<?xml version="1.0" encoding="UTF-8"?><?xml-stylesheet type="text/xsl" href="static/style.xsl"?><OAI-PMH xmlns="http://www.openarchives.org/OAI/2.0/" xmlns:xsi="http://www.w3.org/2001/XMLSchema-instance" xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/ http://www.openarchives.org/OAI/2.0/OAI-PMH.xsd"><responseDate>2026-09-18T19:27:05Z</responseDate><request verb="GetRecord" identifier="oai:dspace.mit.edu:1721.1/111460" metadataPrefix="dim">https://dspace.mit.edu/server/oai/request</request><GetRecord><record><header><identifier>oai:dspace.mit.edu:1721.1/111460</identifier><datestamp>2022-01-13T07:54:52Z</datestamp><setSpec>com_1721.1_7582</setSpec><setSpec>com_1721.1_7581</setSpec><setSpec>col_1721.1_131023</setSpec></header><metadata><dim:dim xmlns:dim="http://www.dspace.org/xmlns/dspace/dim" xmlns:xsi="http://www.w3.org/2001/XMLSchema-instance" xmlns:doc="http://www.lyncode.com/xoai" xsi:schemaLocation="http://www.dspace.org/xmlns/dspace/dim http://www.dspace.org/schema/dim.xsd">
   <dim:field mdschema="dc" element="contributor" qualifier="advisor" lang="en_US">Roberto Rigobon.</dim:field>
   <dim:field mdschema="dc" element="contributor" qualifier="author" lang="en_US">De Chalendar, Kalman (Kalman Olivier Petro)</dim:field>
   <dim:field mdschema="dc" element="contributor" qualifier="author" lang="en_US">Giraud, Marc</dim:field>
   <dim:field mdschema="dc" element="contributor" qualifier="other" lang="en_US">Sloan School of Management.</dim:field>
   <dim:field mdschema="dc" element="contributor" qualifier="department">Sloan School of Management</dim:field>
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   <dim:field mdschema="dc" element="date" qualifier="accessioned">2017-09-15T15:35:10Z</dim:field>
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   <dim:field mdschema="dc" element="date" qualifier="copyright" lang="en_US">2017</dim:field>
   <dim:field mdschema="dc" element="date" qualifier="issued" lang="en_US">2017</dim:field>
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   <dim:field mdschema="dc" element="identifier" qualifier="oclc" lang="en_US">1003321762</dim:field>
   <dim:field mdschema="dc" element="description" lang="en_US">Thesis: S.M. in Management Studies, Massachusetts Institute of Technology, Sloan School of Management, 2017.</dim:field>
   <dim:field mdschema="dc" element="description" lang="en_US">Cataloged from PDF version of thesis.</dim:field>
   <dim:field mdschema="dc" element="description" lang="en_US">Includes bibliographical references (page 68).</dim:field>
   <dim:field mdschema="dc" element="description" qualifier="abstract" lang="en_US">In 1991, four Central European countries (the Czech Republic, Hungary, Poland and Slovakia) decided to form a political alliance called the Visegrad Group to explore paths of cooperation in various domains. Since the fall of communism, these countries have followed a formidable development trajectory that culminated with their integration in the European Union in 2004. In this thesis, we approach this region using a new macroeconomic theory that provides a framework to evaluate the complexity of economies and their productive structures. After analyzing trade data at a world level we find that V4 countries have complex economic structures. They also demonstrate a high level of robustness as they maintain consistent Economic Complexity Rankings when we vary the theory's underlying assumptions. We show that V4 countries have acquired capabilities relevant to many sectors, which provides them with numerous development opportunities. Based on those findings, we suggest policy recommendations leading both to stronger regional integration and to the creation of a more attractive business environment.</dim:field>
   <dim:field mdschema="dc" element="description" qualifier="statementofresponsibility" lang="en_US">by Kalman de Chalendar and Marc Giraud.</dim:field>
   <dim:field mdschema="dc" element="description" qualifier="degree" lang="en_US">S.M. in Management Studies</dim:field>
   <dim:field mdschema="dc" element="format" qualifier="extent" lang="en_US">68 pages</dim:field>
   <dim:field mdschema="dc" element="language" qualifier="iso" lang="en_US">eng</dim:field>
   <dim:field mdschema="dc" element="publisher" lang="en_US">Massachusetts Institute of Technology</dim:field>
   <dim:field mdschema="dc" element="rights" lang="en_US">MIT theses are protected by copyright. They may be viewed, downloaded, or printed from this source but further reproduction or distribution in any format is prohibited without written permission.</dim:field>
   <dim:field mdschema="dc" element="rights" qualifier="uri" lang="en_US">http://dspace.mit.edu/handle/1721.1/7582</dim:field>
   <dim:field mdschema="dc" element="subject" lang="en_US">Sloan School of Management.</dim:field>
   <dim:field mdschema="dc" element="title" lang="en_US">Economic complexity and product space of Visegrad countries : a new perspective on Czech Republic, Hungary, Poland and Slovakia</dim:field>
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   	&lt;Title>Economic complexity and product space of Visegrad countries : a new perspective on Czech Republic, Hungary, Poland and Slovakia&lt;/Title>
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   	&lt;PublicationDate>2017&lt;/PublicationDate>
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   	&lt;Abstract>In 1991, four Central European countries (the Czech Republic, Hungary, Poland and Slovakia) decided to form a political alliance called the Visegrad Group to explore paths of cooperation in various domains. Since the fall of communism, these countries have followed a formidable development trajectory that culminated with their integration in the European Union in 2004. In this thesis, we approach this region using a new macroeconomic theory that provides a framework to evaluate the complexity of economies and their productive structures. After analyzing trade data at a world level we find that V4 countries have complex economic structures. They also demonstrate a high level of robustness as they maintain consistent Economic Complexity Rankings when we vary the theory&amp;apos;s underlying assumptions. We show that V4 countries have acquired capabilities relevant to many sectors, which provides them with numerous development opportunities. Based on those findings, we suggest policy recommendations leading both to stronger regional integration and to the creation of a more attractive business environment.&lt;/Abstract>
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