| Although the characteristics and influencing factors of global production networks of typical Chinese local enterprises have been well studied by domestic and foreign scholars,the global economic geography has changed profoundly due to the "rise" of trade protectionism,global geopolitical environment shocks and the spread of new epidemics.Although there will be persistent weakness in global market demand and economic globalization may fall into a long-term stagnation pattern,the process of economic globalization will not end or regress,but will form a new development trajectory.At present,China’s economy is in a critical period of transformation from high-speed growth to high-quality growth,but encountered the impact of economic globalization counter-current,Sino-US trade friction,world economic recession and other complex factors.In particular,in recent years,the U.S.has attempted to "marginalize" China in the global division of labor,and its sanctions against Huawei fully reflect the relevance and urgency of GPN research based on China’s new practices.Therefore,exploring the spatial organization characteristics and dynamic mechanisms of Chinese firms’ global production networks can provide empirical experience for the study of Chinese GPN in the new development pattern.This paper selects Huawei cell phone bill of materials and supplier data in 2020,and tries to scientifically identify the types of Huawei cell phone production networks based on the corporate actor role function and value chain theory under the GPN2.0 framework,so as to explore the organizational structure of different types of Huawei cell phone production networks and the dynamic mechanism of global production network construction: First,the spatial and topological characteristics of four different production networks are analyzed separately using the metrics of kernel density,intermediary centrality and node centrality;Second,the modularity index and Pang Rank algorithm are used to identify the number of communities and community development characteristics of different production networks,and explore the relationship between community characteristics and "geographic distance" and "relationship distance" to summarize the differentiation between community characteristics and cluster development,so as to better reveal the relationship characteristics among enterprise networks;Third,the GPN2.0 framework is used to reveal the dynamics of the firm’s global production network based on the Huawei case from four perspectives: costcapacity ratio,market dynamics,financial constraints,and risk environment.The above analysis leads to the following conclusions:(1)As the technical added value of component products decreases,the spatial layout of Huawei’s enterprise component suppliers gradually shrinks from Western Europe-North America-East Asia to East Asia.Huawei cell phones have the widest distribution of high-value R&D-oriented components,with high-density areas mainly located in national/regional technology and education centers or political centers,such as Los Angeles and Munich.Medium-value specialized components and low-value standardized components form a spatial pattern dominated by East Asia,with high-density areas mainly distributed in the Yangtze River Delta,the Pearl River Delta and parts of the U.S.West Coast.OEM service providers have mainly formed a pattern with East Asia as the core region,but there is also a scattered distribution in Western Europe and North America due to technical constraints.(2)Huawei’s cell phone production network characteristics vary significantly by type.The core cities of high-value R&D production networks are mainly concentrated in R&D-oriented cities in developed countries,emerging R&D cities in developing countries and regional core cities,such as San Jose,Pittsburgh and Shenzhen,where cooperation behaviors and information flow with each other are easier,but the hierarchical structure is more obvious due to different levels of technology and information mastery.Better power balance in medium-value specialized production networks,consisting mainly of regional centers in developing countries and a few industrial cities in developed countries,with insignificant differences in rank,such as Dongguan,Suzhou,Yokohama;The centralization of low-value standard production networks and foundry/assembly production networks is the most significant,with power and information concentrated in a few urban nodes,with significant polarization and more pronounced centrality,such as Shenzhen with Changzhou and Fuzhou.(3)Influenced by the modular production and manufacturing of components,the production network community structure breaks through the national boundaries and has a strong internal non-homogeneity,showing scale-free network characteristics,and the core-edge structure begins to form.The development of high-value R&D production network communities is the most obvious,but the cluster characteristics are not obvious due to the objective differences of geographical distance,specialized division of labor,and industry technology "black box".Enterprises form network community structures through knowledge linkage effects,and establish transnational network communities of "proximity" through core-periphery structures;The medium-value professional production network communities form generalized clusters in the core cities and periphery through specialized supply,and establish cross-domain industrial clusters with "geographical proximity" through the network layout of "point-line surface".Since the network nodes are less central and less hierarchical,there is basically no absolute core node,and there is more exchange and cooperation of production factors between city nodes,so the characteristics of network communities are not obvious;Lowvalue standard and foundry/assembly production network communities have not developed significant industrial clusters,and due to the flattening of manufacturing technologies in low-value components and foundry/assembly companies,companies have formed a scattered network community structure globally mainly through low-cost strategies.(4)Under the role of national actors(economic transformation,policy making,governance approach,etc.),corporate cost-to-capacity ratios,market dynamics,financial constraints,and risk environment drive the construction and restructuring of Huawei’s global production network for cell phones.Manufacturing outsourcing,research and manufacturing separation,horizontal competition and technology spillover can optimize the cost-capability ratio more,corporate strategies and market windows of opportunity can enhance market share and adapt to global market changes,corporate financing,financial management on corporate strategic decisions and spatial layout can effectively reduce the pressure brought by financial constraints,international trade barriers and the spread of trade protectionism,big country politics and global production network game will also intensify the risk environment of corporate global production network. |
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