计量经济分析 = Econometric analysis

This article builds a theoretical framework to help explain governance patterns in global value chains It draws on three streams of literature ‐ transaction costs economics, production networks, and technological capability and firm-level learning ‐ to identify three variables that play a large role in determining how global value chains are governed and change These are: (1) the complexity of transactions, (2) the ability to codify transactions, and (3) the capabilities in the supply-base The theory generates five types of global value chain governance ‐ hierarchy, captive, relational, modular, and market ‐ which range from high to low levels of explicit coordination and power asymmetry The article highlights the dynamic and overlapping nature of global value chain governance through four brief industry case studies: bicycles, apparel, horticulture and electronics

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The governance of global value chains

1. Introduction and Overview. 2. Detecting Influential Observations and Outliers. 3. Detecting and Assessing Collinearity. 4. Applications and Remedies. 5. Research Issues and Directions for Extensions. Bibliography. Author Index. Subject Index.

Regression Diagnostics: Identifying Influential Data and Sources of Collinearity

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The Theory of Industrial Organization

Crowdfunding allows founders of for-profit, artistic, and cultural ventures to fund their efforts by drawing on relatively small contributions from a relatively large number of individuals using the internet, without standard financial intermediaries. Drawing on a dataset of over 48,500 projects with combined funding over $237M, this paper offers a description of the underlying dynamics of success and failure among crowdfunded ventures. It suggests that personal networks and underlying project quality are associated with the success of crowdfunding efforts, and that geography is related to both the type of projects proposed and successful fundraising. Finally, I find that the vast majority of founders seem to fulfill their obligations to funders, but that over 75% deliver products later than expected, with the degree of delay predicted by the level and amount of funding a project receives. These results offer insight into the emerging phenomenon of crowdfunding, and also shed light more generally on the ways that the actions of founders may affect their ability to receive entrepreneurial financing.

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The Dynamics of Crowdfunding: Determinants of Success and Failure

Chapter 1 Introduction Chapter 2 Development Processes and Organizations Chapter 3 Product Planning Chapter 4 Identifying Customer Needs Chapter 5 Product Specifications Appendix Concept -Scoring Matrix Example Chapter 6 Concept Generation Chapter 7 Concept Selection Appendix A Concept-Screening Matrix Example Appendix B Concept-Scoring Matrix Example Chapter 8 Concept Testing Appendix Estimating Market Sizes Chapter 9 Product Architecture Chapter 10 Industrial Design Chapter 11 Design for Manufacturing Appendix A Material Costs Appendix B Component Manufacturing Costs Appendix C Assembly Costs Appendix D Cost Structures Chapter 12 Prototyping Chapter 13 Robust Design Appendix Orthogonal Arrays Chapter 14 Patents and Intellectual Property Appendix A Trademarks Appendix B Advice to Individual Inventors Chapter 15 Product Development Economics Appendix A Time Value of Money and the Net Present Value Technique Appendix B Modeling Uncertain Cash Flow Using Net Present Value Analysis Chapter 16 Managing Projects Appendix Design Structure Matrix Example

Product Design and Development

Product architecture is the scheme by which the function of a product is allocated to physical components. This paper further defines product architecture, provides a typology of product architectures, and articulates the potential linkages between the architecture of the product and five areas of managerial importance: (1) product change; (2) product variety; (3) component standardization; (4) product performance; and (5) product development management. The paper is conceptual and foundational, synthesizing fragments from several different disciplines, including software engineering, design theory, operations management and product development management. The paper is intended to raise awareness of the far-reaching implications of the architecture of the product, to create a vocabulary for discussing and addressing the decisions and issues that are linked to product architecture, and to identify and discuss specific trade-offs associated with the choice of a product architecture.

The Role of Product Architecture in the Manufacturing Firm

This paper is a review of research in product development, which we define as the transformation of a market opportunity into a product available for sale. Our review is broad, encompassing work in the academic fields of marketing, operations management, and engineering design. The value of this breadth is in conveying the shape of the entire research landscape. We focus on product development projects within a single firm. We also devote our attention to the development of physical goods, although much of the work we describe applies to products of all kinds. We look inside the "black box" of product development at the fundamentaldecisions that are made by intention or default. In doing so, we adopt the perspective of product development as a deliberate business process involving hundreds of decisions, many of which can be usefully supported by knowledge and tools. We contrast this approach to prior reviews of the literature, which tend to examine the importance of environmental and contextual variables, such as market growth rate, the competitive environment, or the level of top-management support.

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Product Development Decisions: A Review of the Literature

By sharing components and production processes across a platform of products, companies can develop differentiated products efficiently, make their manufacturing processes more flexible, and take market share away from competitors that develop only one product at a time. The platform approach also enables companies to manufacture products in high volumes that are tailored to meet the needs of individual customers. 

A platform is a collection of assets ? components, processes, knowledge, people, and relationships ? that are shared by a set of products. The platform planning effort involves two key tasks. First, product planning and marketing managers determine which market segments to enter, what the customers in each segment want, and what product attributes will appeal to those customers. Second, system-level designers decide what product architecture to use to deliver the different products while sharing parts and production steps across the products.

Using an example from the automobile industry ? the design of an instrument panel, or dashboard ? the authors illustrate how the platform-planning process works. They point out three key ideas that underlie the process:

1. Customers care about distinctiveness, how closely the product meets their needs. At the same time, the cost of a firm's internal operations is driven by the level of parts held in common among a group of products.
2. Given a particular product architecture, a trade-off exists between distinctiveness and commonality.
3. Product architecture dictates the nature of the trade-off between distinctiveness and commonality.

By developing and aligning three tools ? a product plan, a differentiation plan, and a commonality plan ? managers can balance the need for distinctiveness with the need for commonality. Together these tools provide a common language that a company's marketing, design, and manufacturing functions can all understand. To successfully meet the challenges inherent in the platform approach, the process must be cooperative, involving all key functions, and must be guided by top management.

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Planning for Product Platforms

Modularity arises from the division of a product into independent components. This independence allows a firm to standardize components and to create product variety. Product modularity is frequently stated as a goal of good design practice, yet has not been as carefully studied as some other current design practices such as design-for-assembly. As firms strive to rationalize their product lines and to provide ever increasing variety at lower cost, modularity is becoming a focus of attention. The goal of this paper is to define modularity, to explore some of the benefits and costs of modularity, and to propose a set of research questions. The paper is the result of preliminary research and is more a starting point than a set of refined conclusions.

Karl T. Ulrich

Papers

Product Design and Development

The Role of Product Architecture in the Manufacturing Firm

Product Development Decisions: A Review of the Literature

Planning for Product Platforms

Fundamentals of Product Modularity