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

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

Label
Breaking up the global value chain : opportunities and consequences
Title
Breaking up the global value chain
Title remainder
opportunities and consequences
Statement of responsibility
edited by Torben Pedersen, Timothy M. Devinney, Laszlo Tihanyi and Arnaldo Camuffo
Contributor
Editor
Provider
Subject
Language
eng
Member of
Cataloging source
NhCcYBP
Index
no index present
LC call number
HD30.55
LC item number
.A38 v. 30
Literary form
non fiction
Nature of contents
  • dictionaries
  • bibliography
http://library.link/vocab/relatedWorkOrContributorDate
1956-
http://library.link/vocab/relatedWorkOrContributorName
  • Pedersen, Torben
  • Devinney, Timothy M.
  • Tihanyi, Laszlo
  • ProQuest
Series statement
Advances in international management
Series volume
volume 30
http://library.link/vocab/subjectName
  • International business enterprises
  • Comparative management
  • Economic geography
  • Business logistics
Label
Breaking up the global value chain : opportunities and consequences, edited by Torben Pedersen, Timothy M. Devinney, Laszlo Tihanyi and Arnaldo Camuffo
Instantiates
Publication
Bibliography note
Includes bibliographical references
Carrier category
online resource
Carrier category code
cr
Carrier MARC source
rdacarrier
Content category
text
Content type code
txt
Content type MARC source
rdacontent
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
Dimensions
unknown
Edition
First edition.
Extent
1 online resource.
Form of item
online
Isbn
9781787430716
Media category
computer
Media MARC source
rdamedia
Media type code
c
Reproduction note
Electronic reproduction.
Specific material designation
remote
Stock number
14745500
System control number
(NhCcYBP)14745500
Label
Breaking up the global value chain : opportunities and consequences, edited by Torben Pedersen, Timothy M. Devinney, Laszlo Tihanyi and Arnaldo Camuffo
Publication
Bibliography note
Includes bibliographical references
Carrier category
online resource
Carrier category code
cr
Carrier MARC source
rdacarrier
Content category
text
Content type code
txt
Content type MARC source
rdacontent
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
Dimensions
unknown
Edition
First edition.
Extent
1 online resource.
Form of item
online
Isbn
9781787430716
Media category
computer
Media MARC source
rdamedia
Media type code
c
Reproduction note
Electronic reproduction.
Specific material designation
remote
Stock number
14745500
System control number
(NhCcYBP)14745500

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