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In essence this model of knowledge sharing creates an egalitarian benefits model where each side of the information transaction benefits.
Conclusion
Anti-globalization advocates argue that this approach to creating business value chains and relationships reduces economic growth to transactions where the 3rd world nations often receive little if any value for their efforts. Exacerbating this is the fact that transactions are king, relationships are not valued and trust suffers. What needs to happen is more of a hybrid model of globalization that can take the best aspects of knowledge sharing networks as shown by the TPS Model, and where relationships and knowledge become more critical than any given transactions.
References
D Christopher Brooks. (2004). Faction in Movement: The Impact of Inclusivity on the Anti-Globalization Movement*. Social Science Quarterly, 85(3), 559-577.
Daniel Drache, & Marc D. Froese. (2006)....
Globalisation, world trade and the cultural commons: Identity, citizenship and pluralism. New Political Economy, 11(3), 361-382.
Jeffrey H. Dyer, & Kentaro Nobeoka. (2000). Creating and managing a high-performance knowledge-sharing network: The Toyota case. Strategic Management Journal: Special Issue: Strategic Networks, 21(3), 345-367.
Gjolberg, M . (2009). The origin of corporate social responsibility: global forces or national legacies? Socio - Economic Review, 7(4), 605-637.
Hynes, W., & Cerna, L.. (1 September 2010). Globalization Backlash? The Influence of Global Governance in Trade and Immigration. SSRN Working Paper Series
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Zaslove, A..…
References
D Christopher Brooks. (2004). Faction in Movement: The Impact of Inclusivity on the Anti-Globalization Movement*. Social Science Quarterly, 85(3), 559-577.
Daniel Drache, & Marc D. Froese. (2006). Globalisation, world trade and the cultural commons: Identity, citizenship and pluralism. New Political Economy, 11(3), 361-382.
Jeffrey H. Dyer, & Kentaro Nobeoka. (2000). Creating and managing a high-performance knowledge-sharing network: The Toyota case. Strategic Management Journal: Special Issue: Strategic Networks, 21(3), 345-367.
Gjolberg, M . (2009). The origin of corporate social responsibility: global forces or national legacies? Socio - Economic Review, 7(4), 605-637.
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