Do Global Value Chains Offer Developing Countries Learning and Innovation Opportunities?

Marchi, Valentina De; Giuliani, Elisa; Rabellotti, Roberta

doi:10.1057/s41287-017-0126-z

Cited by 100 publications

(55 citation statements)

References 55 publications

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“…To continue taking advantage of this insertion in global chains these supplier companies must clearly define the value proposition that is intended to be exploited in the chain: they need to ensure the financial resources to address these relationships and count on human resources that, with a global mentality, are able to adapt to the cultural and organizational differences of the partners in the chain. Competitive upgrading in all the modalities pointed out in this paper should be the basis for the articulation of their strategic decisions (De Marchi et al, 2018).…”

Section: Discussionmentioning

confidence: 98%

“…The concept of competitive upgrading is defined as the dynamic movement of an actor in the value chain towards stages or positions that incorporate activities of greater value and potential performance. The works on "upgrading" the competitive position in the value chain (Humphrey & Schmitz, 2002;Gereffi & Memedovic, 2003;De Marchi, Giuliani, & Rabellotti, 2018) suggest that any GVC participant could be capable of maximizing its performance despite not being in a dominant position. Humphrey & Schmitz (2002) proposed various ways in which the competitive position in a global value chain could be upgraded: -Process upgrading: achieve greater efficiency in the transformation of inputs into outputs through the reorganization of production activities, for instance, through the introduction of superior technology.…”

Section: Competitive Upgrading In Gvcmentioning

confidence: 99%

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overnance and competitiveness in global value chains: A comparative study in the automobile and textile industries

Barber¹,

Villar²

2019

EBR

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In this paper the configuration of the value chains in the automobile and the textile industries building on a theoretical review of the value chain concept, its different typologies and governance models are analised. At the empirical level these chains are classified according to the most relevant participating actors, their interrelations and their methods of upgrading their competitiveness. In both chains a firm-level analysis of their quantitative indicators for competitiveness was carried out. Regarding the automobile industry assemblers generate significant agglomeration economies by attracting international suppliers. The modular production system of the sector generates great flexibility for the manufacturer but it also represents important opportunities for supplier companies aiming to improve their competitive position in these chains. As for the textile industry, our paper shows the clear leadership of the large distribution chains which have radically changed the sector transforming it into an industry driven by the buyers or distributors. Results indicate that the distribution companies are those that have the potential to generate greater added value when these companies have created integrated structures at the end of the chain.

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Section: Discussionmentioning

confidence: 98%

Section: Competitive Upgrading In Gvcmentioning

confidence: 99%

overnance and competitiveness in global value chains: A comparative study in the automobile and textile industries

Barber¹,

Villar²

2019

EBR

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“…Intensive communication and information exchange between the lead firm and the suppliers is common, and offers a unique channel for non-lead firms to access new knowledge and production know-how. Learning mechanisms within GVCs include face-to-face interactions, knowledge transfer from lead firms, pressure to adopt international standards, and training of local workforce by lead firms (Marchi, Giuliani and Rabellotti, 2017). Gereffi (1999) argued that participation in GVCs is a necessary step for industrial upgrading.…”

Section: Gvcs: a New Path For Innovation By The Chinese Mobile Phone mentioning

confidence: 99%

Global Value Chains and the Innovation of the Chinese Mobile Phone Industry

Xing¹

2020

East Asian Policy

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The global value chain strategy, which is key to the success of the Chinese mobile phone industry, provides an effective channel for the industry to innovate and catch up with foreign competitors. The innovation activities prevented Chinese firms from falling into the low value-added trap. They have captured increasingly more value added from both home-grown and foreign brand mobile phones. The strategy has successfully nurtured a few home-grown brands, namely Huawei, OPPO and Xiaomi.

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“…There have been other attempts to link GVC and business theory (De Marchi, Di Maria, & Ponte, 2014;Humphrey, 2014;Lema, 2014;Narula & Wahed, 2017), along with efforts to connect GVC and innovation theory (De Marchi, Giuliani, & Rabellotti, 2017;Keijser & Iizuka, 2018;Pietrobelli & Staritz, 2018;Tajoli & Felice, 2018), but there are differences in the two approaches. Whereas business theories, particularly the strategy approach, emphasize agency, this is a weak point in the GVC literature, which puts greater emphasis on structure and constraints on action.…”

Section: Efforts To Integrate the Four Areasmentioning

confidence: 99%

Global Value Chains, Business Networks, Strategy, and International Business: Convergences

Humphrey¹,

Todeva²,

Eduardo³

et al. 2019

RBGN

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Purpose-The purpose of this paper is to clarify the distinction between Global Value Chains and selected strands of the business literature: business networks, strategy, and international business. These four research areas have starting questions that are often different and the audiences they address also differ. There have been attempts to establish links across these theories, but these are exceptions rather than the rule. Design/methodology/approach-The basic principles and concepts of the four areas are identified. The results are used to develop a summary matrix of the approaches. The methodological path is inductive and inferential, as the task involves searching for similarities, complementarities, and overlaps across the four social science disciplines. Findings-The literature of the studied fields overlaps on the issues they are trying to understand, even if they do not use identical terminology. The four areas advocate the same principle in understanding the organizational field: complexity. Firms are triggered to enter into exchange with other companies. Originality/value-The theoretical contribution of this article is based on the idea that although the four research fields-GVC, Business Networks, Strategy, and International Business-advance independently from each other, common origins can be observed, allowing for a set of common propositions.

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Do Global Value Chains Offer Developing Countries Learning and Innovation Opportunities?

Cited by 100 publications

References 55 publications

overnance and competitiveness in global value chains: A comparative study in the automobile and textile industries

overnance and competitiveness in global value chains: A comparative study in the automobile and textile industries

Global Value Chains and the Innovation of the Chinese Mobile Phone Industry

Global Value Chains, Business Networks, Strategy, and International Business: Convergences

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