价值链不对称嵌入情境下本土轿车企业优化纵向组织结构的战略研究与应用

On Chinese auto industry, the production systems between multinational company and local producer are quite different, which can be described as in asymmetric "embedded" state. Hence, in order to enhance their competitiveness, with the help of the spillover effect released by both the vertical and longitudinal of the industry, the local manufacturers realize innovation through "reconstructing" the project, research outsourcing, merger and acquisition, and cooperation (eg. joint venture). During this transition process, the local producers improve their learning ability and make successfully transition from initial imitation learning and designing learning to creative learning. However, the local producers universally neglected strategies on vertically adjustment of organization structure and capacity optimization, which is a key part of deep competition between the multinational company and the local, such strategy is also composed a source of the core competitiveness of the multinational company. So here come to our research project, we want to start with the asymmetrical "embedded" state of the auto industry, then we will look into the summary experience on changes in the vertical organization, thus we construct our model- - -a dynamic game model of structural competition based on the product and process innovation drive, Combining the existing literature, we build our new indicator system, as we obtain the key influence factors, we will be back to test our assumptions empirically. In the end, we will construct cases on the value chain and production performance of different firms; hence we put forward our own strategies on how to optimize the vertical organization ability of the local manufacturers.

中国轿车产业中，跨国公司和本土企业的纵向生产体系处于一种不对称的"嵌入"状态。本土企业必须借助纵向和水平嵌入所产生的溢出效应，通过工程"重构"、研发外包、收购、合作等方式，实现从初级的产品模仿学习、设计学习到创造性学习的转变。在这一转化过程中，企业纵向组织结构的调整和能力优化战略，是本土企业长期忽视的一个深层竞争环节，也是跨国公司核心竞争力的来源之一。本项目将从不对称嵌入的现状出发，基于对产业纵向组织结构变化的经验总结，构建产品和过程创新驱动下，结构竞争的动态博弈模型；并结合文献综述的方法，通过建立新的指标体系，得到关键影响因素后，对理论假设予以计量检验；构建不同类型企业价值链纵向结构和生产绩效的案例集；提出有针对性的纵向组织能力优化策略。

跨国公司和本土企业之间纵向生产体系和组织模式的“不对称的嵌入”是我国乘用车制造产业的最为显著的特征之一。无论是本土自主品牌制造商，还是合资品牌的组装公司，它们都要通过工程“重构”、研发外包、收购、合作等方式，获得纵向和水平嵌入所产生的溢出效应，最终实现从初级的产品模仿学习、设计学习到创造性学习的转变。围绕这一主题，本项目从不对称嵌入的纵向结构模型构建、纵向模式与企业绩效的理论假设提出、企业微观数据的计量检验、相关企业案例分析和纵向组织能力优化的策略建议等五个方面进行了系统研究。项目的主要成果包括近10篇公开发表的论文、一部专著（部分章节）和一个纵向配套数据库。主要的发现是：相对于自主研发，技术引进和技术外包两种研发模式对本土企业的研发投入和绩效均有一定的挤出效应；关键零部的一体化制造能提升自主品牌产品的短期和长期绩效；跨国公司借助强大的纵向势力限制了价值链扩展，使得后者的能力主要集聚在低端市场；嵌入跨国公司控制的纵向价值链，只能满足本土主导企业发展自主品牌、扭转经营亏损和提高产业集中度等短期要求，付出的代价是自主创新投资或能力下降、品牌和技术双重“空心化”。研究的实践价值包括：在价值链全球化配置的背景下，中国汽车产业的主导企业也不能放弃构建以我为主的纵向组织架构，乘用车自主品牌企业必须协调和匹配研发与生产活动，才能使研发投入转化为有效的创新绩效；企业本身也应当将更多的资源投进新产品开发，关键零部件制造和生产管理能力的提升中，并优化纵向价值链及其组织模式；产业政策在鼓励发展新能源汽车技术的同时，也应当重视传统的制造技术升级和革新。