This paper proposes and examines four basic organizational modes of production fragmentation＇in manufacturing industries based on three case studies. Our study shows that manufacturing enterprises weigh technology an...This paper proposes and examines four basic organizational modes of production fragmentation＇in manufacturing industries based on three case studies. Our study shows that manufacturing enterprises weigh technology and cost against the intensity of market competition in their choice of mode and the corresponding extent of production fragmentation, in industries where competition is less intense, enterprises prioritize technology concern and are inclined to choose an internally integrated organizational mode, characterized by independent investment in building their own manufacturing plants. In industries where competition is more intense, enterprises prioritize cost concern and are inclined to adopt an outsourcing-based organizational mode, characterized by maximizing the usage of third-party facilities. In sum, more intense competition prompts enterprises to seek efficiency by relying on a broader range of manufacturing locations, suppliers, and partners and, thus, to adopt more open organizational modes. We argue that a deeper understanding of how enterprises select organizational modes, combined with strategic policy aimed at promoting openness in manufacturing industries, will enhance the role of China＇s industries in the global production chain.展开更多
In the 500 years' history of tobacco industry, for nearly 100 years, people launched campaign for tobacco control and for nearly 30 years' adoption of nicotine replacement therapy (NRT), RUYAN, tobacco control...In the 500 years' history of tobacco industry, for nearly 100 years, people launched campaign for tobacco control and for nearly 30 years' adoption of nicotine replacement therapy (NRT), RUYAN, tobacco control products invented and created in China has made remarkable record-setting progresses. At the same time, as inventor, producer and seller of RUYAN, Beijing SBT RUYAN Technology & Development Co., Ltd. has also marched into the international market successfully with this marvelous product, and caught great attention both at home and abroad. By the展开更多
文摘This paper proposes and examines four basic organizational modes of production fragmentation＇in manufacturing industries based on three case studies. Our study shows that manufacturing enterprises weigh technology and cost against the intensity of market competition in their choice of mode and the corresponding extent of production fragmentation, in industries where competition is less intense, enterprises prioritize technology concern and are inclined to choose an internally integrated organizational mode, characterized by independent investment in building their own manufacturing plants. In industries where competition is more intense, enterprises prioritize cost concern and are inclined to adopt an outsourcing-based organizational mode, characterized by maximizing the usage of third-party facilities. In sum, more intense competition prompts enterprises to seek efficiency by relying on a broader range of manufacturing locations, suppliers, and partners and, thus, to adopt more open organizational modes. We argue that a deeper understanding of how enterprises select organizational modes, combined with strategic policy aimed at promoting openness in manufacturing industries, will enhance the role of China＇s industries in the global production chain.
文摘In the 500 years' history of tobacco industry, for nearly 100 years, people launched campaign for tobacco control and for nearly 30 years' adoption of nicotine replacement therapy (NRT), RUYAN, tobacco control products invented and created in China has made remarkable record-setting progresses. At the same time, as inventor, producer and seller of RUYAN, Beijing SBT RUYAN Technology & Development Co., Ltd. has also marched into the international market successfully with this marvelous product, and caught great attention both at home and abroad. By the
