How does GVC’s governance take shape when no big players are involved?Two SMEs face international cooperation

The elaboration of the global value chains (GVCs) model (Gereffi, Humpherey, Sturgeon 2005) provided a meaningful theoretical framework to better comprehend the organization of international industrial processes and the dynamic affecting the way global inter-firm relationships are coordinated. Although this approach have inspired studies in different disciplines, not much has been said on how small to medium size enterprises (SMEs) can participate in the coordination of global value chains. Using the GVC approach, this paper focuses on the dynamics of defining the governance of an international cooperation involving two SMEs located in different geographical areas (Italy and USA), following different institutional logics but competing in the same industrial sector (industrial truck equipment). Our contribution provides evidence of firms’ attempt to extend their current activities through the establishment of an international cooperation. As part of this process, the definition of a suitable type of governance will represent a crucial step to the feasibility of such an alliance, as well as to the genesis of an emerging global value chain.