The Geography of International Strategic Alliances in the Telecommunications Industry: The Cases of Cable and Wireless, Ericsson, and Fujitsu

Abstract

It is argued that the emerging spatial organisation of three telecommunications and computer firms can only be fully understood by reference to changing market and competitive contexts, and not by analysis of the forces of production alone. Strategic alliances are seen as an attempt by capital to cope with turbulent market conditions brought about by technical and regulatory change—and are part of a wider corporate and industrial restructuring process that is both attendant upon, and a stimulus to, this changing basis for competition.