Business strategy and upgrading in global value chains: a multiple case study in Information Technology firms of Brazilian origin

Eduardo, Armando; Azevedo, Ana Cláudia; Fischmann, Adalberto Américo; Pereira, Cristina Espinheira Costa

doi:10.1016/j.rai.2016.01.002

Cited by 7 publications

(7 citation statements)

References 14 publications

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“…In this article, we draw on the suggestion by Armando et al (2016) that, in order to fully grasp the agency of the local firm in relation to upgrading, there is a need to establish a conceptual link between the firm's specific upgrading pathways and its underlying business strategies. In Table 1, we show the upgrading pathways and the underlying business strategies identified in the GVC literature that we consider relevant for this article.…”

Section: Upgrading In Global Value Chainsmentioning

confidence: 99%

“…Holste (2015) applied a business model perspective to study the upgrading of Taiwanese firms and found that firm managers and strategic decisions were more important than the various types of firm-external stimuli. Armando et al (2016) analysed the relationship between business strategies and types of upgrading in eight firms in Brazil's information technology industry. Zhang and Gallagher (2016) showed how several Chinese firms managed to upgrade in the solar PV value chain initially through technology acquisition then at a later stage through a strategy based on vertical integration.…”

Section: Upgrading In Global Value Chainsmentioning

confidence: 99%

“…This first line of research focuses on firm‐level learning and technological capabilities in relation to firm‐upgrading (Kadarusman & Nadvi, 2013; Staritz & Whitfield, 2019; Whitfield et al, 2020). A second stream of research, which is of primary interest in the present article, has focused on the business strategies adopted by local firms in their pursuit of upgrading (Armando et al, 2016; Hansen et al, 2016; Holste, 2015). By providing detailed analyses of the firm‐specific aspects of upgrading, these studies emphasize that the strategic choices and the agency of local firms should be taken more seriously in GVC research.…”

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

Linking business strategies with upgrading pathways in global value chains: Insights from the Kenyan solar market

Hansen

Bhamidipati²,

Pedersen³

et al. 2022

Development Policy Review

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Motivation: Research on global value chains (GVCs) has tended to overlook the agency of the local firm when it comes to processes of upgrading. Purpose: We attend to this knowledge gap by exploring the relationship between the business strategies and upgrading pathways of 14 firms operating in the value chain for solar systems in Kenya. Methods and approach: The article draws on in-depth fieldwork carried out in Kenya, which included 30 semi-structured interviews with firm representatives and industry informants. Findings: We find that local firms pursue different upgrading pathways in order to be competitive and we show the underlying business strategies whereby firms pursue different upgrading pathways. Policy implications: The article contributes to overcoming the prevailing black-boxing in the GVC literature on local firms undergoing processes of upgrading.

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Section: Upgrading In Global Value Chainsmentioning

confidence: 99%

Section: Upgrading In Global Value Chainsmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

Linking business strategies with upgrading pathways in global value chains: Insights from the Kenyan solar market

Hansen

Bhamidipati²,

Pedersen³

et al. 2022

Development Policy Review

View full text Add to dashboard Cite

show abstract

“…The internationalization which is taken place through GVCs is providing a greater opportunity for organizations practicing ethical marketing to bring their products to the global market. More interestingly, this approach has enabled local organizations to upgrade their local operations to be more competitive (Armando et al, 2016).…”

Section: Research Problemmentioning

confidence: 99%

Ethical Marketing in Global Value Chain for Developing Human Resources

Ekanayake

Eranda

2021

Sri Lanka J. Marketing

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Business organizations are increasingly engaged with global value chains in reaching the global marketplace. Ethical marketing practices are also initiated in the form of fair trade within these global value chains by capturing the modern market dynamics emerged with the behavioral changes of global consumers. This trading arrangement has highlighted the human resource development as a benefit mainly for the developing countries. Therefore, this paper aims to uncover how the human resource development is taken place through ethical marketing reside in the global value chain. The qualitative research method is used with a single case study approach in this research. The case study selected for this study is the one and only fair trade certified handicrafts manufacturing company in Sri Lanka. Data collection is completed through conducting in-depth semi-structured interviews with organizational representatives and rural suppliers. The data was analyzed using the generic strategy including coding, sorting and synthesizing steps. The findings revealed that human resource development is taken place through ethical marketing under three themes. These are namely sharing business and procedural knowledge, sharpening skills of stakeholders and inculcating positive attitudes towards the business. The knowledge sharing for production, quality improvements and minimizing errors were the categories generated under the theme of sharing business and procedural knowledge. The sharpening skills of stakeholder's theme was backed by the categories of business development skills, employee skills and supplier creativity. The theme of inculcating positive attitudes of people towards the business comprised of motivations of suppliers and sharpening their positive attitudes. Hence, this study explains the avenues for human resource development through ethical marketing while admitting the necessity of moving towards the stakeholder approach for marketing. Finally, the implications conveyed creating resilience towards capturing global opportunities, crafting purpose driven business ecosystems and reimagining the scholarly research to create a greater impact on local community.

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“…; however, the potential and long-term gains from GVC participation are not automatic. Armando et al (2016) find that participating in a GVC requires SMEs to perform additional activities to contribute to value chains. These additional activities require continuous investment in skills and advanced technological progress.…”

Section: Gvc's Role In Upgrading Smesmentioning

confidence: 99%

Determinants of SME integration into global value chains

Mouli

Mahanty

2017

JAMR

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Purpose In recent years, due to intense competition, small and medium-sized enterprises (SMEs) are unable to meet performance expectations and find difficulty in fulfilling the needs of the original equipment manufacturers (OEMs). Consequently, the growth of the SMEs has slowed down considerably. Constrained by their infrastructural resources, SMEs’ participation in global value chains (GVCs) has the potential to bring significant benefits, such as enhancing technological learning and innovation and generating positive contributions to the development of the SMEs. The purpose of this paper is to explore competitive priorities, key factors, and causal relationships influencing SMEs to enter GVCs. Design/methodology/approach In this paper, the GVC framework is adopted and qualitative feedback loop analysis is used to identify the key factors influencing the competitive factors. A questionnaire survey was carried out with the automotive component manufacturers of a transnational corporation in India. Findings The survey in the automotive component manufacturing industry reveals product quality standards as the most important priority for joining global production networks, followed by price competitiveness, timely delivery, innovativeness, manufacturing flexibility, service, and dependability. The qualitative findings reveal continuous personnel training, capacity expansion, research development, and others as key factors influencing competitiveness. Practical implications To retain SMEs’ role in economic development and to accelerate the growth of global production networks in India, thereby realizing opportunities from the emerging GVCs, support is needed for SMEs regarding the aspects identified in this study. Originality/value The study explores the dynamics of each competitive priority of SMEs in Indian automotive component manufacturing industry to enter the GVCs. No study has explored the dynamics of SMEs competitiveness to enter GVCs in the automotive manufacturing industry.

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Business strategy and upgrading in global value chains: a multiple case study in Information Technology firms of Brazilian origin

Cited by 7 publications

References 14 publications

Linking business strategies with upgrading pathways in global value chains: Insights from the Kenyan solar market

Linking business strategies with upgrading pathways in global value chains: Insights from the Kenyan solar market

Ethical Marketing in Global Value Chain for Developing Human Resources

Determinants of SME integration into global value chains

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