宏观职能与微观效率:对国有批发企业生存依据的多案例诠释

Macro-Function and Micro-Efficiency:A Multi-Case Study on How the State-Owned Wholesale Enterprises Survive

结合国有企业在宏观职能方面的共性特征和批发组织在微观效率方面的特性表现,通过4家企业的多案例分析探究中国国有批发企业的生存依据。研究发现,市场扩展和风险分担职能均具备重要但有限的施展空间,国有批发企业需要借助纵向一体化的产业链延伸来实现盈利创新,并以此带动传统批发职能的发挥:宏观职能型企业基于"产批融合"的上游控制形成了宏观职能与微观效率的正向互联;微观效率型企业基于"批零融合"的下游渠道控制形成了微观效率的迭代机制;老牌国有批发企业因产业开发与资源利用的决策分化而形成了宏观职能与微观效率的不同偏向。

This study investigates the surviving mechanisms of Chinese state-owned wholesale en- terprises through multi-case studies of four companies, combining with the common feature in macro- function of state-owned enterprises and the characteristics and performance in micro-efficiency of wholesale organization. The results show that both market expansion and risk sharing have significant but limited possibility, so state-owned wholesale enterprises can achieve profit innovation via vertical integration in industrial chains. As for the enterprises of macro-function type, positive interactions be- tween macro-function and micro-efficiency are formed based on upstream control of ＂industry-whole- sale integration＂; while for the enterprises of micro-efficiency type, iteration mechanisms of micro-ef- ficiency are formed based on downstream control of ＂wholesale-retailing integration＂. Traditional state-owned enterprises have different focuses on macro-function or micro-efficiency because of distinct decisions to industry development or resource utilization.