Crises, Emerging Market Firms, and Global Value Chain Resilience

Abstract

This chapter reflects on how global value chain resilience can be achieved in the aftermath of recent crises. Drawing on the view that globalization is not linear, and that contextualization is an important part of the international business discipline, the author argues that global value chain resilience needs to also be viewed from the perspective of emerging market supplier firms. Building resilience from international production restructure to create more flexibility may enhance multinational lead firms’ resilience in the aftermath of recent crises. But they may not be viable options for emerging market supplier firms that are location- and activity-bound. Building resilience from supplier firms’ perspective may have more to do with increasing operational efficiency in their value chain. Contextualizing resilience from the perspective of emerging market firms should contribute to ongoing discussions and debate on future global value chain resilience.

Citation

Pananond, P. (2022), "Crises, Emerging Market Firms, and Global Value Chain Resilience", van Tulder, R., Verbeke, A., Piscitello, L. and Puck, J. (Ed.) International Business in Times of Crisis: Tribute Volume to Geoffrey Jones (Progress in International Business Research, Vol. 16), Emerald Publishing Limited, Leeds, pp. 61-68. https://doi.org/10.1108/S1745-886220220000016005