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Developing a conceptual framework for assessing competitiveness of India's agrifood chain

Developing a conceptual framework for assessing competitiveness of India's agrifood chain Purpose – The purpose of this paper is to present a conceptual framework and set of propositions to analyze competitiveness of India's agrifood chain. Nine components constitute the framework. These are identified on the basis of theoretical studies and expert consultations. Each component leads to at least one proposition. Design/methodology/approach – The framework is dependent on two major streams of management – value chain analysis (VCA) and strategic competitiveness. Porter's diamond at the industry level and Momaya's asset‐process‐performance (APP) model at the firm level provide the base for competitiveness discussions. Findings – The framework comprises of “human” and “non‐human” components. They are more like members of a network where action of each has an impact on the other. By examining the roles of human components like national government, producers, processors, etc. and non‐human components like food quality, regulatory scenario, etc. side‐by‐side, this study breaks new grounds in exploring the synergy of VCA and competitiveness management. Research limitations/implications – Journal papers based on Indian food industry's competitiveness or supply chain are very limited. There is also a dearth of literature on India's agrifood sector. This has reduced the scope for published references from India. Practical implications – The paper can serve as a reference point for researchers/students and other stakeholders interested in Indian food and retail industry. The framework has implications for developing countries like India that are exploring opportunities in global retail diffusions. It is also of use to researchers from developing economies where the role of “national government” can be significant in the development of an industry. The framework is built as a flexible and adaptable tool, which can suit other industry sectors with minor modifications. Originality/value – The paper has attempted to create a common ground where the two theories of VCA and competitiveness are able to meet. An empirical validation of the framework can encourage more future research on this topic. This paper can also be used by researchers as a reference point for studies on Indian agrifood sector. The proposed framework can be used as an analytical tool by researchers to study similar industries from developing economies like textiles, leather, etc. that are unorganized. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png International Journal of Emerging Markets Emerald Publishing

Developing a conceptual framework for assessing competitiveness of India's agrifood chain

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Publisher
Emerald Publishing
Copyright
Copyright © 2009 Emerald Group Publishing Limited. All rights reserved.
ISSN
1746-8809
DOI
10.1108/17468800910945774
Publisher site
See Article on Publisher Site

Abstract

Purpose – The purpose of this paper is to present a conceptual framework and set of propositions to analyze competitiveness of India's agrifood chain. Nine components constitute the framework. These are identified on the basis of theoretical studies and expert consultations. Each component leads to at least one proposition. Design/methodology/approach – The framework is dependent on two major streams of management – value chain analysis (VCA) and strategic competitiveness. Porter's diamond at the industry level and Momaya's asset‐process‐performance (APP) model at the firm level provide the base for competitiveness discussions. Findings – The framework comprises of “human” and “non‐human” components. They are more like members of a network where action of each has an impact on the other. By examining the roles of human components like national government, producers, processors, etc. and non‐human components like food quality, regulatory scenario, etc. side‐by‐side, this study breaks new grounds in exploring the synergy of VCA and competitiveness management. Research limitations/implications – Journal papers based on Indian food industry's competitiveness or supply chain are very limited. There is also a dearth of literature on India's agrifood sector. This has reduced the scope for published references from India. Practical implications – The paper can serve as a reference point for researchers/students and other stakeholders interested in Indian food and retail industry. The framework has implications for developing countries like India that are exploring opportunities in global retail diffusions. It is also of use to researchers from developing economies where the role of “national government” can be significant in the development of an industry. The framework is built as a flexible and adaptable tool, which can suit other industry sectors with minor modifications. Originality/value – The paper has attempted to create a common ground where the two theories of VCA and competitiveness are able to meet. An empirical validation of the framework can encourage more future research on this topic. This paper can also be used by researchers as a reference point for studies on Indian agrifood sector. The proposed framework can be used as an analytical tool by researchers to study similar industries from developing economies like textiles, leather, etc. that are unorganized.

Journal

International Journal of Emerging MarketsEmerald Publishing

Published: Apr 10, 2009

Keywords: Value chain; Competitive advantage; Food industry; India

References