Shifts in Value Chain Governance and Upgrading in the European Periphery of Automotive Production
Evidence from Bursa, Turkey
Bibliographic Data
| ID | 7761137 |
|---|---|
| Authors | Güldem Özataǧan (0009-0003-3940-1100, Department of City and Regional Planning, Faculty of Architecture, Izmir Institute of Technology, Gülbahce Köyü, Urla, Izmir, Turkey, corresponding author) |
| Year | 2011 |
| Volume | 43 |
| Issue | 4 |
| Pages | 885-903 |
| Publication date | 2011-04-01 |
| Peer Reviewed | Yes |
| Open Access | Yes |
| Type | ARTICLE |
| Venue | Environment and Planning A Economy and Space (JOURNAL) |
| Journal identifiers | ISSN: 0308-518X • E-ISSN: 1472-3409 |
| Publisher | SAGE Publications (PUBLISHER • US) |
| DOI | 10.1068/a43428 |
| OpenAlex | W2165462785 |
| Language | EN |
| Citations received | 8 |
| References cited | 37 |
This paper examines shifts in value chain governance and upgrading in the automotive component production node of Bursa in Turkey. Component suppliers in Bursa have gained design and product-development competences, one result of which is that European and global firms have turned to the creation of modular value chains for the sourcing of components from these suppliers. This paper considers the implications of the insertion of Turkish suppliers into modular value chains on suppliers' upgrading, and reveals that, despite the diffusion of design and product-development competences to suppliers in Bursa, cutting-edge innovation activities such as marketing and branding continue to remain the domain of the lead firms. It is argued that although Turkish suppliers seem to be successful in upgrading to take on design and product-development tasks, this has been more due to the willingness of global lead firms to relinquish these functions than to the success of Turkish suppliers in encroaching upon these once core competences of their customers. It is concluded that power asymmetries in global automotive value chains continue to exist, and that lead firms continue to have a major influence on the type of upgrading strategies that are open to their suppliers
Automotive industry · Business · Commerce · Corporate governance · Economics · Global value chain · Industrial organization · International trade · Microeconomics · Turkish · Computer Science · Engineering · Global trade and economics · Global trade, sustainability, and social impact · Innovation and Socioeconomic Development
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| Unique citing works | 8 |
|---|---|
| Citations per year | 0,67 |
| Citation span | 2014 - 2024 (11) |
| Citation velocity | recent |
| Highly cited | No |
| Citation types | Neutral: 8 |