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Review of International Political Economy 12:1 February 2005: 78–104
The governance of global value chains
Gary Gereffi
Duke University
John Humphrey
Institute of Development Studies
and
Timothy Sturgeon
Massachusetts Institute of Technology
ABSTRACT
This article builds a theoretical framework to help explain governance pat-
terns in global value chains. It draws on three streams of literature – trans-
action costs economics, production networks, and technological capability
and firm-level learning – to identify three variables that play a large role
in determining how global value chains are governed and change. These
are: (1) the complexity of transactions, (2) the ability to codify transactions,
and (3) the capabilities in the supply-base. The theory generates five types
of global value chain governance – hierarchy, captive, relational, modular,
and market – which range from high to low levels of explicit coordination
and power asymmetry. The article highlights the dynamic and overlapping
nature of global value chain governance through four brief industry case
studies: bicycles, apparel, horticulture and electronics.
KEYWORDS
Global value chains; governance; networks; transaction costs; value chain
modularity.
The world economy has changed in significant ways during the past sev-
eral decades, especially in the areas of international trade and industrial
organization. Two of the most important new features of the contemporary
economy are the globalization of production and trade,1 which have fueled
Review of International Political Economy
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