An inclusive community of practice with diverse key account partners for a sustainable global value chain

Reflecting on the gap identified through an extensive literature review, this study argues that knowledge ex
change between diverse levels of Key Account Partners (KAPs), as members of a Community of Practice (CoP) within the value chain of international brands, can make a Key Account Model (KAM) sustainable. A CoP, when integrated with a diverse community of small- and large-sized firms offering branded products as key partners, can also serve as a tool for making a value chain more inclusive. Inclusivity and diversity, when embedded in the theory of Community of Practice (CoP), explain how members of the community recognized as Key Account Partners (KAPs) for the international brand can share and learn from each other for mutual growth, reducing transaction costs through the proper utilization of resources and leading the entire community toward
ability. This multifaceted research makes recommendations to both academics and practitioners, with
tions for policymakers seeking to address the challenge of inclusivity alongside the transition of global value chains toward sustainability. This study contributes to the key accounts literature by focusing on inclusivity for efficiency through scientific management, on standardization that improves productivity, and on aligning
puts with expectations for growth and stability in transactional value chains. Limitations of the study are
cussed, and future research directions are offered.