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Chinese Journal of Management Science ›› 2026, Vol. 34 ›› Issue (7): 1-11.doi: 10.16381/j.cnki.issn1003-207x.2024.0406

   

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

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

CLC Number: