Index
Breaking up the Global Value Chain
ISBN: 978-1-78743-072-3, eISBN: 978-1-78743-071-6
ISSN: 1571-5027
Publication date: 4 August 2017
This content is currently only available as a PDF
Citation
(2017), "Index", Breaking up the Global Value Chain (Advances in International Management, Vol. 30), Emerald Publishing Limited, Leeds, pp. 339-347. https://doi.org/10.1108/S1571-502720170000030015
Publisher
:Emerald Publishing Limited
Copyright © 2017 Emerald Publishing Limited
INDEX
Abstention outsourcing
, 239n8
Additive manufacturing
, 287
Advanced Manufacturing Supply Chain Initiative
, 148
Airbnb
, 30, 39
Amazon
, 30, 39
Amoco
, 68
Anadarko Petroleum
, 64
ANCOVA
, 220
Apple
, 36, 145, 218, 275
ARCO
, 68
Arctic gas
, 59
Ariete
, 9, 24n2
Arm’s length contracting
, 65
Asian financial crisis
, 86
Asset specificity
, 62
Asymmetric power relationships
, 220
AT Kearney
, 210n15
Back-reshoring
, 252
Back-shoring
, 85, 141–152, 247, 252–254, 259, 271, 272, 276, 285
in-house
, 144
for insourcing
, 144
motivations
, 146–149
outsourced
, 144
for outsourcing
, 144
research methodology
, 149–150
scope of
, 144–145
towards research agenda
, 150–152
trends of
, 145–146
Backsourcing
, 85, 252
Bailey Hydropower
, 145
Bandwagon effect
, 276
Bettio, Monica
, 8
Bharti
, 203–204
Big Data
, 287
Blankenship, Charles
, 124
Bosch
, 9
Boston Consulting Group
, 145, 147, 287
Bounded rationality
, 32
BP
, 56, 68
Statistical Review of World Energy
, 69–70
Braun
, 9, 16, 18, 25n7, 25n8
Brekke, Sigve
, 41, 46–49, 53
Brent
, 65
Burlington Resources
, 59
Business models
, 29–50
innovation
, 32–34
Buyer-driven chains
, 82
Buyer-supplier contracts, termination of
, 158
Buyin
, 90
Cappellini, Stefano
, 8
Ceschin, Roberto
, 8
Chevron
, 56, 68, 74, 77
China
De’Longhi’s ownership and location decisions
, 10–14
China Mobile
, 209n5
Cobb–Douglas production function
, 310
Commodities
, 12
Competence building
, 250
Competitive positioning
, 128
weakening of
, 128
ConocoPhillips
, 55–78
decision to break up global value chain
, 57–61
history of
, 58
Contract enforcement
, 160–161, 163–165, 167, 179n2, 180n7, 184–185, 188
Contracting systems
, 168–176
Contract viability
, 160, 161, 163–165, 167, 180n4
Core competencies
, 219
Corporate social responsibility
, 128
Cost-estimation errors
, 250
Country-of-origin effect
, 276
Cove Energy
, 64, 68
Critical Theory
, 130
Crude oil
, 64, 65
Currency risks
, 128
Damiani, Marzio
, 8
De’Longhi
local for global approach
, 18, 24
ownership and location decisions
, 3–25
value chain configuration of
, 15–21
Debt-effect
, 86
Devon Energy
, 64
Diagonal assets
, 76
“Digital Awakening,”
, 44
Digital service provider (DSP)
, 29–50
Digital transformation
, 29–50
defined
, 38–39
Disaggregation
, 7
Diversification
, 74–77
within-industry
, 75
Divisional incentives, managing
, 61
Domestic-owned firms (DOM)
, 84, 86, 88
Domino effect
, 261, 262
Drilling
, 63
Dtac Hangar
, 46
EBITDA
, 204
Economic crisis
, 158, 164, 167
Economic geography
, 141–152
Efficiency
, 220
Efficiency-seeking strategy
, 82, 83, 270, 283, 286
Elf Aquitaine
, 68
Endogeneity
, 235
Engineering Employers’ Federation (EEF)
, 150
Equilibrium multi-country sourcing analysis
, 173–176
Ericsson
, 35, 202, 203, 208
Espana
cost model
, 128–129
European Manufacturing Survey
, 149
Exogenous demand shocks
, 172–173
Experiential knowledge
, 313, 314, 321, 324–328
Experiential learning theory
, 191
Experimentation
, 32
Explicit knowledge
, 250, 253
Exploration and production (E&P)
, 64
Exporting strategies, of Turkish subsidiaries’
global financial crisis, impact of
, 81–106, 109–119
multinational subsidiaries, exporting strategies of
, 93, 93–99
panel data estimator, choosing
, 92, 94–95, 118–119
revolving doors panel, limitations and challenges of
, 100, 102–104
top-down revolving doors unbalanced panel
, 91
Externalization
, 4, 7, 8, 15, 62, 201, 218, 220
ExxonMobil
, 56, 60, 64, 68, 74–77
Facebook
, 39, 49
Facebook Messenger
, 36
Face-Time
, 36
Factoryless goods producers
, 218
Firm performance
, 217–240
Firm-specific advantages (FSAs)
, 190, 193, 198
5G
, 35
Foreign direct investment (FDI)
, 218, 234, 271, 274, 275, 280, 283, 285
Foreign R&D investment
, 293–306
embeddedness of affiliates in host countries
, 297–298
entry mode of affiliates in host countries
, 298–299
mandate of affiliates
, 296–297
4G
, 35–38
Fourth industrial revolution
, 287
Fragmented knowledge
, 262
Gazprom
, 68, 74
General Electric (GE)
, 124–125, 127, 128, 131, 145
“Global Backend” project
, 44
“Global Coordination” network
, 206
Global factory
, 4, 6, 7, 24
Global financial crisis (GFC), impact of
insourcing strategies
, 86–87, 90–91, 99–100, 101–102, 105
offshoring strategies
, 85, 90, 93, 95–99, 105
outsourcing offshoring strategies
, 85–86, 90, 100, 105
Turkish subsidiaries’ exporting strategies
, 81–106, 109–119
Global integration versus value-creating local responsiveness (GI-LR)
, 193–194
Globalization
, 4
versus regionalization
, 152
Global shift-backs
, 251–255, 257–264
Global sourcing
, 246–254, 256, 260–264
Global System for Mobile Communications (GSM)
, 35
Global Transformation Program
, 41
Global value chains (GVCs)
, 5, 6, 21, 22, 24, 158, 218, 246, 312–314, 317–320, 322–324, 327, 328, 329n1, 329n3, 329n4
breaking up, in oil and gas industry
, 67–69
construction of
, 125–126
shift in policy and limitations
, 319–320
weak participation and productivity for SMEs
, 314–318
Google
, 39, 49
Grameen Bank
, 209n11
Grameenphone Accelerator
, 46
Grameen Telecom Corporation
Village Phone Program of Grameenphone
, 209n11
Gross domestic product (GDP)
, 167
Group Executive Management (GEM)
, 41
Group Industrial Development (GID)
, 206, 207
Haier
, 131
Harmonized Tariff Schedule (HTS) code
, 165
Heritage Foundation
Property Rights index
, 161
High-Tech Strategy
, 2020, 148
Home-shoring
, 144
Huawei
, 202, 203
Hutchison Essar Limited
, 201
IBM
, 203
Import-substitution strategies
, 83
Indian Oil
, 74
Industrial districts (ID)
, 269–288
as manufacturing systems, internationalization of
, 272–274
Industry 4.0
, 147, 148
Information and communication technologies (ICTs)
, 6, 249
Information technology
, 4
Innovation
, 201, 205, 250, 251, 259, 262, 263, 272, 274–277, 283, 285, 287
business model
, 32–34
capacity
, 246, 248, 249, 274
competencies
, 246
lag
, 128
Inshoring
, 144
Insourcing
, 86–87, 90, 99–100, 101–102, 105, 275
Institutions
, 313, 314, 320, 321, 323–328
Integrated oil companies (IOCs)
, 56, 64, 65, 68, 70, 72–78
Integration strategies
, 81–106, 109–119
Intellectual property protection
, 128
Intellectual property rights
, 180n9
Interactive learning
, 250
Internalization
, 4, 7, 8, 15, 22, 62, 66, 218, 219
International business
, 141–152
International Country Risk Guide (ICRG)
, 160, 161, 167
Internationalization process
, 269–288
industrial districts, as manufacturing systems
, 272–274
value of manufacturing
, 274–277
Internet of Things
, 287
Inverse Mills ratio
, 234
Istanbul Chamber of Commerce (ISO)
, 87
Joint ventures (JV)
, 88
Kenwood
, 9, 16, 18, 20, 22
Kinder Morgan
, 64
Knowledge
, 245–264
explicit
, 250, 253
external
, 248, 249
fragmented
, 262
loss
, 251, 252, 263
production
, 263
sharing
, 249, 250, 258
spillovers
, 250
tacit
, 250, 253–254, 276
transfer
, 260, 312, 319, 321, 322, 326, 327
transfer, reverse
, 293–306
Kuwait Oil Corporation
, 68
Kuwait Petroleum Corporation
, 56
Labor costs, rising
, 135
Labor force deterioration
, 128
Lead firm
, 239n3
Learning-by-failing
, 197
LG
, 124
Liquefied natural gas (LNG)
, 59, 65
Location decisions
, 3–25
in multinational enterprises
, 5–8
LUKOIL
, 59
“Made in America” strategy
, 246
M&A
, 68
Magnabosco, Massimo
, 8
Managers
bounded rationality
, 32
Manufacturers’ Organisation (United Kingdom)
, 150
Manufacturing and product design, linking
, 135–136
Manufacturing outsourcing, performance consequences of
, 217–240
control variables
, 236–237
dimensions of performance
, 221
empirical evidence of
, 220
estimation methodology
, 233–235
measurement of outsourcing
, 232–233
measurement of performance
, 233
moderating effects
, 237
motives for outsourcing
, 231–232
outsourcing–performance relationship, functional form of
, 235–236
time lags
, 236
unit of analysis
, 231
See also Outsourcing
Manufacturing systems
, 269–288
industrial districts as, internationalization of
, 272–274
value of
, 274–277
Marathon
, 57
Marginal Expansion Benefits (MEB)
, 195
Marginal Expansion Costs (MEC)
, 195
Market imperfections
, 78n3
Market liberalization
, 5
Market power
, 78n3
Market-seeking strategy
, 83
Mckinsey
, 287
mHorizon
, 205
Microsoft
, 36
Milan Stock Exchange
, 9, 10
Mobile virtual network operators (MVNOs)
, 203
Multinational companies (MNCs)
, 190, 198, 207, 294–296, 298–302, 305, 306
Multinational enterprises (MNEs)
, 142, 143, 145, 146, 159, 177–179, 270, 271, 273, 274, 276, 286
ownership and location decisions in
, 5–8
supplier
, 161–162
Multinationality–performance (M-P) relationships
, 190–193, 207–208
Multinationality research
, 189–210
Multinationality theory
, 190
Multinational mobile network operators (MNOs)
, 189–210
choice of companies
, 192–194
Multinational subsidiaries, exporting strategies of
, 93, 95–99
Multi-path theory of diversified international expansion
, 194–198
improved global replication capabilities
, 204–206
improved local adaptation strategies
, 201–204
over-diversified expansion
, 199–201
Mulva, Jim
, 60
MVNO Directory
, 209–210n14
Myopic learning
, 197, 199–200
Nash Bargaining
, 173
National Oil Companies (NOCs)
, 56, 65, 67, 68, 73, 74, 77
National Tooling Fund
, 148
Nearshoring
, 252, 271
Nespresso
, 9, 14, 16, 18
Nestlè
, 9, 14, 18
Networks
, 313, 314, 319, 320, 321, 323, 324, 326–328
New York Mercantile Exchange
, 66, 67
Nike
, 218
Nokia
, 14, 25n4, 35, 203, 209n13, 275
Nokia Solutions and Networks (NSN)
, 203
North American Free Trade Agreement (NAFTA)
, 92, 151, 313
Obama, Barack
“Made in America” strategy
, 246
Obsolescing bargaining model
, 83
Offshoring
, 4–6, 8, 85, 124, 247, 275, 276
decision, impact of
, 127
disadvantages
, 128
hidden costs of
, 147
ideological influences
, 126–127
of manufacturing system
, 271, 272, 274
outsourcing
, 82–83, 85–86, 90, 100, 105
reverse
, 144
unintended consequences of
, 147
unintended costs of
, 127–129
Oil and gas industry
, 55–78
breaking up global value chain
, 67–69
counter profit cycles
, 71–73
cyclicality
, 71–73
diversification
, 74–77
value chain
, 63–69
vertical integration in
, 66–67, 69–71
Onshoring
, 144, 275
OPEC (Organization of Petroleum Exporting Countries)
, 65, 67
Ophir Energy
, 64, 68
Ordinary least square (OLS) regression
, 234
Organisation for Economic Co-operation and Development (OECD)
, 125, 148
Organizational adaptability
, 246
Outsourcing
, 4–6, 62, 85, 90, 92, 95, 100, 105, 275, 277
abstention
, 239n8
back-shoring for
, 144
intensity
, 232
manufacturing outsourcing, performance consequences of
, 217–240
motives for
, 219–220
offshore
, 82–83, 85–86, 90, 105
propensity
, 232
strategic
, 219
substitution
, 239n8
Over-diversified expansion, of mobile network operators
, 199–201
Overshoring
, 129–133
decision architecture
, 132
defined
, 129
Ownership
, 3–25
in multinational enterprises
, 5–8
P&G
, 9
Payment scheme
with penalty for reneging
, 184
with proportional penalty
, 185–186
with shocks
, 186–188
Peri-central reverse offshoring
, 144
PetroChina
, 68, 74
Petrofina
, 68
Petroleum Action Plan (New Zealand)
, 246
Philips
, 9
Phillips
, 66, 59, 60
Political bargaining model
, 83
Portfolio approach
, 24
Positioning manufacturing
, 132, 135
Pre-shipment inspection quality control systems
, 11
Price
, 161
PriceWaterhouseCoopers (PWC)
, 145, 146
Process digitization
, 6, 23
Product design and manufacturing, linking
, 135–136
Production knowledge
, 263
Productivity performance
, 294, 295, 298, 301
Product life cycle (PLC)
, 152
Product-market decisions
, 32
Product modularization
, 6, 23
Profits
, 32
Property Rights
, 164, 168, 180n4
Proportional penalty, alternative payment scheme with
, 185–186
Public–private partnerships
, 88
Quiktrip
, 68
Racetrac
, 68
Raha, Subir
, 56
Regional Trading Blocks
, 151
Reintegration
, 7
Relational contracting
, 157–181, 184–188
alternative payment scheme with proportional penalty
, 185–186
alternative payment scheme with shocks
, 186–188
contract enforcement
, 160–161, 163–165, 179n2, 180n7, 184–185, 188
equilibrium multi-country sourcing analysis
, 173–176
exogenous demand shocks
, 172–173
MNE supplier
, 161–162
partnership countries
, 162, 165
price
, 161
relationship duration
, 161, 165
reneging, alternative payment scheme with penalty for
, 184
Relationship duration
, 161, 165
Relocation
, 7
Reneging, alternative payment scheme with penalty for
, 184
Research agenda
, 150–152
Research and development (R&D)
, 125, 130, 133, 135, 145, 147, 246, 248, 249, 274, 276
foreign investment
, 293–306
Reshoring
, 133–135, 142–144, 148, 252, 271
Re-shoring Initiative
, 148, 150
Re-shoring Institute
, 150
Resource allocation
, 61
Resource-based view (RBV)
, 62, 69, 71, 73, 75, 88, 248
Resource Dependency Theory
, 134
Reverse knowledge transfer (RKT)
, 294, 295, 300
Reverse offshoring
, 144
peri-central
, 144
Risk taking
, 32
Robotics
, 287
Rockefeller, John D.
, 56, 69
Roland Berger
, 287
Romania
De’Longhi’s ownership and location decisions
, 14–15
Rosneft
, 68, 74
Royal Dutch Shell
, 56, 64, 74
Samsung
, 124
S&P
, 500, 60
Sasol
, 74
Saudi Aramco
, 56, 68, 74
SEB Group
, 9
Seismic mapping
, 63
Selloff
, 90
Sellout
, 90
Sense of discovery
, 32
Serafin, Nicola
, 8
Shocks, alternative payment scheme with
, 186–188
Siemens
, 9, 145
SIM cards
, 203
Skype
, 36
Small and medium enterprises (SMEs)
, 145, 150, 271–273, 311–329
Small domestic appliances (SDAs)
, 5, 9, 10, 24, 25n6
Smile framework
, 274
Softbank
, 200
Spillovers
, 293–306
Standard Oil
, 66, 69
StartupLab
, 46
State-centered strategies
, 83
Stock-keeping unit (SKU)
, 18, 20, 21
Strategic business units (SBUs)
, 61
Strategic outsourcing
, 219
Structural equation modelling
, 220, 232
Substitution outsourcing
, 239n8
Supermajors
, 56, 68
Supplier-driven chains
, 82
Supply chain
, 125, 135, 136
Supply strategies
, 123
Tacit knowledge
, 250, 253–254, 276
Takeover
, 90
Tapad
, 48
Technology-based logistics transformation
, 126
Telenor
, 191, 192, 204, 209n6, 209n8
business model, initial building blocks of
, 45–46
current business model
, 36–38
digital transformation
, 29–50
future value capture
, 43
future value creation
, 43–44
future value proposition
, 42–43
“Global Coordination” network
, 206
Group Industrial Development
, 206, 207
improved global replication capabilities
, 205–206
informants
, 53
organization to support future business model, developing
, 47–48
overview of
, 34–35
Village Phone Program of Grameenphone
, 209n11
ways to support future business model, developing
, 44, 46–47
Terminated contracts
, 166, 168
Texaco
, 68
3D imaging
, 63
3D printing
, 287
3G
, 35–38, 203
Three-stage theory of international expansion
, 191
Tillerson, Rex
, 72
Tosco
, 68
Total
, 56
Transactional misalignment
, 232
Transaction Cost Economics (TCE)
, 178, 181n18
Transaction costs
, 62, 128, 248–249
Transaction cost theory
, 4, 5, 247–248
of multinational firms
, 191, 209n4
TransCanada
, 64
Transfer pricing
, 61
“Transformational partnership” model
, 204
Transnational theory of the firm
, 191
Transneft
, 64
Transportation
, 6, 64
Trump, Donald
, 151
Tullow Energy
, 64
Tullow Oil
, 68
Turkish subsidiaries’ exporting strategies
global financial crisis, impact of
, 81–106, 109–119
multinational subsidiaries, exporting strategies of
, 93, 95, 99
panel data estimator, choosing
, 92–93, 118–119
revolving doors panel, limitations and challenges of
, 100, 102–104
top-down revolving doors unbalanced panel
, 91
2G
, 35–38
Uber
, 30, 39
Uninor
, 210n16
“transformational partnership” model
, 204
Unintended costs of offshoring
, 127–129
Valero
, 68
Value capture
, 32, 33, 37, 43, 45
Value chain
, 30, 55–78, 192–194, 198, 200–203, 207, 208
configuration, of De’Longhi
, 15–21
defined
, 239n1
disaggregation of
, 4
global
, 5, 6, 21, 22, 24, 67–69, 125–126, 158, 218, 246, 312, 319, 322–324, 327, 328, 329n1, 329n3, 329n4
between local and global, manufacturing
, 269–288
oil and gas industry
, 63–69
Value creation
, 7–8, 32, 33, 36–38, 43–46, 219, 246, 271
Value proposition
, 32, 37, 42–43, 45
Vertical architecture
, 61
Vertical integration
, 55–57, 60–63, 219, 232, 235, 237, 239
in oil and gas industry
, 66–67, 69–71
parenting perspective of
, 74
Village Phone Program of Grameenphone
, 209n11
Vodafone
, 191, 192, 200–201, 203, 209n5
“One Vodafone” initiative
, 209n9
Vodafone Partner Agreement
, 202
Walmart
“Made in the USA” campaign
, 128, 148
Western Refining
, 68
West Texas Intermediate (WTI)
, 65
Wholly foreign owned subsidiaries
, 88, 117
Wipro
, 202, 204, 208
Within-industry diversification
, 75
X-Ships
, 255–261
Yunus, Muhammad
, 209n11
- Prelims
- Case Examples
- Ownership and Location in the Small Domestic Appliances Industry: The De'Longhi Case
- New Business Models In-The-Making in Extant MNCs: Digital Transformation in a Telco
- Breaking up Global Value Chains: Evidence from the Global Oil and Gas Industry
- Global Integration Strategies in Times of Crisis - An Event Study of the Impact the Global Financial Crisis Has on Turkish Subsidiaries' Exporting Strategies
- Organizational Forms
- Offshoring, Overshoring, and Reshoring: The Long-Term Effects of Manufacturing Decisions in the United States
- Backshoring: Towards International Business and Economic Geography Research Agenda
- Tied up and Shocked: How Relational Contracting with Suppliers Constrains Global Buyers during an Economic Crisis
- Toward a Multi-Path Theory of Diversified International Expansion: The Case of Multinational Mobile Network Operators
- Consequences of Fragmenting
- The Performance Consequences of Manufacturing Outsourcing: Review and Recommendations for Future Research
- Global Shift-Back's: A Strategy for Reviving Manufacturing Competences
- Industrial District Firms Do Not Smile: Structuring the Value Chain between Local and Global
- Outward R&D Spillovers in the Home Country: The Role of Reverse Knowledge Transfer
- Walking Before You Can Run: The Knowledge, Networks, and Institutions for Emerging Market SMEs
- About the Authors
- Index