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Verhaltensanreize in kooperativen interorganisationalen Beziehungen

Ein spieltheoretischer Ansatz


Carl Philip Hügin

Die Zusammenarbeit zwischen Automobilhersteller und Zulieferer ist eng mit der Frage nach der optimalen Interaktionsstrategie verbunden. In dieser Arbeit wird dem strategischen Einkauf auf theoretischer Grundlage eine Entscheidungshilfe bei der Frage gegeben, wann kooperative Interaktionsstrategien gegenüber kompetitiven Strategien zu bevorzugen sind und welche Anreize aus möglichen Strategiewechseln hervorgehen.


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XIX Abstract This thesis shall examine inter-organizational cooperation strategies as well as their opportunities and threats in interconnected and interdependent markets. The research objective is the elaboration of a theoretical framework to evaluate competitive and cooperative managerial decisions/strategies and their conse- quences. Furthermore, the research findings should serve as a decision guideline for strategic purchasing departments. In the past decades, the importance of purchasing departments has increased in many companies. Now, the strategic relevance of this division is mostly un- contested, especially within the automotive supply chain management. Former vertically integrated automotive manufacturers have changed their organization- al-structure in favor of focusing on their core competencies. In so doing, a large proportion of responsibility with regard to development, production and coordi- nation has been allocated to their suppliers outside their corporate boundaries. Due to this development, the market structure, primarily in the area of highly complex products, has changed elementarily. A new type of suppliers has emerged. These suppliers have taken an all- embracing responsibility for product development and production including con- trolling all participating subcontractors within the supply chain. In order to ful- fill this challenging assignment this supplier type should meet the minimum re- quirements and have high development expertise, as well as production and co- ordination competence. In the past, only a few suppliers have met these de- mands. Consequently, only a limited circle of these mega-suppliers has been es- tablished. Within this framework, the original equipment manufacturers (OEM) and their suppliers try to select an optimum...

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