Triple-A approach and global value chain governance (GVC)

The case of Brazilian beef

Bibliographic Data

ID12089774
AuthorsRegina da Silva de Camargo Barros (0000-0003-4551-6118, Escola Superior de Propaganda e Marketing, corresponding author), Luciana Florêncio de Almeida (0000-0003-2602-3844, Escola Superior de Propaganda e Marketing)
Year2024
Volume107
Pages103241-103241
Publication date2024-02-27
Open AccessYes
TypeARTICLE
VenueJournal of Rural Studies (JOURNAL)
Journal identifiersISSN: 0743-0167 • E-ISSN: 1873-1392
PublisherElsevier BV (PUBLISHER)
DOI10.1016/j.jrurstud.2024.103241
OpenAlexW4392214334
LanguageEN
Citations received1
References cited75

Characterized by strong coordination between farmers, food processors or traders, and between processors and retailers, agri-food global value chains (GVCs) need to govern their inter-organizational ties with the aim of strengthening their competitiveness and global presence. In this sense, this paper presents an integrative conceptual framework based on global value chain governance (GVC) models and resource orchestration from the Triple-A approach perspective. A multiple case study based on three Brazilian-born global companies was used as empirical evidence to test the proposed framework. The results indicated that, regardless of the adopted governance model, the companies are embedded in a fragmented beef sector and technological diversity. The five governance models (market, modular, captive, hierarchical and relational) were reflected diversely in the companies' inter-organizational strategies. Additionally, the companies responded to threats and salient challenges in the domestic market from the global perspective with agility, adaptability and alignment in different levels and tactical actions. The study contributes to GVC prior literature proposing an integrative framework that proved insightful in analyzing the companies’ strategies and their chosen path to pursue competitiveness and differentiation in the global value chain. • The beef sector aims for optimal resource orchestration to gain competitive advantage. • Company's bargain power is based mostly on its financial and technological resources and performance. • Brazil’s domestic production fragmentation and global market specificities requires precise alignment of orchestration and governance for optimal performance. • Firms must adapt Triple-A orchestration for continued competitive advantage amid environmental pressures

Business · Chain (unit · Corporate governance · Economic geography · Economics · Global value chain · International trade · Statistics · Value (mathematics · Global trade, sustainability, and social impact · Innovation and Socioeconomic Development · Mathematics · Organic Food and Agriculture · Finance

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