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The concluding chapter provides historical and analytical perspectives on China’s strengths and weaknesses in achieving the centennial goals which have driven the long path of Chinese economic history since its opening to the world economy. The chapter raises the fundamental question: have industrial policies worked? It reviews the question against the background of a fierce academic debate “over whether China should continue to exercise the industrial policies that undergirded its rise to prominence,” as quoted scholars have noted. The chapter concludes on the emergence of a Chinese “third revolution” as a unique and differentiated policy model.
John R. McIntyre; Francesca Spigarelli. The New Chinese Dream: Perspectives, Potentials and Weaknesses. Doing Business in Africa 2021, 137 -144.
AMA StyleJohn R. McIntyre, Francesca Spigarelli. The New Chinese Dream: Perspectives, Potentials and Weaknesses. Doing Business in Africa. 2021; ():137-144.
Chicago/Turabian StyleJohn R. McIntyre; Francesca Spigarelli. 2021. "The New Chinese Dream: Perspectives, Potentials and Weaknesses." Doing Business in Africa , no. : 137-144.
This research examines supply chain collaboration effects on organizational performance in global value chain (GVC) infrastructure by focusing on GVC disaggregation, market turbulence, inequality, market globalization, product diversity, exploitation, and technological breakthroughs. The research strives to develop a better understanding of global value chains through relational view, behavioral, and contingency theories along with institutional and stakeholder theories of supply chains. Based on conflicting insights from these theories, this research investigates how relationships and operational outcomes of collaboration fare when market turbulence is present. Data is obtained and analyzed from focal firms that are engaged in doing business in emerging markets (e.g., India), and headquartered in the United States. We investigate relational outcomes (e.g., trust, credibility, mutual respect, and relationship commitment) among supply chain partners, and found that these relational outcomes result in better operational outcomes (e.g., profitability, market share increase, revenue generation, etc.). From managerial standpoint, supply chain managers should focus on relational outcomes that can strengthen operational outcomes in GVCs resulting in stronger organizational performance. The research offers valuable insights for theory and practice of global value chains by focusing on the GVC disaggregation through the measurement of market turbulence, playing a key role in the success of collaborative buyer–supplier relationships (with a focus on US companies doing business in India) leading to an overall improved firm performance.
Amit Arora; Anshu Arora; Julius Anyu; John McIntyre. Global Value Chains’ Disaggregation through Supply Chain Collaboration, Market Turbulence, and Performance Outcomes. Sustainability 2021, 13, 4151 .
AMA StyleAmit Arora, Anshu Arora, Julius Anyu, John McIntyre. Global Value Chains’ Disaggregation through Supply Chain Collaboration, Market Turbulence, and Performance Outcomes. Sustainability. 2021; 13 (8):4151.
Chicago/Turabian StyleAmit Arora; Anshu Arora; Julius Anyu; John McIntyre. 2021. "Global Value Chains’ Disaggregation through Supply Chain Collaboration, Market Turbulence, and Performance Outcomes." Sustainability 13, no. 8: 4151.