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Global Value Chains (GVC) and their participants are dynamic. Events can provoke distinct strategic responses\udfrom different firms, even when they are part of a GVC. We investigated how both organizational and supplychain\udpath dependence can influence the capabilities that a firm needs to achieve a higher value-added position in\uda GVC. We have integrated three branches of theory, covering Global Value Chains, Organizational Capabilities,\udand Path dependence. We conducted a case study of a large Brazilian shoe firm, analyzing its relationships with\udbuyers in GVCs. We found that path-dependent elements had locked-in the firm, preventing ascension to higher\udadded value positions and keeping the organization in captive global value chain, even when it moved into new\udmarkets. Additionally, we propose a theoretical model that should prove fruitful in future research in other sectors\udand countries

Effects of Path Dependence on Capabilities in Captive Global Value Chains