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This study employs the Global Value Chain, Stakeholder and Attribution theories with the aim of exploring the influence of specific antecedents of upgrading on upscaling global value from a stakeholder’s perspective of the coffee value chain in Uganda
To understand the upgrading phenomenon, the study adopted a Convergent Mixed-Method Approach to collect, analyse, and interpret the data for the complementarity of results. The study population consisted of 283 stakeholders from the coffee industry in Uganda. A sample of 166 was chosen using the Yamane formula for the quantitative data, while 15 was the sample for the qualitative data based on the saturation point. A Questionnaire and an Interview Guide were employed as data collection tools. The main antecedents of upgrading value chains in this study that influence favourable outcomes were Non-Governance Antecedents (Marketing Capability, Operational Functioning and GVC Composition) and Governance Antecedents (Internal, External, Horizontal, and Vertical Governance).
Findings revealed that Non-Governance Antecedents (Marketing Capabilities and GVC Composition) led to upgrading the coffee value chain in Uganda. Process Upgrading emerged as the most common type of upgrading, while producers/farmers were the most influential stakeholders in upgrading. Process Upgrading was also the most influential in achieving favourable, sustainable outcomes in Uganda. More so, over 95% stakeholders agreed that the more favourable the antecedents of upgrading are, the more favourable the determinants and the more favourable the sustainable outcomes for upscaling. Lastly, economically sustainable outcomes were perceived as the perquisite for upscaling.
This research contributes to existing theory through empirical testing, verified conceptualisation, and methodology by employing a multi-disciplinary approach and has practical implications for both the chain actors and policymakers. Future research suggestions are made based on this study’s research design and sample size.