OEM企业如何打破全球价值链的低端锁定——基于组织学习视角的探索性案例研究  

How Do OEMs Break Low-end Lock-in of the Global Value Chain?An Exploratory Case Study Based on the Perspective of Organizational Learning

作　　者：单宇 周佳慧 张闯 Shan Yu;Zhou Jiahui;Zhang Chuang(School of Business Administration,Dongbei University of Finance and Economics;School of Economics and Management,Dalian University of Technology)

机构地区：[1]东北财经大学工商管理学院 [2]大连理工大学经济管理学院

出　　处：《南开管理评论》2025年第4期38-49,共12页Nankai Business Review

基　　金：国家自然科学基金项目(72102030);教育部人文社会科学研究项目(21YJC630019);国家社会科学基金重大项目(21&ZD120)资助。

摘　　要：面对全球贸易格局重构,OEM企业能否在全球价值链跃迁过程中升级组织能力,成为其可持续发展的关键。本文通过对大杨集团的案例研究,从组织学习视角系统探索了OEM企业如何打破全球价值链的低端锁定。研究发现:(1)OEM企业全球价值链嵌入过程中存在替代式学习、嫁接式学习和启发式学习三种构型,整体呈现由低阶向高阶的动态演化轨迹;(2)替代式学习通过局部的知识改善,降低OEM企业被领先企业替代的风险;嫁接式学习使OEM企业最大程度地避免盲目技术升级所带来的成本增加风险;启发式学习通过创造性复合打造独特的能力空间,使OEM企业在全球价值链的关键环节形成独占优势;(3)OEM企业打破全球价值链低端锁定的过程,体现在通过持续的组织学习推动组织能力不断升级,进而实现在全球价值链中由单向依附关系向双向依赖关系转型,并以此为支点打破低端锁定。本文对OEM企业嵌入全球价值链过程中组织学习机制的探讨,有助于组织学习理论研究的拓展与深化,能够为后续有关OEM企业全球价值链嵌入过程中组织能力升级的理论探索提供新的参考。In recent years,with the rise of global trade protectionism,the increasing complexity of international political and economic relations,as well as frequent occurrences of global economic crises and military conf licts,the international division of labor system has been undergoing accelerated evolution,and global value chains are experiencing profound reshaping.Facing profound changes in the global economic and political landscape,China’s industrial structure is being adjusted and optimized towards higher value-added directions.Since the reform and opening-up,a large number of Chinese enterprises have embedded themselves into global value chains through Original Equipment Manufacturer(OEM)models,leveraging policy dividends and labor cost advantages.Despite facing significant resource constraints,some OEMs have managed to construct new organizational capabilities through proactive organizational learning,achieving upward transitions from low-end to high-end positions in value chains.However,the current reality remains that most OEM enterprises are still locked in low-end segments of global value chains.Confronted with the restructuring of global trade patterns,OEMs lacking knowledge and capability accumulation are facing existential crises.Therefore,investigating how OEMs can break free from low-end lock-in in global value chains carries significant research implications.However,whether and how OEM enterprises can effectively participate in GVC upgrading remains a highly debated issue.From a power dependency perspective,existing studies posit that power asymmetry among GVC participants may erode OEMs’capabilities and systematically exclude them from upgrading opportunities.When OEMs heavily rely on contract manufacturing,they tend to underinvest in technological innovation,as avoiding such upgrades helps control cost structures and minimizes perceived threats to dominant lead firms,thereby reducing cost uncertainties and preempting retaliatory actions.Conversely,substantial literature provides theoretical valid

关 键 词：OEM企业 全球价值链 低端锁定 组织学习 

分 类 号：F270[经济管理—企业管理]