The summary of eight papers in this special issue
| Authors | Research question | Main theory | Research design | Level of analysis | Main variable(s) | Dependent variable | Major findings |
|---|---|---|---|---|---|---|---|
| Chang et al. (2026) | How does digital transformation influence OFDI efficiency in Chinese firms? | Information asymmetry theory | Multiple regression model with 1,744 observations in China | Firm-level | Digital transformation, GVC expansion, heterogeneous innovation | OFDI efficiency | An inverted U-shaped relationship between digital transformation and OFDI efficiency, the effect flatter with GVC expansion and stepper with heterogeneous innovation |
| Dai et al. (2026) | Can leader’s positive humor promote intrapreneurship in GVC contexts? | Social identity theory | Multi-wave survey with 310 samples; SEM and multiple regression analysis | Employee-level | Leader humor, trust, perceived insider status | Employee intrapreneurial behavior | Leader humor builds trust and insider status, enhancing intrapreneurship; moderated by innovation climate |
| Huang et al. (2026) | How does AI orientation influence international performance through GVC collaboration? | Technology affordance theory | Panel data; STAR Market; 1,928 observations in China | Firm-level | AI orientation, GVC collaboration (breadth and depth), board international experience | International performance | AI orientation boosts GVC collaboration, which mediates its effect on performance; board international experience amplifies impact |
| Shi et al. (2026) | Do deeper digital trade rules improve national GVC positioning? | Digital trade rules; global value chains | Product-level data across 58 countries; Heckman two-stage model | Country-product level | Digital trade rule depth index (TAPED) | GVC position (export similarity index) | Digital trade rule depth enhances GVC position via innovation and spillovers; effects vary by country and sector |
| Song et al. (2026) | How do emerging market firms gain control over GVC core activities? | Dynamic capabilities; GVC upgrading | Longitudinal case study of Ninestar; interview and archival data | Firm-level | Stages of dynamic capability evolution; capability types | Control over GVC core activities | Dynamic capabilities evolve in three stages – adapting, expanding, transforming – driving vertical and horizontal GVC upgrading |
| Tang et al. (2026) | How does performance feedback influence GVC-related R&D decisions? | Behavioral theory of the firm; principal-agent theory | Panel data; fixed effects with moderation by CEO incentives | Firm-level | Performance feedback, CEO incentives | GVC-related R&D investment | Negative feedback increases R&D engagement; effect stronger with long-term CEO incentives |
| Wu et al. (2026) | Does deeper GVC participation promote green technology innovation? | Learning-by-exporting; environmental upgrading | Dynamic panel data; (PSM-DID with 220,794 observations in China | Firm-level | GVC participation | Green Technology Innovation capacity | GVC integration enhances green innovation via export learning and R&D spillovers; effect stronger with high absorptive capacity |
| Zhao et al. (2026) | Can AI adoption help emerging economy hidden champions climb upstream in GVCs? | Value-added view; Leapfrog development; capability upgrading | Panel data (2013–2023); 1,204 firms; fixed effects regression | Firm-level | AI technology adoption, degree of specialization, production efficiency | GVC upgrading (upstream movement) | AI adoption enhances GVC upgrading, especially in labor- and tech-intensive industries and digitalized regions |
| Authors | Research question | Main theory | Research design | Level of analysis | Main variable(s) | Dependent variable | Major findings |
|---|---|---|---|---|---|---|---|
| How does digital transformation influence | Information asymmetry theory | Multiple regression model with 1,744 observations in China | Firm-level | Digital transformation, | An inverted U-shaped relationship between digital transformation and | ||
| Can leader’s positive humor promote intrapreneurship in | Social identity theory | Multi-wave survey with 310 samples; | Employee-level | Leader humor, trust, perceived insider status | Employee intrapreneurial behavior | Leader humor builds trust and insider status, enhancing intrapreneurship; moderated by innovation climate | |
| How does | Technology affordance theory | Panel data; | Firm-level | International performance | |||
| Do deeper digital trade rules improve national | Digital trade rules; global value chains | Product-level data across 58 countries; Heckman two-stage model | Country-product level | Digital trade rule depth index ( | Digital trade rule depth enhances | ||
| How do emerging market firms gain control over | Dynamic capabilities; | Longitudinal case study of Ninestar; interview and archival data | Firm-level | Stages of dynamic capability evolution; capability types | Control over | Dynamic capabilities evolve in three stages – adapting, expanding, transforming – driving vertical and horizontal | |
| How does performance feedback influence GVC-related R&D decisions? | Behavioral theory of the firm; principal-agent theory | Panel data; fixed effects with moderation by | Firm-level | Performance feedback, | GVC-related R&D investment | Negative feedback increases R&D engagement; effect stronger with long-term | |
| Does deeper | Learning-by-exporting; environmental upgrading | Dynamic panel data; (PSM-DID with 220,794 observations in China | Firm-level | Green Technology Innovation capacity | |||
| Can | Value-added view; Leapfrog development; capability upgrading | Panel data (2013–2023); 1,204 firms; fixed effects regression | Firm-level |
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