SME supplier upgrading during the cooperation life cycle – Evidence from Central and Eastern Europe

Marta Gancarczyk; Jacek Gancarczyk

doi:10.5771/0949-6181-2016-3-318

Contents
- Chapter Expand | CollapseAuthorsPage
- 269–272 Titelei/Inhaltsverzeichnis 269–272
- 273–274 Editorial Rainhart Lang Rainhart Lang 273–274
- 275–373 Articles 275–373
  - 275–297 Effectuation and causation: Two decision-making logics of INVs at the early stage of growth and internationalisation Mariola Ciszewska-Mlinaric, Krzysztof Obloj, Aleksandra Wasowska Mariola Ciszewska-Mlinaric, Krzysztof Obloj, Aleksandra Wasowska 275–297
  - 298–317 Growth aspirations of early-stage entrepreneurs: Empirical investigation of South-Eastern and Western European countries Dijana Močnik, Karin Širec Dijana Močnik, Karin Širec 298–317
  - 318–351 SME supplier upgrading during the cooperation life cycle – Evidence from Central and Eastern Europe Marta Gancarczyk, Jacek Gancarczyk Marta Gancarczyk, Jacek Gancarczyk 318–351
  - 352–373 Family-friendly workplace: An analysis of organizational effects in the transition economy Anja Svetina Nabergoj, Marko Pahor Anja Svetina Nabergoj, Marko Pahor 352–373
- 374–384 News/Information 374–384
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JEEMS Journal of East European Management Studies , page 318 - 351

SME supplier upgrading during the cooperation life cycle – Evidence from Central and Eastern Europe

Autoren

Marta Gancarczyk Jacek Gancarczyk

DOI
- doi.org/10.5771/0949-6181-2016-3-318
- ISSN: 0949-6181
- ISSN online: 1862-0019
Abstract

This paper proposes mechanisms of SME supplier upgrading during the cooperation life cycle, in the CEE context. The methodology consists in 1) confronting and then combining the global value chain governance and the resource-based streams of research on upgrading and learning with the use of the cooperation cycle as a mediator and 2) formulating research hypotheses to be tested in the specific type of case study, namely a prospective case study. According to the findings, in the initial phase of cooperation, upgrading is primarily determined by the network governance mode, which depends on asset specificity, contractual hazards, and supplier capability. At this stage of cooperation, we also identified absorptive capacity as instrumental to introducing customer-driven innovations. During the evolution of cooperation, upgrading is determined by absorptive capacity and dynamic capabilities of the supplier, while the governance mode forms an institutional framework enabling these factors to act.
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