Fact-checked by Grok 2 weeks ago

Asset specificity

Asset specificity is a central concept in transaction cost economics, referring to the extent to which durable investments made to support a particular transaction or trading relationship have a much lower value in their next-best alternative use or by alternative users if the relationship is prematurely terminated.^[1] This specificity arises from the tailoring of assets to specific needs, creating bilateral dependency between parties and increasing vulnerability to opportunism, such as hold-up problems where one party exploits the other's sunk investments.^[2] Introduced prominently by economist Oliver E. Williamson in works like Markets and Hierarchies (1975), the concept explains why firms often prefer internal organization over market transactions when specificity is high.^[1] Asset specificity manifests in multiple dimensions, each with distinct implications for economic organization. Physical asset specificity involves specialized equipment or machinery designed for a unique purpose, such as custom tooling that loses value outside its intended application.^[1] Human asset specificity pertains to skills or knowledge developed for a specific context, like training tailored to a firm's processes, while site specificity arises from co-located facilities that incur high relocation costs if separated.^[1] Additional forms include dedicated assets, such as capacity expansions made solely for a buyer; brand name capital, where reputation is tied to a particular partnership; and temporal specificity, involving time-sensitive commitments like just-in-time delivery systems.^[1] The implications of asset specificity are profound for understanding firm boundaries and governance structures. High specificity transforms competitive market exchanges (large numbers bargaining) into small numbers or bilateral trading, necessitating safeguards like long-term contracts, vertical integration, or hybrid arrangements to mitigate hold-up risks and align incentives.^[1] For instance, in the classic Fisher Body-General Motors case, specialized investments in body production facilities led to vertical integration to protect against opportunistic renegotiation.^[2] While transaction cost economics predicts greater integration with high specificity, empirical work suggests nuances, with higher levels not always correlating to integration and multidimensional investments and relational contracting sometimes sustaining non-integration.^[3] Overall, asset specificity underscores the efficiency of matching transactional attributes to appropriate governance mechanisms in reducing economic costs.^[1]

Fundamentals

Definition

Asset specificity refers to the degree to which investments are made in assets that cannot be redeployed to alternative uses or users without incurring a significant loss of productive value.^[1] These assets are tailored to support a particular transaction or relationship, resulting in their value being substantially higher within that specific context compared to others.^[2] A key characteristic of asset specificity is the presence of non-salvageable value after the transaction concludes, often involving sunk costs from customization that cannot be recovered in alternative applications.^[1] This specificity creates bilateral dependencies between parties, as the assets' utility diminishes sharply outside the intended use, heightening risks of opportunism.^[2] Unlike general-purpose investments, which retain comparable productivity across multiple contexts, assets become specific when their efficiency or output is markedly superior in one particular setting, rendering redeployment economically inefficient.^[1] For instance, machinery customized for a single buyer's production needs may lose much of its value if resold to another party unable to utilize its specialized features.^[2] This concept originates from transaction cost economics, where it serves as a central factor in analyzing governance structures for economic exchanges.^[1]

Historical Development

The concept of asset specificity emerged from foundational ideas in institutional economics, notably John R. Commons' 1934 work Institutional Economics: Its Place in Political Economy, which discussed dedicated assets and investments tied to ongoing transactional relationships within going concerns.^[4] Commons emphasized how such investments create interdependencies in economic coordination, influencing later analyses of transaction structures.^[5] Ronald Coase further advanced the intellectual groundwork in his seminal 1937 paper "The Nature of the Firm," where he introduced transaction costs as the rationale for organizing economic activity within firms rather than solely through markets, setting the stage for examining asset redeployability.^[6] This perspective highlighted the costs of market exchanges, including those arising from specialized commitments. In 1972, Armen A. Alchian and Harold Demsetz contributed key insights on opportunism in their paper "Production, Information Costs, and Economic Organization," arguing that team production under uncertainty fosters shirking and requires monitoring mechanisms, which implicitly underscored risks from assets vulnerable to such behavior.^[7] Oliver E. Williamson formalized and popularized asset specificity in the 1970s, building directly on Coase's transaction cost framework, as detailed in his 1971 paper "The Vertical Integration of Production: Market Failure Considerations" and expanded in his 1975 book Markets and Hierarchies: Analysis and Antitrust Implications.^[1] Williamson defined specificity as the degree to which assets lose value outside a particular use, leading to bilateral dependencies and governance challenges. He refined this in his 1985 book The Economic Institutions of Capitalism: Firms, Markets, Relational Contracting, where specificity became central to explaining organizational forms.^[1] The 1991 Nobel Prize in Economic Sciences awarded to Coase elevated the visibility of transaction cost economics, thereby amplifying the role of asset specificity in institutional analysis and inspiring broader scholarly engagement. In 2009, Oliver E. Williamson shared the Nobel Prize in Economic Sciences with Elinor Ostrom for their analysis of economic governance, particularly the boundaries of the firm, further highlighting the centrality of asset specificity in transaction cost economics.^[8] During the 1990s and 2000s, the concept evolved to encompass relational contracting, integrating transaction cost economics with norms of trust and repeated interactions to mitigate hold-up risks from specific investments.^[9] Simultaneously, it extended to international trade contexts, informing models of global value chains and outsourcing decisions where headquarter intensity correlates with specificity levels.^[10]

Dimensions

Physical Specificity

Physical asset specificity refers to investments in tangible, durable goods, such as equipment or machinery, that are tailored to support a particular transaction or production process, rendering them less valuable in alternative uses. These investments involve design characteristics customized for specific partners or outputs, leading to significant redeployment costs if the relationship terminates. In transaction cost economics, this dimension highlights how physical assets become co-specialized, meaning their productivity is enhanced when used jointly with complementary assets but diminishes sharply otherwise.^[1] Key characteristics of physical asset specificity include the need for modifications in form, fit, or function that limit redeployability, often resulting in high sunk costs upon exit from the original context. For instance, in manufacturing, specialized stamping equipment or molds designed to produce unique components for a single buyer exemplify this, as alterations for new applications require extensive redesign or scrapping. Such assets typically incur redeployment costs far exceeding those of generic equipment, due to their transaction-specific engineering.^[11] The economic impact of physical asset specificity lies in heightened vulnerability to opportunism, where one party may exploit the other's locked-in investments by renegotiating terms unfavorably after the assets are committed. This hold-up potential discourages specific investments unless safeguards like contracts or integration are in place. In the automotive sector, for example, custom dies and tools for stamping car body parts, as seen in historical cases like Fisher Body's investments for General Motors, lose much of their value outside the dedicated relationship, amplifying risks of quasi-rent appropriation.

Site Specificity

Site specificity represents a key dimension of asset specificity within transaction cost economics, where investments in assets derive substantial value from their geographic proximity to a specific trading partner or resource, rendering relocation prohibitively expensive due to high transportation, inventory, or downtime costs. This form of specificity arises when parties co-locate facilities to minimize logistical expenses, such as in "cheek-by-jowl" arrangements that optimize efficiency but create immobility once the site is established. As articulated by Oliver Williamson, site specificity occurs when successive stations or operations are positioned adjacently to economize on transportation and inventory holding costs, thereby locking the assets into a particular bilateral relationship.^[12]^[13] Characteristics of site-specific investments emphasize proximity-driven efficiencies, often involving fixed infrastructure tailored to a localized transaction context. For instance, a manufacturer may construct a warehouse immediately adjacent to a supplier's facility to support just-in-time delivery systems, which reduce holding costs and enable rapid replenishment but result in significant value loss if the partnership dissolves and the structure must be repurposed or abandoned elsewhere. Such investments heighten relational interdependence, as the specialized location precludes easy redeployment to alternative uses without substantial economic penalties.^[14] Economically, site specificity initially lowers transaction costs through spatial efficiencies but amplifies lock-in risks, exposing parties to opportunistic behavior in the presence of incomplete contracts. This rationale underscores why such arrangements often necessitate integrated governance structures to safeguard against hold-up, as the immobility of sited assets diminishes outside options and bargaining power. A prominent example is oil refineries constructed near extraction sites, where proximity avoids exorbitant crude oil transport expenses; relocating such facilities could incur millions in dismantling, reconstruction, and lost productivity, rendering the investment highly transaction-specific. Similar patterns appear in mine-mouth coal-fired power plants, sited adjacent to coal deposits to minimize hauling costs, with empirical studies confirming elevated vertical integration rates in these contexts due to site-induced vulnerabilities.^[15]^[16]^[17]

Human Capital Specificity

Human capital specificity refers to investments in employee training, skills, or knowledge that are tailored to a particular firm or transactional partner, thereby increasing productivity primarily within that specific context while having limited transferability to other employers or relationships. This form of asset specificity arises when human capital becomes non-fungible due to its customization, distinguishing it from general human capital that holds value across multiple uses.^[18] In transaction cost economics, human capital specificity is characterized by the development of specialized expertise through mechanisms such as learning-by-doing and on-the-job training, which generate time-based learning curves unique to the employing organization or partnership. These investments often involve firm-borne costs for training that yield returns only if the employment or contractual relationship persists, as the skills depreciate significantly outside their intended application. For example, an engineer trained in the proprietary design processes for a specific automotive component may possess skills that enhance efficiency within that firm but offer minimal value elsewhere.^[19] Economically, human capital specificity boosts productivity and operational efficiency within the targeted relationship by enabling customized performance that general skills cannot match, yet it fosters dependency between parties, as the specialized knowledge becomes a sunk cost vulnerable to opportunism if the association dissolves. Extensions of Gary Becker's human capital theory highlight that firm-specific training often constitutes a substantial share of overall human capital investments, underscoring its role in shaping wage structures and mobility patterns.^[20]

Dedicated Assets

Dedicated assets represent a form of asset specificity characterized by large-scale investments made by a supplier in response to the anticipated volume needs of a particular buyer, where such investments would not occur absent the prospect of substantial ongoing trade with that buyer.^[1] These assets are typically general-purpose in design but dedicated in scale, meaning they achieve economies of scale tailored to the buyer's demand, rendering them illiquid or low-value in alternative markets if the relationship terminates.^[13] Key characteristics of dedicated assets include their reliance on relationship-specific volume commitments, which lock in scale economies and impose high exit costs due to the difficulty of redeploying excess capacity elsewhere.^[1] For instance, if buyer demand declines unexpectedly, the supplier faces significant sunk costs with limited salvage value, heightening bilateral dependency between the parties.^[13] This form of specificity often overlaps with physical asset specificity but distinguishes itself by emphasizing volume-driven dedication rather than bespoke customization of the asset's design or functionality.^[1] A classic example is the early 20th-century relationship between Fisher Body and General Motors (GM), where Fisher invested heavily in production capacity expansions—such as new plants and equipment—specifically to meet GM's projected demand for closed automobile bodies, investments that lacked viable alternative uses if GM's orders diminished.^[2] In the aviation sector, dedicated assets manifest when airports construct or expand infrastructure, like terminals, to support a single airline's hub operations; for example, the construction of Munich Airport's Terminal 2 in 2003, costing approximately €1.6 billion with Lufthansa contributing 40%, was designed primarily to handle the carrier's transfer passenger volumes, creating capacity that is underutilized without the airline's continued commitment.^[21]

Measurement

Operationalization Approaches

Operationalizing asset specificity involves translating the theoretical concept—typically defined as the degree to which assets are tailored to a specific transaction and lose value if redeployed elsewhere—into measurable indicators for empirical research. Primary approaches rely on surveys that assess redeployability, often using Likert scales to gauge the extent of asset customization or the difficulty of alternative uses. For instance, researchers frequently employ 7-point scales where respondents rate the degree to which physical, human, site, or dedicated assets can be repurposed, with higher scores indicating greater specificity (e.g., "low degree" to "high degree" of redeployability loss). These scales draw from Williamson's (1985) multidimensional framework, which categorizes specificity into types like physical and human capital, and have been widely adopted in studies of vertical integration and governance choices.^[1] A seminal application in marketing channels is the framework by Anderson and Coughlan (1987), which operationalizes channel-specific asset specificity through a five-item survey administered to sales managers. The items probe aspects such as the uniqueness of product adaptations for foreign markets, the training required for distributors, and the potential loss in value if the channel relationship ends, combined into a composite scale with Cronbach's alpha of 0.69 to predict integrated versus independent distribution modes. This approach has influenced subsequent research on international entry strategies, emphasizing human and physical asset dimensions. Qualitative methods, particularly case studies, evaluate specificity by examining customization levels in real-world transactions. For example, Monteverde and Teece (1982) analyzed supplier relationships in the automobile industry, assessing specificity through detailed interviews and documentation of engineering changes tailored to specific OEMs, revealing high physical and human capital investments that deterred switching. Such studies prioritize in-depth analysis of transaction contexts over numerical scoring, often using narrative evidence to classify assets as highly specific when redeployment incurs substantial opportunity costs. Quantitative metrics provide objective proxies, such as the percentage of asset value lost upon redeployment, derived from liquidation recovery rates. High specificity corresponds to low recovery rates (e.g., below 50% of book value for specialized machinery), as assets like custom tooling retain minimal worth outside the original use; this measure is calculated from balance sheet data and auction outcomes in firm liquidations. Another metric is the ratio of transaction-specific investments to general-purpose ones, signaling elevated specificity risks in contracting decisions. These indicators, while data-intensive, enable cross-firm comparisons in large-scale analyses.^[22]

Empirical Challenges

Empirical studies on asset specificity face significant challenges due to the subjectivity inherent in self-reported data, which often relies on perceptual measures such as Likert-scale surveys assessing the degree of idiosyncratic investments. These measures introduce variability as respondents' interpretations of specificity can differ based on personal biases, leading to inconsistent reporting across individuals and firms. For instance, perception biases like false uniqueness and confirmation effects cause buyers and suppliers to overestimate their own asset specificity relative to counterparts, particularly in human capital and radical innovation contexts, resulting in skewed data that deviates from objective transaction cost predictions.^[23]^[24] Endogeneity poses another core issue, as asset specificity is not purely exogenous but often co-determined with governance choices, such as vertical integration or relational contracting, creating reverse causality that biases regression estimates. Most empirical research treats specificity as an independent variable without adequately addressing this simultaneity, leading to inflated or attenuated effects in models predicting organizational boundaries. Surveys exacerbate this by capturing strategic respondent bias, where managers may overstate specificity to justify governance decisions, while cross-sectional data underestimates it through static snapshots that fail to capture dynamic adjustments over time.^[24]^[25] Validation of asset specificity measures is further complicated by the scarcity of longitudinal studies, which limits the ability to observe how specificity evolves and interacts with other transaction costs like uncertainty or frequency. Confounding factors arise when specificity is bundled with broader opportunism risks, making it difficult to isolate its unique impact on outcomes such as hold-up vulnerability. Meta-analyses from the 2000s, reviewing hundreds of studies across disciplines, reveal inconsistent correlations between asset specificity and governance forms—ranging from weak to moderate—largely attributable to heterogeneous operationalizations, such as varying proxies for physical versus site specificity, and industry-specific contexts like manufacturing versus services; more recent meta-analyses (e.g., as of 2021) confirm positive but moderated relationships with governance and performance.^[24]^[25]^[26]

Theoretical Applications

Role in Transaction Cost Economics

In transaction cost economics (TCE), asset specificity functions as a pivotal dimension that intensifies the inherent risks stemming from bounded rationality and opportunism, the theory's foundational behavioral assumptions. Bounded rationality implies that actors cannot fully anticipate or contract for all future contingencies, while opportunism involves self-interest seeking with guile; high asset specificity exacerbates these by rendering investments non-redeployable without significant loss in value outside the specific transaction, thereby creating lock-in and dependency between parties.^[1] This centrality positions asset specificity as a key driver of governance choices, shifting the focus from production efficiency to minimizing transaction costs associated with exchange hazards. Within TCE, asset specificity elevates ex post bargaining hazards once relationship-specific investments are made, as parties face incentives to renegotiate terms opportunistically during unforeseen disturbances, undermining the viability of spot market or simple contractual governance. Instead, such specificity favors hierarchical governance—such as vertical integration—where internal authority and adaptive capacity can better align incentives and mitigate hold-up risks, ensuring continuity and efficiency in ongoing exchanges.^[1] This theoretical linkage underscores how specificity transforms anonymous market competition into bilateral or small-numbers bargaining, prioritizing safeguards over arm's-length dealings. In TCE, governance is shaped by asset specificity, uncertainty, and transaction frequency; elevated specificity particularly increases these costs, prompting economizing shifts toward integrated modes. In scenarios of co-specialization, where investments from both transacting parties are mutually specific and complementary, these lock-in effects intensify bilateral dependencies, further amplifying the need for hierarchical structures to capture joint gains and avoid inefficient haggling.^[1]

Implications for Governance

In transaction cost economics, high levels of asset specificity necessitate governance structures that safeguard against opportunistic behavior, such as vertical integration, long-term contracts, or joint ventures, to align incentives and reduce ex post bargaining hazards. These mechanisms ensure continuity in transactions where assets lose significant value outside the specific relationship, thereby minimizing the costs of market failure. Beyond transaction cost economics, contract theory addresses asset specificity through the lens of incomplete contracts, where unverifiable investments prompt the design of agreements with built-in safeguards, such as penalty clauses or renegotiation protocols, to mitigate hold-up risks without full integration. For instance, in property rights approaches, specificity influences the allocation of residual control rights to prevent underinvestment in relationship-specific assets. Strategically, moderate asset specificity often favors hybrid governance modes, like strategic alliances, which combine market flexibility with hierarchical oversight to manage interdependencies while preserving autonomy.^[27] Empirical studies from the 1990s and later confirm that high asset specificity is associated with non-market governance forms in various industries.^[24]

Practical Implications

Hold-Up Problem

The hold-up problem emerges as a key risk in transactions characterized by asset specificity, where one party makes irreversible, relationship-specific investments that reduce their bargaining power post-investment, allowing the other party to opportunistically renegotiate terms and expropriate value.^[28] This opportunism typically occurs after the specific investment is sunk, as the investing party faces high switching costs and limited alternative uses for the asset, making them vulnerable to demands for unfavorable contract adjustments.^[29] Asset specificity across dimensions such as physical, site, or human capital can trigger this vulnerability by creating dependencies that amplify the potential for exploitation.^[1] The mechanism underlying the hold-up problem revolves around quasi-rents generated by specific investments, which represent the excess value of the asset in its specialized use over its value in alternative applications.^[30] These quasi-rents become appropriable ex post if the non-investing party leverages the investor's lock-in to capture a larger share of the surplus, often through threats to terminate the relationship or impose harsher terms.^[31] For instance, a supplier may invest in custom tooling and machinery tailored exclusively for a buyer's production needs; once the investment is made, the buyer can demand price reductions or additional concessions, knowing the supplier's salvage value for the assets is low outside this relationship, thereby appropriating the quasi-rents.^[30] A classic illustration of the hold-up problem's consequences is the underinvestment effect, where anticipation of post-investment opportunism leads parties to invest less than the socially optimal level in specific assets. In Grout's (1984) model, which examines intrafirm dynamics between shareholders and workers under Nash bargaining without binding contracts, the fear of hold-up results in reduced investment in relationship-specific capital, as each party internalizes only a fraction of the returns due to ex post renegotiation. This underinvestment distorts efficient resource allocation and highlights how asset specificity exacerbates inefficiencies in incomplete contracting environments.^[32] To mitigate the hold-up problem, parties may implement preemptive safeguards, such as posting mutual "hostages"—valuable, transaction-specific commitments that are forfeited if opportunism occurs—or relying on reputational mechanisms to deter exploitation through the threat of future market penalties.^[33] These strategies align incentives by increasing the costs of defection, though their effectiveness depends on the enforceability and observability of such commitments in repeated interactions.

Strategic Considerations in Business

In business strategy, asset specificity introduces significant risks, particularly in supply chain vulnerabilities where specialized investments lock firms into dependent relationships, potentially leading to the hold-up problem where one party exploits the other's commitments. A prominent example is Boeing's 787 Dreamliner program, where the company outsourced approximately 65% of production to global Tier-1 suppliers, requiring them to make highly specific investments in tooling, facilities, and processes tailored to Boeing's designs; this resulted in coordination failures, quality issues, and production delays exceeding three years from 2007 to 2011, costing billions in overruns and lost revenue.^[1]^[34] To mitigate these risks, firms employ management strategies such as asset diversification, which involves spreading investments across multiple uses to reduce dependency, supplier diversification to avoid over-reliance on single partners, and relational contracting that fosters long-term trust and flexible adjustments through informal norms rather than rigid formal agreements. These approaches help balance the benefits of specificity, like efficiency gains, against potential opportunism by encouraging adaptive governance in high-specificity transactions.^[35]^[36] In modern global value chains (GVCs), asset specificity profoundly influences outsourcing decisions, as firms weigh the costs of specialized offshore investments against resilience; post-2020 supply disruptions from the COVID-19 pandemic, including factory shutdowns and logistics breakdowns, amplified these risks, prompting many companies to reshore or nearshore operations to minimize exposure from locked-in foreign suppliers. For instance, sectors like electronics and automotive saw heightened scrutiny of specificity-driven outsourcing, leading to diversified sourcing strategies that prioritize geographic stability over cost alone.^[37]^[38] A specific case illustrating this is Intel's investments in chip fabrication plants (fabs), where site-specific assets—such as customized cleanrooms and equipment costing billions and tailored to particular locations—tie the company's strategy to regional stability, as seen in its $20 billion initial commitment to Ohio fabs announced in 2022, which aimed to enhance U.S. supply chain security but exposed it to local risks like labor or regulatory changes. However, as of 2025, the project has faced significant delays, with the first fab's completion pushed to 2030 and reports of potential scaling back without new customers.^[39]^[40]^[41]^[42]

References

[1]
[PDF] Prize Lecture by Oliver E. Williamson
14), the wide reach of asset specificity – to include physical, human, site specific, dedicated, brand name capital, and episodic (or temporal) forms – would ...
[2]
[PDF] Asset specificity and holdups Benjamin Klein
Specific assets are assets that have a significantly higher value within a particular transacting relationship than outside the relationship.
[3]
None
### Summary of the Role of Asset Specificity in Vertical Integration
[4]
Institutional economics : its place in political economy
Apr 16, 2019 · Institutional economics : its place in political economy. by: Commons, John Rogers, 1862-1945. Publication date: 1934. Topics: Economics ...
[5]
[PDF] The Economics of Organization: The Transaction Cost Approach
Jan 25, 2002 · The proposition that the transaction is the basic unit of economic analy- sis was advanced by John R. Commons in 1934. He recognized that ...
[6]
[PDF] The Nature of the Firm - Rochelle Terman
The Nature of the Firm. Author(s): R. H. Coase. Source: Economica, New Series, Vol. 4, No. 16 (Nov., 1937), pp. 386-405. Published by: Blackwell Publishing on ...
[7]
[PDF] Production, Information Costs, and Economic Organization Author(s)
ALCHIAN AND DEMSETZ: ECONOMIC ORGANIZATION. 779 tem of rewarding which is relied upon stimulates a particular productivity re- sponse. If the economic ...
[8]
[PDF] Asset Specificity and Vertical Integration - Harvard Business School
Apr 3, 2009 · Its main economic message is that in a world where outside options matter and investments are multidimensional, high levels of asset specificity ...
[9]
[PDF] Organizations and Trade Pol Antràs and Esteban Rossi-Hansberg
We survey an emerging literature at the intersection of organizational economics and international trade. We argue that a proper modelling of the organizational ...
[10]
International Encyclopedia of Organization Studies - Asset Specificity
Assets are specific to a transaction when they are highly specialized and have no purpose outside of a particular buyer-seller relationship.
[11]
https://sk.sagepub.com/ency/edvol/organization/chpt/asset-specificity
[12]
[PDF] Transaction Cost Economics* - Meet the Berkeley-Haas Faculty
Nov 14, 2010 · Asset specificity describes the condition where the identity of the parties matters for the continued relationship, and it can take a variety of ...
[13]
(PDF) The Many Faces of Asset Specificity: A Critical Review of Key ...
Jan 13, 2025 · This paper presents a review of the concept of asset specificity and of the impact which asset specificity is expected to exert on the ...
[14]
None
Summary of each segment:
[15]
Price uncertainty and vertical integration: an examination of ...
The petrochemical industry employs assets subject to temporal and site specificity. The OPEC oil price shocks of the 1970s made it difficult to write contracts ...
[16]
https://www.sciencedirect.com/science/article/abs/pii/S0929119900000067
[17]
[PDF] Investment in Human Capital: Effects on Earnings
The original aim of this study was to estimate the money rate of return to college and high-school education in the United States. In.
[18]
https://www.nber.org/system/files/chapters/c3733/c3733.pdf
[19]
Human Capital Specificity: Evidence from the Dictionary of ...
Becker's (1964) initial discussion focused on the dichotomy between firm‐specific and general capital. This distinction was important because while workers had ...
[20]
None
### Definition, Characteristics, and Examples of Dedicated Asset Specificity in Airlines and Airports
[21]
[PDF] Asset Specificity of Non-Financial Firms
Aug 10, 2020 · Abstract. We study asset specificity of US non-financial firms using a new dataset on the liquidation recovery rates of all major asset ...
[22]
Asset Specificity Perception Bias in Innovation Partnerships
Jul 9, 2024 · We first argue that false uniqueness and confirmation biases influence buyer and supplier asset specificity perceptions in opposite directions.Missing: surveys | Show results with:surveys
[23]
https://journals.aom.org/doi/10.5465/AMPROC.2024.374bp
[24]
[PDF] Make, buy, or ally: A transaction cost theory meta-analysis
Indeed, transaction cost theory maintains that “asset specificity is the big locomotive to which transaction cost econom- ics owes much of its predictive ...
[25]
Does Governance Matter? Keiretsu Alliances and Asset Specificity ...
Japanese firms use "hybrid" governance/alliances, while US firms use markets/hierarchies. Japanese governance, with greater asset co-specialization, ...
[26]
(PDF) The Hold-up Problem - ResearchGate
The hold-up problem occurs "when part of the return on an agent's relationship-specific investment is ex-post expropriable by his trading partner" (Che and ...
[27]
[PDF] Hold-up problem - Yeon-Koo Che
Hold-up arises when part of the return on an agent's relationship-specific investments is ex post expropriable by his trading partner. The hold-up problem.
[28]
vertical integration, appropriable rents, and the competitive - jstor
An appropriable quasi rent is not a monopoly rent in the usual the increased value of an asset protected from market entry ov would have had in an open market.<|control11|><|separator|>
[29]
Vertical Integration, Appropriable Rents, and the Competitive ...
Vertical Integration, Appropriable Rents, and the Competitive Contracting Process. Benjamin Klein,; Robert G. Crawford and; Armen A. Alchian. Benjamin Klein.<|control11|><|separator|>
[30]
https://www.jstor.org/stable/725234
[31]
Credible Commitments: Using Hostages to Support Exchange - jstor
Williamson, Oliver E., "The Vertical Integra- tion of Production: Market Failure Con- siderations," American Economic Review. Proceedings, May 1971, 61, 112-23.
[32]
The Problem Boeing Ran Into After Outsourcing 787 Production
Jun 15, 2025 · Boeing's 787 outsourcing strategy led to delays, quality issues, and high costs, and what steps the company is taking now to recover.
[33]
[PDF] Asset specificity, relational governance, firm adaptability and supply ...
Abstract. Purpose – This study investigates how asset specificity, relational governance and firm adaptability relate with supply chain integration (SCI), ...
[34]
[PDF] Relational contracts, collaboration and outsourcing in the supply chain
Relational contracts are key to supply chain collaboration. The literature has focused on the role of trust stemming from prior interactions with current ...
[35]
The changing contours of global value chains post-COVID
Aug 18, 2022 · This paper bridges the gap between the international trade and management literature by examining the impact of COVID-19 on Commonwealth countries.
[36]
[PDF] Global Trade and Value Chains During the Pandemic
Apr 7, 2022 · Trade flows closely mimicked the evolution of supply chain disruptions in the first phase of the crisis. Although the recovery in trade ...
[37]
[PDF] ASSET SPECIFICITY | Edward A. Snyder
Intel invested in so-called fabs around the world for internal ... Oliver Williamson, "The Economics of Organization: The Transaction Cost Approach",.
[38]
Intel Announces Initial Investment of More Than €33 Billion for ...
Mar 15, 2022 · Today's announcement includes plans to invest an initial 17 billion euros into a leading-edge semiconductor fab mega-site in Germany, to create ...