surrounding key MNCs in the energy and construction sectors. It is argued that these partly underlie a process of consolidation and divestment that is taking place in many of Brazil’s largest MNCs.

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17

Panagariya, Arvind. New India. Oxford University Press, 2020. http://dx.doi.org/10.1093/oso/9780197531556.001.0001.

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Анотація:

Its GDP having touched $2.6 trillion, India is poised to become the world’s third-largest economy in less than a decade. In doing so, it will have moved one step closer to reclaiming its pre-1820s glory, when it accounted for one-sixth of global output and ranked second in economic size. This rapid movement in the absolute size of the economy will be insufficient, however, to bring prosperity to India’s vast population. Today, 44 percent of the country’s workforce remains in agriculture and another 42 percent in tiny enterprises with fewer than twenty workers. Labor productivity of both sets of workers remains low, and they live overwhelmingly on subsistence-level incomes. This book lays down a concise road map of reforms that would help transform the country and create well-paid jobs in industry and services for those with limited or no skills. It argues that creation of good jobs requires the emergence of medium and large enterprises in industry and services, especially labor-intensive sectors such as apparel, footwear, and other light manufactures. India needs policies conducive to the growth of firms from small to medium, from medium to large, and from large to larger still. They must compete in the global marketplace to help increase India’s share in the world export market from less than 2 percent currently to 5 to 6 percent in a decade. Such policies include greater outward orientation; more flexible markets in land, labor, and capital; a concerted effort to improve the quality of higher education; faster urbanization; and improved governance at all levels.

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