By Maria Ines Bastos, Swasti Mitter
This quantity explores the demanding situations and the possibilities created through the swift development of 'telematics'. ecu agencies gain via decrease labour expenditures and entry to important new markets within the fields of schooling and coaching. even as ecu governments are occupied with jobs disappearing. For the constructing international, there's the brightest prospect of latest jobs and novel technique of schooling. in spite of the fact that, how safe will those new jobs be? Will a extra hugely knowledgeable workforce result in a mind drain?
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Extra resources for Europe and Developing Countries in the Globalized Information Economy: Employment and Distance Education
OECD (1996) The Knowledge-based Economy, Paris: OECD. Reilly, P. and Tamkin, P. (1997) Outsourcing: A Flexible Option for the Future, Brighton: Institute for Employment Studies. Basrur and Seema Chawla In 1992, a team of corporate strategists from Harvard Business School led by economist Michael Porter, the global competitiveness guru, embarked on a study of globally competitive Indian industrial houses. The team after 36 months of research came up with four outstanding Indian corporations; Tata Consultancy Services (TCS) was the only representative from the IT industry.
It is against this background that the comparative advantages of the emerging economies and the vision of their ‘leapfrogging’ need to be evaluated with caution. In his much-acclaimed and well-argued paper in the Financial Times of January 10, 1995, Juggy Pandit questions the conventional thinking on the evolution of world trade and competitiveness. The conventional thinking, he argues, envisages a continuum of economic activity through which economies evolve, ranging from basic agriculture at one end to highly skilled services at the other.
The world sale of software was already approaching $200 billion per annum in 1992, and has been growing at a rate of between 15 per cent and 20 per cent annually. The potential growth in information processing as inputs into the manufacturing of software packages alone will be substantial. The modular approach to software production makes it possible for European companies to outsource the low value-added side of operations, such as coding and maintenance, to Asia while retaining the high value-added stages, such as requirement definition and system design, in the region.