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中国管理科学 ›› 2026, Vol. 34 ›› Issue (7): 1-11.doi: 10.16381/j.cnki.issn1003-207x.2024.0406

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有色金属—新能源产业链纵向整合与企业韧性

郭启明1,2, 赖丹2, 吴一丁1,2,3()   

  1. 1.江西理工大学经济管理学院,江西 赣州 341000
    2.赣南科技学院能源金属产业研究院,江西 赣州 341000
    3.中国科学院赣江创新研究院,江西 赣州 341000
  • 收稿日期:2024-03-19 修回日期:2025-03-06 出版日期:2026-07-25 发布日期:2026-06-18
  • 通讯作者: 吴一丁 E-mail:781731974@qq.com
  • 基金资助:
    国家自然科学基金项目(L2324212);国家社会科学基金项目(23BGL218);江西省智库研究项目(25ZK15);赣南科技学院能源金属产业研究院基金项目(25ZK-03)

Vertical Integration in the Nonferrous MetalNew Energy Industry Chain and Corporate Resilience

Qiming Guo1,2, Dan Lai2, Yiding Wu1,2,3()   

  1. 1.School of Economics and Management,Jiangxi University of Science and Technology,Ganzhou 341000,China
    2.Energy and Metal Industry Research Institute,Gannan University of Science and Technology,Ganzhou 341000,China
    3.Ganjiang Innovation Institute,Chinese Academy of Sciences,Ganzhou 341000,China
  • Received:2024-03-19 Revised:2025-03-06 Online:2026-07-25 Published:2026-06-18
  • Contact: Yiding Wu E-mail:781731974@qq.com

摘要:

在市场竞争加剧和制度环境日益复杂化情境下,产业链纵向整合已成为企业提升韧性的重要战略选择。本文以2015—2023年沪深A股有色金属—新能源产业链上市企业为样本,采用分行业营业收入占比的方法测算有色金属企业和新能源企业的纵向整合程度,实证检验纵向整合对企业韧性的影响。研究结果表明,在考察期内,有色金属与新能源企业的纵向整合程度显著提升,大规模企业和非国有企业的整合程度更高,且纵向整合企业的韧性明显强于未整合企业。有色金属—新能源产业链纵向整合能显著提升企业韧性,稳健性检验后结果依然成立。异质性分析表明,产业链上大规模企业和非国有企业纵向整合对韧性提升的促进作用更为显著。纵向整合对企业韧性的影响中存在资本结构门槛效应,当资本结构处于低杠杆区间时,纵向整合显著提升企业韧性;而当资本结构处于高杠杆区间时,有色金属企业后向整合削弱其韧性,新能源企业前向整合对韧性的正向影响不再显著。研究为推动产业链上、下游企业在逆境中化危为机,实现高韧性发展提供了重要理论和实践依据。

关键词: 有色金属, 新能源, 产业链, 纵向整合, 企业韧性

Abstract:

Amid intensified market competition and an increasingly complex institutional environment, vertical integration has become a crucial strategic choice for enhancing corporate resilience. The impact of vertical integration on corporate resilience is examined using a sample of listed companies in the nonferrous metal-new energy industry chain on the Shanghai and Shenzhen A-share markets from 2015 to 2023. The degree of vertical integration in nonferrous metal and new energy enterprises is measured using the proportion of operating revenue by industry segment.The empirical findings reveal a significant increase in vertical integration within the nonferrous metal and new energy sectors during the study period. Large-scale enterprises and non-state-owned enterprises exhibit higher levels of integration, and vertically integrated firms demonstrate greater resilience than their non-integrated counterparts. Vertical integration within the nonferrous metal–new energy industry chain significantly enhances corporate resilience, with results remaining robust after sensitivity tests. Heterogeneity analysis indicates that the resilience-enhancing effect of vertical integration is more pronounced in large-scale and non-state-owned enterprises. Furthermore, a threshold effect of capital structure is identified in the relationship between vertical integration and corporate resilience. When capital structure is in the low-leverage range, vertical integration significantly strengthens resilience. However, in the high-leverage range, backward integration among nonferrous metal enterprises weakens resilience, while the positive impact of forward integration in new energy enterprises becomes insignificant.These findings provide important theoretical and practical insights for fostering high-resilience development by enabling upstream and downstream enterprises in the industry chain to turn adversity into opportunity.

Key words: nonferrous metals, new energy, industry chain, vertical integration, corporate resilience

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