Global value chains in a post-Washington Consensus world

Abstract

Contemporary globalization has been marked by significant shifts in the organization and governance of global industries. In the 1970s and 1980s, one such shift was characterized by the emergence of buyer-driven and producer-driven commodity chains. In the early 2000s, a more differentiated typology of governance structures was introduced, which focused on new types of coordination in global value chains (GVCs). Today the organization of the global economy is entering another phase, with transformations that are reshaping the governance structures of both GVCs and global capitalism at various levels: (1) the end of the Washington Consensus and the rise of contending centers of economic and political power; (2) a combination of geographic consolidation and value chain concentration in the global supply base, which, in some cases, is shifting bargaining power from lead firms in GVCs to large suppliers in developing economies; (3) new patterns of strategic coordination among value chain actors; (4) a shift in the end markets of many GVCs accelerated by the economic crisis of 2008-09, which is redefining regional geographies of investment and trade; and (5) a diffusion of the GVC approach to major international donor agencies, which is prompting a reformulation of established development paradigms.

Políticas de inovação em nova chave

“…• Esses processos se apoiam no aprofundamento da interdependência produtiva na indústria mundial, com a diversificação da origem do valor adicionado no fluxo geral de mercadorias e mesmo de serviços (Gereffi, 2014);…”

“…• A participação e o fortalecimento das relações de cada indústria doméstica com cadeias globais de valor passaram a ser peça-chave nas políticas de inovação, por facilitarem o fluxo de conhecimento, a capacitação, elevação de padrões de qualidade e o aprendizado (Gereffi;Lee, 2012;Lema;Quadros;Schmitz, 2015);…”

Влияние Внешних Факторов На Развитие Рынка Консалтинговых Услуг

“…In response to the collapse in trade after the financial crisis of 2007-2008, a number of developing-country suppliers shifted their end markets from the North to the South in an effort to regionalize their supply chains. For instance, South African clothing manufacturers moved into other countries in sub-Saharan Africa such as Lesotho and Swaziland, leading to an expansion of the regional value chain led by South African retailers (Gereffi, 2014). But the shift to more regional markets could be associated with fewer upgrading opportunities and even greater competition, as demand in lower income countries tends to be linked with lower quality and less variety, and lower entry barriers mean more developing-country suppliers can participate.…”

“…Recent strategies by lead MNEs include efforts to rationalize supply chains by paring down the number of suppliers that are now larger and higher up in the value chains in countries such as Brazil, China, India and Turkey. Those suppliers often have well-organized domestic supply channels and the potential to exercise greater bargaining power relative to their North-based MNE buyers (Gereffi, 2014). However, there is little evidence that the large suppliers have successfully transformed size into pricing power, and scale does not necessarily translate into an ability to increase value added per worker and section G below).…”

“…forward and backward linkages, limited institutional development, and little possibility for knowledge externalities in the wider economy, which can result in "thin industrialization" (Gereffi, 2014;. As noted in the UNCTAD Secretary-General's Report to UNCTAD XIV, "Those developing countries with limited productive capacities can remain trapped in, and competing for, the lowest value added activities at the bottom of regional and global value chains… with hampered potential to move up the value chain or to upgrade through technology transfer and learning.…”