Global value chains in the electronics industry: characteristics, crisis, and upgrading opportunities for firms from developing countries

Sturgeon, Timothy J.; Kawakami, Momoko

doi:10.1504/ijtlid.2011.041902

Cited by 96 publications

(64 citation statements)

References 17 publications

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“…In line with a number of actors (Doma ski et al, 2013;Sturgeon and Kawakami, 2011;van Tuijl, 2014), we show that the crisis-triggered restructuring of multinational corporations opened up substantial upgrading possibilities for CEE actors. This success calls for caution, however.…”

Section: Introductionsupporting

confidence: 86%

Global Crisis and Upgrading of MNCs' Manufacturing Subsidiaries: A Case Study of Hungary

Szalavetz¹

2016

CEBR

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Section: Introductionsupporting

confidence: 86%

Global Crisis and Upgrading of MNCs' Manufacturing Subsidiaries: A Case Study of Hungary

Szalavetz¹

2016

CEBR

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“…US hegemony was eroding and the large emerging economies, led by China and India, were altering the organization of production and how rules were made that affected the global economy. Consolidation was growing at both the country and supply chain levels in a number of hallmark global industries, such as apparel (Frederick and Gereffi, 2011;Staritz and Frederick, 2012), automobiles (Sturgeon et al, 2008;Sturgeon and Van Biesebroeck, 2011) and electronics (Sturgeon and Kawakami, 2011;Brandt and Thun, 2011). When the global economic recession hit in 2008-09, this ended all prospects of a return to the old order.…”

Section: Governance Structures and Increasing Concentration In Glmentioning

confidence: 99%

Global value chains in a post-Washington Consensus world

Gereffi

2013

Review of International Political Economy

704

401

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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.

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“…notebooks (Sturgeon/Kawakami 2011). The rapid expansion of the ODM model since 2001 has been accompanied by the build-up of massive industrial plants in China where initially labour-intensive production steps have been relocated (Hürtgen et al 2009).…”

Section: Emerging Powerful Actors In the Corporate Sphere: Odms And Cemsmentioning

confidence: 99%

“…Besides ODMs, large parts of the manufacturing activities have been taken over by CEMsthe largest ones being Flextronics (Singapore, formerly US and still managed from the US, which bought number two-ranked Solectron in 2007), Jabil Circuit (US), Celestica (Canada), Sanmina-SCI (US), Benchmark Electronics (US) and Plexus (US) (Sturgeon/Kawakami 2011). In addition to assembly work, they have extended their range of activities to encompass supply chain management functions such as component purchasing, logistics management and after-sales services.…”

Section: Emerging Powerful Actors In the Corporate Sphere: Odms And Cemsmentioning

confidence: 99%

“…But more recently, geographic and organizational concentration has increased, driven by a handful of lead firms and large ODMs and CEMs (Lee/Gereffi 2013;Sturgeon/Kawakami 2011). Only a few firms and developing and 'transition' countries managed to upgrade in 'manufacturing hotspots' and a few large exporting countries began to take up the majority of world electronics exports.…”

Section: Shifting Geographies Of the Electronics Sector: Global And Rmentioning

confidence: 99%

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‘Precarious Upgrading’ in Electronics Global Production Networks in Central and Eastern Europe: The Cases of Hungary and Romania

Plank

Staritz

2013

SSRN Journal

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Standard-Nutzungsbedingungen:Die Dokumente auf EconStor dürfen zu eigenen wissenschaftlichen Zwecken und zum Privatgebrauch gespeichert und kopiert werden.Sie dürfen die Dokumente nicht für öffentliche oder kommerzielle Zwecke vervielfältigen, öffentlich ausstellen, öffentlich zugänglich machen, vertreiben oder anderweitig nutzen.Sofern die Verfasser die Dokumente unter Open-Content-Lizenzen (insbesondere CC-Lizenzen) zur Verfügung gestellt haben sollten, gelten abweichend von diesen Nutzungsbedingungen die in der dort genannten Lizenz gewährten Nutzungsrechte. Terms of use: Documents in AbstractThe electronics manufacturing sector has played a prominent role in export-oriented development strategies, as participation in this high-tech industry promises access to new technology, high skilled jobs and a fast-growing market. Against this background, many governments in Central and Eastern Europe (CEE) have sought to attract investment in this sector, where foreign firms became the key actors in reshaping after 1989 and where integrating into global production networks (GPNs) was widely embraced as a means to modernize and upgrade local industries. We assess to what extent the potential benefits arising from integrating into electronics GPNs have materialized in Hungary, an established player and the most important electronics exporting country in the region, and Romania, a newcomer country in electronics manufacturing. To analyse these questions, we look at the organizational and geographical configuration of the electronics sector and examine the impact integration into these networks has had on local firms and workers and to what extent this integration has led to economic and social upgrading. With regard to economic upgrading processes, we suggest that the upgrading concept needs to pay more attention to the 'reach' of economic upgrading. This is particularly important when integration into GPNs takes place via foreign direct investment (FDI), where economic upgrading processes may be focused on transnational corporations (TNCs) with limited spillovers to local firms. The social upgrading trajectory is influenced importantly by global industry dynamics, for example high flexibility pressures and the tiered nature of the workforce in electronics GPNs, and countries' specific institutional and regulatory contexts.

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Global value chains in the electronics industry: characteristics, crisis, and upgrading opportunities for firms from developing countries

Cited by 96 publications

References 17 publications

Global Crisis and Upgrading of MNCs' Manufacturing Subsidiaries: A Case Study of Hungary

Global Crisis and Upgrading of MNCs' Manufacturing Subsidiaries: A Case Study of Hungary

Global value chains in a post-Washington Consensus world

‘Precarious Upgrading’ in Electronics Global Production Networks in Central and Eastern Europe: The Cases of Hungary and Romania

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