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- Title
中国企业是如何重构全球价值链的 --基于扎根理论的研究.
- Authors
宋 耘; 王 婕; 曾子欣; 陈浩泽
- Abstract
In recent years, a few Chinese enterprises have reconstructed the global value chains (GVC), upgrading from the low and middle end of GVC to the high end, and becoming leading enterprises in their industry. Through capacity evolution, they broke the international division of labor dominated by enterprises in developed countries. Based on the global allocation of resources, they have transformed from being governed to governance or co-governance, shaping the global structure of GVC. However, the academic research on the restructuring of GVC in emerging economies is still in its infancy. Although researchers have begun to notice the rising position of enterprises in emerging economies in GVC and the resulting changes in the power relationship of each participant in the value chain, most of the existing are the mere observations and descriptions of the phenomenon, and there is a lack of in-depth discussion of the underlying mechanism. Grounded in corporate practice, this research explores the GVC restructuring process mechanism of seven Chinese manufacturing enterprises. The research findings are as follows. Firstly, there are various ways for enterprises to control GVC core activities. In addition to controlling technology and market derived from the observation of flagship enterprises in developed countries in classical literature, controlling the GVC access and global production activities are also effective ways for Chinese enterprises to become GVC governors, and are the unique keys for Chinese enterprises to achieve a higher status in GVC. Secondly, the acquisition of GVC power is the direct result of controlling the core activities of GVC for enterprises. Specifically, it can be divided into buyer's power and seller's power. The buyer's power consists of identity right, market right, technology right as well as reward and punishment right; the seller's right consists of manufacturing right, technology right and recognition right. Thirdly, the changes in GVC power will be reflected in the performance of GVC reconstructing, which can be divided into two dimensions: value creation and value capture. Value creation is embodied in the increase of main business income and main business profit; value capture is specifically manifested in the ownership of pricing power, the improvement of product profit margin, and the increase of its share in value chain appreciation. Compared with previous literature, this paper expands on three aspects, Firstly, it discusses the process mechanism for Chinese enterprises to restructure GVC. From the perspective of enterprises in emerging economies, this paper expands the definition of GVC core activities as previous definitions were based on transnational enterprises in developed countries, and creatively proposes the possible differences in the GVC core activities between enterprises in emerging economies and enterprises in developed countries. Secondly, this paper has deeply explored and systematically summarized the specific sources, connotations, dimensions and mechanisms of GVC power, enriching the research on GVC governance and network power. Thirdly, the concept of reconstructing GVC performance was proposed for the first time. The initial categories extracted from the grounded research can be measured quantitatively, which can provide measurement reference for reconstructing GVC performance, thus facilitating quantitative research in this field. An urgent issue facing Chinese manufacturing enterprises is to find ways to reconstruct the GVC. This study identifies four specific categories of GVC core activities, and points out that controlling multiple core activities at the same time will help Chinese enterprises fundamentally improve their power status in GVC. To a certain extent, it reveals the process mechanism of Chinese manufacturing enterprises seeking to transform from being governed to governing, and of achieving fundamental improvement in power status, value creation and performance capture. It provides a clear path for enterprises in the "pseudo upgrade" trap to achieve leapfrog upgrading. Controlling GVC access and global production decisions are the GVC core activities this study proposed based on the practice and innovation of Chinese enterprises, which provides an important path for enterprises in the low and middle end of GVC to turn into GVC governors more in line with their resource and capacity endowments. In addition, the five GVC powers based on the roles of buyer and seller can be a source of inspiration for Chinese enterprises to evaluate their power position and investment activities in GVC.
- Publication
Nankai Business Review, 2022, Vol 25, Issue 5, p85
- ISSN
1008-3448
- Publication type
Article