基于地缘政治危机视角的华为的生产网络重组研究  

Reconfiguration of Huawei's production network in the context of geopolitical risks

作　　者：刘清 薛德升[1,3] LIU Qing;XUE Desheng(School of Geography and Planning,Sun Yat-Sen University,Guangzhou 510006,China;Department of Geography,National University of Singapore,Singapore 117570,Singapore;Southern Marine Science and Engineering Guangdong Laboratory(Zhuhai),Zhuhai 519000,Guangdong,China)

机构地区：[1]中山大学地理科学与规划学院,广州510006 [2]新加坡国立大学地理系,新加坡117570 [3]南方海洋科学与工程广东省实验室(珠海),珠海519000

出　　处：《地理学报》2025年第2期433-452,共20页Acta Geographica Sinica

基　　金：国家自然科学基金重点项目(41930646)。

摘　　要：在中美贸易战全球地缘政治危机背景下,地缘政治与新风险的互动成为GPN 2.0研究的新方向,研究领先企业的全球生产网络的重构进程、战略反应和完整的因果解释动态具有现实和理论意义。本文利用2023年在上海、深圳、东莞调研的华为及其供应商32家企业访谈数据,研究了在当下中美地缘政治危机中最首当其冲的领先企业华为,从全球生产网络向部分国内生产网络的重构过程,尤其关注了它由深圳向东莞的产业再转移过程中的空间逻辑、区域再布局、行动动者策略和因果驱动机制。研究发现:(1)华为重组的行动者战略主要有3种,一是基于龙头企业带动效应的企业间控制,二是寻求替代性战略伙伴的企业间合作,三是华为与深圳、东莞地方政府议价的企业外博弈战略。重组的焦点分别围绕着地理邻近性、战略联盟的国产替代、土地与房地产、5G市场展开;(2)华为重组的动态因子有3种,一是成本—能力比率,主要考虑到降低土地成本和重新优化研发总部、华为南方生产基地、人才培训和员工配套职能;二是市场动因,以ToB为核心开拓国内新的5G市场,形成3大业务集团+5大军团模式,以深圳和东莞的智慧城市项目为主开拓本地市场;三是中美贸易战的风险环境推动了华为扶持国内多元产业链条;(3)华为重组的行动者战略与因果机制有着紧密的互动,风险环境驱动华为的企业间控制,市场动因和风险环境影响华为的企业间合作,优化成本—能力比率和挖掘5G/房地产市场又是华为与地方政府企业外博弈的核心。In the context of U.S.-China trade war and COVID-19 pandemic and troubling global economy,the interaction between geopolitical risk(GPR)and global production network(GPN)has emerged as a new direction for GPN 2.0 research agenda.Exploring the reconfiguration process,strategic responses,and causal explanatory dynamics of lead firms is of practical and theoretical significance.This study uses interview data from 32 companies(Huawei and its suppliers)surveyed in Shanghai,Shenzhen,and Dongguan in 2023.Focusing on the spatial logic,regional redistribution,actor strategies,and causal interaction mechanisms,this study illuminates how Huawei navigates the causal dynamics and strategies of its production network,particularly the complex landscape of industrial transfer from Shenzhen to Dongguan.The results,based on the GPN 2.0 perspective,(1)reveal three actor-specific strategies employed by Huawei:inter-firm control based on the leader and follower effects,inter-firm partnership seeking alternative strategic partners.This strategy is further strengthened through extra-firm bargaining between Huawei and local governments in Shenzhen and Dongguan,where Huawei seeks to market entitlement of local real estate,expands its market reach for 5G technologies and fosters local industrial upgrading.(2)There are three dynamic factors influencing Huawei's restructuring:the first is the cost-capability ratio,primarily considering the reduction of land costs and the optimization of its R&D headquarters,southern production base,talent training,and employee facilities;the second is market-driven,with a focus on the To-Business(ToB)model to explore new domestic 5G markets,establishing the"three BGs+five major corps"model,and expanding local markets,particularly through smart city projects in Shenzhen and Dongguan;the third factor is the risk environment posed by the U.S.-China trade war,which has driven Huawei to support a diversified domestic supply chain.Overall,Huawei's production network restructuring is driven by these three consider

关 键 词：地缘政治危机 GPN 2.0 华为 重组 东莞松山湖 

分 类 号：K901.4[历史地理—人文地理学] F426.63[经济管理—产业经济]