Implementing Lean Production in an Old Industrial Space: Restructuring at Corner Brook, Newfoundland, 1984–1994

Kruger Incorporated purchased the aging pulp and paper mill in Corner Brook in 1984, armed with a federal-provincial modernization agreement and a pattern-breaking contract with the mill unions. It is argued that changes made in the decade since then correspond most closely with a form of lean production. Six elements of lean production are found at Corner Brook: tighter coordination of production and automation; a continued concentration on core activities; the farming out of ancillary activities; shrinking and segmentation of the workforce; environmental compliance, increasing technical efficiency; and the co-opting of the workforce into the mission of the firm.     

Statecraft,Scalecraft and Urban Planning: A Comparative Study of Birmingham,UK, and Brisbane,Australia

Recent discussions on state rescaling have pointed towards the need for a greater focus on how and why state activity may change over time in order to generate insights into the provenance, trajectories and outcomes of rescaling in different global regions and national state spaces. Consequently, this paper explores the dialectical and recursive relationship between the concepts of “statecraft” and “scalecraft” to explore the evolving sites, objects and mechanisms for urban planning within two key urban centres in different parts of the world—Birmingham, UK, and Brisbane, Australia. It is illustrated how a range of actors—from the national to the local level—have sought to craft and reshape the strategies and structures for urban planning according to different imperatives. In turn, the implications for a tighter specifying of the process of state rescaling are considered, as well as the subsequent nature of urban planning arrangements.     

Capturing gains by relocating global production networks: the rise of Chongqing’s notebook computer industry, 2008–2014

In 2008 a new notebook manufacturing cluster was established in Chongqing in western China. By 2013 it accounted for some 25% of world output by volume. Chongqing’s ability to attract this manufacturing supply chain was driven by several factors that permitted strategic coupling: the existence of complex networks of cooperation and economies external to the firm but internal to contemporary global production networks; changed conditions in southeast and east China; and the creation by Chongqing Municipal People’s Government with central state support of hard and soft infrastructures and externalities that drove down logistic and production costs and permitted constant product innovation.     

Hypermobility and the governance of global production networks: The case of the Canadian cycle industry and its links with China and Taiwan

Western firms engaged in mass retailing and in product assembly make frequent changes to their global production networks (GPNs). Indeed, some GPNs show a tendency to hypermobility, which we define as a rapid switching of economic links among manufacturers, importers, and retailers. This theme is explored in the context of the Canadian bicycle industry where domestic production collapsed between 1980 and 2008, following a century of remarkable stability. After a period of flux when Taiwan was the key player, China has emerged as the dominant original equipment manufacturer (OEM) of bicycles sold in Canada, with big‐box stores accounting for the great majority of sales. We connect this increasing fluidity in supply arrangements and in the global organization of the industry with the governance of these GPNs. Several aspects of governance are considered, including the Sloanist practices of the largest Canadian retailers, and the activist role of the Chinese state in directing regional patterns of manufacturing in China.