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Breaking up the global value chain : opportunities and consequences / edited by Torben Pedersen, Timothy M. Devinney, Laszlo Tihanyi and Arnaldo Camuffo.

Contributor(s): Material type: TextTextSeries: Advances in international management ; v. 30.Publication details: Bingley, UK : Emerald Publishing Limited, 2017.Edition: First editionDescription: 1 online resourceContent type:
  • text
Media type:
  • computer
Carrier type:
  • online resource
ISBN:
  • 9781787430716
  • 1787430715
  • 9781787432437
  • 1787432432
Subject(s): Genre/Form: Additional physical formats: Print version:: Breaking up the global value chain.DDC classification:
  • 658.7 23
LOC classification:
  • HD30.55 .A38 v. 30
Online resources:
Contents:
Front Cover; Breaking up the Global Value Chain: Opportunities and Consequences; Copyright Page; Contents; List of Contributors; Acknowledgments; Editors' Biographies; Editors' Introduction; Introduction; Fragmentation of the Value Chain; Organizational Reconfiguration; Reshoring; The 2017 Volume of AIM; References; Case Examples; Ownership and Location in the Small Domestic Appliances Industry: The De'Longhi Case; Introduction; Ownership and Location Decisions in MNEs; Research Method; De'Longhi Case Study; Ownership and Location Decisions in China.
Ownership and Location Decisions in RomaniaValue Chain Configuration of De'Longhi; Discussion; Conclusion; Notes; Acknowledgments; References; New Business Models in-the-Making in Extant MNCs: Digital Transformation in a Telco; Introduction; Theoretical Background; Business Models and Business Model Innovation; Telenor: Background and Extant Business Model; An Overview of Telenor; Data for Our Research; Telenor's Current Business Model; The Impact of the Digital Transformation at Telenor; Defining the Digital Transformation and Key Challenges for MNCs.
Perceptions of the Digital Transformation at TelenorTelenor's Future DSP Business Model; The Future Value Proposition; Future Value Capture; Future Value Creation; Developing the Ways of Work to Support the Future Business Model; Developing the Organization to Support the Future Business Model; Discussion; References; Appendix; Telenor informants; Telenor internal documents; Breaking up Global Value Chains: Evidence from the Global Oil and Gas Industry; ConocoPhillips: The Decision to Break up the Global Value Chain; The ConocoPhillips Split.
Vertical Integration Strategy: Theoretical Roots and RationaleThe Oil and Gas Industry Value Chain; The Evolution of Vertical Integration in the Oil and Gas Industry; Breaking Up the Global Value Chain in the Oil and Gas Industry; Does Vertical Integration Make Economic Sense in Today's Oil and Gas Industry?; Industry Cyclicality and the Drive to Counter Profit Cycles; Shared Industry Understanding and Parenting Advantage: An Alternative View of Integration; Related Diversification, Not Vertical Integration; Conclusion; Notes; References.
Global Integration Strategies in Times of Crisis -- An Event Study of the Impact the Global Financial Crisis Has on Turkish Subsidiaries' Exporting StrategiesIntroduction; Literature Review and Hypothesis; Methodology; The Data on Turkey's Largest Firms; How the Hypothesis Are Tested; The Revolving Doors Nature of the Panel Data; The Turkish Case as a Uniquely Situated Event Study; Research Findings; Choosing Panel Data Estimator; H1. Exporting Strategies of Multinational Subsidiaries; H2. Comparing Exporting Performance of the Largest Firms during Financial Crisis.
Summary: Recent developments are challenging the traditional separation between advanced and emerging economies as host of knowledge and production-intensive activities, respectively. Authors assess whether the co-location of R & D and manufacturing is critical for development and innovation.
Holdings
Item type Current library Collection Call number Status Date due Barcode Item holds
eBook eBook e-Library EBSCO Business Available
Total holds: 0

Includes bibliographical references.

Front Cover; Breaking up the Global Value Chain: Opportunities and Consequences; Copyright Page; Contents; List of Contributors; Acknowledgments; Editors' Biographies; Editors' Introduction; Introduction; Fragmentation of the Value Chain; Organizational Reconfiguration; Reshoring; The 2017 Volume of AIM; References; Case Examples; Ownership and Location in the Small Domestic Appliances Industry: The De'Longhi Case; Introduction; Ownership and Location Decisions in MNEs; Research Method; De'Longhi Case Study; Ownership and Location Decisions in China.

Ownership and Location Decisions in RomaniaValue Chain Configuration of De'Longhi; Discussion; Conclusion; Notes; Acknowledgments; References; New Business Models in-the-Making in Extant MNCs: Digital Transformation in a Telco; Introduction; Theoretical Background; Business Models and Business Model Innovation; Telenor: Background and Extant Business Model; An Overview of Telenor; Data for Our Research; Telenor's Current Business Model; The Impact of the Digital Transformation at Telenor; Defining the Digital Transformation and Key Challenges for MNCs.

Perceptions of the Digital Transformation at TelenorTelenor's Future DSP Business Model; The Future Value Proposition; Future Value Capture; Future Value Creation; Developing the Ways of Work to Support the Future Business Model; Developing the Organization to Support the Future Business Model; Discussion; References; Appendix; Telenor informants; Telenor internal documents; Breaking up Global Value Chains: Evidence from the Global Oil and Gas Industry; ConocoPhillips: The Decision to Break up the Global Value Chain; The ConocoPhillips Split.

Vertical Integration Strategy: Theoretical Roots and RationaleThe Oil and Gas Industry Value Chain; The Evolution of Vertical Integration in the Oil and Gas Industry; Breaking Up the Global Value Chain in the Oil and Gas Industry; Does Vertical Integration Make Economic Sense in Today's Oil and Gas Industry?; Industry Cyclicality and the Drive to Counter Profit Cycles; Shared Industry Understanding and Parenting Advantage: An Alternative View of Integration; Related Diversification, Not Vertical Integration; Conclusion; Notes; References.

Global Integration Strategies in Times of Crisis -- An Event Study of the Impact the Global Financial Crisis Has on Turkish Subsidiaries' Exporting StrategiesIntroduction; Literature Review and Hypothesis; Methodology; The Data on Turkey's Largest Firms; How the Hypothesis Are Tested; The Revolving Doors Nature of the Panel Data; The Turkish Case as a Uniquely Situated Event Study; Research Findings; Choosing Panel Data Estimator; H1. Exporting Strategies of Multinational Subsidiaries; H2. Comparing Exporting Performance of the Largest Firms during Financial Crisis.

Recent developments are challenging the traditional separation between advanced and emerging economies as host of knowledge and production-intensive activities, respectively. Authors assess whether the co-location of R & D and manufacturing is critical for development and innovation.

Master record variable field(s) change: 072

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