Methoden vergleichen

	Transaction Cost Economics Analysis	Strategic Value Chain Analysis
Fachgebiet	Strategisches Management	Strategisches Management
Familie	Process / pipeline	Process / pipeline
Entstehungsjahr	1979	1985
Urheber	Oliver E. Williamson	Michael E. Porter
Typ	Comparative-governance framework for organizing transactions efficiently	Activity-decomposition pipeline for competitive advantage
Wegweisende Quelle	Williamson, O. E. (1985). The Economic Institutions of Capitalism: Firms, Markets, Relational Contracting. New York: Free Press. ISBN: 9780029348208	Porter, M. E. (1985). Competitive Advantage: Creating and Sustaining Superior Performance. Free Press, New York. ISBN: 9780029250907
Aliasnamen	Transaction Cost Economics (TCE), Make-or-Buy Governance Analysis, Asset Specificity Governance Analysis, Markets-and-Hierarchies Analysis	Porter Value Chain Analysis, Value Chain Framework, Activity-Based Competitive Advantage Analysis, Value System Analysis
Verwandt	3	4
Zusammenfassung	Transaction cost economics (TCE) analysis explains how firms should organize their economic exchanges -- whether to buy on the market, make in-house, or use a hybrid arrangement -- by minimizing the sum of production and transaction costs. Building on Coase's question of why firms exist, Oliver Williamson's 1979 article and 1985 book The Economic Institutions of Capitalism developed a comparative framework in which the efficient governance of a transaction depends on its attributes, above all asset specificity, together with uncertainty and frequency. Because human actors are boundedly rational and potentially opportunistic, contracts are inevitably incomplete; when a transaction requires investments specialized to a particular partner, those investments create quasi-rents that the partner can try to expropriate -- the hold-up problem. The central prescription, the discriminating-alignment hypothesis, is to match each transaction to the governance structure -- market, hybrid, or hierarchy -- that economizes on these transaction costs, making the make-or-buy decision a question of comparative institutional efficiency.	Strategic value chain analysis disaggregates a firm into the discrete activities through which it designs, produces, markets, delivers, and supports its product, in order to locate the sources of cost advantage and differentiation that underlie competitive advantage. The framework is Michael Porter's, introduced in his 1985 Competitive Advantage, where he divides the firm's activities into five primary categories — inbound logistics, operations, outbound logistics, marketing and sales, and service — and four support categories — firm infrastructure, human resource management, technology development, and procurement — with margin as the difference between total value created and total cost. Porter argued that competitive advantage cannot be understood by looking at the firm as a whole but must be traced to the way particular activities are performed and linked. The analysis extends outward to the value system linking suppliers, the firm, channels, and buyers.