Transnational corporations and spatial divisions of ‘service’ expertise as a competitive strategy: the example of 3M and Boeing

Production processes are becoming increasingly more complicated as firms develop corporate strategies that are designed to increase profitability or capture market share. The focus of this article is on manufacturing companies (3M and Boeing) and on understanding the social organisation of production and the ways in which firms manipulate spatial divisions of expertise (service inputs) as well as labour (manufacturing inputs). This distinction recognises that there are important differences between production and non-production tasks. The 3M case examines the firm's global labour market by exploring the geographies of its transnational or foreign service employees. The Boeing case examines the design and manufacture of the 787 and the development by Boeing of a new complex spatial division of expertise.