Health Policy and High-Tech Industrial Development
Show Less

Health Policy and High-Tech Industrial Development

Learning from Innovation in the Health Industry

Edited by Marco R. Di Tommaso and Stuart O. Schweitzer

By weaving together the fields of health economics, industrial organisation and industrial development, this book describes the benefits of promoting a country’s health industry as a way of stimulating its high-technology industrial capacity. The authors illustrate that the development of a country’s health industry not only improves the country’s health status, but also promotes an industry with relatively stable, high-wage employment, creates the potential for exporting goods and services, and produces scientific spillovers that will favourably impact other high-technology industries.
Buy Book in Print
Show Summary Details
You do not have access to this content

Chapter 11: Multinational Enterprises and High-Tech Clusters in the Health Industry: Some Preliminary Results in Italy

Marco Bellandi and Nicoletta Tessieri


Marco Bellandi and Nicoletta Tessieri 1 INTRODUCTION1 The success of modern industrial districts, in Italy and elsewhere, represents a clear manifestation of the forces of local development. The industrial districts are prototypical examples of localities (the territorial level is that of daily urban systems) characterized by the economic and social prominence of an industrial cluster of specialized small to medium-sized firms. Within an industrial district, the principal industrial cluster corresponds, in statistical terms, to the aggregation of the most important manufacturing sector of the area and of complementary and auxiliary sectors. Generally the relations between large firms and the development of industrial districts are various, positive or negative, sometimes relevant. Of course their nature depends also on socioeconomic and institutional factors at regional, national and international levels. As regards the large firms, and specifically multinational companies, there are three different strategies. The first is a strategy of vertical integration in the constitution of human capital, marketing channels, R&D facilities, taking basic resources from the outside and transforming them into specific assets. The second is a networking strategy, in which the internal processes are complemented by the relation with external processes, both in other large firms (joint ventures and so on) and in industrial districts. The last is a predatory strategy, by which external processes are exploited for incorporating valuable external resources and destroying the economic bases of independent districts. In the first case, localization matters because of the territorial differences in the prices of non-transferable...

You are not authenticated to view the full text of this chapter or article.

Elgaronline requires a subscription or purchase to access the full text of books or journals. Please login through your library system or with your personal username and password on the homepage.

Non-subscribers can freely search the site, view abstracts/ extracts and download selected front matter and introductory chapters for personal use.

Your library may not have purchased all subject areas. If you are authenticated and think you should have access to this title, please contact your librarian.

Further information

or login to access all content.