scholarly journals Costes de transacción e integración vertical: Una aplicación al sector de denominación de origen calificada Rioja

2011 ◽  
Vol 9 (2) ◽  
pp. 27 ◽  
Author(s):  
Marta Fernández-Olmos ◽  
Jorge Rosell-Martínez ◽  
Manuel A. Espitia-Escuer
Keyword(s):  
Cost Analysis ◽  
Product Quality ◽  
Transaction Cost ◽  
Vertical Integration ◽  
Value Chain ◽  
Asset Specificity ◽  
Wine Industry ◽  
Transaction Cost Theory ◽  
Theory Integration ◽  
The Relationship

This article develops and tests a model of integration of the first stage of the wine value chain, i.e. the viticulture activity. The model, derived from the transaction cost analysis developed principally by Williamson, is formulated as a tobit function, which is estimated with data from the wine industry in the Rioja’s denomination of origin. The nature of the relationship between product quality and vertical integration is also established. Consistently with the transaction cost theory, integration is associated with increasing levels of asset specificity and uncertainty. Results also indicate that the winery size significantly affects make-buy choices. As expected, more vertical integration appears to be associated with higher product quality.

scholarly journals Distrust And Dominance In Managing Alternative Work Arrangements: A Micro-Analytic Test Of Transaction Cost Theory

2011 ◽  
Vol 22 (3) ◽  
Author(s):  
Terry R. Adler ◽  
Gabriel D. Isaacs ◽  
Robert L. Steiner
Keyword(s):  
Competitive Advantage ◽  
Transaction Cost ◽  
Value Creation ◽  
Transaction Cost Theory ◽  
Sustainable Competitive Advantage ◽  
Font Size ◽  
Alternative Work Arrangements ◽  
Work Arrangements ◽  
Alternative Work ◽  
The Relationship

<p class="MsoNormal" style="text-align: justify; margin: 0in 34.2pt 0pt 0.5in;"><span style="font-size: x-small;"><span style="font-family: Times New Roman;"><span style="mso-bidi-font-size: 10.0pt; mso-bidi-font-weight: bold;">Organizations that successfully outsource may see better value-creation in creating a sustainable competitive advantage.<span style="mso-spacerun: yes;">&nbsp; </span>The objectives of this study were threefold:<span style="mso-spacerun: yes;">&nbsp; </span>a) provide a framework for studying the effects of perceived distrust that leads to dominance, b) analyze how opportunism parlays into the concept of dominance, and c) determine if the relationship between outsource partners varies by analyzing transaction characteristics.<span style="mso-spacerun: yes;">&nbsp; </span></span><span style="mso-bidi-font-size: 10.0pt;">Our research shows that firms should take caution to fully understand the effects that contract size has on a firm&rsquo;s resources.<span style="mso-spacerun: yes;">&nbsp; </span><span style="mso-bidi-font-weight: bold;"></span></span></span></span></p>

scholarly journals Influence of Transaction Costs and Governance in the Marketing of Organic Pineapples from Uganda

2018 ◽  
Vol 11 (3) ◽  
pp. 194 ◽  
Author(s):  
N. Kwikiriza ◽  
J. Mugisha ◽  
K. Karantininis ◽  
P. Rye Kledal
Keyword(s):  
Data Analysis ◽  
Transaction Costs ◽  
Transaction Cost ◽  
Cost Reduction ◽  
Asset Specificity ◽  
Trust Building ◽  
Relational Governance ◽  
Econometric Methods ◽  
Reduction Strategies ◽  
The Relationship

The organic pineapple sub-sector in Uganda has existed for slightly over 10 years. Whereas the sub-sector targets the organic market, slightly more than half of the organic pineapples produced by farmers are sold in this market and the rest is sold to the conventional market. This study aimed at determining the transaction costs that limit the amount of organic pineapples sold by farmers to the organic market. The study also aimed at establishing the relationship between the transaction costs and governance of the transactions between farmers and exporters. Data were collected from 140 organic pineapple farmers and seven organic pineapple export companies. Qualitative methods and econometric methods were used in data analysis. Findings show that there were high asset specificity and uncertainty in organic transactions, which resulted into farmers selling only a proportion of their produce to exporters. Involving farmer in contract formulation, trust, distance to collection centers and high asset specificity increased the proportion of pineapple sold by the farmers while farmers’ experience reduced the proportion sold. There were three forms of governances between farmers and organic exporters; the captive, modular and relational governance. The relational governance had the highest transaction costs, and less proportion of organic pineapples were sold in this governance. The study recommends transaction cost reduction strategies such as organizing farmers in cooperatives, trust building and engaging farmers in contract formulation.

Strategic Alliance–Based Global Sourcing Strategy for Competitive Advantage: A Conceptual Framework and Research Propositions

2001 ◽  
Vol 9 (4) ◽  
pp. 30-58 ◽  
Author(s):  
Janet Y. Murray
Keyword(s):  
Cost Analysis ◽  
Competitive Advantage ◽  
Transaction Cost ◽  
Strategic Alliance ◽  
Asset Specificity ◽  
Global Competition ◽  
Global Sourcing ◽  
Sourcing Strategy ◽  
Research Propositions ◽  
Effective Use

In an era of intense global competition, firms realize that the effective use of global sourcing contributes significantly to their market performance. Increasingly, successful firms use a higher level of strategic alliance–based global sourcing for major components by cooperating with their suppliers, even when highly specific assets are involved. This phenomenon is contradictory to the recommendation of transaction cost analysis, in which global internal sourcing should be used by firms when asset specificity is involved. Through the integration of different perspectives, the author examines variables that may influence buyer firms to rely more on strategic alliance–based global sourcing for major components when highly specific assets are involved. In addition, the author suggests that strategic alliance–based global sourcing when highly specific assets are deployed may enhance a firm's competitive advantage through the combination of resources in unique ways. This article is intended to increase managers' awareness of the strategic benefits that arise from outsourcing through partnerships with their suppliers.

Transaction Cost Theory: Inferences from Clinical Field Research on Downstream Vertical Integration

1993 ◽  
Vol 4 (3) ◽  
pp. 454-477 ◽  
Author(s):  
V. Kasturi Rangan ◽  
E. Raymond Corey ◽  
Frank Cespedes
Keyword(s):  
Transaction Cost ◽  
Vertical Integration ◽  
Field Research ◽  
Transaction Cost Theory

The Transaction-Cost Approach

2015 ◽  
Author(s):  
Pol Antràs
Keyword(s):  
Transaction Cost ◽  
Value Chain ◽  
Multinational Firms ◽  
Cost Model ◽  
Transaction Cost Theory ◽  
Cost Approach ◽  
Contractual Incompleteness ◽  
Physical Assets ◽  
International Transactions ◽  
Different Parts

This chapter develops a transaction-cost model of the internalization decision of multinational firms. A key organizational decision of firms is the extent of control that firms choose to exert over the production of the different parts and components in their value chain. In many circumstances, ownership of the input producer's physical assets is the key method to enhance such control. For this reason, this decision is often dubbed “internalization.” The transaction-cost theory has arguably been the leading paradigm in the analysis of the internalization decision in international environments. In line with this theory, it is typically perceived that vertical (or lateral) integration is an effective way for firms to deal with situations of contractual incompleteness in international transactions, in which it may be hard to provide incentives to subcontracted producers.

SMEs, Institutions, and Performance

2013 ◽  
pp. 22-41
Author(s):  
Camilla Jensen ◽  
Low Mei Peng
Keyword(s):  
Economic Development ◽  
Firm Performance ◽  
Transaction Cost ◽  
Firm Size ◽  
Analytical Framework ◽  
Transaction Cost Theory ◽  
Preliminary Discussion ◽  
Subsequent Research ◽  
And Performance ◽  
The Relationship

This chapter addresses at the outset the topic of SMEs and economic development from an institutions perspective. The authors argue that the transaction cost theory is not helpful towards understanding the role that institutions play for SME performance for several reasons. Instead, they argue for combining the resource-based theory with an institutions-based approach towards constructing a more practical and empirical oriented analytical framework. After the preliminary discussion and introduction to the different theories used, the authors then take a focus on the analytical framework used to study the relationship between the institution of competition, firm performance, and firm size distributions. This chapter studies the relationship between competition and firm size, whereas subsequent research could also involve the inclusion of other measures of institutions and firm performance.

Determinants of ICT outsourcing among the locally-owned manufacturers in Malaysia

2016 ◽  
Vol 9 (3) ◽  
pp. 324-342 ◽  
Author(s):  
Ching Seng Yap ◽  
Yet Mee Lim ◽  
Farah Waheeda Jalaludin ◽  
Teck Heang Lee
Keyword(s):  
Transaction Cost ◽  
Small Sample Size ◽  
Technical Skills ◽  
Manufacturing Firms ◽  
Small Sample ◽  
Asset Specificity ◽  
Transaction Cost Theory ◽  
Content Type ◽  
Business Skills ◽  
Resource Based Theory

Purpose This paper aims to examine the level of information and communication technology (ICT) outsourcing and its determinants in the Malaysian locally owned manufacturing firms. Drawing on the transaction cost theory and the resource-based theory, four determinants – asset specificity, uncertainty, business skills and technical skills – were hypothesized to influence ICT outsourcing. Design/methodology/approach Data were collected using a questionnaire survey from 104 manufacturing firms listed on the Directory of Federation of Malaysian Manufacturers. Data were then analyzed using R package partial least squares path modeling. Findings The study reveals that slightly over two-thirds (68 per cent) of the surveyed manufacturers either fully or partially outsourced their ICT services. Asset specificity and uncertainty are found to be positively related to the level of ICT outsourcing, which contradict the prediction of the transaction cost theory. On the other hand, business skills and technical skills are not significantly related to the level of ICT outsourcing, which also conflict the resource-based arguments. Research limitations/implications The small sample size would not be able to make meaningful conclusion for the population; the small R2 value indicates that other important determinants of ICT outsourcing were not tested in this study, and the transaction cost theory and the resource-based theory do not adequately predict the level of ICT outsourcing in the Malaysian locally owned manufacturers. Originality/value The study serves as one of the first studies that tested the determinants of ICT outsourcing using the transaction cost theory and the resource-based theory in locally owned manufacturing firms of a developing country.

scholarly journals Vertical Integration and Outsourcing Decision Impact On Firm Performance: A Review Based Research on the Influence of Organizational Governance On firm Performance.

2021 ◽  
Vol 6 (1) ◽  
pp. 353-360
Author(s):  
Sikandar Shah ◽  
Dr. Wisal Ahmad ◽  
Dr. Muhammad Faizan Malik ◽  
Shah Raza Khan
Keyword(s):  
Firm Performance ◽  
Vertical Integration ◽  
Value Chain ◽  
Complex Problem ◽  
Organizational Governance ◽  
A Value ◽  
The Cost ◽  
Outsourcing Decision ◽  
The Relationship

This studyexamines that how companies take decision of outsourcing and vertical integration a value-chain activity currently the most complex problem faced by most the organization around the globe and also find the relationship and highlight the role of every activity related to outsourcing and vertical integration. In result of survey and interviews of different small, medium and corporate level companies in KPK, procurement managers and operations managers mostly in view of that outsourcing is thebest way to work in the market, because of the cost reduction, minimumturnaround time and especially in the uncertain market of KPK.

scholarly journals The perceived role of innovation platforms in addressing the agricultural value chain collective problems: an empirical application of transaction cost theory

2018 ◽  
Vol 8 (2) ◽  
pp. 1-12
Author(s):  
W Turyahikayo ◽  
FB Matsiko ◽  
JJ Okiror ◽  
BB Obaa ◽  
JH Hanf
Keyword(s):  
Transaction Cost ◽  
Value Chain ◽  
Innovation Process ◽  
Environmental Uncertainty ◽  
Asset Specificity ◽  
The Other ◽  
Structural Embeddedness ◽  
Relational Embeddedness ◽  
Innovation Platform

Agricultural innovation platforms are increasingly seen as a panacea for mitigating the agricultural value chain challenges through enabling the co-evolution of different elements in the innovation process. A number of previous studies on IPs show processes for their formation and contribution to innovations. Very few studies have attempted to investigate the perceived benefits from platforms as important determinants for actor participation. Using a sample of 319 randomly selected farmers from one innovation platform in Uganda, it was established that the uncertain markets for the agricultural output, sources of inputs and agricultural information were perceived to be the key motivators for the formation of the platform. The study found a positive significant relationship between transaction cost challenges of environmental uncertainty and structural embeddedness (p<0.01) and frequency of interaction and structural embeddedness (p<0.05). On the other hand, environmental uncertainty, asset specificity and frequency of interactions were significantly correlated with relational embeddedness (p<0.05). However, the complexity of tasks in the value chain was not significantly correlated with structural and relational embeddedness (p≥0.05). It therefore means that to ensure effective participation and implementation of platform activities, efforts ought to be placed on fulfilling the platform’s promise as a forum for mitigation of transaction cost challenges such as inadequate markets for both output and inputs, customized products and inputs and lack of valuable agricultural information. Int. J. Agril. Res. Innov. & Tech. 8 (2): 1-12, December, 2018

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