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Strategic Roadmapping as a Policy Tool for Meso-Level Industrial Transformation: The Case of Cellulosic Fibre Value Chain in the Green Triangle, South Australia

Strategic Roadmapping as a Policy Tool for Meso-Level Industrial Transformation: The Case of Cellulosic Fibre Value Chain in the Green Triangle, South Australia

Toni Ahlqvist, John Kettle, Ville Valovirta, Nafty Vanderhoek
Copyright: © 2014 |Pages: 36
ISBN13: 9781466658288|ISBN10: 1466658282|EISBN13: 9781466658295
DOI: 10.4018/978-1-4666-5828-8.ch007
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MLA

Ahlqvist, Toni, et al. "Strategic Roadmapping as a Policy Tool for Meso-Level Industrial Transformation: The Case of Cellulosic Fibre Value Chain in the Green Triangle, South Australia." Global Perspectives on Achieving Success in High and Low Cost Operating Environments, edited by Göran Roos and Narelle Kennedy, IGI Global, 2014, pp. 172-207. https://doi.org/10.4018/978-1-4666-5828-8.ch007

APA

Ahlqvist, T., Kettle, J., Valovirta, V., & Vanderhoek, N. (2014). Strategic Roadmapping as a Policy Tool for Meso-Level Industrial Transformation: The Case of Cellulosic Fibre Value Chain in the Green Triangle, South Australia. In G. Roos & N. Kennedy (Eds.), Global Perspectives on Achieving Success in High and Low Cost Operating Environments (pp. 172-207). IGI Global. https://doi.org/10.4018/978-1-4666-5828-8.ch007

Chicago

Ahlqvist, Toni, et al. "Strategic Roadmapping as a Policy Tool for Meso-Level Industrial Transformation: The Case of Cellulosic Fibre Value Chain in the Green Triangle, South Australia." In Global Perspectives on Achieving Success in High and Low Cost Operating Environments, edited by Göran Roos and Narelle Kennedy, 172-207. Hershey, PA: IGI Global, 2014. https://doi.org/10.4018/978-1-4666-5828-8.ch007

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Abstract

This chapter illustrates the use of strategic roadmapping as a policy tool for regions or industry sectors to formulate a strategy to renew and transform their industrial base when faced with structural decline, diminishing opportunities, and intensifying competitive pressures. This approach is illustrated by the case study of the forest and wood products industry in the Green Triangle region in the southeast of South Australia, both the road maps produced and the staged policy recommendations made for immediate, short, and long-term action. The chapter concludes by summarising the key arguments for the use of strategic roadmapping as policy tool for industrial transformation, and identifying some future avenues for strategic roadmapping in the forest and wood products industry and in manufacturing industry in general.

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