| dc.contributor.advisor | 溫偉任 | zh_TW |
| dc.contributor.author (Authors) | 羅中彥 | zh_TW |
| dc.creator (作者) | 羅中彥 | zh_TW |
| dc.date (日期) | 2018 | en_US |
| dc.date.accessioned | 1-Oct-2018 12:04:56 (UTC+8) | - |
| dc.date.available | 1-Oct-2018 12:04:56 (UTC+8) | - |
| dc.date.issued (上傳時間) | 1-Oct-2018 12:04:56 (UTC+8) | - |
| dc.identifier (Other Identifiers) | G0105351025 | en_US |
| dc.identifier.uri (URI) | http://nccur.lib.nccu.edu.tw/handle/140.119/120225 | - |
| dc.description (描述) | 碩士 | zh_TW |
| dc.description (描述) | 國立政治大學 | zh_TW |
| dc.description (描述) | 國際經營與貿易學系 | zh_TW |
| dc.description (描述) | 105351025 | zh_TW |
| dc.description.abstract (摘要) | Conventional wisdom suggests that downstream firms will not buy an input at a price exceeding the in-house cost of production. However, we show that competing downstream firms will pay a premium to outsource the input to a common supplier if the common supplier is efficient enough in producing the input. The decision of outsourcing is a double-edged sword for both downstream firms as it not only raises the cost of its rival but also the cost of the firm itself. Nevertheless, it pays for each downstream firm to outsource if the cost increase is more than offset by the gains from raising rival’s costs. Furthermore, we also show that there is a case in which each of the downstream firms makes a sourcing decision opposite to its rival if the input supplier is not as efficient as the previous case. Hence, the level of efficiency of the upstream supplier is the key to the decision-making of the downstream firms. | en_US |
| dc.description.tableofcontents | 1 Introduction 12 The Model 22.1 The Buy-and-Buy Regime 32.2 The Make-and-Make Regime 52.3 The Make-and-Buy Regime 53 The Make-or-Buy Decision 64 Comparative Statics 105 The Decisions to Make, Buy or Make-and-Buy 115.1 The Make-and-Buy and Make-and-Buy Regime 125.2 The Make-and-Buy and Make Regime 136 Conclusion 15References 16 | zh_TW |
| dc.format.extent | 1649635 bytes | - |
| dc.format.mimetype | application/pdf | - |
| dc.source.uri (資料來源) | http://thesis.lib.nccu.edu.tw/record/#G0105351025 | en_US |
| dc.subject (關鍵詞) | Strategic sourcing | en_US |
| dc.subject (關鍵詞) | Make-or-buy decision | en_US |
| dc.title (題名) | 面對競爭對手的策略性採購：自製與向共同供應商外購零組件的抉擇 | zh_TW |
| dc.title (題名) | Strategic Sourcing in the Presence of a Rival: To Make or To Buy from a Common Supplier | en_US |
| dc.type (資料類型) | thesis | en_US |
| dc.relation.reference (參考文獻) | [1] Arya, A., Mittendorf, B., Sappington, D E. M., 2008. “The Make-or-BuyDecision in the Presence of a Rival: Strategic Outsourcing to a Common Supplier,” Management Science, 54: 1747-1758.[2] Belandi, H., Mukherjee, A., 2012. “Market Structure and Strategic Bi-sourcing,” Journal of Economic Behavior and Organization, 82: 210-219.[3] Cao, J., H., Mukherjee, A., Sinha, U B., 2018. “Firm-asymmetry and Strategic Outsourcing,” International Review of Economics and Finance, 53: 16-24.[4] Chen, Y., 2011. “Strategic Sourcing for entry Deterrence and Tacit Collusion,” Journal of Economics, 102: 137-156.[5] H¨ackner, J., 2000. “A Note on Price and Quantity Competition in Differentiated Oligopolies,” Journal of Economic Theory, 93: 233-239.[6] H¨ackner, J., 2003. “Vertical Integration and Competition Policy,” Journal of Regulatory Economics, 24: 213-222. | zh_TW |
| dc.identifier.doi (DOI) | 10.6814/THE.NCCU.IB.037.2018.F06 | en_US |
