Where Do We Go from Here?: Globalizing Subsidiaries Moving Up the Value Chain

Emerging Market MNEs: Qualitative Review and Theoretical Directions

“…Scholars have identified that EM MNEs have certain advantages in (1) ownership control (e.g., by family business or founding entrepreneurs) (Bhaumik et al, 2010); (2) concentration of CEO power (Liu et al, 2011); (3) home country generated networking with foreign partners (Anwar and Nguyen, 2011), business eco-system players (Mesquita and Lazzarini, 2008), and government agencies (Kotabe et al, 2011); (4) cost innovation and knowledge leverage (Pananond, 2013;Bonaglia et al, 2007). EM MNEs also have stronger motives and abilities to build and leverage organizational ambidexterity and strategic resilience to offset their late-mover disadvantages in global competition (Luo and Rui, 2009).…”

Risk identification, evaluation and response of low-carbon technological innovation under the global value chain: A case of the Chinese manufacturing industry

“…On the aspect of segments of the GVC, six segments of the GVC have been put forward by OECD (2013), including research, development, design, logistics and trading, manufacturing, logistics and marketing services. Based on this perspective, Pananond (2013) integrated them into three key aspects -research and development (R&D), manufacturing and assembly, and marketing. Fu (2011), Hall (2011) and Pietrobelli and Rabellotti (2011) all noted that the GVC has an important impact on the innovation and technological upgrading of enterprises.…”

“…OECD (2013) divided value creation activities into R&D, design, trading, manufacturing, logistics, marketing and services. Pananond (2013) divided the value creation process of the GVC into three aspects -R&D, manufacturing and assembly, and marketing. Obviously, value creation activities under the GVC mainly include R&D, manufacturing and marketing.…”

The changing geography and ownership of value creation: evidence from mobile telecommunications

“…However, the competence upgrading of vendors and subsidiaries should not be understood as an ultimate goal of any subsidiary or parent company. Pananond (2013) argues that subsidiaries upgrade their capabilities because they strive to move up the value chain.…”