Value Chain Struggles: Institutions and Governance in the Plantation Districts of South India

By J. Neilson, B. Pritchard. 2009

262 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/517e9349cb440740a2c22e400ba5684a3687dc69

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

1. Henry S. C. Yeung
2. Gary Gereffi
3. Neil M. Coe
4. S. Ponte
5. Khalid Nadvi
6. Joonkoo Lee
7. J. Grabs
8. T. Sturgeon

Citations in the corpus

• ‘Roundtabling’ sustainability: Lessons from the biofuel industry (2014, background): “10 standards arise from (or shape) value chain restructuring, and how they shape inclusion/exclusion dynamics and their geographies, and welfare outcomes (Gibbon and Ponte 2005; Neilson and Pritchard 2009; Riisgaard 2009).”
• Measuring success in the global economy: International trade, industrial upgrading, and business function outsourcing in global value chains (2009, background): “…et al., 2007), electronics (Vind and Fold, 2007), textiles and apparel (Evgeniev, 2008), motor vehicles (Sturgeon et al., 2008), and coffee and tea (Neilson and Pritchard, 2009), and in regions such as Latin America (Pietrobelli and Rabellotti, 2007) and East Asia (Kawakami and Sturgeon,…”
• Economic and Social Upgrading in Global Value Chains and Industrial Clusters: Why Governance Matters (2014, background): “However, we need to take into account both types of governance and their interaction in order to fully understand the functioning of a global industry and its consequences to economic and social upgrading in industrial clusters (Lund-Thomsen and Nadvi 2010a; Neilson and Pritchard 2009).”
• Clusters, Chains and Compliance: Corporate Social Responsibility and Governance in Football Manufacturing in South Asia (2010, background): “This question underlines what Neilson and Pritchard (2009) note that the outcome of the interplay between vertical chain governance and horizontal cluster governance is not necessarily predetermined.”
• Value chains, neoliberalism and development practice: The Indonesian experience (2014, background): “There appears to be an urgent need for development applications to re-engage conceptually with some of the more nuanced institutionalist analyses of economic development emanating from the GCC/GVC literature (for example, Neilson and Pritchard (2009)).”
• The evolution of power in the global coffee value chain and production network (2019, background): “Institutional power has been handled mostly under the rubric of ‘institutional framework’ (Gereffi, 1994; Neilson and Pritchard, 2009; Jespersen et al., 2014) – leading to criticism that these aspects are not integrally embedded in the study of GVC governance (Coe and Yeung, 2015).”
• Digital Control in Value Chains: Challenges of Connectivity for East African Firms (2018, background): “…in a wider set of sectors, and indicate trends in GVCs toward customer-facing actors disengaging from the complexities of value chains and rapidly changing networks of producers driven by standardized outputs or services (Fold 2001; Neilson and Pritchard 2011; Lee, Gereffi, and Beauvais 2012).”
• The state, institutional frameworks and the dynamics of capital in global production networks (2015, background): “…local institutional structures play in the governance of the Indian tea value chain, and emphasize that these arise out of ‘institutional struggles’ (Neilson and Pritchard, 2009: 233), this work still does not fully provide a theorization of state-capital relations and their role in articulating…”
• Toward a Dynamic Theory of Global Production Networks (2015, background): “The peculiar combination of territorial outcomes arising from these processes remains an empirical question (Neilson and Pritchard 2009; Bair and Werner 2011; MacKinnon 2012; Bair et al. 2013; Horner 2013).”
• Beyond the vertical? Using value chains and governance as a framework to analyse private standards initiatives in agri-food chains (2011, background): “This can be done through considering the discourse of the key actors, the way in which the actors interact or the struggles that may occur (as highlighted by Neilson and Pritchard [2009]), and through this explore who may act with agency as opposed to being subject to the power relations within the ”
• Explaining governance in global value chains: A modular theory-building effort (2014, methodology): “…business culture or normative expectations of how a ‘good business’ is organized (Gibbon and Ponte, 2005; Ponte, 2009; Bair and Werner, 2011), and it has been fine-tuning the territorial and contested dimensions of restructuring in global value chains (Neilson and Pritchard, 2009; Mahutga, 2012).”