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低碳经济中全球价值链的经济学
分析
□廖
[摘



要 ] 全球价值链分工在为全球经济的持续增长注入新动力的同时,
也带来二氧化碳等温室气体排放量剧增等环境污染问
题。本文利用经济学中的成本收益分析方法,
分析了低碳经济中各国参与全球价值链分工的比较优势。结果显示,

低碳经济的发展模式下,低碳技术进步、低碳需求的培育以及碳排放权、碳金融市场的完善是各国充分发挥竞争优
势、
实现全球价值链分工体系中价值链升级的基本条件。

[ 关键词 ] 低碳经济; 全球价值链; 成本收益分析法
[ 中图分类号 ] F061. 3
[ 作者简介 ] 廖

[ 文献标识码 ] A

[ 文章编号 ] 1006 - 5024 ( 2012 ) 07 - 0005 - 06

涵,
中南财经政法大学教务部副部长、
博士生导师,
研究方向为西方经济学、
外贸、
就业与经济增长、
经济发展
战略。 ( 湖北 武汉 430074 )

Abstract: While the global value chain for the global division of labor sustained economic growth has injected a new power, it has brought about the environment pollution such as the tremendous increase of greenhouse gases emission like carbon dioxide.
This paper applied the cost - benefit analysis of economics to analyze the comparative advantages of all nations participating in the global value chain division in the low - carbon economy. Under the development of low - carbon economy, the progress of low - carbon technology, the cultivation of low - carbon demand, and improvement of carbon emission rights and carbon financial market are primary conditions for all countries to give full play to competitive advantages and realize the upgrade of value chain in the system of global value chain division.
Key words: low - carbon economy; global value chain; cost - benefit analysis

对于发展中国家而言,
嵌入全球价值链的过程在为
其带来经济快速增长新动力的同时,
也引起了二氧化碳
等温室气体排放量的剧增,
环境污染不断加剧。为应对
日益严峻的环境问题,
各国政府不断强化了对生产过程

主要因素,为此,本文在低碳经济全球价值链的经济学
分析模型中,
加入了能源使用因素。
一、
低碳经济中一国独立生产的价值链分析

中碳排放的规制,
这给参与全球价值链分工的企业带来

( 一 ) 一国价值链的成本分析

了巨大的低碳发展的成本压力。因此,
在低碳经济发展

借鉴 Feensta, Hanson ( 1995 ) 以及 Dixit, Grossman

模式下,各国企业在参与全球价值链分工体系中,如何

( 1982 ) 关于价值链的成本定义方法,将价值链各环节

充分发挥包括碳排放容量在内的各种要素的比较优势,

的价值表现为参与该环节生产的要素所得。现假设产

实现经济绩效与环境绩效的协调发展,
成为了全球价值

品各个环节的生产在某国国内独立完成,并且假设产

链理论分析中的一个新问题。
本文利用经济学分析中的

品的生产过程可以在工序阶段 z∈ [ 0, 1 ] 内足够细分,

成本收益分析方法对这一问题进行深入的剖析。

其中,
两端环节代表设计和销售,
而中间环节代表生产

在低碳经济中,
全球价值链的形成过程中除了考虑

加工。假设低碳经济中,
各环节的经济活动过程中需要

原有的投入 ( 资本、
劳动 ) 以外,
还必须考虑另外一种要

劳动 ( L ) 以及能源 ( E ) 。同
投入的要素包括: 资本 ( K ) 、

素—— 化石能源,

因为它是导致一氧化碳 ( CO2 ) 排放的

时,
各要素之间是相互替代的,
且各要素之间具有不变

Enterprise Economy
2012 年第 7 期 ( 总第 383 期 )

5

低碳经济中全球价值链的经济学分析

的替代弹性特征 ( 即 CES 特征 ) ,
三种要素在国家 i 所对
应的要素报酬或要素价格分别为: ri、 i 以及 si. 。
同时,
假 w 设 i 国在生产这种商品的过程中全要素技术指数为 Ai, wi 其内生于该国的要素价格或资源禀赋,即 A i = A i ( ) , ri wi
其中 A i /  ( ) > 0。
因此,
可以假设商品生产过程中最 ri 低的平均生产成本为:
C ( wi , ri, si , z ) = θ - θ ξ - ξρ - ρ A i - 1 [ wi L ( z ) ] θ [ riK ( z ) ]

ρ

( 二 ) 一国价值链的收益分析
从本质上讲价值链
Kaplinsky 和 Morris( 2003) 认为,
参与者所获得的这些收益除了获得企业家报酬或者要素
在低
报酬以外,
还应该包括通过各种方式获取的经济租。
碳经济中,这些经济租与低碳需求的变化密切相关。
Environics 公 司 曾 经 在 2000 年 对 澳 大 利 亚 34 个 州 的
结果显示,
3. 5 万人进行了相关的电话采访,
78% 的消费
为了解释
者表示能够为低碳型产品多支付 10% 的价格。
低碳需求对企业收益的影响,先假设消费者对产品 v 的

[ siE ( z ) ] ξ θ,ρ,ξ>0 ( 1)

θ+ρ+ξ=1

其中, ρ, ξ 分别表示生产过程中的专业技术性参 θ, 效用函数为:
U = ∫ ∞ u ( x ( t ) ) e - ρtdt,ux > 0
0

( 3)

数。
如果 θ 值越大,
则说明在这个价值链环节的生产中

消费者从消费过程
其中, 表示产品消费数量组合, x 劳动更为重要,
属于劳动密集型生产过程; ρ 值和 ξ 也

中得到的效用水平是随消费商品的数量增加而增加的;

类似如此。如图 1 所示, 设 C ( w i , r i , s i , z ) 为 z 的 连


对于消费者而言,
最终选择的目的是为了
ρ 表示贴现率。

如果价值链中成本最低的生产环节为 z 0 ,
则有
续 函数。
C
C

= 0。当 0≤z≤z0 时,
≤0; 而当 z0 ≤z≤1
z
z z = z0
C
时,

同时,
根据价值链不同环节的生产性质也
≥。
z

生产过程中使
可以看到, 0≤z≤z0 阶段, z 的增加,


总效用水平的最大化。

用的资本会逐渐减少,
相反,
使用的劳动和能源会递增,
K ( z )
E ( z )
L ( z )

> 0,
< 0,
< 0; 而在 z0 ≤z≤1
z
z
z
阶段,
这些正好相反。

但是在低碳经济中,由于人们生活方式、消费方式
的改变,
人们对低碳产品的消费偏好也越来越强。
因此,
其 偏 好 函 数 也 受 到 产 品 生 产 过 程 中 CO2 排 放 量 的 影
相反低排
响。高排放产品给公众带来的效用水平较低,
结合 ( 3) 式,
放产品给公众带来的效用水平较高。那么,
纠正后的效用函数为:
U = ∫ ∞ u ( x ( t ) , ) e - ρtdt,ux > 0, E <0
E
u
0

( 4)

其中,E ( t ) 表示消费者消费的产品在生产过程中

根据图 1 可以看出,平均成本曲线 CC 表示着在整

CO2 的排放量。由于碳排放量与生产者在生产过程中最

个价值链环节过程中平均成本随价值链环节变化而变

优化的选择有关,应该外生于效用函数,因此用一杠加

其成本的总和应该是
化的趋势。而对于最终产品而言,

消费者新的消费方式会使得他
以区别。在低碳经济中,

各个环节平均成本的累积,
在图 1 中则表示为平均成本

们对高排放的产品产生厌恶感,那么,其带来的效用水

曲线 CC 与纵轴、
横轴以及 z = 1 时的垂直直线之间围成
的面积。
若该商品所有阶段都在 i 国进行生产,
那么总成

平会随着 CO2 排放量的增加而减少, UEx<0。

消费者的
理性选择就是要实现 ( 4 ) 的最大化,
但同时也会受到来

本等于:

自于以下方程约束的影响:
·

Ci = ∫ 1 θ - θ ξ - ξρ - ρA -i 1 ( wiL ( z ) ) θ ( riK ( z ) ) ρ ( siE ( z ) ) ξdz
0
( 2)
AC

x ( t ) = f ( K ( t ) ,E ( t ) ) - K ( t ) ,fK > 0,fE > 0

( 5)

其中,E ( t ) 表示在生产函数中 CO2 的排放量,K ( t )
表示资本存量 。在 ( 5 ) 式的约束条件下实现 ( 4 ) 最大化,
其内解的现值汉密尔顿方程为:
H = u - λ [ f ( K,E ) - x ]

C

C

( 6)

其中, ( 0 ) = K0 , c ( 0 ) = E0。那么,
最优解的一阶条
K
E
件为:
( 7)

Hx = 0ux = λ
·

·

·

( 8)
HK = ρλλλ = λ ( ρ - fK )
·
然后将 λ 和 λ 值带
对 ( 7 ) 在时间变量上进行差分,
入到 ( 8) 式中,
调整后可以得到消费者最优化消费选择
z0

0
图1

6

1

价值链各环节的最优先成本曲线

z

的路径为:
·
ux x uxE ·
[ fK ( E ) - ρ +
= -
E]
xuxx x ux
Enterprise Economy
2012 年第 7 期 ( 总第 383 期 )

( 9)

低碳经济中全球价值链的经济学分析

由 ( 9 ) 式 可 以 看 出 , 于 ux >0 , xx ,uxE<0 , 以 ,



u
·
x
E> 0 时,
<0,即消费者的最优消费增长率会随着产
x
品生产中 CO2 排放量的增加而减少。由此可见,
在低碳


此,
最大化的收益呈现下降趋势; 而在 z0 ≤z≤1 区间,
ξ
θ
ρ

最大化的收益呈现上升
> 0,
< 0,
< 0,
z
z
z
趋势。因此,
对于一国 i 而言,
当商品的整个价值链还价

经济中,
人们的消费更偏好于 CO2 排放量更低的清洁产

都在其国内生产时,
收益随价值链变化的趋势呈现出减

品。从另一个角度来看,
生产者只有供给更加清洁的产

少后增加的过程。

·

品时,
才能够获得较高的收益。可以说,
在低碳经济中,
人们对产品的需求更偏好于低碳产品,
表现出来的是产

二、
价值链在两国之间的分割

品的需求量与产品的清洁程度成正比,
或者说与产品生

( 一 ) 价值链各环节在两国之间分割的成本分析

产中的能源消耗量或者碳排放量成反比。

假设产品市场是完全竞争的,任何一个企业 ( 或者

另外,
消费者在消费商品和能源的过程中产生一定
的效用水平。
假设在 t 时刻,
商品消费水平和效用水平之
间具有 CES( Constant Elasticityof Substitution,替代弹性
不变 ) 效用函数性质,而能源消耗水平对效用的影响是
外生的,
根据这些条件,
效用函数可以假设如下:
u ( x ( t ) , ) = - f ( E ) + ∫ ∞ xα ( ν,t ) dt,f E > 0
E
0

( 10)

其中, ( ν, t ) 表示商品 ν 在 t 时刻的消费量。假设 x α

任意两种商品中任意一种商品在 t 时刻的替代弹性是不
变的,
即为 1 / 1 - α, 0 <α <1。根据 ( 10 ) 式,

可知消费

说是生产体系,
包括了参与产品不同的价值环节生产的
N 国企业和 S 国企业 ) 要在竞争中占据优势,都必须以
价格取胜,
或者说是以低成本取胜。
接下来,
在假设交易
成本和运输费用为零的条件下,
比较产品在一个国家生
产和在不同的国家生产的成本优劣 ( 如图 2 所示 ) 。
如果
则其成本曲线为 CNCN; 整个生产环
产品只在 N 国生产,
节累积的成本总额为:
CN S = ∫ 1 θ - θ ξ - ξρ - ρA -i 1 ( wil ( z ) ) θ ( rik ( z ) ) ρ ( siE ( z ) ) ξdz
0
( 14)

者在实现效用最大化是得到的反需求函数为:
( 11)

p ( ν ) = Dx - ( 1 - α ) ( ν ) - φ ( E ) ,φ E > 0

其中, ( ν ) 是商品 ν 的价格, ( ν ) 是其需求量, 则 p x
D
是对于商品 ν 的总需求指数。
假设商品 ν 的生产过程 ( 先考虑所有价值环节只在

AC

R
CS

CS

CN

CN

资本 ( K) 以
一国 i 内生产的过程 ) 使用要素有: 劳动 ( L) 、
及能源 ( E) 。假设商品的生产函数符合柯布—道格拉斯
型,
且具有规模报酬不变的性质, ( 12) 式:

xi = Ai ( L / θ ) θ ( K / ρ ) ρ ( E / ξ ) ξ,θ,ρ,ξ> 0,θ + ρ + ξ = 1
( 12)
其中, ρ, ξ 分别表示生产过程中各种要素的密集 θ, 程度或者说是各种要素在生产过程中的权重; Ai 表示的
全要素生产率。
假设商品生产过程可以在工序 z∈ [ 0,1 ]
上足够细分,
且在 0≤z≤z0 上,
资本密集程度逐渐降低,
ρ
θ
而劳动和能源密集程度逐渐增加 (
< 0,
> 0,
z
z
ξ
> 0 ) ; 在 z0 ≤z≤1 上正好相反,资本密集度逐渐升
z
ρ
θ
高,
而劳动和能源密集度逐渐降低 (
> 0,
<0,
z
z
ξ
< 0 ) 。根据 ( 11) 式和 ( 12) 式可得到收益函数为:
z
Ri = pxi = [ Dxi - (1 - α) - φ ( E ) ] xi = D [ Ai ( L / θ ) θ ( K / ρ ) ρ
( E / ξ) ] ξ -α

- φ ( E ) [ Ai ( L / θ ) ( K / ρ ) ( E / ξ ) ] θ ρ

ξ

( 13)

在成本既定的约束条件下,
厂商实现收益最大化的
扩展路径上,当考虑价值链环节要素密度变化的趋势
ρ
ξ
θ
时, 0≤z≤z0 区间,

由于

< 0,
> 0, > 0,
z
z
z
Enterprise Economy
2012 年第 7 期 ( 总第 383 期 )

Z
0

Z1
图2

Z2

1

不同经济环境下的最优成本曲线的比较

如果产品在 S 国内独立生产,则其成本曲线为
由于在 0≤z≤z1 和 z2 ≤z≤1 区间, 国的利率水平
C SCS 。
N
要比 S 国低,
因此,
在此区间 N 国的成本曲线较低,
且具
有比较优势; 在 z1 ≤z≤z2 区间,S 国的工资水平和能源
价格比 N 国要低,
成本上具有比较优势。
当产品的不同价值环节分割到 S 国和 N 国分别进
行生产,且研发设计和销售仍然在 N 国,而生产分割到
由于生产环节属于劳动和能源密集型的, N

S 国进行。
国的劳动和能源相对于 S 国来说要更加便宜。因此,

于生产阶段来说,当其配置到 N 国以后,其成本曲线要
比 S 国时更低 ( 见图 2 ) 。
由此可见,
当不同价值环节配置
到不同类型的国家进行生产时,
成本要比在同一个国家
7

低碳经济中全球价值链的经济学分析

内生产更低,
因此,
从该产品的整个价值链来看,
更具有
竞争优势。在各国发挥各自比较优势的过程中,
全球价
值链形成。
( 二 ) 价值链各环节在两国之间分割的收益分析
在以上分析中,
本文仅仅讨论了产品价值链环节只
在 i 国这一种经济运行环境下生产的情况,而当价值环
节伴随这经济全球化的过程在不同的国家之间进行分
割时,
不同的生产区段就会产生不同的增值效果。
根据两类国家 ( N 国和 S 国 ) 不同的资本积累以及
发展程度,
两国在要素存量上存在一定的差别: N 国技
术、
资本丰富; S 国劳动和能源丰富。
这也使得要素价格
商品生产的价值环
存在明显的差异: rs >r , s <w ,s <s 。 w s
N

N

N

节分为三个区段: 研发设计、
生产、
销售。不同的区段,

了源源不断的动力。
( 一 ) 低碳技术发展
低碳技术分为两类: 高效能源技术和碳处理技术。
高效能源技术包括减碳技术和无碳技术,
而减碳技术是
提高原有能源的利用效率方面的技术。
低碳技术的发展
主要通过以下几个方面对全球价值链的影响: ( 1) 全要
素生产率的提高。Zhou( 2009) 曾利用环境包络分析技术
( DEA) ,对 OECD 成员中的 17 个国家以及中国的碳排
放效率指标 ( Malmquist 二氧化碳排放表现指数,MCPI)
进行了定量测算。
在对 MCPI 指数分解过程中可以看到,
导致指数快速上升的主要原因是技术进步。 ( 2 ) 降低高
碳经济向低碳经济转换的转制成本,
涉及到技术方面的
主要包括低碳技术的研发投资支出 ( 包括排放技术和生

本密集型生产过程,而生产属于劳动和能源密集型生

低碳设备的更新和转换支出、
劳动者技能的
产技术等 ) 、

再培训支出等。 3 ) 降低低碳经济发展的机会成本。
低碳

产过程。从环境的角度来看,
生产区段相对于研发和销

技术的发展程度与低碳经济发展的机会成本成反比。


售来说,
能源密集度要高,
是价值链中导致高碳排放的

如,
发展低碳经济如果是以化石类能源的减少使用为基

主要环节。

础,低碳发展则是以牺牲经济增长为代价,但是如果低

要素密集度的类型也有差别,研发设计和销售属于资

假设商品生产所有的价值链环节在不同的国家独

碳经济是以低碳技术进步为技术的话,
低碳技术进步的


立完成时, 国和 S 国都存在自身的收益曲线。其中,
N

程度越高,在实现低碳经济的同时,经济增长的牺牲也

0≤z≤z1 和 z2 ≤z≤1 区间,由于资本要素的密集度较

就越小,
或者说机会成本越小。

高,
而且 N 国在资本存量上要比 S 国丰富,
因此,
从收益

结合图 2 中全球价值链形成的成本分析方法,
在低

的角度来看,N 国在这些区间上生产要比 S 国高,即 N

碳经济中,当一国的低碳技术取得一定程度的发展时,

国在这些区段中具有绝对优势; 在 z1 ≤z≤Z2 区段,
由于

其参与全球价值链分工的竞争优势会得到明显的改善,

劳动和能源的密集度较高, S 国在这些劳动和能源上


如图 3 所示:

具有存量上的优势,
因此, 国在这一区间上收益要高于
S

AC

具有绝对优势。 Z1 和 Z2 是两个国家收益变化过程
N 国,
的临界点,这样一来,两个国家为了能够将资源集中使

CS

CS

用到自身具有绝对优势的区域,
价值链上的专业化分工

C'S

C'S

就在 N 国和 S 国之间展开。
三、
低碳经济中价值链攀升的动态比较

CN

CN

C*
S
S

C*
S
S

在现有的资源禀赋、
技术进步程度以及能源存量水
平条件下,
发达国家和发展中国家各自发挥自身的比较
优势,
嵌入不同的价值链环节中,
参与经济全球化、
资源
全球配置的过程。
但是各国嵌入的价值链环节以及参与
全球价值链分工的状态并不是静止了,而是动态的,各
个国家也在随着各种要素存量的变化而不断调整,
以保

0

Z'1

Z1
图3

Z2

Z'2

1

低碳技术进步与竞争优势

持在国际竞争中的竞争优势。特别是在低碳经济中,


自主创新以及引进
假设 S 国通过低碳技术的研发、

响各国不断调整、
不断重新配置资源的最主要因素包括

的方式,促进了本国低碳技术水平在一定程度上的发

低碳技术进步的发展、
低碳需求的培育以及低碳市场的

展。
这种低碳技术存量的增加能够使得企业在低碳经济

完善等方面。由于这些因素的不断变化,
各国参与全球

条件下,
降低商品生产过程中直接成本和间接成本。这

价值链分工的分工地位、区段、收益分配等方面也随之

会使得 S 国的单位成本曲线从原来的 CsCs 下移到 C'C's s 不断调整,
这些都为世界各国参与全球价值链分工带来

位置。当 S 国成本曲线发生下移以后,
会给原有的全球

8

Enterprise Economy
2012 年第 7 期 ( 总第 383 期 )

低碳经济中全球价值链的经济学分析

价值链分工体系带来两个方面的影响: 首先, 国在原有
S
的分工工序 z∈ [ z1 , z2 ] 中,
由于低碳技术进步带来的成

曲线向上平移,
整个生产过程能够获得有垄断势力所带
由于绝对优势
来的超额利润。假设在商品生产过程中,

比较优势
使得 S 国在原有的生产阶段相对于 N 国来说,

的存在, 国承担 [ 0, z1 ] 和 [ z2 ,1 ] 两个区段的生产, S

N
国承担 [ z1 ,z2 ] 的生产。当 S 国实现低碳经济中低碳需求

更加的明显。其次, S 国原来并不具有比较优势的工


控制的增加时, 国所承担的价值链环节将会增加, N

S

序 z∈ [ z', z1 ] ∪ [ z', z2 ] 上,
由于其低碳技术的发展使得
2
1

国承担的价值链环节相应地减少。
( 三 ) 低碳市场的完善

本减少累积为△C

= ∫zz12 ( CsCs

这种成本的减少
- C'C' ) dz。 s s

了 S 国在这些阶段的成本比 N 国还要低。
如果这些环节
由 S 国来承担生产的话,
就会使得商品 ν 的成本总额累 z 1( z s s ) dz + ∫ '2 ( C N C N - C'C' ) dz, s s
积减少△C = ∫z CnCn - C'C'

z2
'1

高产品的市场竞争力。

低碳市场主要指碳金融市场或者碳排放权交易市
低碳市场的完善对于一国参与全球价值链分工体
场等。
现的影响主要体现在两个方面: ( 1 ) 低碳市场的完善有

型,
即这种低碳技术的发展在资本密集型环节的生产过

利于本国低碳发展成本的节省,
增强该国参与全球价值
链分工的竞争优势。杨永杰 ( 2012 ) 指出,
低碳交易市场

程中发挥的作用更大时, 国由于低碳技术的发展成本
S

将国家、企业以及消费者等减排主体纳入到市场体系

曲线也同样会向下移动,
而且两端的生产环节的成本降

中,
各自通过减排的成本收益核算,
选择最为经济、
有效

低的幅度要比中间环节大,
如曲线 C C 。
此时即使在两
s

的减排途径,
实现减排义务。
由此可见,
在一定的减排责

端的生产环节, 国也由于低碳技术的足够进步,
其单位
S
成本比 N 国还要低。
这意味着对于 S 国而言,
在所有的

任的条件下,
完善的低碳交易市场能够有效地降低减排

成本。 2) 碳交易市场的完善,
增加了商品价值链环节数

价值链环节的生产过程中都具有比较优势,
全球价值链

量,
能够降低产品生产成本。碳交易或碳金融市场是生

的分工就完全偏向于 S 国。
相对于上一种情况而言,


产性服务环节,在低碳生产中处于专业化的原因,有利

这种情况下,
商品 ν 的所有环节的成本会继续减少,累

于生产成本的降低。

当 S 国的低碳技术的研发和自主创新属于资本偏向



* s - C C ) dz + ∫z'2 ( CNCN - C C )

结合图 2 中全球价值链形成的成本分析方法,在

s dz + ∫zz''12 ( C'C's - C C ) dz。在此过程中, 国彻底将 N 国
S

低碳经济中,
当一国的低碳市场进一步完善,
其参与全

积可达到△C

= ∫ z'1 ( CNCN
O

* s * s * s 1

* s * s * s 排挤出全球价值链的分工体系。
( 二 ) 低碳需求的培育

球价值链分工的竞争优势会得到明显的提高,如图 4
所示:

低碳经济的共识能够改变全球个人的消费偏好以
及公众的观点,这对于企业和国家来说,在其选择正确
的 CO2 排放策略的过程中,起到了非常重要的作用,因
此,
最终也会对全球价值链的分工与贸易产生一定的影

C* s S

CS

C* s S

CS

其影响途径是通过全球个人偏好的改变来增加对低
响。
碳产品的需求规模,形成一定的市场势力,实现价值增

CN

CN

值过程。
Stern( 2006 ) 曾经对全球 15 个国家和地区公众对全
球商品生产中 CO2 排放的关心程度通过问卷调查的形
式,
进行了定量的测量。
结果显示,
低碳经济中公众对低
碳生活方式的渴望,
引起了众多国家和地区对全球商品
生产 CO2 排放关注程度的增加,
由此而产生的必然是公

-φ

Z1
图4

Z1

Z2 Z2

1

φ

低碳市场的完善与竞争优势

众消费方式的改变,
从高排放产品而向低排放产品偏好
假设全球价值链生产中,S 国的生产环节数量由于

的转变。
在低碳经济中,
消费者的最优化时所愿意支付的价

低碳市场的完善而增加,
取值为 [ - φ,φ ] ,
其中 φ> 0。


格除了与商品的消费数量有关以外,
还与碳排放量密切

于分工所带来的专业化的经济效应,
会使得平均成本降

相关。在商品消费数量不变的前提下,
商品的需求价格

低,成本曲线就会从 CSCS 移动到 C* C* 的位置。结果显 s s

与碳排放量之间成反比。
假设 S 国商品生产者能够对低

示,
这一过程将导致 S 国参与全球价值链生产的环节明

碳需求变化准确把握,通过知识产权、市场渠道的控制

显增加, [ z1 ,z2 ] 增加到 [ z',z' ] ,

而且在原有的环节上,

等方面形成了一定的垄断势力,
将会使得其价格或受益

成本也是减少的,
竞争优势增强。

Enterprise Economy
2012 年第 7 期 ( 总第 383 期 )

1

2

9

低碳经济中全球价值链的经济学分析

四、
结论以及政策建议
低碳经济中,
各国参与全球价值链分工体系的要素
除了传统的资本、劳动以外,还包括了能源使用以及碳
排放的环境容量等。
因此,
对于我国而言,
在低碳经济发

易政策支持下尽快建立规范的本土碳交易所,
争取在全
球碳交易市场中取得一定的定价权。
注:
① 本文的研究和写作得到博士生周启运的积极协助。

展模式下,
要充分发挥全球价值链分工体系中的竞争优
势,
必须在以下方面作出努力:
( 一 ) 低碳技术进步是缓解我国参与价值链低碳发

参考文献:

展成本压力的有效途径

tection with Multistage Production [ J ] . Review of Economic Stud-

对于我国而言,虽然低碳技术取得了一定的发展,

[ 1 ] Dixit, Avinash K., Gene M. Grossman. Trade and Pro( ies,1982,4 ) : 583 - 594.

因此,

但是相对于发达国家而言,
还存在较大的差距。

[ 2 ] Gray Gereffi. US retailers and Asian garment production.

要在以下几个方面作出努力: 第一,加强技术创新能

Global production: the apparel industry in the Pacific Rim.

力。当前,
先进的节能减排技术主要掌握在发达国家企
国,
科技投入强度较小,
而且覆盖面较广,
那么在低碳技

Temple University Press, 1994: 77.
[ 3 ] Xiaokai Yang, He - ling Shi. Specialization and Product
(
Diversity [ J ] . The American Economic Review,1992 , 2 ) : 392 -


术领域当中能够安排的投入和项目就会更少。第三,

298.

第二,
加大低碳技术研发的投入。
在我
业以及政府手中。

[ 4 ] Feenstra, Robert C., Gordon H. Hanson. Globalization,

大低碳技术人才的培养与引进。
大多数的技术人才集中
在高校、科研单位,而在企业等生产一线上从事低碳技
加快低碳技术
术创新以及推广应用的人才缺乏。第四,
成果推广速度。
尽管我国在低碳技术以及产品的研发上
取得了一定的成绩,但是由于资金匮乏、生产企业积极
性不高、低碳发展项目周期较长、节能节排市场尚未完
全形成且不规范等因素,
较多的节能减排活动均是在行
政压力之下进行的。
因此,
完善低碳技术市场,
是低碳技
术成果推广与应用的有效手段。
( 二 ) 低碳需求的培育,
是我国参与全球价值链低碳
发展的核心动力
从一国参与全球价值链低碳发展的收益动力来看,

Outsourcing, and Wage Inequality [ J ] . American Economic Re( view,1995,3 ) : 78 - 95.
[ 5 ] Ishii,Jun,Kei - Mu Yi. The Growth of World Trade [ J ] .
Federal Reserve Bank of New York Research Paper,1997 : 23.
[ 6 ] 王昆,廖涵 . 国内投入、中间进口与 FDI 垂直溢出
—— 基于非竞争型投入产出表的实证研究 [ J ] . 数量经济技


术经济研究,
2011 ,1 ) .
[ 7 ] 周启运 . 垂直专业化分工中生产与贸易的组织形式

[ J ] . 中南财经政法大学学报,
2011 ,4 ) .
[ 8 ] Lofgren Asa, Muller Adrian. The Effect of Energy Efficiency no Swedish Carbon Dioxide Emissions 1993 - 2004.
Working Paper in Economics, 2008: 1403 - 1465.

低碳产品市场需求规模的扩大以及消费结构层次的升

[ 9 ] P. Zhou, B. W. Ang, J. Y. Han. Total Factor Carbon

级,能够为我国带来新的市场机会,也能扩大低碳创新

Emission Performance: A Malmquist Index Analysis [ J ] . Energy

通过低碳产品市场需
活动的收益回报补偿空间。因此,
求的培育,
不仅能够回收我国参与价值链的低碳发展成

(
Economics,2010,4 ) : 194 - 201.
[ 10 ] Curry TE, Reiner DM, de Figueiredo MA, Herzog HJ.

本,而且还可以得到一定的低碳创新溢价,为我国参与

A survey of public attitudes towards energy & environment in

价值链低碳发展带来源源不断的动力。
( 三 ) 低碳市场的完善,
是我国参与全球价值链低碳
发展的基本条件
在低碳经济中,
实现经济绩效与环境绩效相统一的
发展,
二氧化碳排放权交易市场的完善是必要条件。而
我国当前碳交易市场发展中存在着诸多问题,例如: 发
展滞后,缺乏国际规则的制定权; 中介机构和专业人才
因此,
针对于我国在发展
短缺; 缺少一定的碳储备等等。
碳交易市场中的问题,应该积极培养碳交易专门人才,
建立完善的中介咨询以及金融服务体系,
在一定的碳交

10

Great Britain, Publication No. LFEE 2005 - 001 WP, MIT Laboratory for Energy and the Environment, Cambridge,MA,2005.
[ 11 ] Raphael Kaplinsky, Mike Morris, Globalization and unequlization: What can be learned from value analysis [ J ] . Jou -
(
rnal of Development Studies,2003,2 ) : 76 - 80.
[ 12 ] P. Zhou. Total factor carbon emission performance: A
(
Malmquist index analysis [ J ] . Energy Economics,2010,2 ) : 194 -
201.
[ 13 ] 杨永杰 . 国际碳交易减排效果探析 [ J ] . 生产力研

究,
2012 ,1 ) .
[ 责任编辑: 李小玉 ]

Enterprise Economy
2012 年第 7 期 ( 总第 383 期 )

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...Value-Chain Analysis Value-Chain Analysis is identifying and exploiting internal and external linkage with the objective of strengthening a firm’s strategic position. The exploitation of linkages relies on analysing how costs and other non-financial factors vary as different bundles of activities are considered. Also, managing organizational and operational cost drivers to create long term cost reduction outcomes is an important input in value-chain analysis when cost leadership is emphasized. Why value chains? Value chain analysis provides researchers with a tool to ask important questions about the distribution of power and value across the chain and is therefore eminently capable of addressing the agency of workers and small producers. This analysis can identify the scope for improving incorporation into the market- increasing returns and reducing risks. The value chain is supported by four activities as follows: 1. Procurement: This is the function of acquiring the inputs used in the value chain and applies to inputs used at any stage. In other words, procurement is not only connected with the inbound raw materials or components, it is also concerned with anything used in the course of providing marketing inputs, sercicing inputs, or materials used for outbound logistics. 2. Human resource management: This is the function of recruiting, training and rewarding staff members in the organization. 3. Technology development: This includes know-how, research...

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Value Chain Analysis

...concept in their businesses. In order to remain at the fore front in the current dynamic world, then an organization should adopt the various application of information technology. This will put the organization at the forefront in terms of innovation as well as give the organization a competitive advantage (Hitt & Robert, 2011, p.10). Value chain analysis is a model that was developed by Michael Porter to help an organization develop a strategy for its organization. Michael porter suggested that organization activities can be grouped into two major categories which include the following; primary and support activities. Primary activities are those activities that are geared towards the creation and delivering of a product. Examples of primary activities include component assembly (Schmitz, 2005, p.20). Support activities on the other hand are not directly related to the production of a product or service. Such activities are those activities that can increase the efficiency or effectiveness within a business. For example, human resource management is an example of support activities. This essay is going to evaluate the process of value chain analysis and its application in the following two companies; Netflix and Redbox companies. 2.0 Background information. Netflix is an online movie streaming and email DVD Company. The company offers consumers a chance to stream live various movies over the internet. In order to use Netflix, consumers are required to register on the...

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Finance in the Value Chain

...FINANCE IN VALUE CHAIN ANALYSIS—A SYNTHESIS PAPER microREPORT #132 OCTOBER 2008 This publication was produced for review by the United States Agency for International Development. It was prepared by DAI. FINANCE IN VALUE CHAIN ANALYSIS—A SYNTHESIS PAPER microREPORT #132 The authors’ views expressed in this publication do not necessarily reflect the views of the United States Agency for International Development or the United States Government. CONTENTS INTRODUCTION ................................................................................. 1  OBJECTIVE ................................................................................ 1  DEFINITION ................................................................................ 1  IMPORTANCE ............................................................................. 1  REPORT STRUCTURE ................................................................. 1  THE VALUE CHAIN ANALYSIS (VCA) FRAMEWORK ..................... 3  ANALYTICAL VCF FRAMEWORK WITH CASE-STUDY ILLUSTRATIONS ................................................................................ 7  UNDERSTANDING THE CURRENT CASH FLOW AND CREDIT STRUCTURE (ANALYTICAL PHASE) ............................................ 7  Intra-firm Finance ......................................................... 8  Finance Services Provision .......................................... 9  Inter-firm Finance (Governance) ................................ 10  UNDERSTANDING...

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Value Chain Analysis

...1. “Value chain analysis (VCA) is a process where a firm identifies its primary and support activities that add value to its final product and then analyze these activities to reduce costs or increase differentiation.” 2. “Value chain represents the internal activities a firm engages in when transforming inputs into outputs.” Understanding the tool VCA is a strategy tool used to analyze internal firm activities. Its goal is to recognize, which activities are the most valuable (i.e. are the source of cost or differentiation advantage) to the firm and which ones could be improved to provide competitive advantage. In other words, by looking into internal activities, the analysis reveals where a firm’s competitive advantages or disadvantages are. The firm that competes through differentiation advantage will try to perform its activities better than competitors would do. If it competes through cost advantage, it will try to perform internal activities at lower costs than competitors would do. When a company is capable of producing goods at lower costs than the market price or to provide superior products, it earns profits. M. Porter introduced the generic value chain model in 1985. Value chain represents all the internal activities a firm engages in to produce goods and services. VC is formed of primary activities that add value to the final product directly and support activities that add value indirectly. Below you can see the Porter’s VC model. Primary Activities | ...

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Value Chain Analysis

...Value Chain Analysis M. Porter introduced the generic value chain model in 1985. Value chain represents all the internal activities a firm engages in to produce goods and services. VC is formed of primary activities that add value to the final product directly and support activities that add value indirectly. Michael Porter published the Value Chain Analysis in 1985 as a response to criticism that his Five Forces framework lacked an implementation methodology that bridged the gap between internal capabilities and opportunities in the competitive landscape. This framework focused on industry attractiveness as a determinant of the profit potential of all companies within that particular industry. However, significant differences in performance exist between companies operating within the same industry that can be explained either by the company's participation in a successful strategic group or by a firm's specific competitive advantages.  THE VALUE CHAIN DEFINED The idea of a value chain was first suggested by Michael Porter (1985) to depict how customer value accumulates along a chain of activities that lead to an end product or service. Porter describes the value chain as the internal processes or activities a company performs “to design, produce, market, deliver and support its product.” He further states that “a firm’s value chain and the way it performs individual activities are a reflection of its history, its strategy, its approach to implementing its strategy, and the underlying...

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The Value Chain of Expedia

...The Value Chain of Expedia HMGT 5580 He Huang Value chain analysis is a useful tool for working out how you can create the greatest possible value for your customers. The value chain program design consists of selecting and analysis an entire value chain, identifying and assessing appropriate market-based solutions and determining and prioritize suitable facilitation activities (or interventions) for the development organization to undertake to ultimately increase economic benefits for the target population. ‘The value chain describes the full range of activities which are required to bring a product or service from conception, through the different phases of production (involving a combination of physical transformation and the input of various producer services), delivery to final consumers, and final disposal after use’ (Kaplinsky & Morris 2004). Also, value chain integration in services, which is in the form of low prices, convenience, and access to special time-sensitive deals and travel packages. For example, Expedia is an online travel company, and is the third-party integrators for the leisure and travel industry that uses value chains. Nearly six out of 10 Americans now shop online and more than four out of 10 use online bank. Twenty hours of video are uploaded to YouTube every minute, while 5 percent of all time online is spent on the social networking site, Facebook (Christophe 2010). Consumers use the Internet for an increasing range of everyday activities...

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Value of Chain Concept

...Value Chain & Strategy: Reading Material D.M.Ravi Dissanayake Senior Lecturer, Department of Marketing Mgt University of Kelaniya Introduction Michael Porter introduced the value chain analysis concept in his 1985 book ‘ The Competitive Advantage’ . Porter suggested that activities within an organization add value to the service and products that the organization produces, and all these activities should be run at optimum level if the organization is to gain any real competitive advantage. If they are run efficiently the value obtained should exceed the costs of running them i.e. customers should return to the organization and transact freely and willingly. Michael Porter suggested that the organization is split into ‘primary activities’ and ‘support activities’. Why it needs for strategists: * To analyze internal performance of SBUs or corporate as holistic * To understand how industry goes on KPIs and to keep SBU consistent * To organize activities to support for the generic strategy * As a base line for resource allocation * Performance review guide Understanding How Value is created within Organizations How does your organization create value? How do you change business inputs into business outputs in such a way that they have a greater value than the original cost of creating those outputs? This isn't just a dry question: it's a matter of fundamental importance to companies, because it addresses the economic logic of why the...

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Value Chain Model

...Using the value chain model, describe how information technology might be used to provide a winning position for each of these businesses: A global airline: Information technology is used in more and more airline corporations throughout the world by adding value to their core corporate offerings through services. Modern corporations are increasingly offering fuller market packages of consumer focused combinations of goods, services, support, self-service, and knowledge. Airlines make every effort to deliver superior service and value to its customers and to become the world’s most admired airline. Another innovative service is the comprehensive Online Check-in Service, which allows passenger to check in for flights and reserve their favorite seat by using the Internet. Travelers can have the latest flight information sent directly to them via mobile phone or email account A local dry cleaner: A local dry cleaner can benefit from IT by delivering projects that transformed the customer experience, implementing a broad set of mobile, social, cloud, and data capabilities to empower the company to deliver great service leading to increased customer retention. Creating a successful marketing plan that involves researching the cleaning industry, the business' potential competition and the needs of the customer. An appliance service firm (provides services to fix and maintain appliances) Appliances are hard to handle for most householders, who lack specialized equipment and transport...

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Value Chain Analysis - Support Activities and Value Chain System (Modified)

...The Value Chain Analysis – Support activities and Value Chain System The Value Chain System The firm's value chain links to the value chains of upstream suppliers and downstream buyers. The result is a larger stream of activities known as the value system. The development of a competitive advantage depends not only on the firm-specific value chain, but also on the value system of which the firm is a part. A firm's value chain is part of a larger system that includes the value chains of upstream suppliers and downstream channels and customers. Porter calls this series of value chains the value system, shown conceptually below: The Value System         ...     | > | Supplier Value Chain | > | Firm Value Chain | > | Channel Value Chain | > | Buyer Value Chain | Linkages exist not only in a firm's value chain, but also between value chains. While a firm exhibiting a high degree of vertical integration is poised to better coordinate upstream and downstream activities, a firm having a lesser degree of vertical integration nonetheless can forge agreements with suppliers and channel partners to achieve better coordination. For example, an auto manufacturer may have its suppliers set up facilities in close proximity in order to minimize transport costs and reduce parts inventories. Clearly, a firm's success in developing and sustaining a competitive advantage depends not only on its own value chain, but on its ability to manage the value system of which it is a...

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Value Chain

...-1- The Value Chain The term ‘Value Chain’ was used by Michael Porter in his book "Competitive Advantage: Creating and Sustaining superior Performance" (1985). The value chain analysis describes the activities the organization performs and links them to the organizations competitive position. Value chain analysis describes the activities within and around an organization, and relates them to an analysis of the competitive strength of the organization. Therefore, it evaluates which value each particular activity adds to the organizations products or services. This idea was built upon the insight that an organization is more than a random compilation of machinery, equipment, people and money. Only if these things are arranged into systems and systematic activates it will become possible to produce something for which customers are willing to pay a price. Porter argues that the ability to perform particular activities and to manage the linkages between these activities is a source of competitive advantage. Porter distinguishes between primary activities and support activities. Primary activities are directly concerned with the creation or delivery of a product or service. They can be grouped into five main areas: inbound logistics, operations, outbound logistics, marketing and sales, and service. Each of these primary activities is linked to support activities which help to improve their effectiveness or efficiency. There are four main areas of support activities: procurement...

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