Navigating Global Shifts: Organisational Behaviour and Strategic Responses to Shifting Business Environments

Outsourcing has become integral to international manufacturing over the past few decades, enabled by technological advances that exploit cost differences between economies. However, a notable trend is emerging where firms are shifting back to in-house production or local subcontracting. In this context, this thesis explores the dynamic interplay between global shifts and organisational behaviour, focusing on strategic responses to evolving business environments. It analyses firm behaviour from two perspectives: earlycomer international manufacturers and latecomer contract manufacturers, aiming to provide a comprehensive understanding of organisational behaviour under shifting business conditions. The thesis first explores how location decisions are made amid global economic shifts. It analyses how firms that previously offshored production evaluate economic variables, navigate uncertainties, and capitalise on opportunities. It also underscores the complexities and impacts of strategic decisions influenced by operational and geopolitical factors. Next, the thesis shifts to an empirical analysis from the perspective of earlycomer firms. It explores how these firms make relocation decisions in response to geopolitical shifts and evolving global dynamics. It also highlights the growing importance of geopolitical considerations over traditional economic factors, showing that earlycomer firms adopt a phased approach to relocation that balances market logics with state logics to mitigate risks and ensure long-term stability. The thesis then presents the perspective of latecomer subcontractors, focusing on their strategies for upgrading and surviving within global value chains (GVCs). It identifies dynamic capabilities that enable these firms to thrive despite resource constraints and power asymmetries. It integrates concepts from business ecosystems and dynamic capabilities to explain how latecomers navigate and adapt to changing GVCs. Finally, the thesis synthesises insights and discusses the interconnectedness of its findings, stressing the relevance of earlycomer strategies for latecomers and vice versa. It highlights how understanding and aligning with each other’s strategic priorities can enhance resilience and adaptability. The thesis contributes to academic discourse and offers practical implications for management and policy by providing a holistic understanding of corporate decision-making in the context of shifting global dynamics.

Name dc:type.qualificationname

Doctor of Philosophy (PhD)

Level dc:type.qualificationlevel

Doctoral

Grantor dc:publisher.institution

University of Cambridge

Year dc:date.issued

2024

Author dc:creator

• Tsai, Tsung-Yu

Advisor dc:contributor.advisor

• Urmetzer, Florian

• Global Supply Chain
• Deglobalisation
• Organisational Behaviour
• International Manufacturing
• Outsourcing
• Reshoring
• Manufacturing Relocation
• Supplier Upgrading
• Global Value Chains

Licence

• https://apollo8-f-pro.lib.cam.ac.uk/bitstreams/913934e8-eba8-4f81-8e1e-45ad72ab825c/download
• https://www.rioxx.net/licenses/all-rights-reserved/

Language dc:language

eng

Author Identifier

0000-0002-0414-7005

OAI identifier oai:identifier

oai:www.repository.cam.ac.uk:1810/376997