| 来源类型 | Working Paper
|
| 规范类型 | 报告
|
| DOI | 10.3386/w19727
|
| 来源ID | Working Paper 19727
|
| Employee Spinouts, Social Networks, and Family Firms |
| James E. Rauch
|
| 发表日期 | 2013-12-12
|
| 出版年 | 2013
|
| 语种 | 英语
|
| 摘要 | Recently collected data show that, within any manufacturing industry, vertically integrated firms tend to have larger, higher productivity plants, account for the bulk of sales, and also sell externally most of the inputs they produce. In a weak contracting environment characteristic of developing countries, vertically integrated firms are vulnerable to employee "spinouts": managers of input divisions can start their own firms, making customized inputs formerly provided internally subject to hold-up and capturing the profits formerly made from external sales of generic inputs. This vulnerability is shown to lead to inefficiently low entry. Vertically integrated firms can fight back by hiring managers for their input divisions who are members of networks that informally sanction hold-ups or children who keep profits "in the family" even if they spin out. This is shown to predict the association of co-ethnic networks with high rates of entrepreneurship and the prominence of family-owned business groups in developing country manufacturing. |
| 主题 | Industrial Organization
; Market Structure and Firm Performance
; Firm Behavior
|
| URL | https://www.nber.org/papers/w19727
|
| 来源智库 | National Bureau of Economic Research (United States)
|
| 引用统计 |
|
| 资源类型 | 智库出版物
|
| 条目标识符 | http://119.78.100.153/handle/2XGU8XDN/577401
|
推荐引用方式
GB/T 7714 |
James E. Rauch. Employee Spinouts, Social Networks, and Family Firms. 2013.
|
除非特别说明，本系统中所有内容都受版权保护，并保留所有权利。
