考虑产品市场竞争和拥堵成本的策略转移定价与整齐成本分配的绩效比较

R. Göx
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引用次数: 1

摘要

本文比较了一个多产品企业在存在产出市场竞争和生产外部性的情况下,转移定价和整齐成本分配的绩效。在缺乏竞争的情况下,整齐的成本分配在企业内部造成了低效的分配,而转移价格总是可以调整以复制集中式企业的第一最佳解决方案。虽然第二个结果是众所周知的,但第一个结果与通过利润分享方案解决团队生产中的搭便车问题的不可能性相似。在双寡头竞争条件下,转让价格仍然是最优的会计准则,但其解决方案取决于最终产品市场的竞争性质。当企业在价格上竞争时,战略原理要求将超过拥堵服务总成本的部分分配给双头垄断部门。虽然转让价格仍然可以进行相应的调整,但整洁性要求使成本分配方案无法为企业管理者提供所需的战略激励。在数量竞争下,战略动机要求将低于服务成本的服务分配给双寡头部门。虽然一个整洁的成本分配方案并不与战略效果所要求的方向相矛盾,但最优分配最多是偶然发现的,而转让价格也总是可以进行最优调整的。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
A Performance Comparison of Strategic Transfer Pricing and Tidy Cost Allocations in Presence of Product Market Competition and Congestion Costs
This paper compares the performance of transfer pricing and tidy cost allocations in a multiproduct firm in presence of output market competition and production externalities. In absence of competition, tidy cost allocations are creating inefficient allocations within the firm while transfer prices can always be adjusted to replicate the first best solution of the centralized firm. While the second result is well known, the first result draws a parallel to the impossibility of solving the free rider problem in team production by a profit sharing scheme. Under duopolistic competition, transfer prices are still the best accounting rule but the solution depends on the nature of competition on the final product market. When firms compete in prices, the strategic rationale requires to allocate more than the total cost of the congested service to the duopolistic departments. While transfer prices can still be adjusted accordingly, the tidiness requirement prevents the cost allocation scheme from providing the desired strategic incentives to the firms' managers. Under quantity competition, the strategic motive requires to allocate less than the cost of the service to the duopolistic departments. Although a tidy cost allocation scheme does not contradict the required direction of the strategic effect, the optimal allocation is at best found incidentally while the transfer prices can again always be adjusted in an optimal way.
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