The labour of academic translation: Who generates value in the agency model? Susan PickfordUniversity of Geneva
This article explores the potential of Porter’s (1985) seminal value
chain model as a new tool for the industry turn in Translation Studies. The model seeks to identify which of a business’s various
functions generate the most surplus value and thereby build competitive advantage. This article applies the model to two UK-based
academic translation agencies founded in the last quarter-century. It outlines the market conditions for academic translation that
led the agencies to be established. By exploring which steps of translation production are conducted in-house as value generators
and which are handled by external contractors, the article aims to identify the competitive advantage strategies implemented by
both agencies in their public-facing content, in terms of both scope and differentiation. It further draws on productivity data
and publicly available data on relative rates of remuneration for the various participants in the chain of production to attempt
to determine which aspect(s) of the textual production process the agency considers as generating most value in the finished
translation. It concludes with a brief evaluation of the potential value of the value chain model for translatorial career
planning.
Keywords: - value chain model,
- academic translation agency,
- competitive advantage strategy,
- scope,
- differentiation,
- productivity data,
- value generation
Publication history
Date received: 30 January 2025
Date accepted: 13 March 2026
Table of contents
In an opinion piece, Obrecht (1959) makes the case for academics who moonlight in
translation to charge fees commensurate with their expertise. “Many times,” he writes,
Funding
Open Access publication of this article was funded through a Transformative Agreement with University of Geneva.
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