On the profitability of self‐sabotage
研究供应商如何通过故意增加预期生产成本或限制降本能力来提升利润，并分析为何坚持不变的采购合同能抑制这种自我破坏行为。
Abstract We demonstrate how a supplier can enhance his expected profit by intentionally increasing his expected production costs or limiting his ability to reduce these costs. Such self‐sabotage benefits the supplier when it induces a buyer to implement a more favourable procurement policy, i.e., one that motivates the supplier to deliver cost‐reducing effort systematically rather than selectively. We also demonstrate how the seemingly inefficient persistent implementation of a procurement contract that does not change as the prevailing environment changes can reduce procurement costs by deterring self‐sabotage.