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Towards the end of the twentieth century a number of changes occurred that suggest that organisational structures and management attitudes and behaviour in the foreseeable future will differ markedly from the traditional model. Not only had business become global in every respect, but in almost all markets end-user expectations were undergoing significant change which were forcing business to come to terms with demands for increased choice and quality, flexible ordering and servicing systems, on-line accessibility to suppliers and competitive prices. The response by business has been equally dramatic. Large organisations have reduced their activities down to core processes and capabilities, adopting the view that astute asset management and risk management are more about managing assets than about ownership. Consequently the largest international corporations can be seen divesting their non-core businesses and adopting holonic structures. The holonic approach has been adopted by entire industries giving rise to renewed interest in the development of mutually supporting clusters of interdependent interorganisational business systems.

This important volume presents seven case studies of global value chains alongside two theoretical chapters concerning these chains. The contributors explore a wide range of issues relevant to value chains: the impact of global value chains on local upgrading strategies, the role of governance structures shaping global value chains, the role of buyers in creating, monitoring and enforcing commodity specifications and of international standards in shaping the patterns of chain governance. They also consider the role of donors, governmental organisations, and civil society in influencing value chains and the importance of partnerships as mechanisms for value chain upgrading. This carefully researched work is essential reading to scholars and students of the rapidly changing global economic order.

Abstract
We study the provision of financial services to small firms, consumers, and workers in developing countries as part of value chain relationships: value chain microfinance (VCMF). We first explore how VCMF can both overcome barriers to financial access—including asymmetric information, enforcement, and behavioural biases—and strengthen value chains, but also how it can introduce new challenges. We then review a recent empirical literature at the intersection of value chains and microfinance, studying the demand for and effects of VCMF in credit, insurance, and savings markets. We conclude by highlighting promising directions for future work.

The promotion of agricultural value chains is a key approach in German
and international development cooperation for integrating smallholders
into national and international production and trade processes. Its aim
is to improve agricultural production and processing so that higher
incomes and more paid employment are generated for the target
groups. Since the food crisis of 2007/2008, value-chain promotion
strategies have increasingly been used to support the development
objective of food security as well as that of poverty reduction.
The evaluation comprised analyses of documentation and literature,
a portfolio review of German development cooperation projects and
programmes, expert interviews, and four comprehensive case studies.
Data for the latter were gathered on the different intervention levels
and the various stages of the value chains selected for analysis.
The results provided a basis for drawing conclusions, with reference
to the OECD-DAC criteria, on such questions as the extent to which
promoting agricultural value chains contributes to poverty reduction
and food security in different contexts. The evaluation also explored
the implications for two important trans-sectoral themes of German
development cooperation: gender equality and environmental
sustainability.

To what extent do compensation programs create value for both the organization and employees? The authors argue that the "value chain" in production processes and in tracking the economics of organizational performance has its counterpart in compensation programs. Value-chain compensation balances four major compensation objectives: (1) to sustain membership (i.e., retention); (2) to motivate performance; (3) to build employee commitment; and (4) to encourage growth in employees' skills. The authors maintain that the reason many heralded compensation ideas have met with, at best, mixed results, is that their creators failed to consider the principles of value creation.

Cover -- Contents -- ABSTRACT -- I. INTRODUCTION -- II. DATA -- III. STYLIZED FACTS -- IV. GVC PARTICIPATION AND ECONOMIC OUTCOMES -- A. Theoretical Framework -- B. Empirical Evidence -- V. DETERMINANTS OF BILATERAL GVC PARTICIPATION -- A. Empirical Strategy -- B. Results -- VI. CONCLUDING REMARKS -- VII. ANNEX -- VIII. REFERENCES -- FIGURES -- 1. Traditionaland GVC Trade -- 2. GVCs and Economic Development -- 3. Decomposition of Gross Exports in to Value-added Exports -- 4. GVC Participation Index -- 5. Intensity of Backward Linkages in the World -- 6. Intensity of Forward Linkages in the World -- 7. Share of Service Sector Exports in World Trade -- 8. GVC and Foreign Direct Investment -- 9. Position in GVCs and Income Level -- 10. Does Sectoral Pattern of Value-Added Exports Change Over Time? -- 11. Does Exposure to Major Supply Chains Lead to Higher-Tech Exports? -- 12. Country Fixed Effects and Quality of Infrastructure -- 13. Destination Fixed Effects and Contract Enforcement -- TABLES -- 1. GVC Participation and Position by Sector, 2013 -- 2. Largest Global Supply Chains, 2013 -- 3. GVC Participation and Income per Capita -- 1. Determinants of Bilateral GVC Participation -- 2. Time Invariant Exporting Country Characteristics and GVC Participation -- 3. Time Invariant Import Country Characteristics and GVC Participation

Human capital development (HCD) among farmers is a fundamental issue for any developing agrarian economy. Though education is the prime factor influencing human development, the education provided by governments to the rural population alone cannot ensure HCD. It is proved in India by efficient working models like ICT's e-Choupal and modern agriculture with contract farming that well governed supply chain practice, development of value chain to serve different customers and transparent interface between markets and the farmer provide best opportunity for farmers to apply their knowledge (tacit and acquired) for their social and economic wellbeing, leading to real HCD. The present study explores whether existing agricultural value chains induce uniform HCD among farmers of paddy, dry chilli, sugarcane and marigold which are being cultivated and traded in varied formats in Karnataka. The outcome of the study confirms that efficient value chain that provides free and fair opportunities for farmers to trade at farm gate is an important factor that drives HCD among farmers.