Vertical Quasi-Integration

The choice of organizational form: Vertical financial ownership versus other methods of vertical integration

“…Transfer pricing via quasi-integration would suffice (Blois, 1972). If vertical integration is needed to maintain an oligopolistic pricing arrangement, tying contracts have been expressly used for this purpose (Burstein, 1960a In the successive monopoly case, a franchise fee or resale price maintenance, where the manufacturer mandates that the dealer cannot exceed the profit-maximizing price, replicates the vertical financial ownership outcome (Blair & Kaserman, 1983;Rey & Tirole, 1986).…”

“…The key theoretic advance of the paper is achieved by integrating two branches of the organizational economics literature (Barney & Ouchi, 1986) (Eisenhardt, 1989) (Comanor & Freeh 1985) Tying contracts (Whinston, 1990) Circumvent- (Dayan, 1975) regulation Transfer pricing via equity joint venture (Blois, 1972) Maintaining (Adams & Dirlam, 1964) oligopolistic discipline Tying contracts or resale price maintenance (Burstein, 1960a) Output and/or Input Price Discrepancies Successive (Spengler, 1950) Monopoly (Greenhut & Ohta, 1976) Franchise fee or resale price maintenance (Rey &Tirole, 1986) Bilateral Monopoly (Williamson, 1971) Contract bargaining (Machlup & Taber, 1960) Upstream Monopoly…”

Determinants of Electronic Integration in the Insurance Industry: An Empirical Test

“…The market, on the other hand, coordinates the flow of materials between independent economic entities through the use of the price mechanism reflecting the underlying forces of supply and demand. Taking the firm and the market as pure forms, several intermediate governance mechanisms have been identified: long-term relational contracts (MacNeil, 1980; Stinchcombe, 1990), joint ventures (Harrigan, 1988), quasi-firms (Eccles, 1981), and quasi-integration (Blois, 1972); more generally, such mechanisms exemplify non-classical and hybrid forms of contracting (Williamson, 1990).…”

Estrutura e dinâmica dos contratos na suinocultura de Santa Catarina: um estudo de casos múltiplos

“…Portanto, há uma variedade de estruturas organizacionais que podem coordenar a transferência de produtos ao longo de uma cadeia produtiva, ou seja, através das quais as várias funções de um sistema de produção são mantidas em harmonia. Esta capacidade de coordenação está associada à sua estrutura de incentivos para alinhar objetivos entre as partes, ou à sua capacidade de monitoramento e controle para reduzir problemas de informação assimétrica e comportamento oportunista (Blois, 1972;Williamson, 1979Williamson, e 1991Sporleder, 1992;Barkema, 1993;Joskow, 1995;Farina et al, 1997;Zylbersztajn, 2005).…”