Implementing Environmental and Social Responsibility Programs in Supply Networks Through Multiunit Bilateral Negotiation

Involving suppliers deep in the supply chain is critical for the success of environmental and social responsibility (ESR) initiatives. Administering ESR programs throughout a complex supply network, however, is challenging. In this paper, we apply a multiunit bilateral bargaining framework to coordinate ESR investments in a general supply network and analyze to what extent an ESR initiator should directly engage the higher-tier suppliers as opposed to delegating that responsibility to the first-tier suppliers. Our bargaining framework not only generalizes the conventional Shapley value approach by allowing the flexibility of modeling imbalanced power distribution among the firms but also provides an explicit way of implementing the resulting gain sharing among the firms through negotiated contract terms. We show that the eventual structure of ESR negotiation relationships can be derived by finding a shortest path tree in the supply network with the arc cost defined as the logarithm of the negotiating parties’ relative bargaining power. These developments allow us to analyze ESR implementation in generally extended supply networks. We find that the ESR initiator tends to delegate ESR negotiations to a supplier that is strong in negotiations with higher-tier suppliers. When the supply network is complex (i.e., wide and deep), directly engaging all suppliers can lead to a larger gain by the initiator than fully delegating the negotiations with higher-tier suppliers to the first-tier ones. However, as the network gets increasingly complex, the ESR initiator tends to directly engage a reduced percentage of higher-tier suppliers. We further extend our analysis to situations where the ESR relationships are sequentially formed in a decentralized manner, where the benefit of ESR depends on the collective choice of the firms’ investment levels, where multiple ESR programs are implemented in the network, and where ESR investments depend on the negotiation relationships. This paper was accepted by David Simchi-Levi, operations management.

Foreign direct investment along the Belt and Road: A political economy perspective

In 2013, China launched its ambitious Belt and Road Initiative (BRI), a large portfolio of infrastructure projects across 71 countries intended to link Eurasian markets by rail and sea. The state-led nature of the Initiative combined with its transformative geopolitical implications have conditioned the type of engagement that many governments and firms in host and third countries are willing to take in Chinese-funded BRI projects. Building on two theoretical streams that have originated in international political economy but have received growing attention in international business, varieties of capitalism and geopolitics, this perspective shows how a greater understanding of the institutional and geopolitical context surrounding BRI helps decipher the selection of host-country firms and third-country MNEs in Chinese-funded BRI projects. We portray firm selection in a BRI project as the outcome of a one-tier bargaining game between China and a host country. We show how institutions and geopolitics influence both the legitimacy gap of Chinese SOEs in a host country and the host country’s relative bargaining power, affecting the likelihood that host firms and third-country MNEs are selected in BRI projects. We also discuss the geopolitical jockeying strategies that these firms can adopt to influence the outcome of the bargaining game.

A Bounded Commitment in Vertical Collaborations of New Product Development

Uncertainty is a main source of opportunistic behaviors in research and development cooperations, which challenges strategic decisions ranging from investments to operations. To avoid opportunism arising in cooperations, commitments (either formal contracts or informal communications) are generally made in advance by members of an alliance. However, how does a commitment encourage R&D investments and ultimately enhance the total performance, without loss of flexibility in ex post operations? This study attempts to answer this by investigating a bounded commitment in the context of vertical collaborations in a supply chain. In this exploratory study, a 3-stage game model is used (by backward induction) to examine a two-echelon supply chain under a bounded commitment in NPD. Our analysis shows that upstream R&D investment is stimulated more and that both members are better off under the bounded commitment. At the same time, when the relative bargaining power between the supplier and the manufacturer falls into an appropriate area, it is possible to reach a bounded commitment, and the manufacturer is more sensitive to this relationship. Finally, the bounded commitment restrains opportunistic behaviors, but there is no strong sign that an increase in the ratio of the order outside the chain to the inside one can make firms better.

Relational Contracting, Negotiation, and External Enforcement

We study relational contracting and renegotiation in environments with external enforcement of long-term contractual arrangements. A long-term contract governs the stage games that the contracting parties will play in the future (depending on verifiable stage-game outcomes) until they renegotiate. In a contractual equilibrium, the parties choose their individual actions rationally, jointly optimize when selecting a contract, and exercise their relative bargaining power. Our main result is that in a wide variety of settings, the optimal contract is semi-stationary, with stationary terms for all future periods but special terms for the current period. In each period the parties renegotiate to this same contract. For example, in a simple principal-agent model with a choice of costly monitoring technology, the optimal contract specifies mild monitoring for the current period but intense monitoring for future periods. Because the parties renegotiate in each new period, intense monitoring arises only off the equilibrium path after a failed renegotiation. (JEL C73, C78, D23, D86)

Estimating Bargaining Power in Real Estate Pricing Models: Conceptual and Empirical Issues

The relative bargaining power of the buyer and seller is a key feature of real estate pricing models. Classic real estate studies have sought to address bargaining effects in hedonic regression models. Prior research proposes a procedure to estimate bargaining effects in hedonic regression models that depends critically on a substitution to eliminate omitted variables bias. This study shows that the proposed solution that is often cited in the real estate economics literature does not solve the omitted variables problem given that both models are merely different parameterizations of the same model, and thus produces biased estimates of bargaining power when certain property characteristics are omitted. A classic hedonic regression model of real estate prices using Corsican apartment data supports our contention, even when the assumption of bargaining power symmetry is relaxed.

Ex ante and Ex post Subcontracting between Two Competing Bidders

We consider a first-price sealed-bid procurement auction between two capacity constrained bidders. Either bidder, due to the capacity constraint, is unable to fulfill the auctioned project from a buyer. We consider two formats of capacity cooperation between the two competing bidders: ex ante subcontracting and ex post subcontracting. In the former case, two bidders first bargain over the capacity cooperation contract and then compete with each other by bidding for the buyer’s project. In the latter case, two bidders first submit bids to the buyer and then bargain over the capacity cooperation contract. With ex ante or ex post subcontracting, two bidders have the so-called co-opetition relationship: they compete to win the auction but cooperate through subcontracting. We find that bidders’ subcontract timing has a fundamental impact on their competitive bidding behavior and profits. Both bidders will benefit from the ex ante subcontracting, and submit higher equilibrium bid prices, compared to the case without subcontracting. The ex post subcontracting, however, will lower the equilibrium bid price and may hurt the bidder with capacity advantage when bidders’ relative bargaining power is not consistent with the relative capacity advantage.

Time is on whose side? Determining the duration of collective agreements in a decentralized collective bargaining system

This article examines how the union and management determine the duration of the collective agreement in a decentralized bargaining system characterized by the absence of a rule establishing a maximum duration. Based on information on a population of over 5000 collective agreements and bargaining pairs from the Canadian province of Québec, our analysis reveals that establishment-level collective agreement duration is the result of general economic conditions, but also of coercive comparisons, as well as the parties’ resources and capacities and relative bargaining power, and the characteristics of their interactions. This case shows how contract duration is a strategic issue in establishment-level negotiations where the balance of power generally favours employers.

The Association Between Working Hours and Hourly Earnings

At one time, economists recognized a difficulty in interpreting the association between working hours and hourly earnings: does the association reflect the preferences of employers or of workers? The existence of this identification problem has been largely ignored in recent years. In its place, the relation is presumed to describe describes the labor supply preferences of workers. This needs to be re-considered in light of the empirical finding that the law of diminishing returns operates for hours of work in employers’ production functions. Moreover, there is a third interpretation: differences in hours and hourly earnings reflect differences in the relative bargaining power of workers and employers. If the preferences of workers are sought, they are more likely to be revealed in the hours and earnings of self-employed workers and this is illustrated with the workers in the plywood co-ops.

Information creates relative bargaining power in vendor negotiations

Purpose This paper aims to examine how libraries can create relative bargaining power and presents a methodology for analyzing collections and preparing for negotiations. Design/methodology/approach A brief literature review of the current state of collection budgets and electronic resource prices is presented prior to proposing a methodology based on business analysis frameworks and techniques. Findings Electronic resource subscription prices are increasing at a rate significantly higher than inflation, while collection budgets grow slowly, remain stagnant or decrease. Academic libraries have the ability to counteract this trend by creating relative bargaining power through organizational efforts that take advantage of size and concentration (e.g. consortia), vertical integration through practices such as library publishing and open access and through individual efforts using information. This paper proposes metrics and methodologies that librarians can use to analyze their collections, set negotiation priorities and prepare for individual resource negotiations to create relative bargaining power. Practical implications The proposed methodology enables librarians and buyers of information resources to harness the information available about their electronic resource collections to better position themselves when entering negotiations with vendors. Originality/value This paper presents metrics, some not commonly used (i.e. average annual price increase/decrease), that aid in understanding price sensitivity. Pareto analysis has been traditionally used to analyze usage, but this paper suggests using it in relation to costs and budgets for setting negotiation priorities.