Europe and Developing Countries in the Globalized by Maria Ines Bastos, Swasti Mitter

By Maria Ines Bastos, Swasti Mitter

This quantity explores the demanding situations and the possibilities created through the quick progress of 'telematics'. ecu corporations gain via reduce labour expenditures and entry to important new markets within the fields of schooling and coaching. even as ecu governments are serious about jobs disappearing. For the constructing global, there's the brightest prospect of recent jobs and novel technique of schooling. even though, how safe will those new jobs be? Will a extra hugely knowledgeable workforce result in a mind drain?

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The developing countries also need to explore the implications of the emerging international division of labour with circumspection. The efforts of some of the Asian countries to create favourable environments for the location of outsourced information processing work indicate the importance that these countries attach to such developments. High-tech information processing work is perceived as a driving force for modernisation. The Science and Technology Parks now supersede the Export Processing Zones in priorities and in importance.

Airlines. Described by one commentator as ‘more like casual dating than marriages’, these alliances have covered the sharing of technical data, joint participation in frequent flyer programmes, shared ticket sales and check-in facilities, and so-called ‘seamless travel’ (International Transport Workers’ Federation 1993:31). Similar alliances, made possible only by the sharing of data enabled by the new information and communications technologies, can be found in many other industries, including pharmaceuticals, vehicle manufacture, and financial services (Dunning 1993).

Europe and devoloping countries in the globalised information economy 12 teleworking (Huws 1995). The downsizing element of post-Fordism, on the other hand, relates to the new management philosophy, which favours a small core team in the company and peripheral/marginal workers elsewhere (Mitter 1997). This new philosophy, called ‘lean management’, welcomes national and transnational telematicsassisted distant working as a tool for efficient work organisation. The potential for transnational outsourcing is enhanced with the increasing importance of information processing, not only in the services sector but also in manufacturing.

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