Upgrading in Global Value Chains: Lessons from Latin American ClustersElisa Giuliani, Carlo Pietrobelli, Roberta Rabellotti2005-03-18articleWorld Development1,073 citationsgreenNo readable copy stored yet — this record is metadata only.Global trade, sustainability, and social impactGlobal trade and economicsRegional Development and InnovationAbstractNo abstract was published for this record.Citations in this libraryStored only when both papers are in the corpus — 1,073 citations exist upstream.References1983An Evolutionary Theory of Economic Change.1991The Competitive Advantage of Nations1997The Tacit Dimension1990Architectural Innovation: The Reconfiguration of Existing Product Technologies and the Failure of Established Firms1999International trade and industrial upgrading in the apparel commodity chain1995The role of product architecture in the manufacturing firm2002How does insertion in global value chains affect upgrading in industrial clusters?2018The Organization of Buyer-Driven Global Commodity Chains: How US Retailers Shape Overseas Production NetworksCited by2011Global Value Chains Meet Innovation Systems: Are There Learning Opportunities for Developing Countries?2016From market fixing to market-creating: a new framework for innovation policy2008Global Value Chains and Technological Capabilities: A Framework to Study Learning and Innovation in Developing Countries2011Agricultural Value Chains in Developing Countries A Framework for Analysis2009Which Way is “Up” in Upgrading? Trajectories of Change in the Value Chain for South African Wine2016Eco-innovation, sustainable supply chains and environmental performance in European industries 1 1We gratefully acknowledge the support by the European Union's Horizon 2020 research and innovation programme under grant agreement No. 649186 – ISIGrowth. The comments and suggestions by three anonymous referees are also acknowledged. The usual disclaimers apply.2010Multinational Enterprises, Development and Globalization: Some Clarifications and a Research Agenda2011Learning and catching up in different sectoral systems: evidence from six industries