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Artykuły w czasopismach na temat „Vertical integration”

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Autor: Grafiati
Data publikacji: 4 czerwca 2021
Data aktualizacji: 30 lipca 2024

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1

Turk, Matthew. "Vertical Integration". Computing in Science & Engineering 17, nr 1 (styczeń 2015): 64–66. http://dx.doi.org/10.1109/mcse.2015.27.

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2

Dunea, G. "Vertical integration". BMJ 312, nr 7037 (20.04.1996): 1044. http://dx.doi.org/10.1136/bmj.312.7037.1044a.

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Joskow, Paul L. "Vertical Integration". Antitrust Bulletin 57, nr 3 (wrzesień 2012): 545–86. http://dx.doi.org/10.1177/0003603x1205700303.

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Tyler, Neil. "Vertical Integration". New Electronics 52, nr 14 (23.07.2019): 14–15. http://dx.doi.org/10.12968/s0047-9624(22)61574-8.

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WATERSON, MICHAEL. "VERTICAL INTEGRATION AND VERTICAL RESTRAINTS". Oxford Review of Economic Policy 9, nr 2 (1993): 41–57. http://dx.doi.org/10.1093/oxrep/9.2.41.

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6

Wilding, Helen. "Integrating Care: From Horizontal to Vertical Integration". Journal of Integrated Care 18, nr 3 (czerwiec 2010): 15–20. http://dx.doi.org/10.5042/jic.2010.0244.

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7

Quirmbach, H. C. "Sequential Vertical Integration". Quarterly Journal of Economics 107, nr 3 (1.08.1992): 1101–11. http://dx.doi.org/10.2307/2118377.

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8

Fox, Wende L. "Vertical integration strategies". Health Care Management Review 14, nr 3 (1989): 49–56. http://dx.doi.org/10.1097/00004010-198922000-00007.

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9

Jackson, P. "Vertical test integration". IEEE Aerospace and Electronic Systems Magazine 15, nr 6 (czerwiec 2000): 39–43. http://dx.doi.org/10.1109/62.847930.

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10

Newhouse, Robin P., i Mary Etta Mills. "Vertical Systems Integration". JONA: The Journal of Nursing Administration 29, nr 10 (październik 1999): 22–29. http://dx.doi.org/10.1097/00005110-199910000-00006.

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11

Powanda, Michael C. "ASB: Vertical Integration". Nature Biotechnology 6, nr 5 (maj 1988): 595. http://dx.doi.org/10.1038/nbt0588-595b.

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12

Hamira, Hamira. "Vertical Integration in Agro-Industry: Eco-Friendly Gambier Products". Modern Economics 28, nr 1 (20.08.2021): 153–59. http://dx.doi.org/10.31521/modecon.v28(2021)-22.

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Abstract. Introduction. Textile dyeing on fabrics and clothing causes environmental pollution and health problems. There is an innovation of natural coloring using gambier in the Gambo Muba fabric industry and the garment industry in Indonesia. Gambier farmers supply natural dye raw materials. Then through the supply chain of the Gambo Muba fabric industry and the garment industry, it causes vertical integration in the gambier agro-industry. This study uses primary data from 39 vertically integrated companies in the gambier agro-industry, including the gambier rubber industry, the Gambo Muba fabric industry, and the garment industry. The data was then analyzed using descriptive qualitative. Purpose. This study analyzes the relationship between vertically integrated industries, including the transaction costs between them, their impact of vertical integration on added value, and their profitability. Results. Vertically integrated industries have low transaction costs. The impact of vertical integration on the gambier agro-industry adds to the chain of economic activities that can increase added value and profits. Conclusions. The impact of vertical integration can reduce transaction costs, especially the supplier coordination cost component, distributor cost component, inter-company lobbying costs components. The benefits of vertical integration in the gambier agro-industry are increasing high added value, profit levels, decreasing environmental pollution, and agro-industry sustainability.
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13

FUKUDA, Shuichi. "From Vertical Integration to Horizontal Integration". Proceedings of Design & Systems Conference 2017.27 (2017): 2508. http://dx.doi.org/10.1299/jsmedsd.2017.27.2508.

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14

Grega, L. "Vertical integration as a factor of competitiveness of agriculture". Agricultural Economics (Zemědělská ekonomika) 49, No. 11 (2.03.2012): 520–25. http://dx.doi.org/10.17221/5441-agricecon.

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Vertical integration within agricultural and food sector is one of the decisive factors influencing market structure and competitiveness of agriculture. There are two groups of motives for vertical integration. Motive of efficiency is based on the effort to minimise production cost or transaction cost. Market power is not solely the result of horizontal expansion, but if variable inputs are considered, vertical integration may contribute to market power and so to growing share in consumer price. The article analyses and methodologically specifies these motives for vertical integration and determines possibilities of quantification of the effects of vertical integration.
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15

Treasure, Wilfrid. "Vertical versus horizontal integration". British Journal of General Practice 59, nr 566 (1.09.2009): 694.1–694. http://dx.doi.org/10.3399/bjgp09x454205.

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16

Kinkel, Steffen, Gunter Lay i Angela Jäger. "Vertical integration boosts productivity". ATZproduktion worldwide 2, nr 5-6 (listopad 2009): 28–32. http://dx.doi.org/10.1007/bf03224208.

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17

Kranton, Rachel E., i Deborah F. Minehart. "Networks versus Vertical Integration". RAND Journal of Economics 31, nr 3 (2000): 570. http://dx.doi.org/10.2307/2601001.

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18

Berlin, Mitchell, i Loretta J. Mester. "Intermediation and Vertical Integration". Journal of Money, Credit and Banking 30, nr 3 (sierpień 1998): 500. http://dx.doi.org/10.2307/2601253.

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19

Hamilton, James L., i Ibrahim M. Mqasqas. "Direct Vertical Integration Strategies". Southern Economic Journal 64, nr 1 (lipiec 1997): 220–34. http://dx.doi.org/10.1002/j.2325-8012.1997.tb00016.x.

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20

Hamilton, James L., i Ibrahim M. Mqasqas. "Direct Vertical Integration Strategies". Southern Economic Journal 64, nr 1 (lipiec 1997): 220. http://dx.doi.org/10.2307/1061048.

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21

Aghion, Philippe, Rachel Griffith i Peter Howitt. "Vertical Integration and Competition". American Economic Review 96, nr 2 (1.04.2006): 97–102. http://dx.doi.org/10.1257/000282806777211595.

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22

Nie, Pu-yan, Chan Wang i Yong-cong Yang. "Vertical integration maintenance commitments". Journal of Retailing and Consumer Services 47 (marzec 2019): 11–16. http://dx.doi.org/10.1016/j.jretconser.2018.10.008.

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23

Liu, Xingyi. "Vertical integration and innovation". International Journal of Industrial Organization 47 (lipiec 2016): 88–120. http://dx.doi.org/10.1016/j.ijindorg.2016.02.002.

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24

Stotlar, David K. "Vertical Integration in Sport". Journal of Sport Management 14, nr 1 (styczeń 2000): 1–7. http://dx.doi.org/10.1123/jsm.14.1.1.

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25

Baumol, William J. "Musings on vertical integration". International Journal of Social Economics 24, nr 1/2/3 (styczeń 1997): 16–27. http://dx.doi.org/10.1108/03068299710161115.

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26

Brown, Lee Ann. "Ballad of Vertical Integration". Southern Cultures 11, nr 2 (2005): 98. http://dx.doi.org/10.1353/scu.2005.0014.

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27

Gaynor, Martin. "Is vertical integration anticompetitive?" Journal of Health Economics 25, nr 1 (styczeń 2006): 175–80. http://dx.doi.org/10.1016/j.jhealeco.2005.10.004.

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28

Guzek, Elzbieta. "Vertical integration in Poland". Journal of Business Research 14, nr 4 (sierpień 1986): 317–20. http://dx.doi.org/10.1016/0148-2963(86)90022-6.

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29

Frésard, Laurent, Gerard Hoberg i Gordon M. Phillips. "Innovation Activities and Integration through Vertical Acquisitions". Review of Financial Studies 33, nr 7 (19.09.2019): 2937–76. http://dx.doi.org/10.1093/rfs/hhz106.

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Abstract We examine the determinants of vertical acquisitions using product text linked to product vocabulary from input-output tables. We find that the innovation stage is important in understanding vertical integration. R&D-intensive firms are less likely to become targets of vertical acquisitions. In contrast, firms with patented innovation are more likely to sell to vertically related buyers. Firms’ R&D intensity is a more important deterrent to their vertical acquisitions when the provision of innovation incentives by potential acquirers is more difficult. The role of patents in fostering vertical acquisitions is more prevalent when potential buyers face a higher risk of holdup. (JEL G32, G34, L22, L25, O34)
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30

ПРОКАЕВ, П. А., i В. Я. ВИШНЕВЕР. "VERTICAL INTEGRATION AND COMPETITIVE EFFICIENCY". Экономика и предпринимательство, nr 5(154) (1.07.2023): 828–31. http://dx.doi.org/10.34925/eip.2023.154.5.162.

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В статье отмечается, что вертикальная интеграция может оказывать существенное влияние на конкурентную эффективность компании. Вертикально интегрированная компания объединяет различные этапы производственного процесса, что помогает оптимизировать операции, снизить затраты, связанные с аутсорсингом, повысить эффективность и конкурентоспособность на рынке. При этом вертикальная интеграция может также негативно сказаться на конкурентной эффективности, если размер компания приводит к снижению инноваций и гибкости. В целом влияние вертикальной интеграции на конкурентную эффективность зависит от таких факторов, как характер отрасли, рыночная конкуренция и способность компании эффективно управлять внедрением инноваций в рамках своей интегрированной деятельности. The article notes that vertical integration can have a significant impact on the competitive performance of a company. A vertically integrated company integrates the various stages of the manufacturing process, which helps streamline operations, reduce outsourcing costs, improve efficiency and competitiveness in the marketplace. At the same time, vertical integration can also negatively affect competitive efficiency if the size of the company leads to a decrease in innovation and flexibility. In general, the impact of vertical integration on competitive performance depends on factors such as the nature of the industry, market competition, and the company's ability to effectively manage innovation within its integrated operations.
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31

Nurjannah, St. "PENGUASAAN PRODUKSI MELALUI INTEGRASI VERTIKAL (Ditinjau Dari UU No 5 Tahun 1999 tentang Larangan Praktek Monopoli dan Persaingan Usaha Tidak Sehat)". Jurisprudentie : Jurusan Ilmu Hukum Fakultas Syariah dan Hukum 4, nr 1 (1.06.2017): 147. http://dx.doi.org/10.24252/jurisprudentie.v4i1.3669.

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Mastery of the market can be done by mastering a number of products included in the series of production or commonly called vertical integration. Control of business vertically is done by controlling the business line from upstream to downstream with the aim of closing the opportunity of other business actors entering the business field. Such phenomena can lead to unhealthy business practices that lead to the emergence of economic distortions. Keywords: vertical integration, masteryPenguasaan pasar dapat dilakukan dengan menguasai sejumlah produk yang termasuk dalam rangkaian produksi atau lazim disebut integrasi vertikal. Penguasaan usaha secara vertikal dilakukan dengan cara menguasai jalur usaha dari hulu sampai ke hilir dengan tujuan menutup peluang pelaku usaha lain memasuki bidang usaha tersebut. Fenomena seperti itu dapat menyebabkan praktek bisnis yang tidak sehat yang mengarah pada timbulnya distorsi ekonomi.Kata Kunci: integrasi vertikal, penguasaan
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32

Wilson, Grant, Jason Jogia i Gabriel Millard. "Vertical Integration & Performance in Residential Real Estate". Critical Housing Analysis 10, nr 1 (czerwiec 2023): 1–13. http://dx.doi.org/10.13060/23362839.2023.10.1.549.

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Vertical integration is a growth strategy whereby a firm engages in multiple stages of the value chain. Although the benefits of vertical integration are well documented, few studies have examined its relevance in real estate. In response to this lack of research, this paper explores tenant perceptions of property managers’ vertical integration and effectiveness. The results of this international study show the benefits of vertical integration extend to residential real estate, such that renters are more trusting, loyal, committed, and desirable when they perceive their property manager as vertically integrated. This paper also uncovers a concering finding that many tenants are living in unaffordable rental accomodations, requiring further research. This study contributes to a large body of vertical integration literature and extends the empirical examinations to real estate and property management.
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33

Cyrenne, Philippe. "Vertical integration versus vertical separation: An equilibrium model". Review of Industrial Organization 9, nr 3 (czerwiec 1994): 311–22. http://dx.doi.org/10.1007/bf01025727.

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34

Moriahra, Yasuhito. "Vertical dis-integration and vertical re-integration: Limits to the modern production system". Japanese Political Economy 46, nr 2-3 (2.07.2020): 176–99. http://dx.doi.org/10.1080/2329194x.2020.1836972.

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35

Hamira, Hamira, Bernadette Robiani i Mukhlis Mukhlis. "VERTICAL INTEGRATION in AGRO-INDUSTRY: ECO-FRIENDLY GAMBIER PRODUCTS". Journal of Economic Development, Environment and People 10, nr 4 (30.12.2021): 9–17. http://dx.doi.org/10.26458/jedep.v10i4.711.

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Textile dyeing on fabrics and clothing causes environmental pollution and health problems. There is an innovation of natural coloring using gambier in the Gambo Muba fabric industry and the garment industry in Indonesia. Gambier farmers supply natural dye raw materials. Then through the supply chain of the Gambo Muba fabric industry and the garment industry, it causes vertical integration in the gambier agro-industry. This study uses primary data from 39 vertically integrated companies in the gambier agro-industry, including the gambier rubber industry, the Gambo Muba fabric industry, and the garment industry. The data was then analyzed using descriptive qualitative. This study analyzes the relationship between vertically integrated industries, including the transaction costs between them, their impact of vertical integration on added value, and their profitability. Vertically integrated industries have low transaction costs. The impact of vertical integration on the gambier agro-industry adds to the chain of economic activities that can increase added value and profits. The impact of vertical integration can reduce transaction costs, especially the supplier coordination cost component, distributor cost component, inter-company lobbying costs components. The benefits of vertical integration in the gambier agro-industry are increasing high added value, profit levels, decreasing environmental pollution, and agro-industry sustainability.
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36

Di Giannatale, Sonia, Itza T. Q. Curiel-Cabral i Jacqueline Chacón. "Monitoring decisions in vertical integration". Journal of Industrial and Business Economics 48, nr 3 (5.05.2021): 441–62. http://dx.doi.org/10.1007/s40812-021-00189-8.

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37

Rao, Vikram. "Shale Gas Drives Vertical Integration". Journal of Petroleum Technology 66, nr 04 (1.04.2014): 18–19. http://dx.doi.org/10.2118/0414-0018-jpt.

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Artetxe, Josu Aranbarri, Catherine da Cunha, Victor Vergara Canizales i Philippe Rauffet. "Vertical integration: modeling and evaluation". IFAC Proceedings Volumes 42, nr 4 (2009): 385–90. http://dx.doi.org/10.3182/20090603-3-ru-2001.0313.

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39

Harrigan, Kathryn Rudie. "Exit Barriers and Vertical Integration". Academy of Management Journal 28, nr 3 (wrzesień 1985): 686–97. http://dx.doi.org/10.5465/256124.

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Harrigan, Kathryn Rudie. "Vertical Integration and Corporate Strategy". Academy of Management Journal 28, nr 2 (czerwiec 1985): 397–425. http://dx.doi.org/10.5465/256208.

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Hamilton, James L., i Soo Bock Lee. "The Paradox of Vertical Integration". Southern Economic Journal 53, nr 1 (lipiec 1986): 110. http://dx.doi.org/10.2307/1058957.

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42

Hart, Oliver, Jean Tirole, Dennis W. Carlton i Oliver E. Williamson. "Vertical Integration and Market Foreclosure". Brookings Papers on Economic Activity. Microeconomics 1990 (1990): 205. http://dx.doi.org/10.2307/2534783.

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Kvaløy, Ola. "Asset Specificity and Vertical Integration". Scandinavian Journal of Economics 109, nr 3 (wrzesień 2007): 551–72. http://dx.doi.org/10.1111/j.1467-9442.2007.00507.x.

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44

Atalay, Enghin, Ali Hortaçsu i Chad Syverson. "Vertical Integration and Input Flows". American Economic Review 104, nr 4 (1.04.2014): 1120–48. http://dx.doi.org/10.1257/aer.104.4.1120.

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We use broad-based yet detailed data from the economy's goods-producing sectors to investigate firms' ownership of production chains. It does not appear that vertical ownership is primarily used to facilitate transfers of goods along the production chain, as is often presumed: roughly one-half of upstream establishments report no shipments to downstream establishments within the same firm. We propose an alternative explanation for vertical ownership, namely that it promotes efficient intrafirm transfers of intangible inputs. We show evidence consistent with this hypothesis, including the fact that, after a change of ownership, an acquired establishment begins to resemble the acquiring firm along multiple dimensions. (JEL G32, G34, L14, L22, L60, M11)
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45

Brown, Montague. "Mergers, networking, and vertical integration". Health Care Management Review 21, nr 1 (1996): 29–37. http://dx.doi.org/10.1097/00004010-199624000-00003.

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46

Beard, T. Randolph, David L. Kaserman i John W. Mayo. "Regulation, Vertical Integration and Sabotage". Journal of Industrial Economics 49, nr 3 (27.03.2003): 319–33. http://dx.doi.org/10.1111/1467-6451.00152.

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Bernhofen, Daniel M. "Vertical Integration and International Predation". Review of International Economics 4, nr 1 (luty 1996): 90–98. http://dx.doi.org/10.1111/j.1467-9396.1996.tb00086.x.

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Warren, Kim. "Vertical Integration and Competition Policy". Business Strategy Review 3, nr 3 (wrzesień 1992): 33–55. http://dx.doi.org/10.1111/j.1467-8616.1992.tb00034.x.

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Görg, Holger, i Erasmus Kersting. "Vertical integration and supplier finance". Canadian Journal of Economics/Revue canadienne d'économique 50, nr 1 (luty 2017): 273–305. http://dx.doi.org/10.1111/caje.12257.

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Blackstone, Erwin A., i Gary W. Bowman. "Vertical Integration in Motion Pictures". Journal of Communication 49, nr 1 (1.03.1999): 123–39. http://dx.doi.org/10.1111/j.1460-2466.1999.tb02785.x.

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