Global standards, global governance and the organization of global value chains

By Khalid Nadvi. 2008

513 citations recorded by the source corpus.

Subfields: Economics and Econometrics, Political Science and International Relations, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/8bb7e289e9c6c40b7dbc81d682abd70da5e6d56e

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Citations in the corpus

Clusters, Chains and Compliance: Corporate Social Responsibility and Governance in Football Manufacturing in South Asia (2010, background): “A core focus in the GVC literature is theorizing how global lead firms exercise power in their relationships with their suppliers (Altenburg, 2006; Gereffi, 1999; Gereffi et al., 2005; Gibbon and Ponte, 2005; Humphrey and Schmitz, 2002; Nadvi, 2008).”
Labour in Global Value Chains: Work Conditions in Football Manufacturing in China, India and Pakistan (2012, background): “Central to the organization of GVCs and GPNs have been international standards relating to health and safety, quality assurance, environmental impacts and working conditions (Nadvi, 2008; Ponte and Gibbon, 2005).”
The governance of supply networks: a systematic literature review (2012, background): “Coordination of dispersed supply networks is less costly and more effective when it is centralized and even conducted by a lead organization (Belaya et al., 2009; Nadvi, 2008).”
Geographic Variations in the Early Diffusion of Corporate Voluntary Standards: Comparing ISO 14001 and the Global Compact (2010, background): “Moreover, they offer a means for lead firms to manage extraeconomic aspects of international value chains, in that universally applicable standards can be used as a basis for specifying, monitoring, and verifying the CR of suppliers and subcontractors (Hughes et al, 2007; Nadvi, 2008).”
Power in global value chains (2019, unknown): “For instance, firms and non-firm actors gradually and collectively come to mutual accommodation over explicit and formal industrial standards and certifications, as well as over informal conventions and best practices (Nadvi, 2008; Ponte & Gibbon, 2005).”
Labouring for global markets: Conceptualising labour agency in global production networks (2013, background): “…and global governance, calls for research on labour and work processes that engages ‘with the local social context – which includes norms and values as well as gender and household relations and the ways in which these impact on local work practices and work organization’ (Nadvi, 2008: 340).”
Voluntary standards, expert knowledge and the governance of sustainability networks (2013, unknown): “Many authors (see Gibbon et al. 2010; Nadvi 2008) place their attention on the outcomes of certification in developing countries and on weaker players.”
The evolution of power in the global coffee value chain and production network (2019, background): “Some have focused on the role of quality conventions and sustainability standards (Ponte and Gibbon, 2005; Nadvi, 2008; Ouma, 2010); others have leveraged governmentality (Gibbon and Ponte, 2008; Raj-Reichert, 2013; Ouma, 2015) and neo-Gramscian approaches (Levy, 2008; Bair and Palpacuer, 2015;…”
The costs of compliance? Views of Sri Lankan apparel manufacturers in times of global economic crisis (2011, background): “…studies confirm how the imbalance and uneven nature of governance, which is at the heart of much of the literature on economic geographies of globalization, continues to plague the workings of value chains (Webber and Weller 2001; Hughes, 2005; Coe et al., 2008; Nadvi, 2008, Tokatli et al., 2008).”
A Review of Sustainable Supply Chain Management Practices in Canada (2012, background): “…chain ‘standards and monitoring’ examined the diffusion of voluntary environmental and social standards such as codes of conduct, ISO 14001, and ISO 26000, and other global standards in the supply chain (Pearson and Seyfang 2001; Morrow and Rondinelli 2002; Castka and Balzarova 2007; Nadvi 2008).”
Management of Social Issues in Supply Chains: A Literature Review Exploring Social Issues, Actions and Performance Outcomes (2017, background): “Few exceptions (Zutshi et al. 2009; Lund-Thomsen et al. 2012; Nadvi 2008; Kolk and Van Tulder 2002a) emphasise the need to bring changes in the functioning of supply chains by involving both internal and external stakeholders in the process of managing social issues.”