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Supply-Chain Coopetition

Received: 24 January 2015     Accepted: 9 February 2015     Published: 31 March 2015
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Abstract

This paper addresses the power struggle among supply chain partners. It is asserted that when firms are collaborating to deliver value in the market; the creation of critical asset requires more than just monopoly ownership of supply of a resource over competitors. A critical asset can only be truly owned and/or controlled effectively to leverage value if there is a dominance of one party in an exchange relationship over another. The implication is that to better understand the rent-earning capability of any supply chain resource, the relative power attributes of both buyer and supplier must be understood. Specifically these rents are earnings in excess of the firm's costs of production that are not eroded in the long run by new market entrants. In economic terms, rents persist in long-run equilibrium while profits tend towards zero.

Published in International Journal of Business and Economics Research (Volume 4, Issue 2)
DOI 10.11648/j.ijber.20150402.16
Page(s) 67-71
Creative Commons

This is an Open Access article, distributed under the terms of the Creative Commons Attribution 4.0 International License (http://creativecommons.org/licenses/by/4.0/), which permits unrestricted use, distribution and reproduction in any medium or format, provided the original work is properly cited.

Copyright

Copyright © The Author(s), 2015. Published by Science Publishing Group

Keywords

Supply Chain, Outsourcing, Coopetition, Investment Strategy, Stochastic Games

References
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[3] Williamson, O.E.’Strategy Research: Governance and Competence Perspectives’, Strategic Management Journal 20, 1087-1109 (1999)
[4] Gottinger, H.W., Innovation, Technology and Hypercompetition , Routledge: London (2006)
[5] Fine,C,H, Clockspeed: Winning industry control in the age of temporary advantage, Perseus Publ.: New York (1999)
[6] Fisher,F.M., Gowan,J. and Greenwood,J.E., Folded, Spindled and Mutulated, Economic Analysis and U.S. v. IBM, MIT Press: Cambridge,Ma (1983)
[7] Cox, Andrew; Ireland, P., Lonsdale,C., Sanderson,J., Watson,G. , Supply chains, markets and power: Mapping buyer and supplier power regimes, Routledge :London , New York (2002)
[8] Browne,S., ‘Stochastic Differential Portfolio Games’, Journal of Applied Probability 37,126-147 (2000)
[9] Karatzas, I. ‘Applications of Stochastic Calculus in Financial Economics’, in J.S. Barras and V. Mirelli (eds.), Recent Advances in Stochastic Calculus, Springer: Berlin, 169-217 (1990)
[10] Myerson, R.( Game Theory: Analysis of Conflict, Harvard Univ. Press: Cambridge, Ma (1991)
[11] Huang,C. and Litzenberger,R., Foundations for Financial Economics, Elsevier: New York (1988)
[12] Malliaris, A. G. and Brock, W. A. Stochastic Methods in Economics and Finance, North Holland: Amsterdam (1982)
[13] Mertens, J.M., ‘Stochastic Games’, in Handbook of Game Theory, Vol. 3, (R. Aumann and S. Hart, eds.), Elsevier, North Holland: Amsterdam, New York, 1809-1832 (2002)
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Cite This Article
  • APA Style

    Hans W. Gottinger. (2015). Supply-Chain Coopetition. International Journal of Business and Economics Research, 4(2), 67-71. https://doi.org/10.11648/j.ijber.20150402.16

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    ACS Style

    Hans W. Gottinger. Supply-Chain Coopetition. Int. J. Bus. Econ. Res. 2015, 4(2), 67-71. doi: 10.11648/j.ijber.20150402.16

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    AMA Style

    Hans W. Gottinger. Supply-Chain Coopetition. Int J Bus Econ Res. 2015;4(2):67-71. doi: 10.11648/j.ijber.20150402.16

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  • @article{10.11648/j.ijber.20150402.16,
      author = {Hans W. Gottinger},
      title = {Supply-Chain Coopetition},
      journal = {International Journal of Business and Economics Research},
      volume = {4},
      number = {2},
      pages = {67-71},
      doi = {10.11648/j.ijber.20150402.16},
      url = {https://doi.org/10.11648/j.ijber.20150402.16},
      eprint = {https://article.sciencepublishinggroup.com/pdf/10.11648.j.ijber.20150402.16},
      abstract = {This paper addresses the power struggle among supply chain partners. It is asserted that when firms are collaborating to deliver value in the market; the creation of critical asset requires more than just monopoly ownership of supply of a resource over competitors. A critical asset can only be truly owned and/or controlled effectively to leverage value if there is a dominance of one party in an exchange relationship over another. The implication is that to better understand the rent-earning capability of any supply chain resource, the relative power attributes of both buyer and supplier must be understood. Specifically these rents are earnings in excess of the firm's costs of production that are not eroded in the long run by new market entrants. In economic terms, rents persist in long-run equilibrium while profits tend towards zero.},
     year = {2015}
    }
    

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    AU  - Hans W. Gottinger
    Y1  - 2015/03/31
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    N1  - https://doi.org/10.11648/j.ijber.20150402.16
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    T2  - International Journal of Business and Economics Research
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    JO  - International Journal of Business and Economics Research
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    UR  - https://doi.org/10.11648/j.ijber.20150402.16
    AB  - This paper addresses the power struggle among supply chain partners. It is asserted that when firms are collaborating to deliver value in the market; the creation of critical asset requires more than just monopoly ownership of supply of a resource over competitors. A critical asset can only be truly owned and/or controlled effectively to leverage value if there is a dominance of one party in an exchange relationship over another. The implication is that to better understand the rent-earning capability of any supply chain resource, the relative power attributes of both buyer and supplier must be understood. Specifically these rents are earnings in excess of the firm's costs of production that are not eroded in the long run by new market entrants. In economic terms, rents persist in long-run equilibrium while profits tend towards zero.
    VL  - 4
    IS  - 2
    ER  - 

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Author Information
  • Strategy Technology Economics, STRATEC Consulting, Munich, Germany

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