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ID:
133109
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2014.
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| Summary/Abstract |
Growing anxieties over food security have recently brought sharp geopolitical overtones to debates about the agro-food sector. Contending that this 'geopolitical moment' highlights the mutually constitutive nature of geopolitics and political economies of food, we examine how dominant geopolitical framings of food security extend and deepen neoliberal models of agro-food provisioning, and highlight the need for further attention to these dynamics from political geographers. We develop a preliminary research agenda for further work in the field, focusing on the recent spate of global farmland acquisitions, questions of agro-food governance, the securitisation of hunger and obesity, and the environmental impacts of dominant agro-food systems. Throughout, we highlight the value of a counter-geopolitics of food security for re-situating agro-food politics outside hegemonic policies and institutions, and of the alter-geopolitics of food pursued by communities embodying concrete alternative food production and consumption systems.
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| 2 |
ID:
077670
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2007.
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| Summary/Abstract |
The failure of Japanese electronics firms to participate fully in the Internet-fueled growth of the global electronics industry during the late 1990s triggered a period of questioning among top executives. This article examines Japanese managerial responses to the organizational model "value chain modularity," which was deployed by the US electronics firms driving the creation of the Internet. While there were partial but significant steps taken in the direction of this new US model-increased specialization, outsourcing of low-end products, and shared factory investments in Japan -wholesale restructuring was resisted. This evidence is consistent with larger patterns of gradual institutional change in Japan . I argue that the result of this process will likely be increased, not diminished, institutional diversity over time. While globalization has accelerated the pace of change by opening new avenues for organizational experimentation and institutional layering, the drag on organizational change exerted by existing institutions slows the process enough to allow institutional and organizational innovations to develop into coherent systems with distinct characteristics. The result, inevitably, will be a uniquely Japanese approach to the challenges posed by globalization.
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