The Telecommunications Challenge

Starting in the mid 1990s, the United States economy experienced an unprecedented upsurge in economic productivity. Rapid technological change in communications, computing, and information management continue to promise further gains in productivity, a phenomenon often referred to as the New Economy. To better understand the sources of these gains and the policy measures needed to sustain these positive trends, the National Academies Board on Science, Technology, and Economic Policy (STEP) convened a series of workshops and commissioned papers on Measuring and Sustaining the New Economy. This workshop, entitled "The Telecommunications Challenge: Changing Technologies and Evolving Policies," brought together leading industry representatives and government officials to discuss issues generated by the rapid technological change occurring in the telecommunications industry and the regulatory and policy challenges this creates. The workshop presented a variety of perspectives relating to developments in the telecommunications industry such as the potential of and impediments to broadband technology.

Production networks in many sectors have become increasingly fragmented. Cutting labour costs by lowering pay, increasing work intensity and/or shifting flexibility costs to workers are just some of the motivations for outsourcing. But it can also be used to circumvent employee representation and collective bargaining systems within companies, and labour market regulations in general. Though such intentions may not drive the bulk of outsourcing decisions, any change in company boundaries is likely to impact employment, working conditions and industrial relations in the value chain. This book focuses on the dynamics of outsourcing in Europe from the perspective of employees. In particular, it considers one insufficiently studied aspect: the impact of outsourcing on working conditions and employment relations in companies. The book also collects lessons learned from the efforts of employees and trade unions to shape outsourcing decisions, processes and their impact on employment and working conditions.

Telecommunications is a networked business, yet it traditionally has resisted a network-based view in its strategies and business models. In this chapter, Kevin Werbach explores this paradox, contrasting the worldview of Monists such as AT&T, who see the infrastructure as inseparable from the network, and Dualists such as Google, who see the network and its applications as distinct from the underlying infrastructure. Not surprisingly, AT&T is a proponent of “tiered access” whereas Google argues for “network neutrality.” Finally, Werbach examines how a more modular future might bridge the gap between those who seek to own and capitalize on the network and those who seek to expand it through more neutral offerings.

Alternative implementation strategies are also considered, with an eye to practicality for developing countries. It concludes that the concept is feasible, and the study further provides ideas for piloting the concept in a limited number of countries."--Jacket.

Telecommunications in Developing Countries (1990) stresses the importance of modern, micro electronics-based telecommunications for developing economies in providing a basic communications infrastructure for economic and industrial development and the springboard for new information technology activities. Although progress in telecommunications has so far been concentrated in the most advanced regions of the world, some developing countries can bypass older, less efficient forms of telecommunications and go straight to microelectronic technology. This book is the first to examine the challenges and difficulties facing developing countries in this field. extending existing theories of technology transfer and diffusion, Michael Hobday offers an explanation of the forces for change in the telecommunications industry. He then examines Brazil's experience in telecommunications, from developing the technology and building up a modern infrastructure to controlling multinational suppliers of equipment. Dr Hobday explains why Brazil's efforts in this area have succeeded, and offers lessons for other developing countries.