Balancing vertical integration and strategic outsourcing: effects on product portfolio,product success,and firm performance

Most prior research has focused on vertical integration or strategic outsourcing in isolation to examine their effects on important performance outcomes. In contrast, we focus on the simultaneous pursuit of vertical integration and strategic outsourcing. Our baseline proposition is that balancing vertical integration and strategic outsourcing in the pursuit of taper integration enriches a firm's product portfolio and product success, and in turn contributes to competitive advantage and thus to overall firm performance. We derive a set of detailed hypotheses, and test them on a unique and fine‐grained panel of longitudinal data documenting over 3,500 product introductions in the global microcomputer industry. The results provide strong support for the notion that carefully balancing vertical integration and strategic outsourcing when organizing for innovation helps firms to achieve superior performance. Copyright © 2006 John Wiley & Sons, Ltd.     

Vertical integration and innovation

Innovation is a driving force for most industries, where it moreover affects many stages of the vertical chain. We study the impact of vertical integration on innovation in an industry where firms need to undertake risky R&D investments at both production and distribution stages. Vertical integration brings better coordination within the integrated firm, which boosts its investment incentive at both upstream and downstream levels. However, it is only mutually beneficial for firms to integrate when both upstream and downstream innovations are important. When innovation is irrelevant at one level, firms favor instead vertical separation. The analysis provides insights for the wave of mergers and R&D outsourcing observed in the pharmaceutical industry and other vertically related industries.     

Value creation in innovation ecosystems: how the structure of technological interdependence affects firm performance in new technology generations

The success of an innovating firm often depends on the efforts of other innovators in its environment. How do the challenges faced by external innovators affect the focal firm's outcomes? To address this question we first characterize the external environment according to the structure of interdependence. We follow the flow of inputs and outputs in the ecosystem to distinguish between upstream components that are bundled by the focal firm, and downstream complements that are bundled by the firm's customers. We hypothesize that the effects of external innovation challenges depend not only on their magnitude, but also on their location in the ecosystem relative to the focal firm. We identify a key asymmetry that results from the location of challenges relative to a focal firm—greater upstream innovation challenges in components enhance the benefits that accrue to technology leaders, while greater downstream innovation challenges in complements erode these benefits. We further propose that the effectiveness of vertical integration as a strategy to manage ecosystem interdependence increases over the course of the technology life cycle. We explore these arguments in the context of the global semiconductor lithography equipment industry from its emergence in 1962 to 2005 across nine distinct technology generations. We find strong empirical support for our framework. Copyright © 2009 John Wiley & Sons, Ltd.     

Vertical integration,innovation, and alliance portfolio size: Implications for firm performance

We examine the consequences of alliance portfolio configuration by focusing on contingencies that affect the impact of alliance portfolio size on innovation and financial performance. While increasing alliance portfolio size is expected to positively impact innovation and financial performance, we propose that, at high levels of innovation of the focal firm, increasing alliance portfolio size dampens financial performance. We also propose that firm boundaries moderate the impact of alliance portfolio size on innovation and financial performance differently. Specifically, vertically integrated firms benefit less (more) than their vertically specialized counterparts in leveraging higher innovation (financial) performance with increasing alliance portfolio size. Our analysis suggests that both vertical scope and innovation levels of the firm play an important role in understanding how alliance portfolios impact performance. Copyright © 2013 John Wiley & Sons, Ltd.     

Toward an integrated theory of the firm: The interplay between internal organization and vertical integration

Research summary : Two central issues in strategic management are the determination of a firm's internal delegation and its vertical boundaries. Despite the importance of these issues, there is scant analysis concerning their interaction. Using a comprehensive database of the construction industry, we show that vertical integration positively influences the centralization decision and that the main mechanism driving this relationship is an improvement in the hierarchically coordinated adaptation of firm activities when complexity and uncertainty are high. We also observe that centralization is negatively related to the extent of relational contracts between principals and agents, and positively related to an exogenous increase in the cost of employee layoffs. Our results suggest that managers cannot consider firm boundaries and internal organization to be independent decisions. Managerial summary : We ask whether a firm's decision about vertically integrating or outsourcing its activities affects the choice of centralizing or delegating its internal decision‐making process. Our statistical analysis shows that firms with more vertical integration tend to centralize the decision‐making process and that firms that outsource more tend to decentralize more. Why? Vertical integration enables the use of centralized authority to coordinate activities that interact intensively. Accordingly, we found that the positive influence of vertical integration on centralization is especially significant in more complex and uncertain environments, when the need for coordination is higher. Thus, our results suggest that managers should choose vertical integration considering its effect on internal decision‐making processes, particularly when coordination is important. Copyright © 2015 John Wiley & Sons, Ltd.     

Does importer involvement contribute to product innovation? The role of export market factors and intra-firm coordination

Relying on insights from resource dependence and information processing theory, this study analyzes the extent to which an importer's involvement influences product innovation at the industrial exporter firm. We consider two modes of involvement, collecting importer's feedback and importer integration in the product development effort. We propose that the relationship between importer involvement and product innovation is contingent upon the level of inter-functional coordination within the development firm, and contextual factors related to the export market. Data were collected from export companies participating in different international business-to-business markets. Results show that firms with high inter-functional coordination achieved higher leverage from importer feedback, but obtain no impact from importer integration in product development (PD). Contextual factors affect the relationship between importer involvement and product innovation: importer feedback affects product innovation in environments with intense competition and low technological turbulence. Importer integration in PD has a significant effect on product innovation in environments with low competitive intensity and high technological turbulence. This study contributes to a better understanding of the conditions that allow an exporter firm to create value through external relationships. Theoretical and managerial implications of these findings are discussed.     

Product variety and vertical integration

R esearch summary: In vertical relationships, the potential for scale economy in manufacturing often calls for specialization and outsourcing. Specialization, however, depends critically on the stability of the task and contractual environment. In a highly uncertain environment, the need for frequent mutual adjustments favors integration instead of outsourcing. To evaluate vertical relationships in value chains where one stage competes on product variety under great uncertainty and the other stage competes on scale, we compare operations data at about 300 distribution centers within a major soft‐drink bottler before and after it was integrated into an upstream concentrate producer. We find that vertical integration improved coordination for the integrated firm by aligning incentives and reducing strategic information asymmetry, but it worsened coordination for upstream rivals that shared the same downstream facilities. M anagerial summary: Managers make frequent decisions about outsourcing versus integration. This article helps to crystalize the costs and benefits of integration by pointing to two important factors: the potential for economies of scale and the need for coordination under uncertainty. It studies an industry where one stage of the value chain competes on product variety under great uncertainty and the other stage competes on scale. Based on operations data at about 300 distribution centers within a major soft‐drink bottler before and after it was integrated into an upstream concentrate producer, we find that vertical integration improved coordination for the integrated firm (by reducing both stockouts and inventory, and improving sales forecasts), but it worsened coordination for upstream rivals that shared the same downstream facilities. Copyright © 2016 John Wiley & Sons, Ltd.     

Impact of Vertical Mergers on Industry Profitability: An Empirical Evaluation

Vertical integration has become an important business strategy to respond to the needs of a consumer-driven marketing system. Although one of the perceived benefits of vertical ownership integration is improved profitability of the integrated firm, empirical literature mostly ignores this issue. Using a sample of U.S. food manufacturing industries, this study examines the impact of vertical mergers on profitability. Findings show that vertical mergers negatively impact profits. This may be due to the failure of vertical mergers to create differential advantages, such as cost savings, for the integrated firm.     

The Influence of CEOs' Visionary Innovation Leadership on the Performance of High‐Technology Ventures: The Mediating Roles of Connectivity and Knowledge Integration

Senior leaders play an essential role in facilitating knowledge creation processes and driving firms' innovation performance. However, little is known about the underlying relational mechanisms by which CEOs help build knowledge integration capability and drive firm innovation. We developed and tested a conceptual model about the ways in which CEOs shape a context conducive for knowledge creation processes and drive multiple innovation performance. A field, survey‐based, study among small‐ to medium‐sized technological ventures (SMVs) showed that CEO visionary innovation leadership (manifested by both vision for innovation and enactment of the vision through specific leadership behaviors) was positively related to a context of connectivity. Connectivity was related to firm knowledge integration capacity, which in turn resulted in enhanced firm innovation (new product quality, development speed, and product innovation). The findings also indicate direct links between CEO visionary innovation leadership and knowledge integration, and between connectivity and product innovation. Implications for theory and practice are discussed.     

The organizational form of vertical relationships: Dimensions of integration

In this paper we argue that the organizational form of a buying firm's vertical relationship with a supplier can be defined as a configuration of four distinct, but related dimensions of integration. These dimensions pertain to ownership integration (the extent that the firm owns the upstream component supplier), coordination integration (the intensity of information exchange to align the two stages of production), task integration (the extent that the buying firm performs upstream tasks), and knowledge integration (the extent that the buying firm possesses knowledge about the upstream component). Ranging from fully integrated to fully disintegrated, these dimensions can be combined to form various organizational configurations that better reflect the true nature of organizational forms than one-dimensional conceptualizations. Drawing on distinct fields of research (e.g. transaction costs economics, information-processing theory, and learning) the goal of this paper is to improve our understanding of the four dimensions of integration and their interrelationships. This is an important step for future processes of configurational theory building and normative testing.     

Leadership and organizational learning's role on innovation and performance: Lessons from Spain

Leadership style has been traditionally emphasized as one of the most important individual influences on firm innovation. Scholars are now paying growing attention to the possibility that the collective capability of organizational learning plays a key role in determining innovation. We propose that leadership style, an individual feature, and organizational learning, a collective process, simultaneously and positively affect firm innovation. A structural equation model and data from 408 large firms in four sectors supported our hypotheses. Organizational learning had a stronger direct influence on innovation than CEO transformational leadership for our sample; however, leadership had a strong, significant influence on organizational learning, indirectly affecting firm innovation. Additionally, innovation positively and significantly influenced performance. Organizational learning also positively affected performance, but interestingly mainly through innovation.     

What they know vs. what they do: how acquirers leverage technology acquisitions

Existing research suggests that in acquisitions of small technology‐based firms by large established firms post‐merger integration both enables and hinders acquirers' efforts to leverage the technology of acquired firms. This apparent paradox can be resolved once we account for the qualitatively distinct ways in which acquirers leverage technology acquisitions. Integration helps acquirers use the acquired firm's existing knowledge as an input to their own innovation processes (leveraging what they know), but hinders their reliance on the acquired firm as an independent source of ongoing innovation (leveraging what they do). We also show that experienced acquirers are better able to mitigate the disruptive consequences of the loss of autonomy entailed by integration, though we find no evidence that they achieve greater coordination benefits from integration. Copyright © 2007 John Wiley & Sons, Ltd.     

高管特征、企业异质性与企业技术创新绩效——来自风电产业上市公司的经验数据

技术创新是解决目前风电产业产能过剩、缺乏核心技术发展瓶颈的重要路径,最新文献已经发现高管特征和企业异质性对企业技术创新绩效的影响,但研究结论尚存在分歧。本文以沪深两市风电产业上市公司为研究对象进行实证研究发现：高管持股和女性高管对风电企业技术创新绩效具有显著的促进作用;国有风电企业和省会城市风电企业的技术创新优势会因内部治理结构短板而丧失。将企业异质性作为调节变量进一步研究发现,国有企业中高管持股和女性高管对风电企业技术创新绩效的正向影响更加显著;区位在省会企业中高管持股和女性高管对风电企业技术创新绩效的正向影响更加显著。     

Playing a double game? Pursuing innovation through ambidexterity in an international acquisition program from the Arabian Gulf Region

Acquisitions represent a strategy for enhancing competitive responsiveness in the global management of technology and innovation. Even more than single and domestic acquisitions, cross‐border acquisition programs present opportunities for firms seeking to sustain innovation. Yet, scant attention has been paid to the innovation dynamics of pursuing multiple, international acquisitions. We remedy this gap by investigating a multinational logistics firm enacting a multi‐decade program of cross‐border, technology intensive acquisitions and achieving dual competencies in (1) innovation and ambidexterity, (2) the exploration and exploitation capabilities of ambidexterity, and (3) tight and loose integration approaches. We determine that the firm relied on contextual, temporal, and structural manifestations of ambidexterity in acquisition integration. Findings illuminate the processual nature of an international acquisition program and suggest how ambidexterity benefits the acquisition of both innovation and innovative capabilities, when a firm applies a portfolio of tight‐to‐loose integration approaches.     

Inbound open innovation for enhanced performance: Enablers and opportunities

Open innovation, defined as a firm's purposive pursuit and integration of external inputs for new product development, offers an alternative perspective on innovation. Drawing on resource-based and capability theories, this study identifies key factors that enable inbound open innovation and increase its efficacy in a business-to-business context. Because open innovation relies on external connections, relational capability—that is, the firm's ability to make and manage relationships with other firms—should enhance the effects of inbound open innovation on firm performance. Two key resources may further enhance the moderating effects of relational capability: network spillovers that indicate knowledge-rich surroundings, and flexibility that allows for responsiveness and adaptability. The authors test these relationships with data from managers in 204 business-to-business high-tech firms, as well as secondary data pertaining to firm performance and flexibility. The results support the expectations that the ability to build interfirm relationships in a knowledge-rich environment increase the efficacy of inbound open innovation for gaining superior financial performance. Interestingly, additional analyses suggest an unexpected nonlinear interaction effect with flexibility. When firms possess strong relational capabilities and adopt an open innovation approach, they achieve higher financial performance if they have a low or a high level of flexibility. The theoretical and managerial implications of these findings are discussed.     

Do Individual Employees' Learning Goal Orientation and Civic Virtue Matter? A Micro‐Foundations Perspective on Firm Absorptive Capacity

Research summary : In this study, we build on the micro‐foundations perspective and investigate how individual characteristics contribute to the development of firm absorptive capacity. In particular, we assess how individual learning goal orientation affects firm potential and realized absorptive capacity. Furthermore, we study how individuals' civic virtue acts as a micro‐level social integration mechanism that moderates the effect from firm realized absorptive capacity to potential absorptive capacity. Using the multilevel structural equation modeling technique and data from 871 core‐knowledge employees nested in 139 high‐technology firms, we find support to our major hypotheses. Together, this study finds support for the micro‐foundations' perspective and generates novel insights on how individual‐level factors could be linked with firm‐level heterogeneity in absorptive capacity. Managerial summary : We study how employees' characteristics contribute to a firm's absorptive capacity, that is, the ability of a firm to identify, assimilate, and exploit knowledge from the environment. Because firms have increasingly tapped into external resources to foster innovation over the past two decades, absorptive capacity is crucial to firm learning and success. Using data from 871 core‐knowledge employees in 139 high‐technology firms, we find that individual employees' learning goal orientation, the tendency to seek improvements in employees' competence and to understand or master new things advances the development of a firm's potential and realized absorptive capacity. More important, individual employees' civic virtue, the discretionary involvement in company issues, serves as a social integration mechanism that reduces the gap between firm potential and realized absorptive capacity. Copyright © 2017 John Wiley & Sons, Ltd.     

Strategy,structure and performance of major U. S. Oil companles: Evidence from line of business data

In this paper we assess the influence of size, market share, and vertical integration on upstream (oil and gas production) and downstream (refining and marketing) profit rates for twenty-five large petroleum companies. We use pooled time series and cross section line of business data collected by the Financial Reporting Service of the Energy Information Administration. We employ a fixed effects model which allows for firm specific characteristics and a proxy variable to control for firm efficiency. We find that firm structure has differential impacts on performance between upstream and downstream lines of business and that lending firms are differentially impacted by structural variables, compared to other firms in the industry. Firm specific factors are also found to be significant determinants of profit raten.     

Asset specificity and vertical integration in franchising

This study empirically tests transaction cost hypotheses with the use of data on publicly-owned franchised firms. We employ measures of the proportion of company-owned outlets for the degree of integration and brand name capital for the degree of asset specificity. The results suggest that for the sampled firms the degree of asset specificity is positively related to the degree of vertical integration. Additionly, increases in the real interest rate and firm growth rates are found to be positively related with vertical integration, while increases in unanticipated growth and firm experience are negatively related with vertical integration.     

EVIDENCE ON THE ROLE OF FIRM CAPABILITIES IN VERTICAL INTEGRATION DECISIONS

The capabilities approach to the firm postulates that firms vertically integrate activities for which they possess capabilities that are superior to potential suppliers'. The comparative contracting approach, in contrast, emphasizes high asset specificity as leading to vertical integration. This paper compares the two sets of explanations on make-or-buy decisions made by a large firm. It finds that in some cases asset specificity alone is determinant, but in others capabilities and combinations of considerations are explanatory. Analysis of the data also provides insights about the mechanisms through which capabilities operate. In particular, the similarity of the knowledge bases associated with various activities, and the time required to acquire knowledge, appear as important indicators of the importance of capabilities to vertical integration decisions.     

Mutual commitment to support exchange: relation‐specific IT system as a substitute for managerial hierarchy

This paper examines the effects of information technology (IT) on the governance of vertically related firms. We propose that a highly relation‐specific IT system in inter‐firm transactions plays a key role in the resulting inter‐firm governance as a mutual sunk‐cost commitment, in terms of leading to both less vertical integration (i.e., a change in governance mode as a first‐order effect) and a smaller number of suppliers (i.e., a change within a governance mode as a second‐order effect). As a result, this highly relation‐specific IT system (bilateral investment) can be an alternative governance mode of electronic integration that acts as a substitute for managerial hierarchy and vertical financial ownership. From a strategic management perspective, this paper provides transaction costs and resource‐based explanations on IT systems' impact on the organizational boundary decision and its impact on the likelihood of the firm achieving sustainable competitive advantage. Copyright © 2006 John Wiley & Sons, Ltd.