Porter Prize is named after Michael E Porter who is Professor at Harvard Business School, living legend and father of modern strategy field. The central idea of the Porter Prize is to propel companies to compete on the basis of value creation, innovation and strategy.
Karen Arts is one of the founding members and chair of the board of directors of the Network of Networks, a not for profit organization, which aims to share best practices and establish national standards for clinical research conduct in Canada. For more info goto: http://n2canada.ca/
Competitiveness: New Approaches, Make in India and Lessons from ChinaDr. Amit Kapoor
Â
This presentation was delivered by Micael Enright at India's National Competitiveness Forum 2015, the flagship event of India Council on Competitiveness.
Institute for Competitiveness (India) the Indian knot in the global network of the Institute for Strategy and Competitiveness at Harvard Business School has initiated the India Council on Competitiveness. The Council, created in collaboration with the U.S. Council on Competitiveness; is based in Gurgaon, India and is an association of distinguished members from industry, academia, think tanks, media and researchers. The mission of the India Council is to set an action agenda to drive Indian competitiveness, productivity and leadership in world markets to raise the standard of living for all Indians. For more information, visit www.compete.org.in
Strategic agency of a Pakistani offshoring service providerUmair Shafi Choksy
Â
Firms that lead global value chains (GVCs) have high-level of influence over other firms working in the same value chain. Existing research in this area highlights the governance strategies of lead firms and its impact upon more subservient firms (suppliers from developing economies). However, the existing research does not tell much about the strategies of these subservient suppliers to actively benefit from their connection with lead firms. This paper presentation addresses this gap through a case study of a Pakistani offshoring services provider.
To read the full paper, please go to:
https://kar.kent.ac.uk/63613/1/AAM-Upgrading-PowerRelations-PIBR-UC.pdf
Porter Prize is named after Michael E Porter who is Professor at Harvard Business School, living legend and father of modern strategy field. The central idea of the Porter Prize is to propel companies to compete on the basis of value creation, innovation and strategy.
Karen Arts is one of the founding members and chair of the board of directors of the Network of Networks, a not for profit organization, which aims to share best practices and establish national standards for clinical research conduct in Canada. For more info goto: http://n2canada.ca/
Competitiveness: New Approaches, Make in India and Lessons from ChinaDr. Amit Kapoor
Â
This presentation was delivered by Micael Enright at India's National Competitiveness Forum 2015, the flagship event of India Council on Competitiveness.
Institute for Competitiveness (India) the Indian knot in the global network of the Institute for Strategy and Competitiveness at Harvard Business School has initiated the India Council on Competitiveness. The Council, created in collaboration with the U.S. Council on Competitiveness; is based in Gurgaon, India and is an association of distinguished members from industry, academia, think tanks, media and researchers. The mission of the India Council is to set an action agenda to drive Indian competitiveness, productivity and leadership in world markets to raise the standard of living for all Indians. For more information, visit www.compete.org.in
Strategic agency of a Pakistani offshoring service providerUmair Shafi Choksy
Â
Firms that lead global value chains (GVCs) have high-level of influence over other firms working in the same value chain. Existing research in this area highlights the governance strategies of lead firms and its impact upon more subservient firms (suppliers from developing economies). However, the existing research does not tell much about the strategies of these subservient suppliers to actively benefit from their connection with lead firms. This paper presentation addresses this gap through a case study of a Pakistani offshoring services provider.
To read the full paper, please go to:
https://kar.kent.ac.uk/63613/1/AAM-Upgrading-PowerRelations-PIBR-UC.pdf
SPLC 2018 Summit: Leveraging Procurement for Social Impact: Two Case StudiesSPLCouncil
Â
Slides from Diana Sheedy, Founder, ICAMS Network, & Melodie Kinet, Business Development Director, Samasource presented at the Sustainable Purchasing Leadership Council's 2018 Summit in Minneapolis, MN.
A poster designed for an academic presentation on how non-profit organizations can be proactive about developing their ability to adapt to changing circumstances and environment.
Many reform initiatives in developing countries fail to achieve sustained improvements in performance because they are merely isomorphic mimicryâthat is, governments and
organizations pretend to reform by changing what policies or organizations look like rather than what they actually do.
A presentation by Nalini Takeshwar as part of the Cohort Research for Programme and Policy panel discussion at the International Symposium on Cohort and Longitudinal Studies in Developing Contexts, UNICEF Office of Research - Innocenti, Florence, Italy 13-15 October 2014
Francesca Gottschalk - How can education support child empowerment.pptxEduSkills OECD
Â
Francesca Gottschalk from the OECDâs Centre for Educational Research and Innovation presents at the Ask an Expert Webinar: How can education support child empowerment?
SPLC 2018 Summit: Leveraging Procurement for Social Impact: Two Case StudiesSPLCouncil
Â
Slides from Diana Sheedy, Founder, ICAMS Network, & Melodie Kinet, Business Development Director, Samasource presented at the Sustainable Purchasing Leadership Council's 2018 Summit in Minneapolis, MN.
A poster designed for an academic presentation on how non-profit organizations can be proactive about developing their ability to adapt to changing circumstances and environment.
Many reform initiatives in developing countries fail to achieve sustained improvements in performance because they are merely isomorphic mimicryâthat is, governments and
organizations pretend to reform by changing what policies or organizations look like rather than what they actually do.
A presentation by Nalini Takeshwar as part of the Cohort Research for Programme and Policy panel discussion at the International Symposium on Cohort and Longitudinal Studies in Developing Contexts, UNICEF Office of Research - Innocenti, Florence, Italy 13-15 October 2014
Francesca Gottschalk - How can education support child empowerment.pptxEduSkills OECD
Â
Francesca Gottschalk from the OECDâs Centre for Educational Research and Innovation presents at the Ask an Expert Webinar: How can education support child empowerment?
Introduction to AI for Nonprofits with Tapp NetworkTechSoup
Â
Dive into the world of AI! Experts Jon Hill and Tareq Monaur will guide you through AI's role in enhancing nonprofit websites and basic marketing strategies, making it easy to understand and apply.
Acetabularia Information For Class 9 .docxvaibhavrinwa19
Â
Acetabularia acetabulum is a single-celled green alga that in its vegetative state is morphologically differentiated into a basal rhizoid and an axially elongated stalk, which bears whorls of branching hairs. The single diploid nucleus resides in the rhizoid.
Model Attribute Check Company Auto PropertyCeline George
Â
In Odoo, the multi-company feature allows you to manage multiple companies within a single Odoo database instance. Each company can have its own configurations while still sharing common resources such as products, customers, and suppliers.
June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...Levi Shapiro
Â
Letter from the Congress of the United States regarding Anti-Semitism sent June 3rd to MIT President Sally Kornbluth, MIT Corp Chair, Mark Gorenberg
Dear Dr. Kornbluth and Mr. Gorenberg,
The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
This Congress will not stand idly by and allow an environment hostile to Jewish students to persist. The House believes that your institution is in violation of Title VI of the Civil Rights Act, and the inability or
unwillingness to rectify this violation through action requires accountability.
Postsecondary education is a unique opportunity for students to learn and have their ideas and beliefs challenged. However, universities receiving hundreds of millions of federal funds annually have denied
students that opportunity and have been hijacked to become venues for the promotion of terrorism, antisemitic harassment and intimidation, unlawful encampments, and in some cases, assaults and riots.
The House of Representatives will not countenance the use of federal funds to indoctrinate students into hateful, antisemitic, anti-American supporters of terrorism. Investigations into campus antisemitism by the Committee on Education and the Workforce and the Committee on Ways and Means have been expanded into a Congress-wide probe across all relevant jurisdictions to address this national crisis. The undersigned Committees will conduct oversight into the use of federal funds at MIT and its learning environment under authorities granted to each Committee.
âą The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
âą The Committee on Oversight and Accountability is investigating the sources of funding and other support flowing to groups espousing pro-Hamas propaganda and engaged in antisemitic harassment and intimidation of students. The Committee on Oversight and Accountability is the principal oversight committee of the US House of Representatives and has broad authority to investigate âany matterâ at âany timeâ under House Rule X.
âą The Committee on Ways and Means has been investigating several universities since November 15, 2023, when the Committee held a hearing entitled From Ivory Towers to Dark Corners: Investigating the Nexus Between Antisemitism, Tax-Exempt Universities, and Terror Financing. The Committee followed the hearing with letters to those institutions on January 10, 202
Operation âBlue Starâ is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
Â
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasnât one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
For more information, visit-www.vavaclasses.com
Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
1. Exploring the relationship between upgrading
and capturing profits from GVC participation for
disadvantaged suppliers in developing countries
âą Choksy, Umair Shafi, Noemi Sinkovics, and Rudolf R. Sinkovics (2017),
"Exploring the relationship between upgrading and capturing profits from
GVC participation for disadvantaged suppliers in developing countries,"
Canadian Journal of Administrative Sciences, (DOI: 10.1002/cjas.1455).
https://doi.org/10.1002/cjas.1455
Choksy et al. CJAS 2017 -- https://doi.org/10.1002/cjas.1455 1
2. Choksy et al. CJAS 2017 -- https://doi.org/10.1002/cjas.1455 2
4. Authors â
âą Dr Umair Shafi Choksy
» Lecturer in Strategy and International Business
University of Kent, Kent Business School
u.s.choksy@kent.ac.uk
https://www.kent.ac.uk/kbs/our-staff/profiles/choksy-umair.html
âą Dr Noemi Sinkovics
» Lecturer in International Business and Management
The University of Manchester, Alliance Manchester Business School
Noemi.Sinkovics@manchester.ac.uk
www.manchester.ac.uk/research/noemi.sinkovics/
âą Prof Rudolf R. Sinkovics
» Professor of International Business
The University of Manchester, Alliance Manchester Business School
Rudolf.Sinkovics@manchester.ac.uk
www.manchester.ac.uk/research/rudolf.sinkovics/
Choksy et al. CJAS 2017 -- https://doi.org/10.1002/cjas.1455 4
6. Problem and research motivation
âą Functional upgrading
» Key driver for developing country suppliersâ ability to capture higher
profits in GVCs (Barnes & Kaplinsky, 2000; Kumaraswamy, Mudambi,
Saranga, & Tripathy, 2012; Shin et al., 2012). T
» Current GVC literature assumes that firms possessing unique and/or
sophisticated resources and capabilities will be able to negotiate more
central positions in value chains and thus improve their financial
performance (Gereffi, Humphrey, & Sturgeon, 2005).
âą However, for suppliers operating in precarious institutional
environments such as Pakistan and Bangladesh âŠ
» more difficult to develop capabilities in high-value-added functions
than do suppliers operating in more stable economies such as those of
Taiwan or China (Hoque, Sinkovics, & Sinkovics, 2016; Khan, Lew, &
Sinkovics, 2015; Yeung, 2007).
Choksy et al. CJAS 2017 -- https://doi.org/10.1002/cjas.1455 6
7. Concepts and approach
âą âPrivilegedâ vs âdisadvantagedâ suppliers
» face significant barriers within a GVC due to their small size,
poorer industry position, poorer GVC position, less supportive
home country context, and/or suffer from high competitive
pressures from foreign-owned suppliers.
âą Literature review
» Aim is to explore whether â and if so then how â disadvantaged
suppliers in developing countries can capture benefits from GVC
participation.
Choksy et al. CJAS 2017 -- https://doi.org/10.1002/cjas.1455 7
8. Different perspectives on the
concept of âupgradingâ
Choksy et al. CJAS 2017 -- https://doi.org/10.1002/cjas.1455 8
3
9. Choksy et al. CJAS 2017 -- https://doi.org/10.1002/cjas.1455 9
Research Area Perspective on upgrading
Global Value Chain:
Moving up the ladder
Functional upgrading is perceived as a key driver of increased profit margins for
developing country suppliers . Pre-production (e.g. R&D and design) and post-
production (e.g. marketing) activities have the capacity to generate higher profits.
Global Value Chain-
Technological
capabilities
This approach considers the level and depth of technological capabilities as the central
unit of analysis for upgrading. Functional upgrading is not restricted to a movement
âup the ladderâ (i.e. moving from production to design) but also includes the
acquisition and deepening of TCs at any stage of the value chain (cf. Kawakami et al.,
2011).
Global Value Chain-
Risk and reward
Upgrading to be an outcome of a risk-reward analysis that makes predictions about
which upgrading/downgrading strategy will produce the highest reward and lowest
risk for a supplier. Upgrading [âŠ] may also arise as a result of abandoning innovations
to accommodate buyer demands and/or changing consumption trendsâ (Ponte &
Ewert, 2009p. 1637).
International Business Developing country suppliers do not possess or fully control the necessary firm-
specific advantages to engage in functional upgrading. MNEs are in a strong position to
control high-value-added functions, capture high margins from GVCs and marginalise
developing country suppliers (Buckley, 2009; Buckley & Strange, 2015).
Relational Economic
Geography
The process of acquiring and upgrading capabilities needs to be differentiated from the
capacity to reproduce the conditions under which these capabilities can be profitably
exploited in other contexts, as well as from the capacity to leverage and recombine
these capabilities in order to remain, or become more, competitive. Such
differentiation also needs to take into account the on-going interactions, contestations,
and negotiations between buyers and suppliers
10. Selection and analysis of empirical
studies
4
Choksy et al. CJAS 2017 -- https://doi.org/10.1002/cjas.1455 10
11. Selection of studies
âą Selection criteria of papers
» Only published empirical studies on upgrading and excludes any theoretical,
conceptual, or unpublished working papers.
» Explicitly or implicitly, yet substantially, address the topic of supplier
upgrading in GVCs. We also included studies investigating social dimensions of
upgrading, alongside economic dimensions.
» Studies focusing exclusively on country-level or cluster-level measures of
upgrading were excluded from the sample.
» Studies that at the least partially focused on domestic suppliers
âą Empirical studies were required to include a sample of suppliers falling
under one or more of the following categories:
» small size,
» weak industry position (e.g. tier 2 or tier 3 suppliers),
» unfavourable, restrictive environment (e.g. rural villages, weak government
policies, political instability, etc.),
» high level of competition from foreign suppliers or foreign-owned suppliers
competing with domestic suppliers in a given developing country,
» and high power asymmetry between suppliers and their foreign buyers.
Choksy et al. CJAS 2017 -- https://doi.org/10.1002/cjas.1455 11
12. Literature review âcriteria
âą Timeframe
» period between 2000 and 2016.
âą Scopus database and the Global Value Chain Initiative
(www.globalvaluechain.org) website
» to search for and identify key empirical studies on upgrading.
âą Search terms
» included âupgradingâ, âsupplier developmentâ, âsupplier
capabilityâ, and âGVCâ. The results were limited to studies in
âbusinessâ and âsocial sciencesâ.
» Search results by shortlisting only those papers published in
journals in the fields of IB, REG, economic sociology, and
development.
Choksy et al. CJAS 2017 -- https://doi.org/10.1002/cjas.1455 12
13. Analysis of selected papers
âą Use of CAQDAS (computer-assisted qualitative data analysis)
software, Nvivo
âą Forty-four academic selected for in-depth investigation
âą Used the âcodingâ, âclassificationâ, âqueryâ function to
categorise articles into following three dimensions
» upgrading disadvantages for developing country suppliers,
» functional upgrading,
» and profit margins
Choksy et al. CJAS 2017 -- https://doi.org/10.1002/cjas.1455 13
15. Core observations from the review of forty-four articlesâŠ
âą Disadvantaged suppliers are rarely able to achieve functional
upgrading in GVCs
» Dolan & Humphrey, 2000; Humphrey, 2000; Schmitz & Knorringa,
2000
âą The occurrence of functional or other upgrading does not
necessarily enhance disadvantaged suppliersâ ability to
capture higher profits
» PavlĂnek & Ćœenka, 2015; Plank & Staritz, 2015; Smith, Pickles,
BuÄek, PĂĄstor, & Begg, 2014
âą There are distinctive strategies that disadvantaged suppliers
can adopt to improve their profit margins in GVCs.
Choksy et al. CJAS 2017 -- https://doi.org/10.1002/cjas.1455 15
16. Functional upgrading (FU) and profit margins (PM) for domestic
suppliers in developing countries
Choksy et al. CJAS 2017 -- https://doi.org/10.1002/cjas.1455 16
Author Year
Functional
upgrading
Profit Margins
1Schmitz, H.;Knorringa, P.; 2000 Not clear
2Dolan , Catherine S.; Humphrey, John; 2000 X
3Humphrey, John; 2000 Not clear
4Barnes, Justin; Kaplinsky, Raphael; 2000 Not clear
5Dolan, Catherine S.; Tewari, Meenu; 2001 X Not clear
6Bair, Jennifer; Gereffi, Gary; 2001 X
7Kaplinsky, Raphael; Morris, Mike; Readman, Jeff; 2002
8Talbot, John M.; 2002 Not clear
9Smith, Adrian; 2003 X Not clear
10Bair, Jennifer;Gereffi, Gary; 2003 X Not clear
11Quadros, Ruy; 2004 Not clear
12Dolan, Catherine; Humphrey, John; 2004 X Not clear
13Gibbon, Peter;Ponte, Stefano; 2005
14Palpacuer, Florence; Gibbon, Peter;Thomsen, Lotte; 2005 Not clear
15Nadvi, Khalid;Halder, Gerhard; 2005 Not clear
16Pickles, John; Smith, Adrian; Bucek, Milan; Roukova, Poli; Begg, Robert; 2006 X X
17Selwyn, Ben; 2007 X
18Avdasheva, Svetlana; 2007 Not clear
19Murphy, James T.; 2007 X
20Busser, Rogier; 2008
17. Choksy et al. CJAS 2017 -- https://doi.org/10.1002/cjas.1455 17
21Gibbon, Peter; 2008 X
22Neilson, Jeff; Pritchard, Bill; 2009 X Not clear
23Ponte, Stefano; Ewert, Joachim; 2009 X X
24Fujita, Mai; 2011 X X
25Sato, Yuri; 2011 X X
26Murphy, James T.; Schindler, Seth; 2011 X X
27Nadvi, Khalid; Lund-Thomsen, Peter; Xue, Hong; Khara, Navjote; 2011 X Not clear
28Ozatagan, GĂŒldem; 2011 X Not clear
29ĂzataÄan, GĂŒldem; 2011 X Not clear
30Nadvi, Khalid; 2011 X Not clear
31Navas-AlemĂĄn, Lizbeth; 2011 X X
32
Lund-Thomsen, Peter; Nadvi, Khalid; Chan, Anita; Khara, Navjote; Xue,
Hong;
2012
X
Not clear
33Murphy, James T.; 2012 X X
34Contreras, Oscar F.; Carrillo, Jorge; Alonso, Jorge; 2012 Not clear
35Darby, Paul; 2013 X
36Rossi, Arianna; 2013 X X
37Smith, Adrian; Pickles, John; BuÄek, Milan; PĂĄstor, Rudolf; Begg, Bob; 2014 X
38Ponte, Stefano; Kelling, Ingrid; Jespersen, Karen Sau; Kruijssen, Froukje; 2014 X X
39PavlĂnek, Petr;Ćœenka, Jan; 2015 X
40Smith, Adrian; 2015 X
41Plank, Leonhard;Staritz, Cornelia; 2015 X
42Khan, Zaheer; Lew, Yong Kyu; Sinkovics, Rudolf R. 2015 Not clear
43Choksy, Umair Shafi; 2015 X
44Hoque, Samia Ferdous; Sinkovics, Noemi; Sinkovics, Rudolf R.; 2016 X
18. Disadvantaged suppliersâ strategies for improving profit margins
From the fifteen papers that report positive outcomes for
disadvantaged suppliers, three main approaches stand out.
âą Legitimation
» this strategy seek to improve their credibility in the GVC though
relationship and trust building
âą Diversification
» attempt to break out of a particular GVC, either partially or completely.
These actions reflect a higher degree of freedom and independence,
rather than a change in suppliersâ value-chain position.
âą Survival
» the capacity of disadvantaged suppliers to handle external pressures in
a constrained environment and make effective decisions to stabilise
profit margins
Choksy et al. CJAS 2017 -- https://doi.org/10.1002/cjas.1455 18
19. Disadvantaged supplier strategies
Choksy et al. CJAS 2017 -- https://doi.org/10.1002/cjas.1455 19
Authors Year Supplierâs position Managerial agency
Strategy #1: Legitimacy
Murphy, James T.;
Murphy, James T.;
Schindler, Seth;
2012
,
2011
Suppliers retained their
existing
Meeting buyer demands by gaining insights into buyerâs
needs and demonstrating their reliability despite an
uncertain political context.
Contreras, Oscar F.; Carrillo,
Jorge; Alonso, Jorge;
2012 There is no shift observed
in the functional position
of the firm.
Suppliers have established legitimacy through a four-
stage trajectory of becoming trustworthy suppliers of
the MNE buyers.
Darby, Paul; 2013 There is no shift observed
in the functional position
of the academies.
The emphasis on education has contributed to the
programme being highly valued by the academy. This
has resulted in highly motivated and capable players
getting the opportunity to play in reputable football
clubs.
Choksy, Umair Shafi 2015 The software company
was already working on
software design services
along with software
development functions.
Demonstrated high responsiveness and flexible
behaviour in response to the MNE buyerâs changing
specifications. Successful completion of the first project
with an MNE gave it the credibility to work with other
big-name companies.
Hoque, Samia Ferdous;
Sinkovics, Noemi; Sinkovics,
Rudolf R.;
2016 No functional upgrading Increasing capacity of suppliers to acquire knowledge
from sources other than their MNE buyer, and the
consistent meeting of buyer demands.
20. Choksy et al. CJAS 2017 -- https://doi.org/10.1002/cjas.1455 20
Strategy #2: Diversification
Sato, Yuri; 2011 Suppliers are deepening
their capabilities within
the production
function.
Building of trust with specific clients as well as to an
increase in the scope of opportunities to (a) work with
new clients and (b) work more autonomously.
Fujita, Mai; 2011 Besides deepening their
production capabilities,
local suppliers are
investing in planning
capabilities.
The core driver of profit margins is not the upgrading of
functional positions in GVCs but the supplierâs capacity
to increase the scope of its opportunities (working in
existing and new chains) and reduce its dependency on
specific lead firms.
Navas-AlemĂĄn, Lizbeth 2011 Suppliers acquired
capabilities in
production, design, and
branding.
Supplierâs capacity to increase its freedom and integrate
itself into multiple value chains, including national,
regional, and global value chains.
21. Choksy et al. CJAS 2017 -- https://doi.org/10.1002/cjas.1455 21
Strategy#3: Adaptation/Survival
Pickles, John; Smith, Adrian;
Bucek, Milan; Roukova, Poli;
Begg, Robert;
2006 Small suppliers (in
particular garage firms)
are mainly in low-value-
added functions.
Small garage firms identified a niche opportunity in low-
value/low-quality products in the region..
Selwyn, Ben; 2007 Suppliers are maintaining
their production
functions.
The core driver of a supplierâs success is its capacity to
handle the pressure from its customers and the unions
(representing the rights of labour).
Gibbon, Peter; 2008 Downgrading of position,
from marketing and
design, has taken place.
The decision by the supplier to downgrade was
underpinned by its critical assessment that the profitable
opportunities were higher overall in the low-value-added
segments.
Ponte, Stefano; Ewert,
Joachim;
2009 Small growers and cellars
are moving towards
buying grapes for wine
production rather than
growing them internally.
The capacity of small growers to move to grape buying
rather than making demonstrates managerial agency to
make survival decisions in the context of changing global
competitive pressures.
Rossi, Arianna; 2013 Firms that engaged in
product and process
upgrading seemed to be
more successful.
Successful firms have resisted giving in to the pressure,
have maintained discretion, and have still managed to earn
profits.
Plank, Leonhard; Staritz,
Cornelia;
2015 A mix of upgrading and
downgrading trajectories
Supplierâs ability to continuously shift their positions in
GVCs.
https://doi.org/10.1002/cjas.1455
Choksy, Umair Shafi, Noemi Sinkovics, and Rudolf R. Sinkovics (2017), "Exploring the Relationship between Upgrading and Capturing Profits from GVC Participation for Disadvantaged Suppliers in Developing Countries," Canadian Journal of Administrative Sciences, doi:10.1002/cjas.1455
The existing literature on global value chains (GVCs) suggests that functional upgrading is a key determinant of whether suppliers are able to capture higher profits in GVCs. However, it is unclear whether the same argument holds for disadvantaged suppliers who face high barriers to achieving functional upgrading. Through a review of existing empirical studies, the present paper aims to explore how disadvantaged suppliers in developing countries increase their profits in the face of barriers to functional upgrading. The findings from the literature analysis suggest that the ability of disadvantaged suppliers to benefit from GVC participation depends on the extent of their managerial agency and their ability to leverage multiple upgrading/downgrading trajectories (whether product, process, or functional) and transform them into profitable outcomes.
https://doi.org/10.1002/cjas.1455
Silvana
NVivo eSeminar
Rudolf Sinkovics - http://www.personal.mbs.ac.uk/rudolf-sinkovics/
Rudolf Sinkovics - http://www.personal.mbs.ac.uk/rudolf-sinkovics/
Rudolf Sinkovics - http://www.personal.mbs.ac.uk/rudolf-sinkovics/