Purpose

This paper aims to trace the performance consequences of within-lead firm reconfigurations of global value chains with respect to business performance and upgrading.

Design/methodology/approach

The study is based on two detailed company case studies which are analysed in an organizational design approach.

Findings

Lead firms systematically separate and internalize high value-added activities in otherwise low value-added processes leading to constant reconfigurations and reorganizations of the production processes in global value chains. The study finds that similar reconfigurations may trigger different changes and changes and performance consequences may differ considerably according to the level of analysis. The two cases help to understand the specific roles of the outsourcing and offshoring decisions in shaping actual global value chain structures.

Originality/value

The consequences of within-lead firm reconfigurations are rarely analysed in the literature.

中文翻译：

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牵头公司的重组决策和价值链绩效

目的

本文旨在追踪全球价值链的潜在内部公司重组对业务绩效和升级的绩效后果。

设计/方法/方法

该研究基于两个详细的公司案例研究，这些案例研究采用组织设计方法进行了分析。

发现

领先企业在其他低附加值流程中系统地分离和内化高附加值活动，从而导致全球价值链中生产流程的不断重新配置和重组。研究发现，根据分析水平，类似的重新配置可能会触发不同的更改，并且更改和性能后果可能会大大不同。这两个案例有助于了解外包和离岸决策在塑造实际全球价值链结构中的具体作用。

创意/价值

铅内公司重组的后果很少在文献中进行分析。