International Marketing Strategy Adaptation: A Driver of Global Value Chain Embedding: A Review of Chinese Firms
Main Article Content
Keywords
internationalization, marketing strategies, global value chain embedding, network embeddedness, resource orchestration
Abstract
This study examines how international marketing strategy adaptation supports progressive embedding and upgrading of Chinese firms within global value chains (GVCs). A stage-based conceptual framework was developed by integrating network embeddedness theory and resource orchestration theory. A qualitative review approach was adopted, and comparative case analysis was conducted on Huawei and Lenovo to illustrate how firms navigate distinct challenges, opportunities and upgrading paths at different stages of GVC embedding. The findings reveal that marketing strategies play various roles across stages: facilitating market legitimacy at early stages, enabling relational integration at intermediate stages, and supporting strategic governance at advanced stages. Such marketing adaptation contributes to GVC upgrading primarily by mediating firms’ network embeddedness. This study contributes to international business and GVC literature by clarifying the contingent effect of marketing capabilities in value chain upgrading. It also offers managerial and policy implications by highlighting how downstream capabilities and relational strategies can support sustainable internationalization.
References
- [1] Chatterjee, S., et al. (2024). Developing resilience of MNEs: From global value chain (GVC) capability and performance perspectives. Journal of Business Research, 172: Article 114447.
- [2] Granovetter, M. (1985). Economic Action and Social Structure: The Problem of Embeddedness. American Journal of Sociology, 91(3): 481-510.
- [3] Sirmon, D. G., et al. (2011). Resource Orchestration to Create Competitive Advantage: Breadth, Depth, and Life Cycle Effects. Journal of Management, 37(5): 1390-1412.
- [4] Sinkovics, N., Sinkovics, R. R., & Yamin M. (2014). The role of social value creation in business model formulation at the bottom of the pyramid–Implications for multinational enterprises? International Business Review, 23(4): 692-707.
- [5] Wang, Z. (2025). Research on the Optimization Path of Internationalization Strategy for Chinese Enterprise Brands. Management Research: 9-11.
- [6] Pipkin, S., Fuentes, A. (2017). Spurred to Upgrade: A Review of Triggers and Consequences of Industrial Upgrading in the Global Value Chain Literature. World Development, 98: 536-554.
- [7] Song, Y., et al. (2021). Path for China’s high-tech industry to participate in the reconstruction of global value chains. Technology in Society, 65: Article 101486.
- [8] Kano, L., Oh, C. H. (2020). Global value chains in the post-COVID world: Governance for resilience. Journal of Management Studies, 51(8): 1773–1777.
- [9] Buckley, P. J. (2020). The theory and empirics of the structural reshaping of globalization. Journal of International Business Studies, 51(9): 1580-1592.
- [10] Samiee, S., Katsikeas, C. S., & Hult, G. T. (2021). The overarching role of international marketing: Relevance and centrality in research and practice. Journal of International Business Studies, 52: 1429–1444.
- [11] Yan, Z., et al. (2024). Technology transfer and global value chain upgrading of manufacturing firms: Evidence from China. International Review of Economics & Finance, 96: Article 103678.
- [12] Jean, R.-J. B., Sinkovics, R. R., & Kim, D. (2010). Drivers and Performance Outcomes of Relationship Learning for Suppliers in Cross-Border Customer–Supplier Relationships: The Role of Communication Culture. Journal of International Marketing, 18(1): 63-85.
- [13] Ponte, S., Sturgeon, T. (2014). Explaining governance in global value chains: A modular theory-building effort. Review of International Political Economy, 21(1), 195–223.
- [14] Gereffi, G., Humphrey, J., & Sturgeon, T. (2005). The governance of global value chains. Review of International Political Economy, 12(1): 78–104.
- [15] Dallas, M., Ponte, S., & Sturgeon, T. J. (2019). Power in global value chains. Review of International Political Economy, 26(4): 666-694.
- [16] Pietrobelli, C., Rabellotti, R. (2011). Global Value Chains Meet Innovation Systems: Are There Learning Opportunities for Developing Countries? World Development, 39(7): 1261-1269.
- [17] Johanson, J., Mattsson, L. (2015). Internationalisation in Industrial Systems — A Network Approach. Journal of International Business Studies: 111-132.
- [18] Buckley, P. J., et al. (2020). Catching-up in the global factory: Analysis and policy implications. Journal of International Business Policy, 3: 79–106.
- [19] Kano, L. (2018). Global value chain governance: A relational perspective. Journal of International Business Studies, 49: 684-705.
- [20] Teece, D. J. (2018). Business models and dynamic capabilities. Long Range Planning, 51(1): 40-49.
- [21] Kano, L., Tsang, E. W. K., & Yeung, H. W. C. (2020). Global value chains: A review of the multi-disciplinary literature. Journal of International Business Studies, 51(4): 577–622.
- [22] Gereffi, G. (2019). Global value chains and international development policy: Bringing firms, networks and policy-engaged scholarship back in. Journal of International Business Policy, 2(3): 195-210.
- [23] Stallkamp, M., Schotter, A. P. J. (2021). Platforms without borders? The international strategies of digital platform firms. Global Strategy Journal, 11(1), 58–80.
- [24] Witt, M. A. (2019). De-globalization: Theories, predictions, and opportunities for international business research. Journal of International Business Studies, 50(7): 1053–1077.
- [25] Liu, Y., et al. (2026). Institutional openness and upgradation in the global value chain of manufacturing: Evidence from Chinese micro-enterprises. International Review of Economics and Finance, 105: Article 104885.
Article Sidebar
This work is licensed under a Creative Commons Attribution 4.0 International License.