共查询到19条相似文献，搜索用时 250 毫秒
1.
2.
本文建立了一个分析基于不同标准的双竞争专利联盟市场绩效的动态博弈模型。考虑一个由上下游两部分构成的完全信息垂直结构市场,其上游是专利标准许可市场,下游是差异化产品市场,运用逆向归纳法求解竞争性专利联盟情况下子博弈精炼纳什均衡,并与单一联盟情况下的市场绩效进行比较静态分析。研究表明,竞争性专利联盟具有更高的市场绩效:(1)双竞争联盟降低了联盟设置的许可费,有利于新企业进入下游产品市场,促进下游厂商的竞争;(2)双竞争联盟降低了联盟收益,促进了上游企业的竞争,将利润从上游企业向下游企业转移;(3)双竞争联盟降低了下游厂商的生产成本,降低最终产品的价格,增加了产品的社会总产量,提高了消费者剩余。 相似文献
3.
基于供应链上存在两个上游厂商和无数个下游厂商的完全竞争市场结构的假设,分析了上游一家厂商独立进行研发活动,以及与下游部分厂商构建纵向RJV的两种创新形式.进而研究纵向溢出效应对企业研发活动和社会福利的影响.研究结果表明:纵向溢出效应并不像想象中那样会给下游企业带来明显益处,构建纵向RJV后的纵向溢出效应临界值大于上游企业独立研发时的溢出效应临界值,纵向溢出效应在一定程度上损害了加入纵向RJV的下游厂商利益.为保证社会福利最大化,政府应鼓励企业构建纵向RJV,并根据纵向溢出效应水平对进行研发活动的企业进行补贴. 相似文献
4.
近年来随着全球经济一体化和专业分工的发展,提高核心竞争力的企业经营理念日渐深入人心,外包作为一种新型的企业组织管理形式应运而生,文章首先从理论上对企业外包行为提出了基于分工与专业化水平上的经济学解释,并分析了目前我国企业面临的外包现状,进而提出了一整套企业国际化战略组合,以应对当前的外包市场高速发展的局面. 相似文献
5.
宋丹 《内蒙古科技与经济》2008,(14)
文章认为,基于当今激烈的市场竞争时代,如何能保持持久稳定的竞争优势是每个企业面临的主要战略问题.传统的竞争模式--企业对上游和下游同时实现控制(纵向一体化),以便控制资源的竞争模式已经不能适应当今经济的发展,企业只有通过对部分业务的外包,与上游下游的合作方形成一种长期协助、信任、双赢的关系模式,才能获得比较稳定的竞争优势,这就是横向一体化的供应链管理模式. 相似文献
6.
剖析了战略联盟产生的时代背景,认为战略联盟是介于市场与科层组织之间的一种组织机制,经历了价格联盟、产品联盟与知识联盟三种形式。提出企业建立战略联盟可防止过度竞争与分散研发风险,使企业在联盟范围内有效地组织和利用经营资源,从而提高企业竞争力。 相似文献
7.
战略联盟与企业竞争力 总被引：1，自引：0，他引：1
战略联盟是介于市场与各层组织之间的一种组织机制,经历了价格联盟、产品联盟与知识联盟三种形式。企业建立战略联盟可防止过度竞争与分散研发风险,使企业在联盟范围内有效地组织和利用经营资源,从而提高企业竞争力。 相似文献
8.
业务外包网络组织结构与企业可持续发展 总被引：1，自引：0，他引：1
业务外包与市场购买同为企业从外部取得投入的方式,但存在着重要区别。业务外包与专业化或多元化也并无必然联系。业务外包经常采用战略联盟的形式,是企业实现可持续发展的重要手段。同时分析了网络组织结构适应企业业务外包经营模式的发展及网络组织具有的特征。 相似文献
9.
企业战略联盟是一种动态的、开放的体系,是一种松散的企业的组织形式.分析了战略联盟的主要动因和渠道战略联盟在实施过程中面临的难点.渠道的战略联盟是新时期渠道群体行为的必然选择,渠道机构成员要充分认识其意义,在提高渠道整体效益的前提下,谋取渠道个体成员利益的实现. 相似文献
10.
11.
本文选取2015-2018年新能源汽车产业110家上市公司面板数据,探索政府补助与市场融资及其协同配合对企业研发创新影响的差异性。结果显示,新能源汽车产业政府补助对企业研发创新具有显著激励效应,市场融资并未显著促进企业研发创新,政府补助与市场融资协同配合能有效促进新能源汽车产业研发创新。通过进一步研究发现,处于不同新能源汽车产业链阶段的企业,政府补助对中上游企业研发创新的激励效应更大,而市场融资对下游企业研发创新的激励效应更大,政府补助与市场融资协同配合对中上游企业研发创新的激励效应更大。同时,相对于国有企业,新能源汽车产业政府补助与市场融资及其两者协同配合对非国有企业研发创新的激励效应更大。本文在一定程度上丰富了创新激励与政府干预理论,并为政府扶持新能源汽车产业精准设计创新政策提供理论指导。 相似文献
12.
国内外一些研究认为多元化战略特别是非相关多元化战略的实施会损害企业的价值和核心竞争力。但是在技术迅速变化的年代,传统的以资源为基础的核心竞争优势理论受到了挑战。固守企业的核心竞争力也会给企业带来组织惰性。非相关多元化意味着企业将拓展新的产品领域并投资新的技术。非相关多元化有利于企业发展一种动态能力从而适应不断变化的外部环境。
本文通过文献梳理探索了企业非相关多元化战略影响企业创新投入的内在机理。非相关多元化战略的实施扩大了企业的规模从而改变了企业创新的力度;非相关多元化战略实施企业建立的多事业部组织机构中部门经理面临的短期财务业绩考核约束了企业创新投入的力度;企业实施非相关多元化战略使用企业内部资本市场替代外部不发达资本市场增加了研发项目获得资金支持的机会;实施非相关多元化战略的企业在高度不确定环境下通过投入不同于原有产品技术的创新增强了自身适应动态变化环境的能力。
本文利用世界银行对中国12400个企业的调查数据实证研究发现总体上中国企业的非相关多元化显著促进了企业研发投入的增加。根据中国企业非相关多元化程度分类回归发现,超过90%的企业的非相关多元化程度低于5%,在0到5%区间范围内,非相关多元化与企业的创新投入显著正相关。这意味着对于绝大多数中国企业而言,由于大举进入一个完全陌生的新产品会遭遇较高的风险,这些企业只是尝试进入一个新的产业。由于新的产业与原来的产业所需要技术完全不同,新旧技术之间不存在协同效应,因此进入新领域的初期这些企业加大了研发投入。非相关多元化程度超过5%之后,非相关多元化与企业创新投入力度的相关系数为负,但是并不显著。研究还发现企业历史、企业高学历员工比例及其代表的企业所处行业的技术机会等因素都显著促进了企业创新投入,总经理短期激励则显著减少了企业创新投入。
本文还根据中国企业的制度背景进行了分类分析。无论对于国有企业还是非国有企业,非相关多元化都促进了企业的创新投入。非国有企业非相关多元化战略对创新投入的促进效果略高于国有企业。国有企业相比非国有企业更偏好非相关多元化经营和研发创新。国有企业总经理短期经济激励对企业创新投入的负面影响力度要超过非国有企业。非国有企业的历史促进了创新投入。国有企业负债率、企业经营利润率以及获利的不确定性与研发力度呈现正的联系。无论是国有企业还是非国有企业,企业所在产业的外部技术机会对企业的研发投入起到促进作用。 相似文献
13.
14.
市场势力是影响企业技术创新的重要因素,来自不同国家样本的实证检验得到了丰富而多样的经验证据,但学者们普遍忽视了一个重要问题,即市场势力在企业和行业层面具有的不同内涵,以及二者对企业技术创新行为的差异性影响。本文创新性地从微观和中观两个层面,将市场势力分为个体企业拥有的加价能力和表征市场竞争情况的行业结构,从理论上阐述了加价能力与行业结构影响企业研发投资的机制,进而构建双层线性模型处理行业和企业的双层结构数据,以中国制造业二位码行业和微观企业数据为样本进行了实证检验,结果表明：勒纳指数对企业研发投资的影响显著为负,说明加价能力越强创新投入反而越低,并不存在预期的熊彼特效应;对于有研发企业而言,行业结构通过勒纳指数发挥间接作用,市场集中度的降低有利于削弱勒纳指数对企业研发投资的抑制作用,产生逃离竞争效应,而此种效应在大中型企业中更为突出,对于行业中的小型企业而言,市场竞争并不能起到激励研发投资的效果。 相似文献
15.
组织合作网络结构对企业绩效的影响有两类相反的作用机制：网络闭合和网络开放。论文认为,哪种机制起作用取决于企业所面临的创新任务以及知识来源在网络中的位置。基于汤森路透、USPTO和Compustat三个数据库,论文构建1990-2001年生物技术和医药产业追踪数据,采用社会网络分析方法、固定效应和随机效应模型对此问题进行实证研究。结果发现,战略联盟网络密度增加和结构洞指标增加会负向影响企业技术创新数量,正向影响企业技术创新质量;网络结构调节着直接联盟关系和间接联盟关系对企业技术创新的影响。 相似文献
16.
Many young biotechnology firms act as intermediaries in tripartite alliance chains. They enter upstream partnerships with public sector research institutions, and later form commercialization alliances with established, downstream firms. We examine the alliance activity in a large sample of biotechnology firms and find: (i) firms with multiple in-licensing agreements are more likely to attract revenue-generating alliances with downstream partners; however, (ii) the positive relationship between in-licenses and downstream alliances attenuates as firms mature, and (iii) the diversity and the quality of the academic connections of firms’ principals influences their chances of successfully acquiring commercialization rights to scientific discoveries in universities. 相似文献
17.
基于产品差异化的企业战略联盟形式选择 总被引：1，自引：1，他引：0
基于产品差异化建立了一个具有R&D过程的双寡头博弈模型。从促进技术进步、产品的价格、企业的生产规模、企业的利润以及社会总福利的角度出发,研究企业的战略联盟形式选择问题。研究表明,企业的战略联盟形式的选择不仅与研发成果溢出率有关,而且还与产品的差异度以及R&D的效率有关。 相似文献
18.
《The Journal of High Technology Management Research》2014,25(1):83-95
To speed up strategic alliance in R&D activities, different forms of R&D organization structures can be summarized into different roles including the input-oriented, the output-oriented, and the matrix organization structure. The most common mode of strategic alliance consists of horizontal and vertical integrations. However, the study adopting absorptive capacity to examine the impacts of different R&D organization structures on the performance of firms at different alliance modes has never been discussed. Therefore, the paper employs absorptive capacity to mediate the relationships between different R&D organization structures and the performance of firms. Since the theory of transaction cost economics is inadequate for addressing how well the technological knowledge develops in the organization. A conceptual model to analyze the tension between product strategies and their strategy implementation is proposed to challenge the vacancy. Practical investigation shows that a matrix R&D organizational structure mainly transfers knowledge to input-oriented R&D organizational structures in horizontal integration, and mainly integrates capabilities from output-oriented organizational structures in vertical integration. The result implies that stronger institutional environments lead to a stronger link between product strategies and their performance in vertical integration. Oppositely, the link is strengthened if more favorable attitudes and weaker management controls are present in horizontal integrations. 相似文献
19.
Major emergencies aggravate the environmental uncertainty and complexity faced by organizations. Seeking inter-organizational cooperation becomes an important strategic decision for firms to cope with the external impact of emergencies. This study uses a dual case study method, taking the 2019-nCoV outbreak as an important research background. Based on the resource dependence theory and social network theory, this study proposes the emergency organization cooperation model and analyzes its structural characteristics and key operational logic. The study found:
First, the "distributed fixed-point radiation model" and "integrated interconnected symbiosis model" are the important organizational cooperation models adopted by two core firms, "professional producers" and "cross-border convertors", in response to major emergencies. Based on the differences in resource capabilities, there is heterogeneity in the logic of core firm building emergency organization cooperation. The core firm rely on the key core resources they possess to implement "fixed-point" technical support and resource supply to the node firms with professional production qualifications, and to play the advantage of the professional producer alliance in responding to external environmental impacts and degrading production complexity. This kind of cooperation model can be abstracted into "distributed fixed-point radiation model". When core firm and their node firms conduct cross-border conversion cooperation to meet market emergency needs, their cooperation model emphasizes resource sharing and risk sharing among organization members. This cooperation model is defined as an "integrated interconnected symbiosis model".
Second, core firms with differentiated resource capabilities exhibit different emergency action paths. As a professional producers, through centralized power allocation, a unified emergency command unit is built to enhance the vertical integration capability of resources, thereby enhancing the resource locking ability of node firms; as a core firm of cross-border transition producers, by establishing specialization the project team formed a key force to solve the complexity of cross-border production, and used its ability to coordinate and transform resources to solve the rigid constraints of resources for cross-border conversion.
Third, the key logic of the operation of the two types of organizational cooperation models is different. In the "distributed fixed-point radiation model", the goal of organizational cooperation is " preventing epidemic and saving market", and due to the lack of cooperation foundation with most small and medium-sized medical mask manufacturers, the core firm and partners have adopted contract governance for effective interaction, and relied on the organizational form of "core firm leading + node firms following" to determine the participation in the cooperation subject′s rights and responsibilities. In the "integrated interconnected symbiosis" model, the value creation of organizational cooperation takes into account to fill the gap in social demand and assist the supply chain node firm to resume work. Their cooperation objectives are both "epidemic prevention and self-help". The core firm and the node firms jointly build a linkage conversion strategy on the basis of previous cooperation, and the interaction among members of the organization depends on the governance of the relationship, showing the organizational form of "core firm coordination + node firms participation". This study can enrich the literature of public crisis management based on the micro perspective of firms; in addition, the conclusions can provide policy suggestions for mitigating the impact of the epidemic on the key strategic material market, and provide management inspiration for improving the company′s defense against major emergencies. 相似文献