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A collection of papers by some of the world's leading specialists on global value chains (GVCs). It examines how GVCs have evolved and the challenges they face in a rapidly changing world. The approach is multi-disciplinary, with contributions from economists, political scientists, supply chain management specialists, practitioners and policy-makers. Co-published with the Fung Global Institute and the Temasek
This book explores how the Roundtable on Sustainable Palm Oil (RSPO) influences the palm oil global value chain and what its impacts are on suppliers in Indonesia. RSPO is a partnership established in 2004 that aims to promote the growth and use of sustainable palm oil. RSPO members are the different international stakeholders including market actors in the chain, varying from oil palm growers to retailers, and non market actors such as NGOs. This book also attempts to explore how the organization climate of RSPO is, what quality standards are set by RSPO and into what extent the quality standards are implemented, and how the oil palm growers deal with the standards.
A radical shift is underway in global value chains as they increasingly move beyond traditional manufacturing processes to services and other intangible assets. Digitization is a leading factor in this transformation, which is being accelerated by the coronavirus disease (COVID-19) pandemic. The Global Value Chain Development Report, the third of a biennial series, explores this shift beyond production. The report shows how the rise of services value chains offers a new path to development and how protectionism and geopolitical tensions, environmental risks, and pandemics are undermining the stability of global value chains and forcing their reorganization geographically. It is co-published by the WTO, the Asian Development Bank, the Research Institute for Global Value Chains at the University of International Business and Economics, the Institute of Developing Economies, and the China Development Research Foundation.
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.
This study investigates the performance consequences of collaboration in supply chain partnerships, and also investigates whether environmental uncertainty affects the degree to which collaboration is desirable. With a sample drawn from international subsidiaries of Nordic multinational corporations (MNCs), the authors find that collaborative partnerships contribute to increased levels of partnership performance both in terms of relationship effectiveness and in terms of cost reduction benefits. The moderating effect of environmental uncertainty, however, had no impact on the relationship between collaboration and performance. The implications of these findings for academics and practitioners are discussed.
Mondiale waardeketens zijn het complexe netwerk van activiteiten tussen lokale producent en eindgebruiker. "Global value chains" schetst de invloed van deze waardeketens op lokaal, nationaal en internationaal niveau. Het boek geeft eerst een theoretisch en wetenschappelijk kader. Vervolgens krijgt de lezer een compleet beeld van de betekenis van mondiale waardeketens aan de hand van diverse casestudies, zoals de bierbrouwindustrie in Ghana, de Namibische bio-industrie, de industrie van halfgeleiders in China en Maleisië en het toerisme in Tanzania.
Seminar paper from the year 2006 in the subject Business economics - General, grade: 1,4, European Business School - International University Schloß Reichartshausen Oestrich-Winkel, language: English, abstract: 1. INTRODUCTION 1.1 NATURE OF THE PROBLEM AND OBJECTIVE Due to the impact of globalization on our economy and the growing dynamic of markets, competition between companies has changed over the last decades. Shorter product life cycles, the pressure on prices, or the high costs of research and development for better products have made it difficult for today’s companies to prevail against their competitors in the contest for profits. But also the challenge to meet the high levels of customers’ quality and service demand has weakened a company’s ability to differentiate itself from its competitors. Especially small and medium-sized enterprises have to face this problem when competing against bigger companies. Thus, these facts contribute to the implication of finding new and alternative ways of gaining a strategic and competitive advantage. One measure of doing so is to establish so called strategic partnerships, by leaving the stage of company-versus-company competition. By this means, the partners use synergy effects and bundle their strengths to aim for growth and profit enhancement. Such strategic partnerships have become very popular over the last years. This form of collaboration is used in particular by large multinational firms to develop new products and services, and to enter new markets. Even though strategic partnerships are strongly increasing in number, approximately 50- 60% of them fail in achieving their original goals. Therefore, it is important to analyze what strategic partnerships are, how they work and whether they are more suitable for some areas than for others. The goal of this seminar paper is to discuss to which extent strategic partnerships can help companies to gain a strategic advantage in the supply chain. I will thereby focus on two points: Firstly, which are the areas most applicable for strategic alliances? And secondly, what are the decisive parameters a company has to take into account when building a strategic partnership?
Growing economic globalisation has increased international business competition and international economic interdependence. From this perspective, many firms have formed business partnerships and most nations have had to re-evaluate their economic interdependence. This book explores changes that have occurred or have been proposed in this regard. It provides new insights into business partnerships and international economic interdependence, given growing economic globalisation, and explores the managerial and socio-economic consequences of those ideas. The contributions in this book have been divided into four parts. Those in Part II concentrate on the specification of partnerships and reasons for business partnerships in the context of a globalisation. The idea of global networks in which some "hard" and "soft" forms of partnerships would appear and mix is introduced and discussed according to the partners involved (nations, unions, firms and consumers) and the economic activities (whether tangible or abstract). Globalisation also has a number of consequences for business co-ordination, in particular when they are based on outsourcing strategies in which cost reduction is balanced with knowledge transfers. These are amongst the issues explored in Part III. The difficulty to monitor and predict the effects of global partnerships tends to increase the importance of cultural and psychological variables such as trust and commitment. Therefore the role of attitudes and perceptions is very important. Whatever the agreement and the conjoined management among partner firms, the attitude of the other agents can produce asymmetric affects on these firms and considerably bias their partnership strategy. Such biases are particularly likely from consumers. Their attitude towards globalisation is not the only bias that may occur. Their loyalty is also an important issue in a globalising world, particularly in the service sector where lots of partnerships have been made on a global scale (eg banks, airlines, leisure). These are amongst the relationship marketing issues explored in Part IV. In Part V, the factors introduced in the previous chapters are considered from a regional and cultural perspective, where nations and regions themselves are engaged in global partnership. In this context, discrepancy often develops between the domestic and the international globalisation strategies, as well as between the capital and labour markets. The resulting complexity is particularly problematic for the developing and peripheral economies. Novel insights about partnership emerge, as studied in this concluding part of the book.
The rise of global supply chains has had profound effects on individual economies and the global trading system, thereby complicating standard macroeconomic analyses. For many of the new and challenging questions brought about by this phenomenon, such as its impact on the global business cycle and measurements of competitiveness, the answer largely depends on one specific aspect of global value chains: how easily they can re-configure in response to changes in prices. We propose a parsimonious, generalized specification to test the degree of global-supply-chain flexibility. Our estimates show that, in the short run, the production structure is highly inflexible, and that this rigidity has, if anything, risen over time as supply chains have deepened over time. This finding is robust to alternative price measures, including those that account for the U.S. dollar’s outsized role in trade through invoicing. While in the long run all estimated elasticities rise, supply chains remain somewhat inflexible. Our results have implications for analyses of cross-country business-cycle dynamics, the propagation of sectoral shocks, and the measurement of international competitiveness.