tied to the reward system. Experienced coordination groups do not require an appointed leader. The leader may change for every issue at hand, appointed by the group based on who is more capable on the particular issue. Though for most groups, a leader is appointed from central management to dictate the agenda, lead discussion and communicate with external to the group agents about their work. Most of the time, the designated leader comes from the firm’s home country. (Galbraith, 2000).
跨生产网络的沟通可以通过横向组织实现。横向组织是一个信息交换和决策的过程，使整个网络的协调变得可行。网络中的每个单元都有活动中的信息和配额，指定一个人作为协调活动的代表。因此，横向组织有助于企业分散决策过程，并提高企业在更多问题上做出更多决策的能力。跨网络的沟通可以采取两种形式，正式的和非正式的。然而，对于首要的跨境沟通，必须采用正式的方式。中央管理层任命管理人员小组来协调生产职能、相关单位，并为全球市场开发新产品。为了避免冲突，明确其目的，不与其他活动重叠，这些团体制定了其范围和权力宪章。关于该小组的人员配置，需要每个有关单位的代表。代表应掌握有关问题的充分信息，并有权决定集体行动和承诺其单位。然而，由于群体的人性因素，冲突是不可避免的。为此，团队必须建立解决这些冲突的流程。此外，如果团队没有得到相应的奖励，那么解决这些冲突的动机可能会降低。他们在团队中的表现和结果必须与奖励制度挂钩。经验丰富的协调小组不需要指定领导人。领导者可以针对手头的每一个问题进行更换，由团队根据谁在特定问题上更有能力来任命。尽管对于大多数团队，都会从中央管理层任命一名领导者来制定议程，领导讨论，并与团队外部代理人就其工作进行沟通。大多数时候，指定的领导来自公司的母国。
for the smoother operation of the production network firms establish purchasing policies for their subsidiaries. Two types of purchasing policies exist. Central purchasing and autonomous purchasing. When implementing central purchasing, a single division is responsible for all corporate purchases of components with the goal being the exploitation of economies of scales and the level of quality. (Stonehouse, Campell et.al, 2004). Firms invest in specialized divisions that are responsible not only for quality control of the components but also with management specifications, the transportation to each subsidiary, communication across the network and insurance. (Gereffi, 2015). Subsidiaries are then necessitated to buy from the central division. With autonomous purchasing, subsidiaries are responsible for component acquisition. This might be the result of a government policy tackling global sourcing or a firm policy centered around a specific country. With this type of purchasing policy, subsidiaries must guarantee that the quality standards are met and cost of components and delivery don’t exceed the projected costs. In most cases a mix of these policies is implemented, central purchasing used for standard components and autonomous for specialized parts based on the market of the subsidiary. (Stonehouse, Campell et.al, 2004).
为了生产网络的顺利运营，企业为其子公司制定了采购政策。存在两种类型的采购政策。集中采购和自主采购。在实施集中采购时，一个部门负责所有公司部件的采购，目标是利用规模经济和质量水平。公司投资于专业部门，这些部门不仅负责组件的质量控制，还负责管理规范、每个子公司的运输、网络通信和保险。然后，子公司必须从中央部门购买。通过自主采购，子公司负责零部件采购。这可能是政府应对全球采购的政策或以特定国家为中心的公司政策的结果。有了这种采购政策，子公司必须保证达到质量标准，零部件和交付成本不超过预计成本。在大多数情况下，实施这些政策的组合，集中采购用于标准部件，自主采购基于子公司市场的专用部件。
Global production networks consist of doubt and cooperation amongst different actors, ranging from the firm to government institutions and non-governmental actors. Therefore, these networks are not only an arena for firms to compete for market share or value adding activities. They constitute a complicated political economic system, in which firms and markets are built based on the sociopolitical environment. (Levy, 2008). The ramifications of global production networks exist in both developing and developed economies. For developing economies, one issue is the growth of jobs. Most developing countries are agricultural and global production networks shift the balance of jobs to manufacturing or service. These countries cannot fill these positions with indigenous population due to lack of training or education leading global firms to expatriate executives. Some developing countries-such as East Asian countries-who have achieved development in integrating these global production networks and practices, face difficulties in sustaining this development. However, the crux of the problem lies in poverty. Low incomes entail to low level of living which derives from the low productivity average of a country’s entire labor force. This low productivity is a result of different factors. From the supply side, some factors are poor he
