Managing Value Chain Relationships in Cross-Level Organizations- The Industry of the Four Level Smart Phone and Sport Shoemaking Value Chain

• Main Authors: Jang-li Chang, 張建利
• Other Authors: Shyh-jer Chen
• Format: Others
• Language: zh-TW
• Published: 2014
• Online Access: http://ndltd.ncl.edu.tw/handle/krnj9e

博士 === 國立中山大學 === 企業管理學系研究所 === 102 === Abstract Traditional organizational value-chain relationship research focuses on the dyadic, static and unidirectional organizational relationship among upstream raw material suppliers, component suppliers, manufacturers and downstream brands. In this study, however, with embedded multi cases study, interviewing 31 experts who are familiar with smart phone industry and sport shoemaking industry, and respectively observing from the different viewpoints of the above three kinds of firms, we find: 1. When manufacturers cannot satisfy the other two’s needs for key resources, upstream component suppliers and downstream brands will build direct business relationship. Therefore, besides traditional vertical value-chain relationship, some cross-level organizational relationship exists between brands and component suppliers. 2. The value-chain relationship governance type would be the network model among the component suppliers, manufacturers and brands. 3. The manufacturers will work harder to expand their value in value-chain and suppress the direct cross-level value-chain between brands and component suppliers. The findings of this study that the cross-level interact and organizational vale-chain relation are characterized as triadic, dynamical competitive and multi-directional intent fill the research gap of traditional organizational vale-chain relationship.