Upgrading in global value-chains: a case study of technology-learning among IKEA-suppliers in China and Southeast Asia

The effect of social capital on local suppliers’ exploitative and exploratory learning in global buyer–supplier relationships: the moderating role of contract specificity

“…While the literature generally argues that relational SC with global buyers helps local suppliers to move up the value chain (Gereffi and Lee, ), our research reveals that relational SC enhances exploitative learning but at the same time impairs exploratory learning. It is shown that once emerging market firms catch up through exploitation, exploration is the next item on their strategic agenda (Ivarsson and Alvstam, ). This suggests that the relational SC that helped in exploitation is not at all useful when the firm is ready for exploration.…”

Samfunnsgeografi: En innføring

“…Foretak i det globale sør og andre lavkostland har interesse av å koble seg til globale kjeder og nettverk for å få bedre markedstilgang og muligheter for teknologisk oppgradering. IKEA har for eksempel et eget opplaeringsprogram for sine asiatiske leverandører for hvordan de kan utvide produksjonen og forbedre produktenes kvalitet (Ivarsson og Alvstam 2011).…”

An Exploratory Study on Workforce Development Strategies by Taiwan-Invested OEMs in China

“…The concept of global value chains (GVC) refers to a new breed of global production network system fuelled by the globalization of production and trade, generally consisting of developed country lead firms and-often operating in developing and emerging economies-suppliers and service providers (Ivarsson & Alvstam, 2011;Gereffi, Humphrey, & Sturgeon, 2005). For instance, many of the adidas footwear products are designed in Europe or USA and manufactured in China, Vietnam or Cambodia.…”

“…According to the GVC literature, four typical upgrading trajectories by OEMs have been identified: process upgrading about transforming inputs into outputs more efficiently by mastering advanced technologies; product upgrading about moving into more sophisticated product lines; functional upgrading about engaging in more value-added functions; and inter-sectoral upgrading about moving into new but often related industries (Gereffi et al, 2011;Ivarsson & Alvstam, 2011). Hence, all four types of upgrading require OEMs to enhance the overall skills content of production as well as relevant activities, and perform different levels of pragmatism-based organizational leaning from their mature market clients (Herrigel et al, 2013).…”