Social Embeddedness as a Business Goal: New Theoretical Implications from the Case of a Global value Chain
Theoretical implications for the concept of social inclusion as one of the main goals of business relationships. Previous studies have considered social belonging as an external factor of market exchanges that are formed outside of economic relations.
| Рубрика | Социология и обществознание |
| Вид | статья |
| Язык | английский |
| Дата добавления | 30.08.2020 |
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The analysis demonstrates that GVC managers realize the constructive character of embeddedness. In compliance with proposition 3, managers construct concrete forms of social relations based on the knowledge provided by corporate education and business books.
The workers of MNC collectively planned the desired results of their annual and quarterly work. These results were described in terms of sales indicators, earned volume of money, value share in companies stores, brand awareness, and some other measures such as the potential development perspectives. Although the embeddedness format is being perceived as a way of coordination within the value chain, it is essential to realize the annual measures of success.
MNC employees do not seek to coincide with pre-existing relational formats. Conversely, their main objective is to find the available methods to create a new empirical format of embeddedness that would allow for maintaining the desired format of production (the same with marketing, logistic delivery, etc.) In the value chain, the description of the corporate mission provides an ideal categorization that should be relevant for evaluating the real relationships, and top managers educate subordinates to create contextual relational formats that would satisfy the company's vision.
The main task of the manager is to find an appropriate way to realize the company S recommendations, satisfy customer 's needs, and do it in compliance with state legislation (Helen, sales manager with subordinates, working seven years in a multinational producer).
The empirical data provide an example of such an adaptation. Victoria, the buyer of another Russian retailer, who also works with the studied MNC, could not realize her duties. Anna, the sales manager of the MNC could not come to an agreement with the Victoria because the last one did not have the time and skills to perform the discussed advertising campaign. So Anna from MNC offered Victoria from retailer help with her duties, which could free up some time for Victoria. After that, Anna form MNC had started to visit Victoria on a weekly basis. Anna performed the tasks of Victoria from retailer. In this situation, Victoria completed all her objectives, and she allowed Anna to initiate the discussed advertising campaign.
This case is not a unique one in the studied GVC. Both supervisors of the multinational producer and distribution company pay a lot of attention to estimating how project performance changes business relations. The supervisors explain to their subordinates how activities should be interpreted in terms of trust and long-term reputation and how these consequences should be discussed with partners. Through these common discussions, new formats of social relations are being permanently created and revised.
The Process of Evaluating Embeddedness
The analysis shows that the formation of embeddedness can be realized by the firms' collectively distributed estimation procedures, as expected in proposition 4. Valuation studies describe the multiple aspects of constructing value as related to different markets and contextual problems. The current study sees the system of valuations used to construct embeddedness in the analyzed part of the GVC. As I proposed, collective estimations of social relations operate under the same principles, such as the evaluation of end goods in markets. All processes of evaluation, as highlighted in the research, can be compared with evaluation techniques at markets of end goods analyzed by valuation studies.
The process of the valuation of embeddedness in a GVC consists of four main stages. These stages include value construction, coordination of activities, appealing to a third party, and testing stability. The procedures for constructing the value of social relations operate under the same principle as described by Vargha's study on Hungarian banking [2013]. The procedure of conceptualizing a value requires the mutual participation of negotiating sides. Managers from different firms, like multinational producer (Firm 1) and large retailer (Firm 3), come together, point out the goals of their companies, and give their strategical interests. After that, each side (Firm 1 and 3) analyzes its own possibilities and prepares a project of integration that will satisfy both sides. The proposal should be attractive both for managers from Firm 3 and directorate of Firm 1.
When it comes to embeddedness, the proposal includes a number of reports that should be shared between partners and benefits that are expected from creating common knowledge. Also, the producer discusses with the retailer the scope of activities that merchandizers can perform in the retailer's stores without additional permission. They discuss the events that should be included in annual agreements and the agreements without additional contracts, when email justification is enough. These negotiations form a perception of value that is expected from new relational formats.
Value creation needs common estimations from all counterparts in the GVC. Companies develop multiple tools for planning and assessing the realization of the achieved agreements. These tools include automotive monitors, warehouses, and sales data. At the same time, merchandizers generate data through their visits to stores, and managers discuss with each other the best ways to interpret statistical metrics. This work is essential to reach coordination between the activities of managers so as to implement a unified perception of value in a business reality. During these activities, partners decide on the steps needed to change the format of social relations or the degree of transparency. Similar processes of mutual estimations are described by Aspers for the reduction of uncertainty in forest markets [Aspers 2013].
The process of evaluation includes social legitimation and changing the level of trust between counterparts. This is realized by receiving independent expertise from a third party. This additional evaluation creates an impression of objectivity and strengthens the whole redistributed system of value calculations [Aspers 2013]. Based on this, GVC participants regularly buy analytics from consulting agencies like GFK and Nielsen, and these reports are used to check the reliability of the calculations made internally by each counterpart and to compare their own business results with other value chains that operate with different configurations of social embeddedness.
The current research shows that GVC participants realize the intersubjective character of value perception and act reflexively. Using triangulation, managers test the stability of the value concepts of embeddedness and correct them based on estimations. They reproduce the logic, similar to what is studied by Esposito and Stark [2019] about the attitudes of financial markets. The analysis made by one GVC participant is checked by other partners and institutional tools. If estimates correspond with each other, the partners decide how relations should be adjusted to improve the results. If a contradiction exists between the results, it is a failure of the actual format of embeddedness.
During the internship, the author encountered such a case. The large retailer shares a sales reports with multinational producer and distribution company for payment purposes. The margin rate in the report was two times lower than the target that was fixed in agreements (40%). The buyer of the large retailer required new discounts from the producer to increase the margin. The MNC sales manager noticed that the report from the retailer omitted some important variables in the calculation. The manager of the MNC initiated a new report within the company and hired new employees to update their own estimations daily.
After three months of working on the new report, the manager of the MNC found that margin level was close to the target and varied no more than in 2-5%, instead of the 20-30% claimed by the manager of the large retailer. The results were shown to the buyer of the retailer and her supervisor. The partners stayed with the old discounts, but the managers from the large retailer were forced to let the employees from the MNC contact the internal analysts at the retailer. A new format of social relations was established. Generally, the processes of value determination, coordination of estimations, appealing to a third party, and triangulation-based corrections maintain the reshaping of the format of social relations between partners. Table 3 represents the similarities between processes that were observed in actual research for the social relations and the estimations of the value of end goods described in other studies.
Table 3
Procedures for Evaluating Embeddedness in GVC and Its Analogs for End Goods Procedure Function Similar Process Studied by
Value conceptualization Achieving an understanding of what outcomes are [Vargha 2013] desired by partners Banking sector
Common estimation Coordination of activities, realizing how to create value [Aspers 2013]
Forest market
Third party's assessment Gaining the legitimacy of estimations, forming an [Aspers 2013] anchor for arguments Forest market
Triangulation of calculations Testing estimations, making corrections of valuations [Esposito, Stark 2019]
Financial market
During the process of valuation, partners create shared expectations of the value from relational ties. Despite the fact that actors participate in the united valuation process, they produce different explanations of the benefits from the same relational behavior. This finding confirms proposition 5: what is perceived as a benefit depends, at least from a structural position in the GVC, on each studied firm. Shared explanations of benefits are generally divided into investment and optimization. These concepts present conditions that are desired and the concrete actions that should be performed to achieve them. Indeed, these actions should change the format of social embeddedness between partners.
In the context of the studied GVC, investment represents an input in the capitalassets of the partner's company, or to work for free for the partner. This format enables satisfying both the strategic goals of government and upgrading. Dominant players spend their resources on the development of a weaker partner. A strong company determines what proj ects it will spend money or the time of its employees on. Therefore, the design of the value chain continues to be constructed by the dominant actor. Even though a weaker company receives the sources for development, this will lead to an increase of the weaker company's share in the production of end goods.
Investment projects were regularly carried out between the multinational producer and large retailer. Despite the dominant role across competitors, the retailer aimed to expand the volume of money it earned in the studied GVC. For instance, the producer proposed new equipment for the retailers' stores. The equipment would cultivate sales, and the MNC made it by means of its own assets. In return, as one condition, the MNC would receive new rights to merchandizers, such as the ability to put the goods of the MNC in a special order on the shelf or to check the work of the retailers' consultants in stores. In other words, deeper participation in the business processes of retailers was included in the investment project.
The specifics of work lie in the fact, that you (as a manager) has a strong brand which you bring as a category s development. I am not going to develop a brand; I am going to develop the whole market (Kseniya, sales manager without subordinates, working four years in a multinational producer).
Optimization is also used to satisfy both the dominant and weak actors in their desire to govern and upgrade. The difference between optimization and investment is determined by the type of partners interacting with each other. Relations between suppliers and retailers are conceptualized under the idea of investments, while ties on the supply side are interpreted through optimization.
Here, optimization is determined as a complex network of activities aimed at improving the business processes of a counterpart through consultations. This includes increasing the transparency of business processes, educating employees, and implementing new metrics to estimate a business model. The primary result of optimization is conceptualized as a transmission of new functions from dominant to weak actors. However, this form of transmission is conditioned by the performance of weak company in the compliance of standards developed by the dominant company that wants to delegate the functions. Hence, the dominant player shapes the business model of the weaker actor.
In the studied empirical case, the concept of optimization was realized in a dyad composed of the multinational producer and distribution company. The companies formed a vision that all joint projects with retailers in Russia would be managed by the distributor. This management included operations with the marketing funds of the MNC. The conversion of marketing funds was conditioned by the obligation of the distributor to follow the standards of the producer in marketing, sales negotiation, documentation in logistic operations, and some other parameters. To master these standards, the distributor opened all commercial reports to the producer, and project work was transmitted to united managerial teams. The managers of the distributor received the same KPIs as the MNC managers, and regular assessments of their productivity were given to the commercial directors of both the distributor and MNC.
Of course they (distribution company--by author) want to control marketing funds. They will flip money between customers to cover budget deficits during reporting periods (Andrew, ex-sales manager without subordinates, working 13 years in a distribution company).
In both the described cases, shared interpretations were offered by a dominant side and developed by both partners. Each side expected special benefits from the same social relations. The multinational producer was interested in shaping the structure of the GVC. Therefore, the company needed to involve local partners in global production. However, the local actors wanted to work with multinational producer only in projects that would be strategically interesting to them. For that reason, both sides participated in a valuation of the preferable relationship types and the degree of embeddedness in their mutual business processes.
Conclusion
The current paper developed the idea that social embeddedness of market relations is formed internally through market interactions. By combining the theoretical approaches of relational marketing and valuation studies, I have proposed that business partners consider social relations as a part of the value produced within the business and that counterparts intentionally affect the format of the social embeddedness in their relations. The empirical results showed that theoretical propositions are grounded in the real works of value chains. According to the conducted analysis, the participants of the GVC evaluated the format of embeddedness as a part of their business process. They discussed the level interdependency as the degree of trust (e. g., the necessity to verify the statistical metrics of a partner) and what agreements should be signed formally. These parameters were viewed as a part of business activities much like the purchasing of goods and market analytics, and they were not regarded as an independent sphere of performance. This supports the theoretical idea of Beckert that economic actions operate as a new form of social ritual [2016]. Social embeddedness is intentionally shaped by market actors, making the general social order more consistent and available for the reflexive performance of ordinary individuals.
However, the results need to be investigated in wider contexts. The current research does not provide information about local supply chains or the exchanges between market participants that do not work in the united supply chain, and there is no information about the place of social embeddedness in a multinational company's board of directors. It is possible to assume that for the listed contexts, the theoretical interpretation will be irrelevant. In the current study, there is relatively little explanation about the work of retailers. The informants from the large Russian retailer and official brand store do not cover all important positions of the business process, such as retailers' logistics, marketing research, and their field workers. These contexts were mostly interpreted based on the data of participant observations and other interviews. Therefore, the formulated view became an outsider perspective, and additional data collection with insiders could enrich the analytical model.
A similar situation appears when interpreting the global strategy of a multinational company. Strategical planning was achieved through data gathering. More global planning perspectives were reconstructed based on the interpretations given by the informants, official documents and messages of the CEO to the whole company include the researcher. These messages represent the viewpoint of top management in a multinational producer, but these messages are related to the limited scope of questions and mostly act as a secondary data source for answering the research questions. Additionally, the studied propositions were analyzed through the work of vertically integrated supply chains. The social relations between the supply side and the consumers of end goods may not be regarded as crucial elements of interactions. Because of the spread of economic knowledge [Knorr-Cetina, Bruegger 2000], consumers can perceive social relations with producers as the result of market imperfections that should be reduced.
At the same time, the theoretical propositions do not deny the significance of institutional shaping of the market or any other relations through social embeddedness. Also, there is no doubt that some social ties exist before economic activities. This implies that the external appearance of social embeddedness is secondary compared with the internal one. Social relations exist as a part of cooperation in economic production, maintain more productive usage of resources, and provide tools for the reduction of transactional costs. If there is no motivation for being dependent on networks and social relations, actors will find a way to reduce the degree of embeddedness. Markets do not become "pure" from social embeddedness nowadays, as empirical studies demonstrate [Uzzi 1996; Radaev 2016].
Finally, the common representation of embeddedness in the value chain creates the question about symmetry in the relations between the participants of a GVC. Both commonly shared concepts of investment and optimization assume that weaker actors will upgrade their share in value production under the governance of stronger ones. The concept of upgrading means increasing the inputs in value creation [Gereffi 2014b]. Hence, the relative power of upgraded actors will rise. The more that weak companies upgrade their positions in value chains, the less power dominant firms will have. It is important to investigate in further research if this trend becomes dominant or if there are other trends that prevent the growth of symmetry in value chains. However, if GVCs really support an increase of the market power of local players, the positive role of global companies in local markets should be considered higher than what is considered in GVC studies [Lee, Gereffi 2015].
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Appendix
Table A.l
Characteristics of the Respondents
|
No |
Pseudonym |
Firm |
Working Experience, years |
Functional Role |
Hierarchy Level |
|
|
1 |
Victor |
MNC |
13 |
Marketing |
Manager with subordinates |
|
|
2 |
Igor |
MNC |
3 |
Sales |
Manager without subordinates |
|
|
3 |
Sasha |
Distributor |
12 |
Sales |
Manager with subordinates |
|
|
4 |
Helen |
MNC |
7 |
Sales |
Manager with subordinates |
|
|
5 |
Kseniya |
MNC |
4 |
Sales |
Manager without subordinates |
|
|
6 |
Andrew |
Distributor |
13 |
Field work |
Manager without subordinates |
|
|
7 |
Ayrin |
MNC |
16 |
Sales |
Manager with subordinates |
|
|
8 |
Henry |
Distributor |
4 |
Sales |
Director / CEO |
|
|
9 |
Ivan |
MNC |
1 |
Logistics |
Manager with subordinates |
|
|
10 |
Oxana |
MNC |
4 |
Sales |
Manager with subordinates |
|
|
11 |
Anton |
MNC |
21 |
Sales |
Manager with subordinates |
|
|
12 |
Stephan |
MNC |
19 |
Sales |
Director / CEO |
|
|
13 |
Bogdan |
Large retailer |
4 |
Sales |
Manager without subordinates |
|
|
14 |
Nina |
Small retailer |
9 |
Marketing |
Director / CEO |
|
|
15 |
Elizabeth |
Small retailer |
3 |
Sales |
Director / CEO |
|
|
16 |
Semen |
Distributor |
7 |
Service |
Manager without subordinates |
|
|
17 |
Ignat |
Distributor |
2 |
Service |
Manager without subordinates |
|
|
18 |
Sabrina |
Distributor |
4 |
Marketing |
Manager with subordinates |
|
|
19 |
Gennady |
MNC |
14 |
Marketing |
Director / CEO |
|
|
20 |
Vladimir |
MNC |
2 |
Field work |
Manager without subordinates |
|
|
21 |
Janna |
Distributor |
8 |
Field work |
Technical specialist |
|
|
22 |
Irene |
MNC |
7 |
Sales |
Director / CEO |
|
Table A.1 |
||||||
|
No |
Pseudonym |
Firm |
Working Experience, years |
Functional Role |
Hierarchy Level |
|
|
23 |
Maria |
MNC |
4 |
Logistics |
Manager without subordinates |
|
|
24 |
Harold |
MNC |
3 |
Service |
Technical specialist |
|
|
25 |
Savelij |
MNC |
7 |
Logistics |
Director / CEO |
|
|
26 |
Artem |
MNC |
16 |
Service |
Manager without subordinates |
|
|
27 |
Adrian |
MNC |
11 |
Sales |
Technical specialist |
|
|
28 |
Olga |
MNC |
2 |
Sales |
Technical specialist |
|
|
29 |
Brian |
MNC |
1 |
Sales |
Director / CEO |
|
|
30 |
Yuri |
MNC |
3 |
Marketing |
Manager without subordinates |
|
|
31 |
Marat |
MNC |
18 |
Sales |
Director / CEO |
|
|
32 |
Kirill |
MNC |
4 |
Marketing |
Manager without subordinates |
|
|
33 |
Billy |
MNC |
4 |
Sales |
Manager without subordinates |
Acknowledgements
The work is realized within the project of "Non-economic sources of the dynamic in Russian markets" organized by the Laboratory for Studies in Economic Sociology, HSE University. The research has received support from the Center of Fundamental Studies, HSE University.
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