TY - JOUR
AU1 - Gelei, Andrea
AU2 - Sass, Magdolna
AB - This paper aims to trace the performance consequences of within-lead firm reconfigurations of global value chains with respect to business performance and upgrading.Design/methodology/approachThe study is based on two detailed company case studies which are analysed in an organizational design approach.FindingsLead firms systematically separate and internalize high value-added activities in otherwise low value-added processes leading to constant reconfigurations and reorganizations of the production processes in global value chains. The study finds that similar reconfigurations may trigger different changes and changes and performance consequences may differ considerably according to the level of analysis. The two cases help to understand the specific roles of the outsourcing and offshoring decisions in shaping actual global value chain structures.Originality/valueThe consequences of within-lead firm reconfigurations are rarely analysed in the literature.
TI - Lead firm’s reconfiguration decision and performance of the value chain
JF - Competitiveness Review
DO - 10.1108/cr-08-2020-0099
DA - 2021-02-04
UR - https://www.deepdyve.com/lp/emerald-publishing/lead-firm-s-reconfiguration-decision-and-performance-of-the-value-yJVGiE6v0q
SP - 310
EP - 325
VL - 31
IS - 2
DP - DeepDyve
ER -