Asset specificity and economic organization

Riordan, Michael; Williamson, Oliver E.

doi:10.1016/0167-7187(85)90030-x

Cited by 493 publications

(301 citation statements)

References 11 publications

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“…Longterm relational contracts (Masten & Crocker, 1985;Mulherin, 1986;Wiggins & Libecap, 1985), impartition policies (Barreyre, 1988), tapered and quasi-integration (Porter, 1980), joint ventures (Harrigan, 1988), franchising (John, 1984;Norton, 1988;Rubin, 1978), networks (Jarillo, 1988: Thorelli, 1986), quasi-firms (Eccles, 1981), hybrids (Borys & Jemison, 1989), and "vertical financial ownership" (Flaherty, 1981) are some of the "institutions of capitalism" (Williamson, 1985) which emerged in response to the inadequacies of "classical market contracting" (Macneil, 1980). The generalizable thesis of the transaction cost literature is that the particular institution (governance structure) chosen to implement the strategy of vertical integration mainly serves efficiency purposes (Bork, 1978;Williamson, 1985 (Simon, 1978 Contractual problems become acute when there are small numbers bargaining, a situation that occurs when transactions involve human, physical or site "asset specificity" (Spiller, 1985;Williamson, 1979 (Joskow, 1985a Goldberg & Erickson, 1987;Hennart 1988b;Klein, 1988;Palay, 1984;Teece, 1976), formal modeling (Kleindorfer & Knieps, 1982;Masten, 1982;Riordan & Williamson, 1985) and statistical testing (Anderson & Schmittlein, 1984;Armour & Teece, 1980;Caves & Bradburd, 1988;Heide & John, 1988;…”

Section: The Advantages Of Vertical Integration Strategymentioning

confidence: 99%

The choice of organizational form: Vertical financial ownership versus other methods of vertical integration

Mahoney

1992

Strategic Management Journal

360

253

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Section: The Advantages Of Vertical Integration Strategymentioning

confidence: 99%

The choice of organizational form: Vertical financial ownership versus other methods of vertical integration

Mahoney

1992

Strategic Management Journal

360

253

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“…A nova conjuntura conduziu a modos de governança (mercado, hierarquia e híbri-do) compatíveis com o nível de competitividade de cada mercado. Essa estrutura emerge ante uma necessidade de inserção de tecnologias e criação de salvaguardas e barreiras à entrada a concorrentes, conduzindo a aglutinação de firmas com mesmos interesses, seja em formato de redes ou clusters, aperfeiçoados pelo nível de relacionamento entre os agentes (COASE, 1991;WILLIAMSON, 1983WILLIAMSON, , 1989WILLIAMSON, , 1991aWILLIAMSON, , 1991bWILLIAMSON, , 1996WILLIAMSON, , 2000WILLIAMSON, , 2005RIORDAN;WILLIAMSON, 1985).…”

Section: Supply Chain Management -Scmunclassified

O que o kaffee de lá tem que o café daqui não tem: um estudo comparativo entre os sistemas agroindustriais do café alemão e brasileiro

Freitas

2008

RAM, Rev. Adm. Mackenzie

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O presente artigo tem por objetivo comparar a estrutura das cadeias agroindustriais do café brasileira e alemã, visando compreender a razão que conduz a Alemanha a deter a liderança na exportação de cafés, em especial os industrializados (descafeinados, torrados em grão e/ou moídos e solúveis), considerando-se que não detém a competência na produção de cafés, que possui o Brasil. Como aporte teórico utilizaram-se as perspectivas oferecidas pelas principais estruturas de coordenação, mais especificamente o supply chain management, netchain, networks e subsistema estritamente coordenado. Como metodologia, utilizou-se a pesquisa documental, combinada com a análise de conteúdo, proposta por Bardin (2000), as quais culminaram na criação de 12 critérios. Esses critérios favoreceram a geração do Mapa de Análise Comparativa entre as Cadeias Agroindustriais do Café Brasileira e Alemã, apresentado nos resultados e análises das informações. O estudo conclui que as duas principais razões que conduzem a Alemanha ao sucesso estão centradas na forte ação estratégica de mercado das suas empresas, coordenado por uma forte governança institucional.

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“…With an increasing number of SAs setting foot in manufacturing, local related manufacturing clusters are burgeoning, with external economies of scale being increasingly enhanced [47]. It is easy for SAs and new entrants to get access to a skilled local labor pool, improve the production efficiency, and promote the growth of firms by virtue of local production networks [48].…”

Section: Local Inter-firm Relationships and Accessibility To Smbc-spementioning

confidence: 99%

Sustaining Competitiveness: Moving Towards Upstream Manufacturing in Specialized-Market-Based Clusters in the Chinese Toy Industry

Zhu

Xue

et al. 2016

Sustainability

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Western industrial cluster literature pays little attention to specialized markets (SMs) and the geographical agglomeration of distributors or sale agencies (SAs). This paper takes Linyin, Shandong, a famous commodity city in Northeastern China, as an example, to discuss the determinants that make SAs in SMs of the toy industry move towards upstream manufacturing. A structured questionnaire survey and subsequent interviews were carried out during 2011 and 2012 to collect data, and a Binary Logistic Regression Model was used to process the data. This paper looks from the perspective of global production networks theory, establishes an analytical framework that combines individual motivations of intra-firm coordination, local inter-firm relationships and dynamic cross-regional level relationships. The findings indicate that the expansion of SAs towards manufacturing allows them to sustain competitiveness under changing circumstances. The local inter-firm relationships within SM-based clusters not only makes it easy to obtain material and human resources with lower manufacturing costs, but also facilitates the access to production knowledge and technologies for an expansion of production scale. Cross-regional relationships with suppliers provide an informal channel for SAs to obtain skills, which is fundamental for an expansion into manufacturing. In addition, it is a preference for strengthening competitiveness rather than the simple pursuit of economic profit that encourages SAs to invest in manufacturing.

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Asset specificity and economic organization

Cited by 493 publications

References 11 publications

The choice of organizational form: Vertical financial ownership versus other methods of vertical integration

The choice of organizational form: Vertical financial ownership versus other methods of vertical integration

O que o kaffee de lá tem que o café daqui não tem: um estudo comparativo entre os sistemas agroindustriais do café alemão e brasileiro

Sustaining Competitiveness: Moving Towards Upstream Manufacturing in Specialized-Market-Based Clusters in the Chinese Toy Industry

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