葉光亮教授榮獲2015年Emerald卓越引文獎(jiǎng)
發(fā)布時(shí)間:2015-08-16近日,中國人民大學(xué)國家發(fā)展與戰(zhàn)略研究院反壟斷與競爭政策研究中心主任葉光亮教授出席第75屆國際管理學(xué)年會(huì)(Academy of Management)期間,獲得頒發(fā)的2015年Emerald卓越引文獎(jiǎng)(Emerald Citations of Excellence Award)。葉光亮教授的文章“Achieving demand-side synergy from strategic diversification: How combining mundane assets can leverage consumer utilities”作為《Organization Science》期刊本年度入圍的文章最終獲此獎(jiǎng)項(xiàng)。文章首次提出消費(fèi)者協(xié)同效應(yīng)理論,并分別從理論上和實(shí)證上證明其存在的機(jī)理,對(duì)組織邊界理論和競爭優(yōu)勢(shì)理論做出貢獻(xiàn)。該獎(jiǎng)項(xiàng)基于論文發(fā)表之后三年的論文引用等綜合影響力指標(biāo),今年的獲獎(jiǎng)文章是從2012年度在300多本優(yōu)秀經(jīng)管類國際期刊中超過15000篇的文章中評(píng)選而出。
論文鏈接:http://pubsonline.informs.org/doi/abs/10.1287/orsc.1100.0627
論文摘要:
We explore the overlooked issue of how certain strategic-level, interindustry diversification options might increase consumer utility. Discussions of inter-industry diversification typically focus on producer synergies obtainable from economies of scope or from skill transfer across business units. Discussions of intra-industry product diversification—generally, the province of marketing—typically focus on synergies obtainable from product bundling, which lowers producer costs or provides convenience for consumers. We take a different tack by linking interindustry diversification and consumer utility. We first separately examine two possible consumer benefits of interindustry diversification: (1) facilitating consumers` accomplishment of two tasks simultaneously or (2) attracting diverse consumer groups to a common platform when intergroup externalities exist. We then assess a simple empirical context that shows potential for simultaneous consumer utilities and two-sided market utility together. We analyze this context and concurrently develop a mathematical model showing how these demand-side synergies can create unique business value. We next introduce asymmetric preferences among consumer subgroups, and we refine our arguments by comparing their conclusions with the empirical data. We learn that combinations of otherwise mundane (i.e., commonplace) assets can create consumer value—“superior” assets are not necessary. Moreover, common ownership is necessary for the pricing flexibility required to deliver (and capture) maximum value through interindustry diversification, especially when consumer groups` preferences may change; the negotiations and settling up required for cooperation through alliances will, without common ownership, increase costs and reduce responsiveness. We discuss the sustainability of demand-side advantages and the implications of these ideas for future research and practice.