ID: 38989
Autoria:
Sílvio Luís de Vasconcellos, Ivan Lapuente Garrido, Luciana Marques Vieira, Luis Carlos Schneider.
Fonte:
Brazilian Administration Review, v. 12, n. 4, p. 384-402, Outubro-Dezembro, 2015. 19 página(s).
Palavras-chave:
capabilities , case study , global value chain , path dependence
Tipo de documento: Artigo (Inglês)
Ver Resumo
Global Value Chains (GVC) and their participants are dynamic. Events can provoke distinct strategic responses from different firms, even when they are part of a GVC. We investigated how both organizational and supplychain path dependence can influence the capabilities that a firm needs to achieve a higher value-added position in a GVC. We have integrated three branches of theory, covering Global Value Chains, Organizational Capabilities, and Path dependence. We conducted a case study of a large Brazilian shoe firm, analyzing its relationships with buyers in GVCs. We found that path-dependent elements had locked-in the firm, preventing ascension to higher added value positions and keeping the organization in captive global value chain, even when it moved into new markets. Additionally, we propose a theoretical model that should prove fruitful in future research in other sectors and countries.
