Subsidiary upgrading and global value chain governance in the multinational enterprise.
- Published in:
- Global Strategy Journal, 2020, v. 10, n. 3, p. 496, doi. 10.1002/gsj.1387
- By:
- Publication type:
- Article
Works matching IS 20425791 AND DT 2020 AND VI 10 AND IP 3
Results: 9
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An integrative typology of global strategy and global value chains: The management and organization of cross‐border activities.
- Published in:
- Global Strategy Journal, 2020, v. 10, n. 3, p. 421, doi. 10.1002/gsj.1388
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- Publication type:
- Article
3
Between a rock and a hard place: A critique of economic upgrading in global value chains.
- Published in:
- Global Strategy Journal, 2020, v. 10, n. 3, p. 473, doi. 10.1002/gsj.1382
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- Publication type:
- Article
4
Supplier evolution in global value chains and the new brand game from an attention‐based view.
- Published in:
- Global Strategy Journal, 2020, v. 10, n. 3, p. 520, doi. 10.1002/gsj.1381
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- Publication type:
- Article
5
Collaborative public spaces and upgrading through global value chains: The case of Dongguan, China.
- Published in:
- Global Strategy Journal, 2020, v. 10, n. 3, p. 556, doi. 10.1002/gsj.1378
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- Publication type:
- Article
6
Political risk, internal versus global value chain knowledge, and subsidiary operational integration.
- Published in:
- Global Strategy Journal, 2020, v. 10, n. 3, p. 444, doi. 10.1002/gsj.1377
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- Publication type:
- Article
7
Upgrading without formal integration in M&A: The role of social integration.
- Published in:
- Global Strategy Journal, 2020, v. 10, n. 3, p. 619, doi. 10.1002/gsj.1358
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- Publication type:
- Article
8
Headquarters‐subsidiary knowledge strategies at the cluster level.
- Published in:
- Global Strategy Journal, 2020, v. 10, n. 3, p. 585, doi. 10.1002/gsj.1356
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- Publication type:
- Article
9
Issue Information ‐ TOC.
- Published in:
- Global Strategy Journal, 2020, v. 10, n. 3, p. 419, doi. 10.1002/gsj.1347
- Publication type:
- Article