Description
Book SynopsisWith 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.
Trade ReviewEconomists 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. -- Annotation ©2017 * (protoview.com) *
Table of ContentsCase examples: OWNERSHIP AND LOCATION IN THE SMALL DOMESTIC APPLIANCES INDUSTRY: THE DE’ LONGHI CASE;
Diego Campagnolo, Arnaldo Camuffo New Business Models in-the-Making in Extant MNCs: Digital Transformation in a Telco;
Àngels Dasí, Frank Elter, Paul Gooderham, Torben Pedersen Breaking up Global Value Chains: Evidence from the Global Oil and Gas Industry;
Andrew Inkpen, Kannan Ramaswamy Global integration strategies in times of crisis - an event study of the impact the Global Financial Crisis has on Turkish subsidiaries' exporting strategies;
Camilla Jensen Organizational forms: Offshoring, Overshoring and Reshoring:The Long-term Effects of Manufacturing Decisions In the United States;
Gwendolyn Whitfield Backshoring: Towards International Business and Economic Geography Research Agenda;
PaweL Capik Tied up and shocked: How relational contracting with suppliers constrains global buyers during an economic crisis;
Brian Hong, Markus Taussig, Sarah Wolfolds, Kjell Carlsson Towards a Multi-Path Theory of Diversified International Expansion: The Case of Multinational Mobile Network Operators;
Frank Elter, Svein Ulset Consequences of fragmenting: The Performance Consequences of Manufacturing Outsourcing: Review and Recommendations for Future Research;
Roger Strange, Giovanna Magnani Global Shift-Back's: A strategy for reviving manufacturing competences;
Bella Belerivana Nujen, Lise Lillebrygfjeld Halse Industrial district firms do not smile: structuring the value chain between local and global;
Marco Bettiol, Chiara Burlina, Maria Chiarvesio, Eleonora Di Maria Outward R&D Spillovers in the Home Country: The Role of Reverse Knowledge Transfer;
Lamia Ben Hamida Walking Before You Can Run: Rethinking the Types of Knowledge, Networks and Institutions Emerging Market SMEs Need to Benefit from GVCs;
Gerald A. McDermott, Carlo Pietrobelli
