Breaking up the Global Value Chain by Pedersen, Torben; Devinney, Timothy M.; Tihanyi, Laszlo;

Opportunities and Consequences

Series: Advances in International Management; 30;

Publisher's listprice GBP 96.99
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46 336 Ft (44 130 Ft + 5% VAT)

46 336 Ft

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Product details:

Publisher Emerald Publishing Limited
Date of Publication 18 August 2017

ISBN 9781787430723
Binding Hardback
No. of pages376 pages
Size 229x152x15 mm
Weight 666 g
Language English

Short description:

Recent developments are challenging the traditional separation between advanced and emerging economies as host of knowledge and production-intensive activities, respectively. Authors assess whether the co-location of R&D and manufacturing is critical for development and innovation.

Long description:

With intensified global competition, institutional changes and reduced communication costs the propensity of firms to reconfigure their global value chain and separate their activities across national boundaries has increased markedly. It enables firms to combine the benefits arising from specialization and increased flexibility with location advantages. Consequently, large parts of manufacturing and other more standardized activities have been offshored to emerging countries. However, recent developments are challenging this traditional separation between advanced and emerging economies as host of knowledge- and production-intensive activities, respectively. Recent research has emphasized the role of intra-organizational relationships and links among the different parts of the value chain. Innovative and productive activities are affected by strong interdependencies and complementarities, and for some companies the co-location of R&D and manufacturing is critical for development and innovation. This volume will interest scholars in International Business, Economic Geography, Operations and Supply Chain Management, International Economics, and Political Science.

Economists and business scholars explore how companies are reconfiguring their global value chains and separating their activities across spatial and organizational boundaries. In sections on case examples, organizational forms, and consequences of fragmenting, they consider such aspects as new business models in-the-making in extant multinational corporations: digital transformation in a telco, global integration strategies in time of crisis: an event study of the impact of the global financial crisis on the exporting strategies of Turkish subsidiaries, tied up and shocked: how relational contracting with suppliers constrains global buyers during an economic crisis, global shift-back's: a strategy for reviving manufacturing competencies, and industrial district firms do not smile: structuring the value chain between local and global.