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"International trade in the 21st century is characterized by the emergence and development of Global Value Chains. With the reform and opening-up deepening, China has become an important participant and practitioner of global value chains, a staunch supporter and defender of the multilateral trading system, and a contributor to and beneficiary of economic globalization. This book provides an insightful analysis of the pathways for China to upgrade in global value chains based on the coutry's opening strategy from the perspectives of tariff, trade facilitation, foreign direct investment, outward direct investment, opening-up of the service industry, and servitization in the manufacturing industry. It also offers best practices for theoretical and empirical studies in global value chains with sophisticated and widely-used econometric methods."

AbstractThis article studies cost‐minimizing two‐stage procurement with Research and Development (R&D). The principal wishes to procure a product from an agent. At the first stage, the agent can conduct R&D to discover a more cost‐efficient production technology. First‐stage R&D efficiency and effort and the realized second‐stage production cost are the agent's private information. The optimal two‐stage mechanism is implemented by a menu of single‐stage contracts, each specifying a fixed provision price and remedy paid by a defaulting agent. A higher delivery price is paired with a higher default remedy, and a more efficient type opts for a higher price and higher remedy.

PurposeWe investigate the extended service strategy choices of competing manufacturers and examine their impact on the retail platform.Design/methodology/approachWe construct a supply chain model with a retail platform as the leader and manufacturers as the followers. Manufacturers face differential consumer preferences on the same agency retail platform, and they can sell a bundled extended service product and sell a separate product without any extended service.FindingsThe sale of extended warranty services on the retail platform leads to lower pricing of the manufacturers' products and changes in the product market structure in response to differences in consumer preferences. The retailing platform tends to provide an extended warranty conditionally. The sale of extended warranty services on a retail platform would be detrimental to the interests of the manufacturer who sells products with extended warranty services and in favor of the manufacturer who sells products without them.Originality/valueThe equilibrium results of the retail platform's non-sales and sales of extended warranty services for the no-extended warranty product under the same commission rate and differential commission rate models are discussed, and the product structure of the market is investigated, respectively.

Purpose
Due to product value uncertainty, consumers do not know the product matching rate before they get the product, which is the probability of product fitness. Taking the consumers' anticipated regret into account, this paper aims to develop a theoretical model to explore how the anticipated regret affects pricing and advertising decisions and profits of retailers in the online to offline (O2O) supply chain.


Design/methodology/approach
This paper considers an O2O supply chain consisting of an e-retailer and a brick-and-mortar retailer; both retailers cooperate to provide buying online and pick up in-store (BOPS) for consumers.


Findings
It shows three major findings. Retailers should decide whether to introduce BOPS channel according to the matching rate of the product when the BOPS channel is not very convenient for consumers. When the BOPS channel does not exist in the market, the profits of two retailers increase with the online regret of consumers, while the BOPS channel exists in the market and the matching rate of the product is low, the higher offline regret can enable both retailers to increase the profits; furthermore, when the matching rate is high, the higher degree of online regret can bring more profit to the O2O supply chain. Therefore, both retailers can take measures together to induce consumers' regrets according to the different matching rates, which makes both retailers obtain more profits. Counterintuitively, consumer surplus will not always increase due to consideration of anticipated regret.


Research limitations/implications
The model has some limitations that are worth further discussing. First, in practice, the O2O supply chain includes many forms except the BOPS channel, for example, order online and pick-up in-store (ROPS) channel; future research can discuss and consider the impact of consumers' anticipated regret on ROPS. Second, the authors consider that O2O is a supply chain composed of two retailers. In reality, there is also a situation where an oligopoly retailer opens two channels to realize O2O supply chain, in the case the inventory decision-making of the product is worth studying. Finally, to highlight the impact of the anticipated regret on consumers' decision-making, the return of the product is not considered. Future research can take the return of the product into account to assess the robustness of the results.


Originality/value
The contributions are in two main aspects. First, this paper considers an O2O supply chain with consumer value uncertainty, where there are duopoly retailers in the market and most of the existing literature focus on oligopoly retailer operates both online and offline channels; meanwhile, consumers' value perceptions of the product is deterministic. Second, this paper explores how the consumer anticipated channel regret affects the pricing and advertising decisions of O2O supply chain, and the authors take behavioral theory into account when studying omnichannel operations, while most studies on anticipated regret consider traditional two-stage price reduction management, product innovation, etc.