Dynamic Capabilities of Global Value Chains: From Selection to Deployment

Arndt, F; Katic, M; Mistry, A; Nafei, S

Dynamic Capabilities of Global Value Chains: From Selection to Deployment

Arndt, F Katic, M

Mistry, A

Nafei, S

Permalink

Publisher:: Routledge
Publication Type:: Chapter
Citation:: The Routledge Companion to Global Value Chains: Reinterpreting and reimagining mega trends in the world economy, 2022, pp. 23-34
Issue Date:: 2022

Closed Access

	Filename	Description	Size
	Pages from 9781315225661_webpdf-4.pdf	Published version	108.25 kB	Adobe PDF	View/Open

Copyright Clearance Process

Recently Added
In Progress
Closed Access

This item is closed access and not available.

Full metadata record

Field	Value	Language
dc.contributor.author	Arndt, F
dc.contributor.author	Katic, M https://orcid.org/0000-0001-9066-8036
dc.contributor.author	Mistry, A https://orcid.org/0000-0003-2879-890X
dc.contributor.author	Nafei, S
dc.date.accessioned	2023-03-18T05:41:17Z
dc.date.available	2023-03-18T05:41:17Z
dc.date.issued	2022
dc.identifier.citation	The Routledge Companion to Global Value Chains: Reinterpreting and reimagining mega trends in the world economy, 2022, pp. 23-34
dc.identifier.isbn	9781315225661
dc.identifier.uri	http://hdl.handle.net/10453/167529
dc.description.abstract	Participation in global value chains (GVCs) has become an increasingly necessary and (potentially) lucrative endeavour for organisations operating in today’s markets. As the 2020 pandemic shows, this endeavour is not of a trivial nature. Whilst the rise in ‘born global’ enterprises, open innovation practices and inter-organisational collaboration drew attention to literature that seeks to explicate the nature of capability investments in GVCs (vis-à-vis multinational enterprises, international businesses and so forth), the increasingly volatile and uncertain environments that recently came to characterise GVCs have become a pressing concern. Bifurcated governance and decoupling of value chains appears the norm as organisations continue to navigate the volatile and uncertain environment that places increased complexity to collaboration efforts amongst GVC members. Co-specialisation and co-creation remain key areas of concern for organisations operating on a global level, thus identifying new areas of growth, orchestrating the necessary capabilities to facilitate constantly emerging and changing opportunities, and reconfiguring the organisation to address these opportunities have become pertinent for survival and prosperity. Building on earlier work on dynamic capabilities in multinational enterprises as well as emerging research in dynamic capabilities (DC) in volatile and uncertain environments, the chapter seeks to clarify the DC that help organisations survive in, and leverage, GVCs. The chapter sheds light on capability selection and deployment in GVCs in today’s times. Leveraging GVCs better than others has become the grail to competitiveness. In times of ecosystem competition, this has become an increasingly complex task that merits further investigation and makes this chapter most timely.
dc.format.extent	18
dc.language	en
dc.publisher	Routledge
dc.relation.ispartof	The Routledge Companion to Global Value Chains: Reinterpreting and reimagining mega trends in the world economy
dc.relation.isbasedon	10.4324/9781315225661-5
dc.rights	info:eu-repo/semantics/closedAccess
dc.title	Dynamic Capabilities of Global Value Chains: From Selection to Deployment
dc.type	Chapter
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/Faculty of Business
pubs.organisational-group	/University of Technology Sydney/Faculty of Business/Management Discipline
pubs.organisational-group	/University of Technology Sydney/Faculty of Engineering and Information Technology
utslib.copyright.status	closed_access	*
pubs.consider-herdc	false
dc.date.updated	2023-03-18T05:41:16Z
pubs.place-of-publication	UK
pubs.publication-status	Published
dc.location	UK

Abstract:

Participation in global value chains (GVCs) has become an increasingly necessary and (potentially) lucrative endeavour for organisations operating in today’s markets. As the 2020 pandemic shows, this endeavour is not of a trivial nature. Whilst the rise in ‘born global’ enterprises, open innovation practices and inter-organisational collaboration drew attention to literature that seeks to explicate the nature of capability investments in GVCs (vis-à-vis multinational enterprises, international businesses and so forth), the increasingly volatile and uncertain environments that recently came to characterise GVCs have become a pressing concern. Bifurcated governance and decoupling of value chains appears the norm as organisations continue to navigate the volatile and uncertain environment that places increased complexity to collaboration efforts amongst GVC members. Co-specialisation and co-creation remain key areas of concern for organisations operating on a global level, thus identifying new areas of growth, orchestrating the necessary capabilities to facilitate constantly emerging and changing opportunities, and reconfiguring the organisation to address these opportunities have become pertinent for survival and prosperity. Building on earlier work on dynamic capabilities in multinational enterprises as well as emerging research in dynamic capabilities (DC) in volatile and uncertain environments, the chapter seeks to clarify the DC that help organisations survive in, and leverage, GVCs. The chapter sheds light on capability selection and deployment in GVCs in today’s times. Leveraging GVCs better than others has become the grail to competitiveness. In times of ecosystem competition, this has become an increasingly complex task that merits further investigation and makes this chapter most timely.

Please use this identifier to cite or link to this item:

http://hdl.handle.net/10453/167529