Zusammenfassung
Globale Wertschöpfungsketten (WSK) werden derzeit, hervorgerufen durch die neuen technischen und organisatorischen Möglichkeiten der Digitalisierung, in besonderem Maße restrukturiert. Bisherige Forschungen konzentrierten sich dabei weitgehend auf die Auswirkungen auf Zulieferer in Ländern des globalen Südens. Dieser Beitrag nimmt dagegen den Teil des Vertriebs in den Blick. Anhand der deutschen Schuhbranche werden die Auswirkungen der Digitalisierung auf die Steuerungsmacht in diesem Teil der Wertschöpfungsketten sowie die damit einhergehenden Beziehungen zwischen den Akteuren und zwischen verschiedenen WSK innerhalb der Branche näher beleuchtet. Dabei konnten vor allem Sportartikelhersteller und Online-Plattformen aufgrund des hohen Digitalisierungsgrades in (Herstellungs-,) Kommunikations- und Vertriebsprozessen als zentrale Akteure (Leitunternehmen) identifiziert werden. Zudem zeigen die Untersuchungsergebnisse, dass Akteure mit einer geringen Umsetzung digitaler Prozesse zum Teil bereits aus Wertschöpfungsketten ausgeschlossen werden. Folglich möchte der Beitrag das Bewusstsein dafür schärfen, dass der Digitalisierungsfortschritt von Unternehmen als kritische Determinante für die Teilnahme an WSK herangezogen sowie für die Verhandlung von Gorvernanceformen zwischen Akteuren berücksichtigt werden sollte.
Abstract
Global value chains (GVC) are currently being restructured to a particularly high degree as a result of the new technical and organizational possibilities offered by digitization. Previous research has largely focused on the effects on suppliers in countries of the global South. This article, however, focuses on the distribution part. Using the German footwear sector as an example, the effects of digitization are examined in two parts: The governance in the focused part of the value chain and the accompanying relationships between the players and between the different value chains within the sector. Due to the high degree of digitization in (manufacturing,) communication, and distribution processes, sports goods manufacturers and online platforms in particular have been identified as central players (lead firms). As a result, this paper aims to raise awareness of the fact that the progress of digitization of companies should be taken into account as a critical determinant for participation in GVCs and for the negotiation of governance types between actors.
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