Global Journal of Management and Business Research, B: Economics and Commerce, Volume 23 Issue 1

b) Our Methodological Approach Doing this work is based on a triple approach: i) a study of the environment that has favored the emergence of new Global Value Chains in Morocco, ii) an analysis of the opportunities and threats that weigh on Morocco's model of participation in GVCs, and iii) prospects for the recovery of GVCs through innovation and entrepreneurship. A triangular approach, allowing us to make a reading of several distinct but congruent facets, using macro-economic sources (OECD, WTO, Ministries, Trade, ExChange Office, Central bank...), industry analysis (ecosystems, sectoral federations...), and interviews with actors (MNEs, SMEs, and public actors...). Instead of proceeding according to a purely sectoral value chain approach, the analysis of Morocco's participation in GVCs is systemic. It takes place at several levels that must be distinguished: at the national level, at the level of the multinational firm, at the level of the GVC, and the level of the SMEs (survey). Thus, in the first part, we will briefly describe how GVCs and their specificities have contributed to trade, economic growth, and development. In a second step, we analyze some significant trends in Global Value Chains such as the fragmentation of global production, interdependencies, and the governance of multinational firms. The second part concludes with a subsection exploring the OECD's Trade-in Value Added (TiVA) database and discusses the integration policies of national economies. A third part examines the strengths of the Moroccan integration model by characterizing its participation in the GVCs and by evoking the signs of a transition of the automotive and phosphate sectors to increasingly specialized and complex activities and tasks. In this part, we have chosen to study four GVC, not only because of their importance but also because of their very different respective positions. The analytical framework for each GVC places the four industries along the value chain, characterizing them in terms of positioning, degree of specialization and level of autonomy. In this context, an analysis is carried out for each GVC assessing strengths, weaknesses, opportunities, and risks and threats. c) What can we Learn from Morocco? In this paper, we have chosen to study four GVCs, not only because of their importance but also because of their very different respective positions: 1. For Agri-Food, the GVC is essentially market-driven. Morocco maintains a production capacity and cost advantage, but it must be careful about climate change and better manage its water resources in distress situations. The Agri-food value chain is backed by strong local agriculture: Morocco has adaptation to proximity to customers and better management of scarce resources are required. 2. The automotive GVC is very well structured and is orchestrated by foreign MNEs. The Stellantis group has formed a powerful and more integrated ecosystem. However, the local SMEs often acts only in tier 3 and 4 levels as subcontractors. Innovation and value sharing become high expectations of Morocco partners. 3. The Morocco-born OCP group controls the GVC of phosphates. Morocco is positioning itself on R&D and fertilizers to expand its strategic positioning. As many international mining groups, OCP now faces two main challenges: A stronger regulatory environment that forces producers to review their business models and significant legal risks related to the effects of certain chemicals on human health. 4. The GVC of textile is dominated by Inditex, the large Fast Fashion Spanish group. Morocco must train a creative workforce and manufacture locally the fabric requiring a lot of energy and R&D but specialized in labor-intensive activities. Therefore, it is required for the case of Morocco to better capitalize on national success stories such as Diamantine and Marwa by proposing an authentic and traditional offer. In sum, innovation and cooperation are the main requirements to develop and maintain a competitive advantage for local producers (Mudambi, 2008). Participation in GVC can help countries and companies in their process of improving product quality and developing value-added tasks (Giovanni, 2021). However, GVCs are multiple, and their operating models are diverse. It is therefore important that the country or the local company properly assess their up-scaling capabilities and choose a GVC with the same-shared values, and interests. In this vein, the solution lies in the principle of shared value, which involves creating economic value in a way that also spreads value for society by addressing its needs and challenges. Businesses must reconnect company success with social progress by creating new ways to achieve economic success (Porter and Kramer, 2011). Not to mention other factors come into play such as GVC governance (Gereffi, 2005) or industrial and trade policy (Pietrobelli and Staritz, 2018). To our knowledge, on the one hand, the global performance of GVC become more and more linked to the positive and sustainable impact that must be generated by production and assembly operations in the territories of the countries where the firms and their subsidiaries operate. On the other hand, they must imperatively act on social acceptability and integrate Building Sustainable and Stable Global Value Chains: Case Study of Morocco succeeded in creating national champions such as Cosumar, Lesieur, Copag Jaouda, etc. Their fast 5 Global Journal of Management and Business Research Volume XXIII Issue I Version I Year 2023 ( ) B © 2023 Global Journals