The impact of the global factory on economic development
By Peter J. Buckley. 2009
361 citations recorded by the source corpus.
Subfields: Economics and Econometrics, Strategy and Management
View Paper: https://www.semanticscholar.org/paper/672a71bd19ebca1fdd28a8be15e6816878327558
How researchers see this paper
The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.
In Economics and Econometrics
- Torben Pedersen
- Joonkoo Lee
- Gary Gereffi
- Pavida Pananond
- Christian Geisler Asmussen
- Rajneesh Narula
- Sumit K. Kundu
- Tailan Chi
In Strategy and Management
- Torben Pedersen
- Joonkoo Lee
- Rajneesh Narula
- Christian Geisler Asmussen
- Sumit K. Kundu
- Pavida Pananond
- Tailan Chi
- Gary Gereffi
Citations in the corpus
- Foreign Investment and Ethics: How to Contribute to Social Responsibility by Doing Business in Less-Developed Countries (2012, background): “They state that to benefit from formal education it may be necessary for people to ‘‘unlearn’’ beliefs from their informal education ( Buckley 2009 ).”
- Global value chains, rising power firms and economic and social upgrading (2015, background): “A more robust conceptual framework is needed, particularly because of the rapid reorganization of industrial production on the global scale, as well as the varied ways in which the MNE orchestrates its value chains across countries and regions, and inside and outside its organizational boundaries (B”
- Applying and advancing internalization theory: The multinational enterprise in the twenty-first century (2019, background): “The conceptualization of the ‘global factory’ (Buckley, 2009), a network of activities led by a ‘flagship firm’ (Rugman & D’Cruz, 1997), or the GVC (Gereffi, Humphrey, & Sturgeon, 2005; Humphrey & Schmitz, 2000; Kaplinsky & Morris, 2001) underlines external networks between MNEs and other actors…”
- An integrative typology of global strategy and global value chains: The management and organization of cross‐border activities (2020, background): “…headquarter of a focal MNE lead firm exerts control over others, to more multilateral, web-networked MNEs with the lead firm taking the “orchestrator” role at the center of a complex global factory system (Buckley, 2009, 2011; Buckley & Ghauri, 2004; Buckley & Strange, 2015; Kano, 2018).”