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SDGs, Transformation, and Quality Growth : Insights from International Cooperation.

Bibliographic Details
Main Author: Hosono, Akio.
Format: eBook
Language:English
Published: Singapore : Springer Singapore Pte. Limited, 2022.
Edition:1st ed.
Series:Sustainable Development Goals Series
Subjects:
Electronic books.
Online Access:Click to View
Table of Contents:
  • Intro
  • Foreword
  • Acknowledgements
  • Contents
  • About the Author
  • 1 SDGs, Transformation, and Quality Growth: An Overview
  • 1.1 Key Attributes of Quality Growth and Its Definition
  • 1.2 Dimensions of Transformation and Its Definition
  • 1.3 How Transformation Takes Place and What Triggers It
  • 1.4 The Case Studies Approach
  • 1.5 The Organization of This Volume and Its Main Pillars
  • 1.5.1 Strategies for Transformation and Quality Growth
  • 1.5.2 Industrial Development and Transformation: Insights from Outstanding Cases
  • 1.5.3 Learning Capacity for Quality Growth
  • 1.5.4 Transforming Economies for Jobs and Inclusive Growth
  • 1.5.5 Addressing Challenges of Urbanization for Quality of Growth
  • 1.5.6 Quality Growth Focusing on Environmental Sustainability
  • 1.5.7 Quality Growth Focusing on Resilience to Disaster Risks
  • 1.6 Closing Remarks
  • 1.6.1 From Diagnoses to Actions
  • 1.6.2 Synergies, Tradeoffs, Priorities, and Sequences
  • 1.6.3 Quality Growth Strategy for Each Context
  • References
  • 2 Strategies for Transformation and Quality Growth
  • 2.1 Key Issues from an Analytical Perspective
  • 2.1.1 Overview of Transformation and Quality of Growth in East Asia, Latin America, and Africa
  • 2.1.2 Transformation and Changing Endowments
  • 2.1.3 Virtuous Circle of Endowments, Transformation, and Quality Growth
  • 2.2 Strategies for Enhancement of Essential Endowments for Transformation and Quality Growth
  • 2.2.1 Strategy for the Enhancement of Learning Capacity
  • 2.2.1.1 Case 2.1: Effective Approaches Toward Improvement of the Quality of Education in Science and Math Education
  • 2.2.1.2 Case 2.2: Effective Approaches to Strengthening Capacity to Learn to Learn by Learning by Doing
  • 2.2.2 Strategy for Investing in Quality Infrastructure
  • 2.2.2.1 Case 2.3: Effective Approaches to Constructing Quality Infrastructure: Michinoeki.
  • 2.2.3 Strategy for Strengthening Institutions
  • 2.2.3.1 Case 2.4: Effective Approaches to Strengthening Institutions that Facilitate Participation of Small and Medium Enterprises in Industrial Development
  • 2.3 Strategies to Catalyze Transformation and Quality Growth
  • 2.3.1 Strategy for Catalyzing Sequential or Catching-Up Transformation
  • 2.3.1.1 Case 2.5: Effective Approaches to Facilitate Regional Networks and Integration Through Development Corridors
  • 2.3.2 Strategy for Transformation Through Integration into Global Value Chains
  • 2.3.2.1 Case 2.6: Effective Approaches for SME Participation in GVC Through Expansion of Supporting Industries
  • 2.3.3 Strategy for Innovation-Led Transformation
  • 2.3.4 Strategy for Inclusive Business-Led Transformation
  • 2.3.4.1 Case 2.7: Effective Approaches to Catalyzing Local Transformation Through Inclusive Business
  • 2.4 Conclusion
  • 2.5 Further Discussion 2.1: Overview of Recent Trend of a Consensus on the Importance of Transformation and Quality of Growth in East Asia, Latin America, and Africa
  • 2.6 Further Discussion 2.2: Transformation and Quality of Growth from Capital Assets Accumulation Perspective
  • References
  • 3 Industrial Development and Transformation: Insights from Outstanding Cases
  • 3.1 An Analytical Perspective
  • 3.1.1 Change of Endowments and Dynamic Comparative Advantage: The Focus of Industrial Strategy
  • 3.1.2 Leading Industries, Economic Transformation, and the Role of Government and Institutions
  • 3.1.3 Typology of Industrial Development and Transformation Challenges
  • 3.1.4 Research Questions for Case Studies
  • 3.2 Case Studies
  • 3.2.1 Case 3.1: Thailand's Automobile Industry
  • 3.2.1.1 Accumulation of Knowledge and Capabilities, Prerequisite for Development of an Automobile Industry
  • 3.2.1.2 Formation of Automobile Clusters and Industrial Estates.
  • 3.2.1.3 Eastern Seaboard: Infrastructure that Triggered the Rapid Expansion of Thailand's Automobile Industry
  • 3.2.1.4 "Detroit of Asia" Vision
  • 3.2.1.5 Institutions that Facilitated Changes of Endowments
  • 3.2.1.6 Other Factors
  • 3.2.1.7 Summary of the Industrial Development Process
  • 3.2.1.8 Challenges Toward Further Transformation
  • 3.2.2 Case 3.2: Cerrado Agriculture and Agro-Industry Value Chains in Brazil
  • 3.2.2.1 Change of Endowment by Technological Innovation, Achieving "A New Comparative Advantage"
  • 3.2.2.2 Accumulation of Knowledge and Capabilities
  • 3.2.2.3 Institutions that Facilitated Changes of the Endowment
  • 3.2.2.4 Summary of Agricultural Development Process
  • 3.2.3 Case 3.3: Bangladesh Garment Industry
  • 3.2.3.1 Learning, Accumulation of Knowledge, and Capabilities
  • 3.2.3.2 Change of Endowments: Rural Development and Mobilization of Female Workers with Low Opportunity Cost
  • 3.2.3.3 Change of Endowments: Connectivity and Logistics Upgrading by Infrastructure
  • 3.2.3.4 Institutions that Facilitated Garment Industry Development
  • 3.2.3.5 Summary of the Industrial Development Process
  • 3.2.4 Case 3.4: Chile's Salmon Industry13
  • 3.2.4.1 Change of Endowment by Technological Adaptation/Innovation
  • 3.2.4.2 Learning and Accumulation of Capabilities and Knowledge
  • 3.2.4.3 Institutions that Facilitated the Development of the Chilean Salmon Industry
  • 3.2.4.4 Summary of the Development Process of the Salmon Industry
  • 3.2.5 Case 3.5: Singapore
  • 3.2.5.1 Human Resource Development and Accumulation of Knowledge and Capabilities
  • 3.2.5.2 Institutions that Enabled the Process of Transformation
  • 3.2.5.3 Summary of the Process of Development of Institutions for Accumulation of Knowledge and Capabilities
  • 3.3 Concluding Remarks: Findings from the Case Studies
  • 3.4 Further Discussion (3.1).
  • 3.4.1 Catalytic Role of International Cooperation
  • 3.4.2 Aid and Transformation Focusing on Inclusive Growth
  • 3.4.3 Opportunities and Capacity Nexus for Inclusive Growth
  • 3.4.4 Japan's View and Experiences
  • References
  • Further Readings
  • 4 Industrial Strategies and Learning Capacity for Quality Growth
  • 4.1 Key Issues from an Analytical Perspective
  • 4.1.1 Knowledge, Learning, and Transformation
  • 4.1.2 Learning Society and Capacity Development
  • 4.1.3 Learning for Specific Capacity and Learning to Learn for Enhancing Core Capacity
  • 4.1.4 Determinants of Learning
  • 4.2 Industrial Strategy and Effective Approaches for Learning
  • 4.2.1 Research Questions
  • 4.2.2 Learning for Inclusive and Innovative Growth
  • 4.3 Cases of Learning for Specific Capacity
  • 4.3.1 Case 4.1: Learning for Inclusive and Innovative Growth Enabled by Capacity Development of Small-Scale Farmers with Increased Responsiveness to Market Needs: Initiatives of SHEP in Kenya5
  • 4.3.2 Case 4.2: Learning for Inclusive and Innovative Growth Through Capacity Development in Rural Infrastructure Development: Local Government Engineering Department (LGED) of Bangladesh7
  • 4.4 Cases of Learning to Learn and Enhancing Core Capacity
  • 4.4.1 Case 4.3: Learning for Inclusive and Innovative Growth Through Rural Livelihood Improvement (Seikatsu Kaizen) Programs in Japan and Developing Countries9
  • 4.4.2 Case 4.4: Learning for Inclusive and Innovative Growth in Incubating Inclusive Business: One Village One Product (OVOP) Initiatives
  • 4.4.3 Case 4.5: Learning for Inclusive and Innovative Growth Through Kaizen, Just in Time (JIT), Total Quality Management (TQM), and Beyond, in Japan, the United States, Thailand, and Other Countries
  • 4.4.3.1 Experiences in Japan12
  • 4.4.3.2 Quality Control Circles with Kaizen: An Effective Approach to Learning to Learn at the Front Line.
  • 4.4.3.3 Total Quality Management: An Effective Approach to Organizational Learning
  • 4.4.3.4 Impacts of TQC/TQM and Creation of a Learning Enterprise
  • 4.4.3.5 Experiences in the United States
  • 4.4.3.6 Experiences in Thailand and Other Developing Countries
  • 4.5 Concluding Remarks: Lessons from Case Studies
  • 4.5.1 Easy Entry Points for Commencing the Learning Process
  • 4.5.2 Low Cost and Low Risk
  • 4.5.3 Learning by Doing, Mutual Learning, and Co-creation of Innovative Solutions, Strengthening Cognitive Skills and Capacity of Learning to Learn
  • 4.5.4 The Impact of Learning on Innovative Solutions, Inclusive Business, Quality, Productivity, and Beyond
  • 4.6 Further Discussion (4.1)
  • 4.6.1 Kaizen, Learning, and Innovation for Quality Growth
  • 4.6.1.1 Kaizen as a Participatory and Inclusive Approach
  • 4.6.1.2 Kaizen, Learning, and "Genuine" Inclusive and Innovative Growth
  • 4.6.1.3 Kaizen and Innovation
  • 4.6.1.4 Kaizen and Sustainable Growth
  • 4.6.1.5 Kaizen and Secure Growth
  • 4.6.1.6 Summing Up
  • References
  • 5 Transforming Economies for Jobs and Inclusive Growth
  • 5.1 The Imperative of Inclusive Development in Sub-Saharan Africa
  • 5.1.1 Demographic Transition
  • 5.1.2 Slow Transformation of the Economic Structure
  • 5.1.3 Natural Resource Curse
  • 5.2 Strategies for Inclusive Growth: The Asian Experience
  • 5.3 Strategies for Inclusive Growth: A Case Study Approach
  • 5.3.1 Strategy 1: Increasing Staple Crop Productivity
  • 5.3.1.1 Case 5.1: Agricultural Sector Development Program and Related Initiatives in Tanzania
  • 5.3.1.2 Case 5.2: The Coalition for African Rice Development Initiative
  • 5.3.2 Strategy 2: Diversification of Agriculture to Include Higher-Value Crops and Enhancement of the Agro-Industry Value Chain
  • 5.3.2.1 Case 5.3: Smallholder Horticulture Empowerment Project in Kenya.
  • 5.3.2.2 Case 5.4: Diversification Through Agroforestry in Semi-Arid Kenya.

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