专利技术授权、产品分销与分销渠道选择研究

从专利技术转化为现实生产力的视角,为研究技术供应商、制造商以及零售商之间的专利技术授权与分销渠道选择问题,构建不同渠道结构下的经济模型。通过模型求解,得到最优专利技术授权与产品定价决策以及分销渠道策略。研究发现：1)在专利技术授权阶段,技术供应商会策略性地选择仅包含固定授权费或者“版税提成+固定授权费”形式的授权合同;2)在产品分销阶段,制造商根据渠道成本、消费者渠道偏好、市场规模等因素来选择不同渠道结构,包括单渠道分销策略和双渠道分销策略;3)不同分销渠道选择不会影响授权合同形式,但会促使技术供应商和制造商调整各自的最优决策。最后,对原始模型进行不同维度的扩展,探究第三方电商平台模式、零售商渠道入侵模式等情形下的专利技术授权问题。     

专利保护背景下的技术供应链授权合同设计研究

为研究不对称信息下跨国最优技术授权合同设计问题,以外国企业为授权方,本国企业为被授权方,构建不完全信息博弈模型来分析外国企业的最优技术授权合同设计及其选择条件,进而考察授权合同选择、本国企业生产规模不经济等对技术授权、社会福利的影响。在此基础上,考虑本国企业选择生产外包与本国企业生产规模经济情形,对原始模型进行延伸和拓展分析。研究发现：分离合约是外国企业的最优选择,并且会策略性地选择固定收费形式或者双重收费形式的跨国授权合同;本国企业生产规模不经济并不会影响外国企业对跨国授权合同形式的选择,但会促使本国企业降低产品产量,产品价格上升;规模不经济对各个企业利润的影响取决于市场条件,但却总是会导致消费者剩余和社会福利的损失。本国企业选择生产外包与本国企业生产规模经济不会影响外国企业对跨国授权合同形式的选择,但会影响外国企业和本国企业的均衡决策。     

需求不确定性下IT服务外包合同设计与分析

IT服务业务环境和技术环境的不确定性往往会引起服务需求的不确定性.针对IT服务外包中的需求不确定性问题,运用委托代理理论设计了不同需求环境下的合同,比较分析了固定价格合同、时间材料合同和收益共享合同的系统收益.研究表明:在需求确定的情形下,3种合同的系统收益水平是无差异的,都可达到整合供应链下的系统最优收益水平;在需求不确定的情形下,固定价格合同无法达到整合供应链下的系统最优收益水平,而其它合同形式可以达到,并且其它合同与固定价格合同的系统收益之差随着需求不确定性的增大而增大.最后,通过对需求为连续分布和离散分布时的算例分析,验证并拓展了相关结论.     

基于专利保护的专利技术授权与CSR投入研究

专利保护制度是技术转移的重要制度保障,而专利授权又是技术转移并形成现实生产力的关键。针对由专利持有企业、品牌企业以及ODM组成的系统,建立不对称信息下包含专利授权和生产外包过程的博弈模型,研究最优专利授权合同设计与企业社会责任(corporation social responsibility, CSR)投入策略。研究发现：固定收费形式与双重收费形式的专利授权合同是专利持有企业的最优选择,这从理论上证明了不同形式专利授权合同的存在性及其选择条件;品牌企业总是会有动机选择CSR投入策略,并对专利持有企业和ODM产生“CSR溢出效应”;不对称信息会导致专利持有企业的利润损失,在满足一定条件下,品牌企业有动机向专利持有企业披露市场需求信息,实现“共赢”。     

CSR投入下产品质量决策与专利授权合同设计

良好的专利授权有助于激发企业持续创新的动力,实现专利技术的商业化和产业化,而产品质量则是决定企业能否取得市场竞争优势的关键。本文针对由专利持有企业和品牌企业组成的系统,考虑市场需求信息不对称以及品牌企业承担社会责任（Corporate social responsibility, CSR）,研究品牌企业产品质量决策和专利授权合同设计问题,进而分析CSR投入对各个企业利润、消费者剩余以及社会福利的影响。研究结果表明：不同市场条件下,专利持有企业会策略性地设计专利授权合同形式,即选择仅包含"一次性固定授权费"或者"一次性固定授权费+版税提成"的专利授权合同;品牌企业CSR投入并不会影响专利授权合同的形式,但会提高一次性固定授权费;CSR投入会促使品牌企业提高产品质量,但并不一定会导致产品销售价格的提高;CSR投入虽然会降低品牌企业利润,但能有效提升专利持有企业利润、消费者剩余和社会福利。     

合作生产视角下的服务外包契约设计

考虑一个客户企业与一个服务商共同努力实现服务外包项目价值的缔约问题,服务参与双方努力程度的无法验证和服务商可能拥有私有成本信息会降低服务绩效,导致服务外包失败。针对双方努力程度无法验证和服务商拥有私有信息这两类风险因素,建立甄别服务商私有信息的委托代理模型,分析非对称信息下的最优契约,刻画了合作生产性质服务外包环境特点对两类风险因素带来的不利效应的影响。研究结果表明,在服务商成本信息对称情形下,激励共享仅受合作双方的相对重要性的影响;而在服务商成本信息不对称情形下,低成本类型服务商的激励共享不变,高成本类型服务商的激励共享还与两种类型服务商的分布和成本差异相关。服务商的重要性越高,服务商私有信息带来的损失越高;服务商与客户企业的重要性相差不大时,努力程度不可验证带来的损失较高。     

专业性生产企业整体外包的管理分析

专业性生产外包是近年来比较流行的一种生产经营方式，通过将企业的一些非核心业务进行外包能够提升企业的核心竞争力、降低成本，提高企业的经济效益，同时分散企业的经营风险。本文分析了企业外包经营的优势，同时分析了企业外包管理的一些问题。     

中小企业内部审计外包的可行性分析

影响企业内部审计外包的因素很多,企业规模的大小是影响企业是否把内部审计外包出去的重要因素。本文在综合考虑中小企业自身特点的基础上,从成本和收益两方面论证了中小企业内审外包的可行性,并提出了中小企业内审外包的实施途径,以期望为中小企业的内审外包提供参考和借鉴。     

工艺设计质量信息不对称环境下质量激励合同设计

工艺设计质量决定了产品可制造性,从而对产品质量产生重要影响。在生产外包环境下,不仅供应商的质量努力难以合同化,而且工艺设计质量可能是设计者的私人信息,因此在供应商和制造商之间往往是不对称的,从而为质量激励合同设计带来挑战。本文考虑一个制造商和一个供应商构成的两级供应链。制造商可能自己设计产品,然后将生产外包给供应商,也可能将设计和生产都外包给供应商。本文分析了在这两种外包策略下,制造商的质量激励合同设计。研究发现：1）当工艺设计质量是对称信息时,制造商可以通过质量合同设计实现全局最优质量和利润;2）当工艺设计质量是制造商的私人信息时,工艺设计质量高的制造商可以通过降低对供应商的质量惩罚强度以及增加采购价格来传递工艺设计质量的信号;3）当工艺设计质量是供应商的私人信息时,制造商可以通过质量合同菜单来甄别工艺设计质量信息。与工艺设计质量是对称信息时的均衡合同相比,在针对低工艺设计水平供应商的合同中,制造商降低质量惩罚强度和采购价格;在针对高工艺设计水平供应商的合同中,质量惩罚强度不变,但采购价格提高。     

具有两阶段生产模式和需求信息更新的供应链契约研究

针对二级供应链,在基于Stackelberg博弈的批发价契约中,分析了折扣价格与零售商最优提前订购量的关系及对契约双方期望收益的影响;设计了价格折扣与回购联合的协调契约,分析了供应链系统的最优提前生产量、供应链协调条件及协调契约下制造商和零售商的期望收益变化,并在协调契约不满足制造商的个体理性约束时,提出采用不对称Nash谈判模型设计两阶段生产与订购的回购契约,在保证供应链系统整体绩效最优的条件下,使制造商和零售商利润都能得到满意增长。研究表明,三级供应链实行两阶段订购的必要条件是分销商与零售商的最优提前订购量相等,与二级供应链相比,价格折扣契约下三级供应链效率更低,但价格折扣与回购联合的契约同样能协调三级供应链,该协调契约满足零售商与分销商激励相容约束。     

Forecast Updating and Supplier Coordination for Complementary Component Purchases

We study a supply chain where an original equipment manufacturer (OEM) buys subassemblies, comprised of two complementary sets of components, from a contract manufacturer (CM). The OEM provides a demand forecast at the time when the CM must order the long lead‐time set of components, but must decide whether or not to provide updated forecasts as a matter of practice. Forecast updates affect the CM's short lead‐time purchase decision, and the anticipation of updates may also affect the long lead‐time purchase decision. While the OEM and CM both incur lost sales costs, the OEM can decide whether or not to share the overage costs otherwise fully borne by the CM. We investigate when the OEM is better served by committing to provide updated forecasts and/or committing to share overage costs. For a distribution‐free, two‐stage forecast‐update model, we show that (1) the practice of providing forecast updates may be harmful to the OEM and (2) at the OEM's optimal levels of overage risk sharing, the CM undersupplies relative to the supply chain optimal quantity. For a specific forecast‐update model, we computationally investigate conditions under which forecast updating and risk sharing are in the best interest of the OEM.     

不对称信息下考虑产能约束的供应链合同设计

本文针对由产能约束品牌制造商和零售商组成的供应链系统,考虑市场上消费者对产品的异质性偏好,以及品牌制造商和零售商之间存在信息不对称,研究品牌制造商最优合同设计与零售商定价策略,考察产能约束与不对称信息对产品定价和供应双方合作的影响。研究发现：受到产能约束的品牌制造商有三种合同策略,即低价合同、固定价格合同以及高价合同等三种合同,在低价合同下品牌制造商可以充分利用其产能约束,而在后两种合同下产品有可能滞销;不对称信息会导致"批发价格+一次性转移支付"合同不能完美协调供应链。当品牌制造商和零售商进行信息共享谈判时,若二者在高价合同下进行合作,则品牌制造商与零售商在一定条件下可以达成信息共享谈判,实现"双赢"。     

The Impact of Costliness,Competitive Importance,and Modularity of Investments on Outsourcing

This study is motivated by examples of outsourcing that are not readily explained by widely established economic theories. We extend recent literature that develops the idea that outsourcing can help firms avoid overinvestment by specifying more precisely the conditions under which this thesis is likely to apply. Our extension is realized through a two‐period game theoretic model in which the outsourcing and in‐house investments are driven by (1) the cost required to develop a product or process module, (2) competitive relevance, defined as the module's share in the production cost or the module's importance to the customer, and (3) modularity, defined as the extent to which generic investments in the module can approach firm‐specific investments in terms of the overall product/process performance. The analysis generates predictions about what types of insourcing, outsourcing, and non‐sourcing behaviors are likely to emerge in different parts of the parameter space. Outsourcing to a more concentrated industry upstream emerges at equilibrium when modularity is high, relevance low to medium, and development cost high enough that none or only a subset of focal firms wants to invest. While firms are forced to insource and overinvest due to a prisoner's dilemma when the development cost is sufficiently high relative to the module's relevance, we do not find outsourcing equilibria that solve this problem in a two‐period game with no commitment. This result implies that some form of tacit coordination in a multi‐period game may be necessary. We conclude the study with a discussion of empirical implications.     

Performance Impacts of Strategy,Information Technology Applications,and Business Process Outsourcing in U.S. Manufacturing Plants

This paper develops a conceptual model to study the role of outsourcing strategies and plant‐level information technology (IT) application infrastructure in the outsourcing of production and support business processes, as well as their subsequent impact on overall plant performance. We validate this model empirically using cross‐sectional survey data from U.S. manufacturing plants. We find that some IT applications are more effective at enabling the outsourcing of business processes than others. For example, the implementation of enterprise management systems is associated with the outsourcing of both production and support processes, whereas operations management systems are not associated with the outsourcing of plant processes. Plants with a low‐cost outsourcing strategy are more likely to outsource support processes than plants with a competency‐focused outsourcing strategy. However, both cost‐ and competency‐based strategies have a positive and similar impact on the outsourcing of production processes. In terms of implications for plant performance, our findings indicate that the outsourcing of production and support processes is associated with higher gross margins. Although plant IT infrastructure is positively associated with favorable on‐time delivery rates, there is no positive association between the incidence of plant outsourcing and on‐time delivery rates. These results have implications for crafting plant‐level outsourcing strategies and for investments in IT systems to facilitate the outsourcing of business processes for enhanced plant performance.     

不对称信息下“农超对接”供应链定价及合同设计

农超对接"模式有助于缩减农产品流通环节,缓解农户农产品"卖难"和消费者"买贵"同时存在的矛盾。本文针对由一个农户（或合作社）和一个超市组成的"农超对接"系统,考虑消费者对农产品质量偏好的异质性,且消费者偏好与农产品质量之间的不匹配成本为不对称信息,研究农产品供应链定价及合同设计问题。研究结果表明,在对称信息下,农产品总是不会滞销,农户通过"批发价格+一次性转移支付"的合同设计能够实现农产品供应链的完美协调;在不对称信息下,农户存在低批发价格合同、固定批发价格合同以及高批发价格合同等三种策略,在后两种策略下,农产品有可能滞销;不对称信息的存在总是会给农户造成损失,给超市带来额外信息租金,但不一定会造成消费者剩余或社会福利的损失;当农户选择高批发价格合同时,若满足一定条件,则超市与农户能够达成信息共享谈判而共同分享整个农产品供应链的利润。     

“研究”和“开发”与专利产出的关系研究——以全球R&D投资顶尖企业为例

由于R&D活动的宽泛性和专利申请与授权的创造性、新颖性、和实用性等标准与条件的限制,并非所有的R&D活动都能够产生专利,只有那些以满足专利申请条件的R&D活动才有可能产生专利;显然,专利产出效率与R&D投资结构具有密切关系;本文以全球R&D顶尖企业为样本,将R&D投资中的R与D进行区分,运用知识生产函数模型,分别计算R和D对专利产出的贡献;目的是揭示全球顶尖企业R&D投资结构与专利产出的关系,在发展R&D投入产出结构理论的同时,为中国企业的技术赶超与跨越发展提供新的理论支持。研究结果显示,总体而言,全球顶尖企业的R&D投资中,R经费的比例占80%左右,R对专利产出的贡献是D的2倍左右,但具体行业存在差异。研究结果除具有理论参考价值外,对中国企业的产业升级、实现自主技术创新、提升国际竞争力的R&D投资结构优化具有一定的参考价值。     

Cooperation,Contracts and Social Networks: From a Bounded to a Procedural Rationality Approach

The idea of this paper is that ifdecision-making processes are more consideredin a procedural rationality assumption, thenthe interplay of trust and calculativereasoning, and, at a more collective level, theinterplay of contracts and social networks maybe clarified. We use Lindenberg's framingtheory to define enlightened self-interest asthe rationality of contractual relationships.Cooperation is then explained by thewillingness to pursue the relationship which,from the background, decreases the salience ofthe gain frame. This willingness is supportedby a process of mutual relational signaling.When temptations of opportunism are strong,cooperation needs to be embedded, first in aformal contract and then, if stakes are toohigh, in a social network. In this framework,we show that the acceptance of contractualincompleteness by the parties is a positivesignal, which favors cooperation.     

The Role of Contract Negotiation and Industry Structure in Production Outsourcing

Despite the spread of cost‐driven outsourcing practices, academic research cautions that suppliers' cost advantage may weaken manufacturers' bargaining positions in negotiating outsourcing agreements, thereby hurting their profitability. In this study, we attempt to further understand the strategic impact of low‐cost outsourcing on manufacturers' profitability by investigating the contractual form of outsourcing agreements and the industry structure of the upstream supply market. We consider a two‐tier supply chain system, consisting of two competing manufacturers, who have the option to produce in‐house or to outsource to an upstream supplier with lower cost. To reach an outsourcing agreement, each manufacturer engages in bilateral negotiation with her supplier, who may be an exclusive supplier or a common supplier serving both manufacturers. Our analysis shows that wholesale‐price contracts always mitigate the competition between manufacturers regardless of whether they compete with price or quantity. In contrast, two‐part tariffs intensify the competition when the manufacturers compete with quantity, but soften it when they compete with price. As a result, when outsourcing with two‐part tariffs, the manufacturers may earn lower profits than they would from in‐house production, although the suppliers are more cost efficient. This suggests that managers have to be wary about the downside of using coordinating contracts such as two‐part tariffs when pursuing low‐cost outsourcing strategies. Our analysis also sheds some light on the profitability of using an exclusive supplier for outsourcing. When outsourcing with wholesale‐price contracts, the competing manufacturers are better off outsourcing to an exclusive supplier. However, when outsourcing with two‐part tariffs, the manufacturers may earn higher profits by outsourcing to a common supplier than to an exclusive one when the manufacturers' bargaining power is sufficiently strong (weak) under quantity (price) competition.