{"resolved":true,"match_type":"uuid","source_type":"original_book","book_id":"06dd97ec-cce5-45df-9acf-40e36f07dab3","title":"[数字经济前沿]技术封建主义","author":null,"edition":null,"publisher":null,"year":null,"isbn":"9787300328508","requested_by":"printed_page","book":{"source_type":"original_book","book_id":"06dd97ec-cce5-45df-9acf-40e36f07dab3","id":"06dd97ec-cce5-45df-9acf-40e36f07dab3","uuid":"06dd97ec-cce5-45df-9acf-40e36f07dab3","title":"[数字经济前沿]技术封建主义","normalized_title":"数字经济前沿技术封建主义","author":null,"edition":null,"publisher":null,"year":null,"isbn":"9787300328508","isbns":["9787300328508"],"parsed":true,"ai_readable":true,"document_type":"book","page_count":259,"navigation_url":"https://workshop.closeclaw.top/ai/book/06dd97ec-cce5-45df-9acf-40e36f07dab3","title_url":"https://workshop.closeclaw.top/ai/title/%5B%E6%95%B0%E5%AD%97%E7%BB%8F%E6%B5%8E%E5%89%8D%E6%B2%BF%5D%E6%8A%80%E6%9C%AF%E5%B0%81%E5%BB%BA%E4%B8%BB%E4%B9%89","fixed_page_url_template":"https://workshop.closeclaw.top/ai/book/06dd97ec-cce5-45df-9acf-40e36f07dab3/page/{printed_page}","path_api_url_template":"https://workshop.closeclaw.top/api/ai/book/06dd97ec-cce5-45df-9acf-40e36f07dab3/page/{printed_page}","read_url":"https://workshop.closeclaw.top/api/ai/read/06dd97ec-cce5-45df-9acf-40e36f07dab3","page_url":"https://workshop.closeclaw.top/api/ai/books/06dd97ec-cce5-45df-9acf-40e36f07dab3/page","search_url":"https://workshop.closeclaw.top/api/ai/books/06dd97ec-cce5-45df-9acf-40e36f07dab3/search"},"page":{"printed_page":134,"pdf_page":174,"physical_index":174,"physical_index_base":0,"printed_page_status":"recognized","page_sha256":"77d65b01ae04c1f5f161882624b6847ef9b655481f25fd2ea8a1d2853261e42d"},"chapter":"第三章","content":"在全球价值链中可以发现这些特征企业间互补性的相互作用；组织整合分散活动的职能的规模收益；使业务兼容的沉没投资。苹果公司成功的背后正是自然垄断逻辑的典型。1996年和2004年，苹果公司分别放弃了位于科罗拉多斯普林斯喷泉和萨克拉门托埃尔克格罗夫的工厂，但凭借严格的价值链管理实现了东山再起。所有生产都由美国以外的企业完成，尤其是放在中国，但这并不意味着公司放松了对生产运营的控制。相反，它建立了一个封闭的生态系统，几乎控制了从设计到零售的每一个供应链环节。①\n\n这种远程控制的关键在于苹果公司能否将它的设备与竞争对手的设备区分开来。从苹果公司供应商的角度来看，这意味着作为如此复杂且管理完善的价值链的一部分，它们可以从这些网络互补性中获益。但这也使它们依赖加州公司，正因该公司控制着它们，因此该公司能够占有所产生价值的绝大部分。\n\n技术封建主义\n\n① Donald L. BARLETT et James B. STEELE, «Apple's American job disaster— Philly». philly. com. 20 novembre 2011; Andrew B. BERNARD et Teresa C. FORT, «Factoryless goods producing firms», American Economic Review, vol. 105, n° 5, 2015, p. 518-523; Adam SATARIANO et Peter BURROWS, « Apple's supply-chain secret? Hoard lasers», Bloomberg Businessweek, 3 novembre 2011, p. 50-54.\n\n134","previous_page":133,"next_page":135}