纵向范围经济的估算——基于燃气行业纵向分离改革的实证研究

本文基于2001~2007年中国19家燃气企业层面的数据,结合2000年底上海燃气行业进行的产销纵向分离的改革,采用数据包络方法对纵向一体化和纵向分离产生的纵向范围经济进行了估算。结果表明,2001~2007年全样本13家纵向一体化燃气企业EVI的均值为1.1434,总体表现为纵向范围不经济,而当样本分为2001~2004年和2005~2007年两个子样本时,发现2001~2004年13家纵向一体化燃气企业总体呈现较弱的纵向范围经济,EVI的均值为0.9806,而2005~2007年13家纵向一体化燃气企业总体呈现较强的纵向范围不经济。     

纵向一体化战略的利弊研究

在市场环境相对稳定的条件下,企业采用纵向一体化战略能够带来许多利益。但随着市场竞争日益激烈,市场的动态性、不确定性尤其突出,企业纵向一体化经营模式的负面效应初现倪端。本文通过对纵向一体化战略的利弊研究,认为我国企业在实行纵向一体化战略时,应该提高其适应能力,在充分发挥其优点的同时,克服其缺点和不足,逐步向新的经营模式转变。     

出版传媒集团纵向一体化发展战略研究——以北方联合出版传媒（集团）为例

纵向一体化战略，是出版企业的成长发展战略，是扩大企业规模，构建大型出版传媒集团的有效途径。本文以北方联合出版传媒（集团）纵向一体化战略的实践为例，分析了纵向一体化战略的举措与成效。     

一体化视角下的企业"聚变"和"裂变"

一体化发展战略是指企业充分利用自身在产品(业务)的生产、技术、市场等方面的优势,沿着其产品(服务)生产经营链条的纵向或水平方向不断地拓展其业务经营的深度和广度来扩大经营,提高其收入和利润水平,使企业得到发展壮大的一种战略。一体化发展战略根据其实施方式的不同,可分为横向一体化、纵向一体化和混合一体化。其中,横向一体化是指企业使现行业务范围作横向扩展的经营战略;纵向一体化是指企业使业务经营范围在供应链上作纵向扩     

技术偏好条件下企业创新的投入研究

文章从研发投入切入，构建上游企业为垄断竞争、下游企业为古诺竞争的理论模型，设定上游企业的技术创新保留份额和技术偏好机制，分析和比较在纵向分离和纵向一体化中上游企业的研发投入。研究结论：首先，纵向一体化情况下上游企业的整体创新水平更高；其次，纵向分离和纵向一体化情况下，上游企业技术创新成果保留份额与创新水平的关系存在差异，在纵向一体化情况下存在最佳结构；再次，产品市场对上游企业创新水平影响不明显，但是与上游企业的创新水平呈正向关系。     

纵向一体化垄断问题与反垄断政策研究

随着我国产业结构及企业组织结构调整步伐的不断加快，包括纵向一体化在内的企业间的并购、重组呈方兴未艾之势，实施纵向一体化经营的企业也在不断增多．如中石油凭借资源优势，在天然气市场形成纵向一体化的经营格局就是突出一例。中石油在天然气产业中的纵向一体化经营，不仅在石油和天然气产业领域引起了震动，同时也引起了社会各界的垄断质疑。企业为什么要实施纵向一体化，其引发的垄断表现形式何在及如何正确评价，如何对其引发的垄断进行有效规制．这些问题需要从理论和实践上做出解答。     

企业纵向一体化决策选择探究 ——基于演化博弈模型

作为产业资源整合的有效方式,纵向一体化一直是我国实现经济增长的重要方式.文章从交易费用理论出发,运用演化博弈分析模型充分考虑纵向一体化的动态性以及被收购方的能动性,研究纵向一体化过程中收购方的收购决策选择与被收购方策略选择的互动机制,并对影响该系统演化过程稳定的重要因素进行分析,为分析垂直供应链中的纵向一体化问题提供一种新的思路.结果表明:博弈过程在三种情况下存在演化稳定策略,而随产量增大、投机行为增加、收购方激励增强、被收购方区域市场化程度的提高,博弈向(收购、顺从收购)策略演化,对主体双方采取纵向一体化发展战略有着重要影响.     

企业网络的竞合性及其比较

通过纵向一体化来实现规模经济和范围经济，是工业经济时代大机器生产的例行做法，1919年通用汽车公司兼并费雪车箱公司的经典案例，印证了资产专用性投资导致纵向一体化治理的事实。企业间的关系被简单理解为要么是利用市场的纯交易关系，要么是利用企业的纵向一体化关系。     

纵向一体化动因研究评述——交易费用经济学演化视角

文章从理论研究上选取交易费用经济学的视角,评述相关修正性和发散性的纵向一体化动因研究体系,同时梳理了经验研究中纵向一体化的测量手段及效果,以此作为理论演进的有效补充。     

乳企纵向一体化不同阶段研发投入的绩效效应比较

近年来,我国乳企不断加强上游奶源建设并强化下游分销,纵向一体化已成为各家乳企的基本战略,与此同时,日益激烈的竞争使乳企对研发愈发重视。然而在纵向一体化的不同阶段中,研发投入是否都会促进乳企绩效的提升?本文以近10年在内地上市的18家乳企为研究对象进行实证分析,得出结论为:对于已实现纵向一体化的乳企,增加研发投入会显著提升企业绩效,而还在纵向一体化进行中的乳企,增加研发投入反而会对企业绩效产生负效应。     

The profitability of vertical integration

This paper examines the profitability of vertical integration using alternate indices of vertical integration Our results suggest that the profitability-vertical integration relation is highly sensitive to the specification of the vertical integration measure used.     

Vertical integration and innovative performance: The effects of external knowledge sourcing modes

We set out in this study to analyze the impact of vertical integration on the innovative performance of a firm and to explore the interaction between vertical integration and different modes of external knowledge sourcing. Our empirical results reveal an initial increase in the effect of vertical integration on innovative performance up to a certain level of integration, although this is subsequently followed by a decline; that is, the relationship is characterized by an inverted U-shape. The results further reveal that external knowledge sourcing is positively related to the innovative performance of a firm, albeit with a negative interaction with the level of vertical integration. In other words, firms with higher levels of vertical integration may be faced with barriers to the acquisition of external knowledge. Our findings suggest that firms should be cautious in their pursuit of a strategy of vertical integration, given the non-monotonic impact on innovative performance, whilst an increase in the level of vertical integration is also likely to diminish the effectiveness of the external knowledge sourcing.     

Antecedents of vertical integration: Transaction cost economics and resource-based explanations

This article focuses on antecedents of vertical integration. A model of vertical integration derived from transaction cost economics and the resource-based view is tested empirically with data from the mechanical maintenance services market in the hydroelectricity industry. The results show that asset specificity and closeness to present competence are positively related to vertical integration, while tacit knowledge is negatively related to vertical integration. The positive interaction effect between asset specificity and closeness to present competence on vertical integration is also supported, indicating that the decisions on insourcing and outsourcing can benefit from using transaction cost economics and the resource-based view in tandem.     

The impact of competition on vertical integration: The role of technological niche width

Despite there being numerous studies exploring the relationship between competition and vertical integration, the empirical findings regarding the nature of this relationship are still unclear. The current study suggests that technological niche width mediates the relationship between competition and vertical integration. It also suggests that technological niche width and vertical integration play a complementary role in enhancing firm performance. These arguments have found empirical support in the examination of the U.S. hybrid electric vehicle market from 2008 to 2016. In so doing, this study provides an opportunity to better understand the relationship between competition, vertical integration, and technological niche width. In addition, it explains how firms can effectively manage fierce competition and achieve the goal of superior performance through strategic decisions regarding vertical integration and technological niche width.     

Technological change and vertical integration

Attention is given first to recent modifications in traditional patterns of vertical integration which suggest broadening the basic concept in several directions. The steel industry is then used to illustrate the variety of pressures tending to alter traditional patterns of vertical integration. After outlining a basic approach to exploring the potential effects of technological innovations on vertical integration in a variety of industries, the analysis considers the prospective effects on such integration of nine major categories of current and emerging technological developments.     

Strategic Delegation and Vertical Integration

This paper proposes a game‐theoretic model to analyze owners' vertical integration choices if they delegate pricing decisions to their managers. We find that all three vertical structures are possible Nash equilibrium outcomes. If the products are weak substitutes, then the outcome is that both owners adopt vertical integration. When the products are close substitutes, both owners adopt vertical separation in equilibrium. When substitution between the products is medium, the coexistence of vertical integration and vertical separation is the equilibrium outcome, and the owner corresponding to vertical separation offers exactly a profit‐maximization contract to his or her manager under this situation. Copyright © 2014 John Wiley & Sons, Ltd.     

Vertical integration and disruptive cross‐market R&D

We study how vertical market structure affects the incentives of suppliers and customers to develop a new input that will enable the innovator to replace the incumbent supplier. In a vertical setting with an incumbent monopoly upstream supplier and two downstream firms, we show that vertical integration reduces the R&D incentives of the integrated parties, but increases that of the nonintegrated downstream rival. Strategic vertical integration may occur whereby the upstream incumbent integrates with a downstream firm to discourage or even preempt downstream disruptive R&D. Depending on the R&D costs, vertical integration may lower the social rate of innovation.     

Vertical Integration and Firm Productivity

This paper uses three cross‐industry datasets from China and other developing countries to study the effect of vertical integration on firm productivity. Our findings suggest that vertical integration has a negative impact on productivity, in contrast to recent studies based on U.S. firms. We argue that in settings with poor corporate governance, vertical integration reduces firm productivity because it enables inefficient rent‐seeking by insiders.     

Strategic decisions regarding the vertical integration of human resource organizations: evidence for an integrated HR model for the financial services and non-financial services industry in Germany,Austria and Switzerland

We examine the drivers of vertical integration for an integrated and unified HR-process model for 42 large companies from the financial services (13 companies) and the non-financial services sector (29 companies). The basis of this paper is formed by the results of a survey analysing the structures, processes and sourcing activities of human resource organizations. We sent the survey to 500 companies in Austria, Germany and Switzerland. The survey is based on an integrated process model that uses an employee life-cycle approach and differentiates between eight HR activities.

The purpose of this paper is threefold: first, to gain insights into the current status of HR outsourcing and understand the differences between the financial services and the non-financial services industry. Second, to develop a theory-based framework (transaction-cost, resource-based, principal agent) enabling us to derive and test eight hypotheses using Ordinary Least Squares (OLS)-regression analysis in order to examine the determinants of the vertical integration of HR processes. Third, to analyse the impact of the vertical integration of HR departments on company performance and characteristics. We find significant differences in the level of vertical integration between the HR subprocesses analysed. Even the processes with increased outsourcing activities (i.e. a lower degree of vertical integration) still show a relatively high proportion of in-house production.

Regression analysis reveals a significant negative interrelationship between the relative size of the HR department compared to company size and vertical integration. This finding holds for the HR subprocesses ‘Personnel Administration’, ‘Payroll and Benefits’, and ‘Off Boarding’. Second, we find a significant negative correlation between financial performance in terms of Return-on-Equity and vertical integration of ‘HR-IT’. We also find support for the theoretical framework for the subprocess ‘HR-Top Management’. Six hypotheses (out of eight) are supported by the analyses; two of these are highly significant.

Three major findings are noteworthy when analysing company performance and the vertical integration of HR departments. First, we find that large companies (in terms of total staff and total assets) display significantly high levels of vertical integration for subprocesses which include a large amount of manual work and crucial managerial, controlling and reporting tasks (‘HR-Top Management’ and ‘HR-Controlling and Reporting’). Second, large companies (in terms of total company staff) show lower levels of vertical integration for the HR subprocess ‘HR-IT’. Third, companies that show superior financial performance in terms of Return on Equity (RoE) display lower levels of vertical integration for the HR subprocess ‘HR-IT’.     

垂直关系、效率原则与社会福利研究

企业之间的垂直关系主要包括垂直一体化和垂直分离,具体选择哪种垂直关系,企业需要在规模经济、交易成本和提高成员激励的各种得失中进行权衡。从社会福利和产业组织政策来看,处于不同市场结构中的企业,其进行垂直一体化和垂直分离的效率后果不尽相同,由此也导致了不同的社会福利水平。