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The Kunshan Model: Learning from Taiwanese Investors

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Many studies have documented the very important role played by local officials in China in improving the business environment in order to promote better economic development. What has not been well studied is how local officials know when and how to improve their business environment. Using Kunshan, one of the most rapidly developing and most economically globalized county-level cities in the Yangtze Delta since the mid 1980s as a case, we argue that local officials in transitional China learn development experiences from the outside through interactions with foreign investors. In this respect, foreign direct investment in China is not only a vehicle for local economic growth but also a channel of knowledge diffusion for local institutional changes.

Document Type: Research Article


Publication date: 2008-12-07

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  • Built Environment is published quarterly in March, June, September and December. With an emphasis on crossing disciplinary boundaries and providing global perspective, each issue focuses on a single subject of contemporary interest to practitioners, academics and students working in a wide range of disciplines. Issues are guest-edited by established international experts who not only commission contributions, but also oversee the peer-reviewing process in collaboration with the Editors.

    Subject areas include: architecture; conservation; economic development; environmental planning; health; housing; regeneration; social issues; spatial planning; sustainability; urban design; and transport. All issues include reviews of recent publications.

    The journal is abstracted in Geo Abstracts, Sage Urban Studies Abstracts, and Journal of Planning Literature, and is indexed in the Avery Index to Architectural Publications.

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