Inter‐temporal economies of scope,organizational modularity,and the dynamics of diversification

The question of whether corporations add value beyond that created by individual businesses has engendered much debate in recent years. Some of this debate has focused on the pros and cons of related vs. unrelated diversification. A standard explanation of the benefits of related diversification has to do with the ability to obtain intra‐temporal economies of scope from contemporaneous sharing of resources by related businesses within the firm. In contrast, this paper deals with inter‐temporal economies of scope that firms achieve by redeploying resources and capabilities between related businesses over time, as firms exit some markets while entering others. The transfer of resources due to market exit distinguishes our treatment of inter‐temporal economies of scope from standard intra‐temporal economies of scope. In addition, these inter‐temporal economies can benefit from a decentralized and modular organizational structure. This ability to obtain inter‐temporal economies of scope via organizational modularity and recombination suggests that corporations do not necessarily need a high degree of coordination between business units in order to benefit from a strategy of related diversification. Copyright © 2004 John Wiley & Sons, Ltd.     

机遇,你抓对了么

正一旦他们看准并研究透彻了特定市场上的机遇,就会制定一套聚焦战略,将注意力牢牢锚定他们认为最佳的机会,这会让战略家们一次性收获一个领域的多个机遇,而非相互割裂的一个个机会机遇稍纵即逝。对于任何企业,抓住新的增长机遇都具有战略意义上的重要性,这种重要性体现在公司整体发展、业务创新、营销创意等各个方面。更重要的是,在新的竞争环境下,公司越来越看重变革与灵活,那么是否过去强调聚焦度的战略就不再重要?     

Geographical Location of Foreign Direct Investment and Wage Inequality in China

This paper examines the relationships between distance and the transportation costs of international trade on the location‐specific effects of foreign direct invest‐ment and provincial per capita income in China. Applying the economic geography model proposed by Redding and Venables (2004), it traces the increasing wage inequality among the coastal and inland provinces by focusing on the distance of foreign‐owned firms from access to international markets and to suppliers of intermediate inputs. First, a gravity‐type equation is used to construct the ‘market access’ and ‘supplier access’ variables. Then, the effect of market and supplier access on provincial wage rates is estimated. The results indicate that distance does affect international trade and geography explains roughly one‐third of the wage differential. Greater market access increases the provincial wage gap, while larger supplier access increases the wage difference in trade destined for the foreign market but decreases the wage difference in trade targeted for the domestic market. Similar findings also result from applying the estimations to two local firm types: state‐owned enterprises and collective‐owned enterprises.     

Response to Vuori and Vuori's commentary on “Heuristics in the strategy context”

We recently introduced a research program on how firms can effectively capture fleeting opportunities using heuristics. Heuristics, we advocate, are the essence of strategy, especially in unpredictable markets where opportunities are often numerous, fast moving, and uncertain. Our emphasis on heuristics invites comparison with prominent research programs in cognitive psychology. We address this opportunity by comparing our “simple rules” heuristics approach with “heuristics‐and‐biases” and “fast‐and‐frugal” heuristics research. Collectively, the three approaches offer a rich understanding of heuristics. Copyright © 2014 John Wiley & Sons, Ltd.     

Global production networks and China's processing trade

This paper unveils a systematic pattern in China's processing trade. In a cross-section of Chinese provinces, the average distance traveled by processing imports (import distance) is negatively correlated to the average distance traveled by processing exports (export distance). To explain this pattern, we set up a three-country industry-equilibrium model in which heterogeneous firms from two advanced countries, East and West, sell their products in each other's markets. Each firm can use two modes to serve the foreign market. It can directly export its products from its home country. Alternatively, it can indirectly export to the foreign market by assembling its product in a third low-cost country, China, which is located in the vicinity of East. Our model establishes two theoretical predictions relating China's geographical location to its processing trade patterns. First, China's processing exports are negatively affected by both an increase in import distance and a rise in export distance. Second, China's processing exports to East Asian countries are more sensitive to export distance and less sensitive to import distance than its processing exports to non-Asian countries. We find empirical support for both predictions.     

Strategic Decisions and All That Jazz

This article presents some first thoughts on the significance of improvisation in the process by which strategic decisions are made.     

Rational heuristics: the ‘simple rules’ that strategists learn from process experience

While much research indicates that organizational processes are learned from experiences, surprisingly little is known about what is actually learned. Using a novel method to measure explicit learning, we track the learned content of six technology‐based ventures from three diverse countries as they internationalize. The emergent theoretical framework indicates that firms learn heuristics. These heuristics have a common structure centered on opportunity capture and are learned in a specific developmental order. This results in a deliberately small, yet increasingly strategic, portfolio of heuristics. Broadly, we contribute to the psychological foundations of strategy by highlighting the rationality of heuristics as strategy, capability creation as the cognitive transition from novice to expert heuristics, and simplification cycling as a critical dynamic capability for sustaining competitive advantage. Copyright © 2011 John Wiley & Sons, Ltd.     

On the choice of in-house production versus outsourcing by multinationals

Abstract

The global economy is becoming more integrated with the increase in international fragmentation. This paper examines two forms of global production networks in a general equilibrium framework by building on the ‘knowledge-capital model.’ The focus is the relationship between country characteristics and the multinational firm's choice either to allocate the labor-intensive processing stage in-house to its foreign affiliates or to outsource the activity to outside contractors at arm's-length. Chinese data on the export processing trade are used to test the theory. The findings show that multinational firms with their headquarters in highly skilled-labor-abundant countries of intermediate size have a preference for outsourcing. By contrast, skilled-labor-abundant countries of small size are homes to multinational firms with subsidiary production in the host country where unskilled labor is cheap.