Thesis (Ph. D.)--University of Washington, 1999. / Vita. Includes bibliographical references (leaves 95-103).

Thesis (Ph. D.)--University of Rochester, 2003. / Vita. Includes bibliographical references (leaves 79-87).

Thesis (M.S.)--Montana State University--Bozeman, 2007. / Typescript. Chairperson, Graduate Committee: Vincent H. Smith. Includes bibliographical references (leaves 87-89).

Abstract Governments have regarded the electricity industry as a leading industrial sector throughout the history. Because of its strategic importance to industrial development, its impacts on the social and environmental issues and its natural monopoly characteristics, it has been seen necessary to regulate electricity industry effectively. However, in the mid 1980s it was realised that even though transmission and distribution networks are natural monopolies, the scale economies in electricity production at the generating unit level had exhausted at a unit size of about 500 MW. This meant that supply and generation had become potentially competitive activities. In Finland the new Electricity Market Act (EMA) came into force in 1.11.1995. According to it the production and supply of electricity became deregulated and competition was introduced to the industry. The main aim of the law was to improve efficiency. This dissertation analyses, both theoretically and empirically, the impacts of deregulation to the Finnish electricity markets. In chapter two we discuss on the grounds and incentives of the deregulation processes that have been carried out in different countries. We also determine the crucial factors in order succeed in the deregulation process. According to our view the success depend on the number of active players in the wholesale market, the rules of the bidding procedure, the organisation of the demand side operation, the neutrality of transmission grid, the structure of production technologies and the ownership structure of the industry. In chapter three we theoretically model the profit maximising behaviour of the Finnish electricity companies based on different stages of vertical integration and on different stage of competition. According to our results the profit maximising pricing rules of distribution units is dependent on the stage of integration and on the stage of competition. The separated distribution company maximises profits by setting the distribution price equal to the long-run marginal costs plus mark-up determined by price elasticity of demand. The integrated distribution unit has to take also the impacts on the supply unit into account when setting the distribution price. Chapter four considers the consequences of deregulation to the wholesale price of electricity and the market structure of the industry. It is interesting to question whether deregulation in some circumstances may lead to higher prices instead of lower ones. The relationship between the Cournot equilibrium on the one hand and Bertrand equilibrium on the other will be quantitatively explored. The results indicate that deregulation can result in a significant price increase and output decrease in Finland if there occurs Cournot type of competition. In chapter five we consider alternative pricing policies for a regulated distribution company and empirically analyse is it possible to achieve welfare improvements by changing the prevalent price structure to the more efficient one. We use four different pricing methods which are marginal cost pricing, fully distributed cost pricing (FDC), Ramsey pricing and optimal two-part tariffs. The results indicate that it is possible to improve welfare quite markedly by switching from the existing pricing principles to more efficient ones. The resulting welfare is highest if we use the first best prices based on marginal costs or optimal two-part tariffs.

This dissertation consists of three essays in empirical industrial organization. In the first essay, I develop a method of estimating the bargaining power allocation between upstream manufacturers and downstream retailers using limited data. Retailers and manufacturers engage in pairwise Nash bargaining sessions to set wholesale prices, and then retailers set retail prices to maximize their profits. By solving the model using backward induction, I compute marginal costs as functions of bargaining power parameters and choose the parameter that produces marginal costs that best fit the variation of input costs to identify the bargaining power allocation. Using retail market-level data in the yogurt industry, I find that retailers have higher bargaining power and charge higher markups than manufacturers. Additionally, higher retailer bargaining power allows them to negotiate lower wholesale prices, which leads to lower retail prices. Consumers and retailers benefit from higher retailer bargaining power, while manufacturers suffer losses. In the second essay, I simulate vertical mergers using the results in the first essay. Vertical mergers promote efficiency by eliminating double marginalization and lowering upstream rival wholesale prices, but harm welfare by increasing downstream rival costs and introducing upward pricing pressure on retail prices. To compare the relative magnitude of various effects and evaluate their overall impact on the market equilibrium profit and welfare, I simulate vertical mergers between firms of various sizes and compute the change in prices, markups, firm profits, and consumer welfare. The overall consumer welfare increases after a merger, but consumers purchasing nonvertically integrated brands are worse off. In the third essay, I study how consumers learn the healthfulness of ready-to-eat cereals from the introduction of front-of-package nutrition labels and how they make purchase decisions accordingly. I first examine consumers’ purchasing decisions in a static setting and then allow consumers to gradually learn from the FOP labels. In each shopping trip, consumers update their information on the healthfulness of cereals based on FOP labels, and they consider the perceived information when they make purchasing decisions. I find that consumers learn slowly after the introduction of FOP labels, and they prefer cereals with high healthfulness.

La transformación corporativa es un imperativo en el mundo empresarial. Los mercados adquieren cada vez un mayor dinamismo, las nuevas tecnologías disrumpen industrias sin compasión, y los clientes cada vez son más exigentes. Como resultado, empresas de todo el mundo se ven obligadas a transformarse y a buscar nuevas formas de seguir siendo relevantes, mejorar la rentabilidad y desempeño de sus organizaciones y lograr una trayectoria de crecimiento sostenible. Las transformaciones corporativas son, o deberían ser, holísticas e implican naturalmente cambios en el modelo de liderazgo y en los empleados, en las estructuras organizativas, en los procesos internos, en los modelos de negocio y en la estrategia corporativa y de negocio (Laczkowski et al., 2021). Aunque las empresas siempre han tenido que adaptarse a los nuevos entornos empresariales, a las cambiantes dinámicas de mercado y a las demandas de los clientes, el actual periodo de crisis y agitación social y económica resultante de la pandemia del coronavirus y de la guerra entre Rusia y Ucrania está creando una sensación de urgencia sin precedentes en muchas empresas. En consecuencia, es innegable que, en el clima de incertidumbre actual, las empresas se encuentran con la necesidad urgente de transformarse (Cordon, 2022; Terino et al., 2022). Hay quién afirma que el término transformación sea “quizás el término más usado en el mundo de los negocios" (Bucy, Hall & Yakola, 2016). Puede ser que no le falte razón, ya que las transformaciones impregnan todos los aspectos empresariales. Las transformaciones son amplias y muy complejas, aunque, a riesgo de simplificar, podemos genéricamente dividirlas en tres grandes tipologías. Algunas transformaciones son organizativas, cuando las empresas redefinen sus estructuras corporativas y las diferentes funciones y responsabilidades organizativas. Algunas transformaciones son estratégicas, cuando las empresas cambian o adaptan sus modelos de negocio, sus estrategias de llegada al mercado o la escala o el alcance de sus actividades. Algunas son transformaciones digitales (TD), cuando las organizaciones utilizan las tecnologías digitales para reinventar cualquier aspecto de su negocio. Y, francamente, muchas transformaciones son simplemente todo lo anterior, y pueden denominarse básicamente transformaciones corporativas. Numerosos estudios académicos se han centrado en aspectos muy concretos de las transformaciones. En el ámbito organizativo, los investigadores han examinado cómo se reorganizan las empresas para llevar a cabo las transformaciones (Balakrishnan & Das, 2020), cómo emplean métodos de trabajo "ágiles" (Rigby, Sutherland & Takeuchi, 2016; Gobillot, 2016), cómo gestionan el aprendizaje para transformarse con éxito (Schuchmann & Seufert, 2015), cómo rediseñan el trabajo (Richter et al., 2018), cómo exploran colaboraciones con actores internos y externos (Prahalad & Ramaswamy, 2004; Weiblen & Chesbrough, 2015; Furr, O'Keeffe & Dyer, 2016) y, en términos muy generales, cómo se adaptan al cambio (Christensen & Overdorf, 2000; Birkinshaw, Zimmerman & Raisch, 2016). En el frente estratégico, ciertos académicos han estudiado el tema de la transformación y el crecimiento a través de la diversificación (Rumelt, 1982; Thompson, 1984; Hoskisson & Hitt, 1990; Goold & Luchs, 1993), las alianzas corporativas (Eisenhardt & Schoonhoven, 1996; Zollo, Reuer & Singh, 2002; Van den Steen, 2014), las fusiones y adquisiciones (Christensen et al, 2011; Cuatrecasas, 2019), la redefinición de su cartera de negocios (Pidun et al., 2011; Untiedt, Nippa & Pidun, 2013) o la integración vertical (Harrigan, 1983; Stuckey & White, 1993; Rothaermel, Hitt & Jobe, 2006). Otros han estudiado los cambios de modelo de negocio a través de la innovación continua (Steiber & Alänge, 2013), la innovación disruptiva (Christensen & Raynor, 2003), la innovación abierta (Chesbrough, 2003; Gassmann, 2006; Pohlisch, 2020; Papa et al, 2020), la innovación sostenible (Skarzynski & Gibson, 2008), o la disociación estratégica (Teixeira, 2019). Por último, en el ámbito digital, diversos académicos han explorado numerosos aspectos de las TDs. Schwarzmüller et al. (2018) analizaron cómo las TDs han conducido a la redefinición de múltiples funciones y responsabilidades corporativas; y Horlacher y Hess (2016) y Kunisch at al. (2020) estudiaron la aparición de nuevas figuras, como la del Chief Digital Officer. Sousa y Rocha (2019) exploraron las capacidades y habilidades requeridas en los procesos de TD. Fenech et al. (2019) estudiaron cómo las TDs han supuesto importantes cambios en las prácticas de gestión del talento. D'Ippolito et al. (2019) y Rachinger et al. (2019) examinaron la intersección entre las TDs y la innovación de modelos de negocio. Y Wrede et al. (2020) y Porfírio et al. (2021) investigaron el papel de los altos ejecutivos en las TDs. Esta tesis no pretende encasillarse en un área específica de estudio y más bien explora el concepto de las transformaciones corporativas de una forma amplia. Existen múltiples razones para ello, siendo quizás la principal que simpatizo con quienes argumentan que las verdaderas transformaciones son holísticas y deben, por definición, involucrar e incidir sobre todos los ángulos de la empresa si aspiran a tener éxito. A pesar de la ingente literatura que se centra en las transformaciones empresariales, hay muchos aspectos que quedan por estudiar. Esta tesis explora cuatro aspectos interrelacionados de las transformaciones corporativas que han sido poco estudiados por los académicos, por diversas razones -desde la impopularidad de ciertas herramientas, el estudio limitado de las estrategias de transformación en ciertos sectores o geografías, o la contemporaneidad de ciertos eventos. Aunque unidos por un tema común, estos artículos contribuyen por separado a cuatro corrientes de investigación independientes pero interconectadas. Desde un punto de vista práctico, esta tesis pretende contribuir a responder a cuatro preguntas críticas en cualquier proceso de transformación empresarial, a saber: ¿Cuál es la combinación adecuada de mercados y negocios en los que la empresa debe estar presente? (Capítulo 5) ¿Cuál es el posicionamiento adecuado en la cadena de valor de la empresa en un contexto de mercado cambiante? (Capítulo 6) ¿Qué herramientas estratégicas puede aprovechar la empresa para transformar su negocio? (Capítulo 7) ¿Cómo puede la empresa gestionar eficazmente un proceso de transformación? (Capítulo 8). Por supuesto, estas preguntas son tan amplias que esta tesis nunca podría aspirar a responderlas de forma categórica. De hecho, este trabajo de investigación pretende realizar una contribución original, desde una perspectiva o ángulo novedoso, que pueda hacer avanzar nuestra comprensión colectiva de las prácticas estratégicas y de gestión adecuadas que deben aplicarse en los procesos de transformación, y servir de apoyo y referencia para futuras investigaciones.

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Following sound economic theory, paper mills vertically integrate into pulp production, partly because internalizing the production of their inputs allows them to avoid transaction costs. Higher market concentration, a proxy of higher asset specificity and transaction costs, should encourage vertical integration in the pulp and paper industry. However, this relationship has not been robust in previous studies or in our replication with updated FPL-UW data. Upon a deeper analysis of the data, this study should clarify the mechanism by which transaction cost can induce vertical integration in this particular industry, which does not have well-defined intermediate goods markets. In order to specify the pulp markets where paper mills are likely to trade, we construct a mill-specific concentration measure as a substitute to traditional regional concentration measures. We also narrow our sample to mills producing free sheet paper, the most profitable paper grade in this industry. With such model refinement, this research exhibits a significantly positive correlation between transaction cost and vertical integration.

Background: Price pressure, together with factors as commodization and demands for lower production costs has had a negative impact on further investments on the tea industry in Sri Lanka. Developing countries must persist in their efforts to catch up with the rapid growth and increased global trade to maintain an important source of growth. Despite increased recognition regarding the importance of economic growth, where it is crucial for a company’s ability to profit with long-term viability by finding a unique combination and collaboration of activities within the value chain, there is still a confusion of how an emerging vertical integration can strengthen the tea industry. Purpose: The purpose of this research is to evaluate, define and describe the value chain of actors and activities from raw material to finished product that activate value increments within the tea industry in Sri Lanka. In order to reach this aim, a deeper understanding of how enterprises choose their way of distribution commodities or value-added product. The empirical data is combined with a theoretical framework that investigates the challenges with vertical integration within the tea industry, focusing on strengthen Sri Lankan tea producers’ value chains. Delimitations: Distinction that investigates Sri Lanka and its value chain of tea. Methodology: This minor field research was performed with an evaluating research design in Sri Lanka. A qualitative approach has been used in combination to the ethnographic method that carries out the collection of data. Semi-structured interviews have been conducted with companies within the tea industry in Sri Lanka to meet the research objective. Conclusions: The vertical integration can be strengthened through informal integrate functions and its emergence can thus promote business networks. Actors linking through investments by brokers can thereby simplify the process of value adding activities to the current tea industry in Sri Lanka.

Este estudo procurou entender porque as usinas e destilarias fazem uso de estratégias distintas na coordenação vertical da colheita da cana-de-açúcar, pois verifica-se no setor a presença conjunta de empresas que utilizam a terceirização total da frota, outras que utilizam a terceirização de forma parcial (integração vertical parcial) e ainda, firmas que empregam estruturas totalmente verticalizadas na condução dessa atividade. Assim, foram analisados os mecanismos e critérios de escolha utilizados pelas empresas ao estabelecerem os arranjos institucionais que coordenam as atividades de corte, carregamento e transporte da cana-de-açúcar, buscando um alinhamento entre os arranjos adotados e os aspectos teóricos que justificassem essa opção. Durante a análise, também foram descritas as principais dificuldades enfrentadas pelos agentes envolvidos no processo de terceirização da colheita (usinas/destilarias e prestadores de serviço), pretendendo contribuir para a discussão sobre o tema entre os profissionais da área. O ferramental teórico utilizado para o embasamento do estudo foi composto a partir da conjugação de elementos da Teoria Neoclássica, da Economia dos Custos de Transação e da Teoria das Competências Dinâmicas. O estudo se apoiou em dados secundários, obtidos de diversas fontes, e em dados primários, coletados a partir de entrevistas em profundidade com os agentes envolvidos no processo analisado. Participaram da amostra 33 usinas/destilarias (30 localizadas no Estado de São Paulo e 3 no Estado do Paraná) e 6 empresas prestadoras de serviço. A presença de diferentes arranjos entre as usinas/destilarias foi explicada pela percepção distinta dos custos de transação e de produção envolvidos nessa escolha, e pela própria heterogeneidade de recursos e competências entre as empresas. Apenas no caso do corte manual observou-se uma tendência de convergência dos arranjos em direção a estruturas verticalizadas, que pode ser explicada, principalmente, pela maior pressão dos órgãos e agentes privados e públicos nos últimos anos para o cumprimento das normas trabalhistas e de segurança e saúde do trabalhador rural, visando, entre outras coisas, a eliminação da terceirização do corte manual. Com relação às dificuldades enfrentadas pelas usinas/destilarias que fazem uso da terceirização e pelos prestadores de serviços, verificou-se que os principais pontos de divergência entre os agentes referem-se ao tempo de duração dos contratos, aos mecanismos de monitoramento e controle utilizados e a forma de pagamento dos serviços prestados. / This study has aimed at understanding why sugar/alcohol mills and distilleries make use of distinct strategies in the vertical coordination of the sugarcane harvesting system. The sector presents three different types of institutional arrangements to perform harvesting activities: (i) companies using completely outsourced services; (ii) mills that use partly outsourced services (partial vertical integration); and (iii) firms that employ totally verticalized structures. Therefore, we have analyzed the mechanisms and criteria of choice used by the mills for establishing institutional arrangements to coordinate the harvesting, truck loading, and transportation of sugarcane. In this enquiry, we have searched for alignments between the arrangements adopted and the theoretical aspects that could justify such choices. During the analysis, we have also described the main difficulties faced by the agents involved in the outsourcing process (mills/distilleries and service providers), intending to contribute to professionals in the area. The theoretical fundamentals of the study concerned elements of Neoclassical Theory, of Transaction Cost Economics, and of Dynamic Capabilities Theory. The research is based on secondary data obtained from several sources and on primary data collected in thorough interviews with the agents involved. The sample consists of 33 mills/distilleries (30 located in São Paulo State and three in Paraná State) and of six service-providing firms. The different institutional arrangements among mills/distilleries result from distinct perceptions of the transaction and production costs involved in such choice as well as from the heterogeneity of resources and competences among companies. Strictly in the case of manual harvesting, we have observed a trend towards verticalized structures. This is mainly due to the fact that both governmental and private agents have pressured such firms to respect labor norms as well as the workers? security and health regulations in the latest years, viewing at the extinction of outsourced manual harvesting, among other reasons. As to the problems faced by mills/distilleries that use outsourced service and service providers, we have found out that the main disagreements among agents regard the duration of contracts, the monitoring mechanisms and the form of payment for services rendered.