航空公司交叉持股对产能共享策略的影响研究

产能共享与交叉持股是航空公司常用的运作与财务策略,两种方式都能在一定条件下起到缓和竞争的作用。本文考虑两家航空公司的两种交叉持股模式,构建了包含顾客忠诚度的价格竞争模型,依据产能是否对称以及是否实施产能共享策略形成八种不同的情形,求解并分析了不同情形下的最优价格决策及对应期望利润。通过对比不同情形下的利润,本文发现,在单向持股模式下,当产能对称时,两家企业始终愿意采用产能共享策略,而当产能不对称时,如果存在产能共享,产能较小的企业将更愿意降低产品价格,导致市场竞争加剧,从而损害产能较大企业的盈利能力。因此,只有当持股比例相对较小时企业才愿意实施共享产能策略。在交叉持股模式下,当产能对称时,企业在交叉持股比例适中时才愿意实施产能共享策略。而当产能不对称时,企业始终不愿意采用产能共享策略。这也表明产能共享和交叉持股策略之间存在一定的相互替代作用,企业应根据不同市场状态协调使用两种策略。     

Incentives for information sharing in duopoly with capacity constraints

We study the ex ante incentives for firms to share their private information in a Cournot duopoly with capacity constraints. In both demand and cost information sharing games, we show that the incentives can be reversed when some equilibrium solutions are binding on capacity. Especially, we identify some conditions under which partial information sharing is the dominant strategy under both games. Numerical examples are provided for illustration. In addition, we show that information sharing does not necessarily increase social welfare.     

传统渠道与电子渠道预测信息分享的绩效研究

多渠道冲突与治理成为电子商务环境理论与实践的关键问题,信息分享研究主要集中于传统渠道结构,忽略了传统渠道与电子渠道混合的结构特征.主要研究传统零售商渠道与制造商控制的电子渠道竞争环境信息分享的绩效问题,该文通过构建模型考察了市场风险、两个渠道的潜在市场份额、信息预测精度、渠道的竞争强度对信息分享各渠道成员绩效的影响.从而识别了制造商与零售商信息分享选择的博弈结构与行为特征,得到不同于传统渠道结构信息分享的绩效结果.     

The relationship between organizational value sharing and influence over strategic decisions

This study examines the relationship between influence in the strategic decision-making process and the sharing of organizational values. Findings from a quick service restaurant chain indicate that perceptions of value sharing are associated with the ability to influence critical strategic issues. The assessed ability of various corporate departments to influence specific strategic decisions differs according to the type of value shared and the degree of value sharing. Few differences in results exist as a function of value sharing with the top management team (vice presidents) versus value sharing with the founder/CEO. Implications of the results and the need to continue empirical exploration of value-based explanations for strategic decision making are discussed.     

A moderated mediation model of the relationship between abusive supervision and knowledge sharing

This study uses the conservation of resources theory to examine the influence of a leader's destructive behaviors by investigating how emotional exhaustion resulting from abusive supervision affects employees' knowledge-sharing behaviors. Using a moderated mediation framework, this study suggests that organizational justice moderates the positive relationship between abusive supervision and employees' emotional exhaustion and attenuates the negative indirect effect of abusive supervision on employees' knowledge-sharing behaviors. The results of this study, drawn from a sample of 202 dyads comprising full-time employees and their immediate supervisors, support most of its hypotheses. The implications and limitations of the study, as well as directions for future research, are discussed.     

Modelling the tradeoff between postponement capacity and forecast accuracy

The ability to offer rapid delivery of a wide variety of customised products requires companies to maintain high levels of product inventories to quickly respond to customer demands. One alternative for reducing final product inventories while providing the required customer service level is delayed product differentiation, known as postponement. This strategy, however, can result in significant costs of increasing capacity at the postponement stage. Another alternative is to improve forecast accuracy, resulting in costs associated with more sophisticated forecasting methodologies. In this study we model the costs associated with each alternative and the resulting reductions in inventory levels, while maintaining a constant service level. We illustrate the interaction between these variables using a numerical example motivated by our work with a local manufacturer of non-durable household goods. Our findings show that large cost differences can exist between the two strategies, and that these costs play a significant role in determining the best strategy. Also, the value of the product (through holding cost) sets a limit on the benefit that can be realised by either strategy. These results have important managerial implications that should be considered when making the postponement decision.     

Cooperation among competitors as status-seeking behavior: Network ties and status differentiation

Status-based affiliation represents a valuable resource in economic exchange. However, affiliation strategies introduce a status ordering paradox: whereas higher status actors seek to maintain status hierarchies, lower status actors strive to affiliate with more prestigious actors. In this paper, using original data on the network of social and professional ties among 72 hotel managers clustered in an Italian hotel district, we develop a theory of status-seeking behavior that involves the exchange of status for valued resources.     

Information sharing in supply chains

Supply chain is defined as a system of suppliers, manufacturers, distributors, retailers and customers where material, financial and information flows connect participants in both directions. Most supply chains are composed of independent agents with individual preferences. It is expected that no single agent has the power to optimise the supply chain. Supply chain management is now seen as a governing element in strategy and as an effective way of creating value for customers. The so-called bullwhip effect, describing growing variation upstream in a supply chain, is probably the most famous demonstration that decentralised decision making can lead to poor supply chain performance. Information asymmetry is one of the most powerful sources of the bullwhip effect. Information sharing of customer demand has an impact on the bullwhip effect. Information technology has lead to centralised information, shorter lead times and smaller batch sizes. The analysis of causes of the bullwhip effect has lead to suggestions for reducing the bullwhip effect in supply chains by strategic partnership. Supply chain partnership leads to increased information flows, reduced uncertainty, and a more profitable supply chain. The cooperation is based on contacts and formal agreements. Information exchange is very important issue for coordinating actions of units. New business practices and information technology make the coordination even closer. Information sharing and strategic partnerships of units can be modelled by different network structures.     

Power sharing at senior management levels

The paper presents research findings on decision making and differences in skill perception between 55 dyads of German managers of large organizations. These findings are related to research on carefully matched samples in the U.S. and U.K. The data, while still confined to two variables (two vertical and one horizontal method of measuring power sharing, and two ways of measuring perceptual differences between closely related decision makers), confirm the validity of a contingency model of managerial decision making and power sharing.     

The ethical aspects of gain sharing with physicians

Gain sharing arrangements involving physicians can be a model combination of ethical business practices and maximizing profits. Or, gain sharing can be as unethical as fee-splitting was at the turn of the century, and as corrupt as any conflict of interest. The devil is--or is not--in the details.     

Supply chain coordination using revenue-dependent revenue sharing contracts

A typical single period revenue sharing contract specifies a priori a fixed fraction for the supply chain revenue to be shared among the supply chain players. Over the years, supply chains, especially in the movie industry, have adopted multi-period revenue sharing contracts that specify one fraction for each contract period. These revenue sharing contracts are of revenue-independent type such that the revenue sharing fractions are independent of the quantum of revenue generated. Motivated by the recent events in Bollywood – one of the popular arms of the Indian movie industry – in this paper we develop and analyze a game theoretic model for revenue-dependent revenue sharing contracts wherein the actual proportion in which the supply chain revenue is shared among the players depends on the quantum of revenue generated. Our aim is to understand why revenue-dependent revenue sharing contracts are (or not) preferred over revenue-independent contracts. We also examine if supply chains can be coordinated over multiple periods using both types of revenue sharing contracts. We build a two-period model characterizing supply chains in the movie industry and highlight the implications of the multi-period contractual setting for the supply chain coordinating revenue sharing contracts. We show that supply chains can be perfectly coordinated using both types of revenue sharing contracts; however, there exist situations in which revenue-dependent contracts outperform revenue-independent contracts. Using revenue-dependent revenue sharing contracts supply chains can be coordinated while providing positive surplus to the supply chain players that is otherwise not possible under certain situations in revenue-independent contracts. We also demonstrate how revenue-dependent contracts enhance supply chain coordination and highlight their significance when the drop in the revenue potential from one period to another is moderate.     

Critical factors affecting information sharing in supply chains

Abstract

The aim of this paper is to empirically examine a comprehensive list of factors that are anticipated to affect information sharing (IS) in supply chains (SC) in the context of a landlocked developing country Nepal. A survey questionnaire was developed and data were collected from 131 supply chain participants in Nepal. Exploratory factor analysis and path analysis were conducted to examine the fitness of the proposed model and the relationships between the identified factors and information sharing. The results suggest that interaction routines and personal connection influenced both operational and strategic information sharing while organisational compatibility, incentives, project payoffs, commitment (inter-organisational), top management commitment and supply network configuration affected operational IS and government support and monitoring were associated with strategic IS. The paper provides empirical evidence on how information sharing is affected in the context of a landlocked developing country. The paper also identifies and discusses the similarities and differences in the importance of these factors on information sharing between developed and developing countries. The main limitation is the moderate sample size as compared to the large number of variables contained in the study which may have limited the use of analytical tools. The study provides a better understanding of information sharing behaviours of supply chain participants in Nepal which will help firms to develop strategies accordingly to enhance information sharing.     

Motivating knowledge sharing through a knowledge management system

Based on both economic and sociological theory, the effects of supervisory control and organizational support on the frequency and effort of individuals in contributing their personally held valuable knowledge to a “best practices-lessons learned, repository-based” knowledge management system (KMS) were compared. Supervisory control, as expected, had significant impact on frequency, but it also had unexpectedly significant influence on effort. When system variables—usefulness and ease of use—were controlled for, the organizational support measure had little effect on either outcome. These results provide greater support for economic-agency-theory motivators of knowledge sharing and lesser support for organizational support motivators than has been previously believed. They also emphasize the important impact of systems variables in motivating KMS use. Since the study was conducted in a government (joint civilian–military) organization, the organizational type may significantly influence the results. However, since the result is contrary to the conventional wisdom that suggests that a “knowledge-sharing culture” is all-important, at the very least, this study shows that the nature of the organization may moderate the relationship between the motivational approach and the outcomes.