【作者】 赵伟；

【导师】 朱从兵；

【作者基本信息】 苏州大学 ， 中国近现代史， 2011， 博士

【摘要】 19世纪末,世界工业企业掀起了一体化战略发展的潮流,大型企业集团纷纷出现。此时,中国的民营工业企业也出现了类似的趋势。苏南地区出现了八个重要的企业集团,即无锡的荣氏集团、周氏集团、杨氏集团、唐蔡集团、丽新纺织印染集团、永泰缫丝集团,常州的大成纺织印染集团和苏州的光裕集团。企业一体化发展的意识已经在近代中国产生。对此,企业实践者和理论者都有思考和认识,在企业家的发展构想和公司章程中也都有体现。在这种意识的指导下,1895年至1937年,苏南企业集团一体化战略的发展经历了三个阶段。第一阶段为蓄力准备阶段,从1895年到20世纪初;第二阶段,从1914年左右到20世纪20年代前半期,是以实施横向一体化战略为主的发展阶段;从20世纪20年代后半期到1937年,为第三阶段,苏南企业集团一体化战略进入了生产纵向和横向一体化战略并重的阶段。近代苏南企业集团一体化战略的实施可以分为横向一体化战略和纵向一体化战略两种类型。横向一体化战略有三种模式,即一元横向一体化战略、二元横向一体化战略和多元横向一体化战略。永泰缫丝集团实施的是对缫丝生产的一元横向一体化战略,经历了分别由薛南溟和薛寿萱主持的两次横向一体化战略高潮。拥有较完善的原料供应体系和跨国外销机构是其能实现缫丝生产区域垄断的重要原因。荣氏集团实施的是棉粉联营的二元横向一体化战略。自建、租办、并购是其实现战略的三种主要方式。较大规模供销部门的建立也是支持其横向扩张战略的重要纵向配合行动。荣氏集团的战略实施具有三大特点,即以无限公司作为战略组织形式,大举外债作为实施战略的主要资金来源,棉纺织生产和面粉生产部门实现关联经营。周氏集团、杨氏集团和唐蔡集团则都实施的是多元横向一体化战略。多元化战略的成效虽然有所显现,但总体来看完成质量不高,也不够成熟,有很多不足的地方。纵向一体化战略有两种模式,即生产纵向一体化战略和产用纵向一体化战略。抵制日货对日纱垄断下细纱交易的冲击,民族纱厂细纱产能有限,以及细纱交易中存在的一般性问题,造成了近代中国细纱交易成本居高,从而促使了部分有实力的民族染织厂联营纺纱生产。由此,大成纺织印染集团和丽新纺织印染集团实施了纺织染联营的生产纵向一体化战略。比较大成和庆丰纺织漂染厂,纺织染联营的实现有两种不同的战略路径,即往返延伸和单向推进。当时棉纺织业环境下,往返延伸的路径更适合后发小资本的发展。光裕集团实施的是铁棉联营的产用纵向一体化战略,即棉纺织机器修造与棉纺织生产的一体化,并且其横向上兼营的房地产业起到了资金支持的作用。铁棉联营的产用纵向一体化战略挽救了大隆机器厂和苏纶纱厂,但其内部战略结构安排不当使整个企业集团存在隐患。一体化战略给近代苏南企业集团的发展带来了正向和负向的效应。横向一体化战略的正向效应包括,规模经济、范围经济、内部协同互助、规避萎缩与分散风险以及改善和运用市场五个方面;纵向一体化战略的正向效应包括,节省交易成本、防止机会主义、缓解供产销矛盾、获得高利润率、提高差别化能力和产生防御效应六个方面。在获得正向效应的同时,负向效应也是客观存在的。横向一体化战略的负向效应有,管理成本增加、过度资源投入和不经济互助行为三个方面;纵向一体化战略的负向效应有,生产管理成本问题和生产平衡问题两个方面。面对负向效应,近代苏南企业集团采取了一些应对措施加以减弱甚至化解。一体化战略的正向效应是主要方面。总体来看,近代苏南企业集团的一体化战略具有追赶性、自主性、多样性的特点。追赶性体现了晚发落后弱小的中国民营企业积极进取的精神。自主性体现了近代中国企业发展的进步性,乃至整个社会经济的进步。多样性展示了近代中国民营企业在困境中取得的显著成果。总之,一体化战略的实施推动了近代苏南企业集团的迅速发展。更多还原

【Abstract】 In the late nineteenth century, a trend of integration in the world industrial enterprises had been set off, and big enterprise groups appeared. At this time, the trend was also in Chinese private industrial enterprises. There were eight groups appearing in modern southern Jiangsu, Rong’s Group, Zhou’s Group, Yong’s Group, Tang & Cai Group, Li Xin Textile Printing and Dyeing Group, and Yong Tai Reeling Group in Wuxi, Da Cheng Textile Printing and Dyeing Group in Changzhou, Guang Yu Group in Suzhou.The consciousness of integration has already been in modern China. Some business managers and company theorists considered and recognized it, and it reflected in business managers’ideas and constitutions.With the guide of the integration consciousness, the integration strategy of Southern Jiangsu enterprise groups had three stages, from 1895 to 1937. The first stage was the stage of charging and preparing, from 1895 to early 20th century. The second stage was the stage of horizontal integration mainly, from 1914 to the first half of the 1920s. The third stage was the stage of horizontal and vertical integration equal stress, from the half of the 1920s to 1937.There were two types of integration strategies, horizontal integration and vertical integration, among modern Southern Jiangsu enterprises as cases.The horizontal integration strategy of modern Southern Jiangsu groups formed three modes, one horizontal unit integration strategy, two horizontal unit integration strategy, horizontal multi-unit integration strategy. Yong Tai Reeling Group implemented one horizontal unit integration strategy in reeling, by two climaxes horizontal integrating in Xue Nanming age and Xue Chouxuan age. The reason of its success in regional monopoly was establishing perfect raw material supply system and foreign sales agent. Rong’s Group implemented two horizontal unit integration strategy in cotton textile and flour. The realization was by three way, establishment itself, office rent, merger and acquisition, and by vertical concerted action. There were three features in Rong’s group strategy, unlimited company as its strategy organization, massive debt as its strategy capital source, cotton textile and flour as strategy association. Zhou’s Group implemented horizontal multi-unit integration strategy, as well as Yong’s Group and Tang & Cai Group. Although the effectiveness of horizontal multi-unit integration strategy appeared preliminarily, implementation of this strategy was low quality, immature, and had many deficiencies, such as not a wide scope, too dispersed units business, unbalanced development among units, imperfect central administration.The vertical integration strategy of modern Southern Jiangsu groups formed two modes, vertical production integration strategy and vertical production and use integration strategy. It was that, boycott Japanese goods impacting on spun yarn transaction, the limited Chinese national spinning firm’s yield, and general problems in spun yarn transaction, made transaction costs much higher than original, and then some strong staining & weaving mill integrated spinning. Da Cheng Textile Printing and Dyeing Group and Li Xin Textile Printing and Dyeing Group implemented vertical production integration strategy, printing, weaving, staining and printing. By comparing Da Cheng with Qing Feng belonged Tang & Cai Group, there were two ways for vertical production integration strategy, Shuttle-extending and Unidirection-extending, and the former was more suitable for latecomer-small capital with cotton textile industrial environment at that time. Guang Yu Group implemented vertical production and use integration strategy, integration of textile machinery repairing and manufacturing with cotton producing, and this strategy was supported by horizontal real estate business. Although vertical production and use integration strategy, Iron and Cotton, saved Da Long Iron Works and Su Lun cotton spinning mill, the defect of internal strategy structure was the hidden danger of the whole Group.Integration strategy had an impact on enterprise groups in modern Southern Jiangsu, positive effects and negative effects. There were five positive effects of horizontal integration strategy, economies of scale, economies of scope, mutual aid cooperative, avoid atrophy, risk diversification, improving and using market. There were six positive effects of vertical integration strategy, transaction cost savings, easing the contradiction of supply-production-marketing, achieving high profit margins, ability to improve differentiation, enhancing the defense capabilities. On the other hand, horizontal integration strategy had some negative effects, increased management costs, inputting too many resources, uneconomical mutual aid actions, and so did vertical integration strategy, increasing cost of production management, problem of production balance. To the negative effects, enterprise groups in modern Southern Jiangsu had reactions. The positive effects of integration strategy were the major aspects.The integration strategy of enterprise groups in Southern Jiangsu was pursuit, autonomy, and diversity. The catching-up integration strategy reflected aggressive spirit of latecomer-small private enterprises in modern China. The autonomy integration strategy reflected the progress of the modern China enterprises’development and socio-economic even. The diversity integration strategy reflected the significant results obtained by modern China private enterprises in dire straits.In short, the integration strategy promoted the development of enterprise groups in modern Southern Jiangsu.更多还原