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战略采购的过程模型及其作用模式 总被引：10，自引：0，他引：10
基于交易成本／交易效益双边动态理论，本文发展了战略采购的过程模型，提出战略采购是一个由市场替代企业、优化网络节点、固化网络联结和整合网络能力四个环节构成的过程．目的是推动企业和市场向网络变迁以获得交易成本的持续降低和交易收益的持续创造。文中还指出了不同条件下的战略采购作用机理。在买方优势条件下．采购战略贡献高的能力可以通过发展单联网络来实现．而采购战略贡献低的能力可以通过发展并联网络来实现；在供方优势条件下，采购战略贡献高的能力可以通过发展外拓网络来实现．而采购战略贡献低的能力可以通过发展外联网络来实现。最后，根据我国战略采购实践和理论现状提出提高我国战略采购水平的对策和进一步理论研究的建议。 相似文献
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杨青龙 《地质技术经济管理》2010,(7):67-72
传统贸易理论所讨论的形成比较优势的成本,主要为生产成本。但是,在现实国际贸易活动中,交易成本在塑造一国比较优势时也发挥着重要作用。通过回顾国际贸易中的交易成本及其与生产成本和贸易成本的关系、国际贸易中的交易成本的影响因素及其度量、引入交易成本分析的国际贸易变化之相关文献,指出：现有文献未严格区分＂贸易成本＂和＂交易成本＂,迄今为止新制度经济学中对交易成本的测度与贸易理论中基于引力模型的贸易成本测度还缺乏必要的沟通和融合。 相似文献
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Firms simultaneously face the need to cooperate with and control an alliance partner. To complement the transaction cost perspective's emphasis on the need to control and limit opportunistic behavior, we examine the sources and impact of the cooperation costs incurred in order to work with a partner. We propose that these costs increase with greater joint task complexity and interpartner diversity, and perceptions of equitable behavior affect the perceptions of these costs. Hypotheses derived from the framework are tested in a sample of 231 contractual alliances between architects and general contractors in the Hong Kong construction industry. We find that both cooperation costs and transaction costs affect the level of time and effort a manager expends on an alliance, supporting our fundamental proposition that the costs of cooperation and control are conceptually and empirically distinct. We argue that cooperation costs should be incorporated into studies that compare the choice of alternative partners and alliance structures, as well as among the broader categories of market, hierarchy, and hybrid governance forms. Copyright © 2005 John Wiley & Sons, Ltd. 相似文献
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Property rights economics furthers the resource‐based view of strategic management in a number of ways. First, resources are conceptualized as being composed of multiple attributes for which property rights may be held. Second, a resource owner's ability to create, appropriate, and sustain value from resources depends on the property rights that he or she holds and on the transaction costs of exchanging, defining, and protecting them. While transaction costs are a major source of value dissipation, reducing such dissipation may create value. Implications for the RBV analysis of sustained competitive advantage are derived. Copyright © 2005 John Wiley & Sons, Ltd. 相似文献
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基于交易成本理论的分析框架难以对信息技术作用下的经济组织变革趋势作出很好的解释．本文融合了资源基础观的相关观点，建立了一个新的分析框架，比较全面地分析了企业、中间组织和市场这三种经济组织形式。进一步的，通过考察信息技术应用的相关影响，我们得出了信息时代经济组织形式趋于“中间化”的结论。 相似文献
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Massimo G. Colombo 《战略管理杂志》2003,24(12):1209-1229
This paper analyzes factors that influence firms' choice of the organizational form of strategic alliances. I consider arguments suggested by both the contractual and the competence perspectives. In order to distinguish empirically between them, I devote special attention to the role played by the similarity of partner firms' technological specialization. In the empirical section I consider a sample composed of 271 equity joint ventures, non‐equity bilateral and unilateral agreements established between each other in the period 1983–86 by 67 North American, European, and Japanese enterprises from the world's largest firms in information technology industries. I examine the effects on the choice of alliance form of a measure of firms' technological proximity based on patents count, while controlling for other variables that are usually considered in the empirical literature. The estimates of binomial and multinomial logit models support the competence‐based argument that in technological alliances divergence in partners' technological specialization results in a higher propensity to use equity forms. Overall, the findings suggest that both the contractual and competence perspectives provide valuable complementary insights into the determinants of alliance form. Copyright © 2003 John Wiley & Sons, Ltd. 相似文献
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Effective interim collaboration: how firms minimize transaction costs and maximise transaction value
Jeffrey H. Dyer 《战略管理杂志》1997,18(7):535-556
This study of automotive transaction relationships in the U.S.A. and Japan offers data which indicate that transaction costs do not necessarily increase with an increase in relation-specific investments. We empirically examine the conditions under which transactors can simultaneously achieve the twin benefits of high asset specificity and low transaction costs. This is possible because the different safeguards which can be employed to control opportunism have different set-up costs and result in different transaction costs over different time horizons. We examine in detail the practices of Japanese firms which result in effective interfirm collaboration. © 1997 by John Wiley & Sons, Ltd. 相似文献
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Tailan Chi 《战略管理杂志》1994,15(4):271-290
The paper develops a theoretical framework for analyzing the exchange structure in the trading of imperfectly imitable and imperfectly mobile firm resources. It first explores the conditions for such resources to be gainfully traded between firms and then investigates the interconnections between barriers to imitation and impediments to trading. A major part of the paper is devoted to developing an integrative and yet parsimonious model for assessing the exchange structure between firms that are involved in the trading of strategic resources in the face of signifcant transaction cost problems. The model is applied in the last part of the paper to the analysis of the choice between acquisitions and collaborative ventures. 相似文献
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When faced with the strategic choice of going direct to market versus the option of using intermediaries, a firm is posited to evaluate the benefits to customers from going direct to market, and the transaction costs involved in using intermediaries. In this paper, we discuss how these evaluations might differ depending upon the microcharacteristics of the exchange domain. Based on these theoretical considerations, specific propositions are offered regarding the conditions under which firms might rely more heavily on direct channels. These propositions are tested by conducting a cross'sectional empirical analysis using a large sample of manufacturing firms operating in diverse exchange domains. We also control for the impact of macrolevel environmental characteristics, as well as firm-level characteristics that may influence the direct to market decision. Our empirical results confirm that customer benefits and transaction costs are important considerations in going direct to market. 相似文献
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George S. Day; 《Journal of Product Innovation Management》2024,41(4):724-734
Firms that capture the benefits of innovation opportunities ahead of their rivals achieve superior rates of organic growth. These growth leaders don't wait for opportunities to appear before reacting. Instead, they systematically search for opportunities to select for development. Qualitative case analyses of four growth leaders found that each used two types of heuristics or rules of thumb while capturing innovation opportunities. Their top-down strategy heuristics were revealed with a wide-spectrum framework that reimagined and stretched each dimension of their strategy. Growth leaders also used bottom-up process heuristics to routinize and share their approaches to capturing innovation opportunities throughout their organization. These heuristics are a useful lens for studying innovation practices and suggest fruitful avenues for further research. 相似文献
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Joseph T. Mahoney 《战略管理杂志》1992,13(8):559-584
Vertical integration is a fundamental corporate strategy of interest to the fields of strategic management and organizational economics. This paper synthesizes theoretical arguments and empirical findings from this literature to identify the underlying advantages and disadvantages of choosing vertical financial ownership relative to vertical contracts. It then suggests that in the absence of agency and transaction costs, vertical financial ownership and vertical contracting are equivalent governance structures for achieving corporate objectives. However, given a world of positive agency and transaction costs, the key theoretic question then becomes predicting when market mechanisms are sufficient, when intermediate forms of vertical contracting become necessary, and when vertical financial ownership becomes the preferred governance structure. The concluding section of the paper provides a framework for making this analysis based on a synthesis of agency and transaction costs perspectives. 相似文献
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This paper proposes that transaction costs and capabilities are fundamentally intertwined in the determination of vertical scope, and identifies the key mechanisms of their co‐evolution. Specifically, we argue that capability differences are a necessary condition for vertical specialization; and that transaction cost reductions only lead to specialization when capabilities along the value chain are heterogeneous. Furthermore, we argue that there are four evolutionary mechanisms that shape vertical scope over time. First, the selection process, itself driven by capability differences, dynamically shapes vertical scope; second, transaction costs are endogenously changed by firms that try to reshape the transactional environment to increase their profit and market share; third, changes in vertical scope affect the nature of the capability development process, i.e., the way in which firms improve their operations over time; and finally, the changes in the capability development process reshape the capability pool in the industry, changing the roster of qualified participants. These dynamics of capability and transaction cost co‐evolution are illustrated through two contrasting examples: the mortgage banking industry in the United States, which shows the shift from integrated to disintegrated production; and the Swiss watch‐manufacturing industry, which went from disintegration to integration. Copyright © 2005 John Wiley & Sons, Ltd. 相似文献
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James Richardson 《战略管理杂志》1993,14(5):339-350
Japanese auto makers are reported to enjoy high supplier performance through long-term relationships, specific investments, and sole sourcing. Quality management consultants in the U.S. have been strongly advocating adoption of these practices. But economic and management theorists would predict that the combination of a high level of relationship-specific investments and sole sourcing will lead to problems with supplier performance. In fact the Japanese auto makers use a hybrid form of organization we term parallel sourcing. We present a transaction costs model that shows how parallel sourcing provides incentives for supplier performance associated with multiple sourcing while preserving claimed benefits of sole sourcing. 相似文献
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文化因素对企业经营绩效影响的研究 总被引：12，自引：0，他引：12
本文利用霍夫斯塔德（Hofstede）和他的同事跨文化研究的相关成果,结合新制度经济学的交易成本分析工具,对文化因素与企业经营绩效的关系进行了理论研究．并利用1995年世界最大500家公司的面板数据等．对文化因素与企业经营绩效的关系进行了计量检验,结果显示,个人主义与集体主义、权力距离和合作性三个文化因素对企业经营绩效有显著的影响。在此基础上．本文分析了文化因素对我国企业经营绩效的影响．并提出了相关的政策建议． 相似文献
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Kiyohiko Ito 《战略管理杂志》1995,16(6):431-446
This paper analyzes spinoffs of Japanese firms and the use of the spinoff as an instrument to achieve corporate growth objectives. The initial separation of the organizations and its governance mode are analyzed in the context of transaction costs theory. Spinoffs may be created in order to (1) balance costs associated with managing diversified businesses, (2) generate growth based on core competencies of a firm, and (3) pursue an efficient internal labor market. In a changing environment, the spinoff has been a widely used flexible organizational arrangement that is suitable to survival and offers an alternative way of diversification. 相似文献
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Focusing on proving or disproving transaction cost economics has led to a relative neglect of some key drivers of vertical scope, such as differences in productive capabilities (as opposed to capabilities of governance). We consider how productive capability differences can shape vertical scope through gains from trade. Using highly detailed data from the mortgage banking industry, we find productive capabilities to be a key determinant of the make‐vs.‐buy decision. Our analysis also suggests firms' attempts to leverage a comparative advantage can also lead to the use of mixed governance modes (both ‘make’ and ‘buy’ in a particular part of the value chain). We conclude that the distribution of productive capabilities along the value chain, catalyzed by transaction costs, ultimately drives vertical scope. Copyright © 2005 John Wiley & Sons, Ltd. 相似文献
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Why would managers in the same firm differ in their attention to opportunity versus threat aspects of the same exogenous shock? Drawing on the attention‐based view, strategic issue diagnosis theory, and construal level theory, we propose and test a theoretical model of differentiated attention among managers within a firm driven by desirability (shock distance) and feasibility (capability perception) considerations. Managers more distant from the locus of the shock and managers with stronger ex ante perceptions regarding organizational capabilities to address the shock paid more attention to opportunity aspects and less attention to threat aspects. We also found subordination effects between shock distance and capability perception, and a moderating role of domain‐specific experience on the effects of capability perception.Copyright © 2012 John Wiley & Sons, Ltd. 相似文献
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沃斯(Charles Frederick Worth)作为高级女装的创始人,把高级女装理想化、制度化,使其更适合男性的审美观、艺术观、价值观。沃斯的成功不仅仅是因为他在设计上的天分,更重要的是他清楚地认识并顺应了他生活的那个年代。沃斯对时装业的影响不仅在于开创了高级时装,更可贵的是他伟大的想象力和独特的设计理念,这些都为后世产生了深远影响。他的创新精神在今天仍有其借鉴意义。 相似文献