2011年油砂行业发展之路——加拿大油砂行业面临的十大问题概览

从可持续发展角度分析和揭示了加拿大油砂行业面临急需应对的十大问题：1）寻找经济可行性;2）成本管理;3）实现油砂碳足迹最小化;4）水资源利用和土地复垦;5）人才资源竞争;6）国际投资涌入;7）经济与环境影响评估;8）国际市场开拓;9）技术共享;10）行业合作。     

Horizontal alliances as an alternative to autonomous production: product expansion mode choice in the worldwide aircraft industry 1945–2000

This study investigates why firms choose to undertake product expansion through alliances with competitors rather than on their own. We highlight product heterogeneity as a determinant of this make or ally choice. We propose that firms turn to horizontal alliances in order to implement product expansion projects that require greater resources than those available to them. More precisely, we hypothesize that a firm is more likely to launch a new product through a horizontal alliance rather than autonomously when the resource requirements of the project are greater, the resources available to the firm are more limited, there is a mismatch between resource endowment and requirement, and the firm's collaborative competence allows it to better cope with the interorganizational concerns that collaboration with competitors raises. We find support for our arguments on a sample of 310 new aircraft developments launched between 1945 and 2000, either by a single prime contractor or as a horizontal alliance in which prime contractorship is shared with another industry incumbent. Copyright © 2009 John Wiley & Sons, Ltd.     

优化区块钻井生产管理程序及提高生产时效

钻井工程是进行石油天然气资源勘探开发的主要工程,被誉为“石油工业的火车头”。但是石油钻井生产规模大,需要花费大量的人力、物力和财力。指出,通过合理调控各项因素,加强宏观调控,科学组织生产管理,保持生产节奏稳定有序,才能更好的提高生产时效。     

Nested identities as cognitive drivers of strategy

Research Summary: Organizations face tensions to conform to industry norms for legitimacy yet differentiate for competitive advantage when implementing strategies. We suggest this tension is due to and resolved through organizations’ cognitive negotiations of multiple levels of identity. Through an inductive study in the recreational vehicle industry, we find that organizations concurrently draw on identities at the organizational, industry, and strategic group levels to formulate and enact specific competitive actions. Specifically, we find that organizational identity relates to decisions on product offerings; industry identity relates to downstream strategy; and strategic group identity relates to upstream strategy, firm boundaries, and expansion mode. Our findings highlight the importance of strategic group identity and inform a grounded model describing how organizations draw upon different levels of identity to influence strategy. Managerial Summary: Many managers experience tensions of differentiating their firms’ competitive actions from rivals, while conforming with industry norms and practices. In this article, we argue that a manager can navigate these tensions by understanding their firm, strategic group, and industry identities and how these identities interrelate. Through a qualitative case study of the U.S. recreational vehicle industry, we show that each level of identity influences different competitive actions, with firm identity connected to product offerings, industry identity related to managing downstream distribution, and strategic group identity related to firm boundary and acquisition strategies. Overall, strategic group identity is the most critical for managers as this level filters how they view competitors and provides the rules of competition.     

Technological collaboration in the korean electronic parts industry: patterns and key success factors

This study empirically examines different patterns of collaborative technological development projects and the key success factors (KSFs), using data from 82 projects in the Korean electronic parts industry. The patterns of technological collaboration were categorized into 4 types by two contingency variables: development motive (technology–push or market–pull) and source of initiation (focal firm– or partner–initiated). The bivariate relationships revealed that project characteristics (technological complexity, demand certainty, and financial support of the government), partner characteristics (the level of trust with partners), and collaborative management practices (commitment of the focal firm, and information sharing in the collaboration process) appear to be different depending on the two contingency variables. Each type of collaborative R&D project also had different KSFs. While diverse characteristics like strategic importance, goal compatibility and information sharing with partners are critical for the success of technology–push projects, just only specificity of collaboration process and outcome appears important to the success of demand–pull projects. For focal firm–initiated projects, project characteristics are KSFs, whilst partner characteristics and collaboration management practice are found to be more critical for the success of partner–initiated projects. The findings suggest that the different contingencies such as development motive and source of initiation bring about different patterns of collaborative technology development projects, which in turn lead to a different set of KSFs, since different information, roles of partners and the focal firms, and collaboration management practices are needed to successfully implement the different types of projects. Based on empirical results, this study discusses managerial, policy, and theoretical implications for the collaborative R&D activities taking place in the Korean electronic parts industry.     

Do special issues offer something special? An overview of research trends in Telecommunications Policy special issues

This study explores the value of special issues by analyzing the characteristics of special issues of Telecommunications Policy (TP). Specifically, this study examines the status of special issue publications, the characteristics of their articles compared with those of general issues, and the factors affecting article citations. For the analysis, all information on TP articles published from 1976 to 2018 was collected from the Scopus database. A comparative analysis as well as a negative binomial regression were conducted on papers published after 1994, when the first special issue was published. The results show that special issues are distinguished from general issues by various characteristics, such as multinational author collaboration, number of references, keywords, and funding. While general issue papers are more frequently cited in academia, special issue papers show better performance in terms of online captures and social media sharing. Moreover, the smaller number of variables affects the frequency of citations in the case of special issues, revealing that content and format are more influential than author factors.     

Collaboration in R&D with universities and research centres: an empirical study of Spanish firms

Innovation is sometimes the result of collaboration between different agents with complementary resources. When companies make formal agreements to collaborate in R&D they do so with different types of organizations, such as their competitors, suppliers, and customers, or universities and research centres. This paper focuses on attempting to understand the reasons that lead companies to cooperate with universities and research centres and the characteristics of the relationship that this involves. The empirical study is based on a sample of 747 Spanish firms that took part in some type of collaborative R&D project between 1994 and 1996. Results indicate that cooperation with centres is a nation–wide phenomenon involving basic research, conducted under the sponsorship of different research support schemes promoted by central and regional administrations.     

Incremental and Radical Innovation in Coopetition—The Role of Absorptive Capacity and Appropriability

This study examines why some firms are better able than others to reap benefits from collaborating with their competitors in innovation. Whereas on the general level, collaborative innovation has been studied widely, and firm‐specific success factors in collaboration between competitors (i.e., coopetition) have not been exhaustively addressed. Earlier literature describes coopetition as a risky but potentially rewarding relationship in which sharing, learning, and protection of knowledge are recognized as the key issues determining the possible benefits and hazards. This study provides evidence of factors related to this, suggesting that the firm's ability to acquire knowledge from external sources (potential absorptive capacity) and to protect its innovations and core knowledge against imitation (appropriability regime) are relevant in increasing the innovation outcomes of collaborating with its competitors. This study also distinguishes between incremental and radical innovations as an outcome of coopetition, and provides differing implications for the two innovation types. The empirical evidence for the study was gathered from a cross‐industry survey conducted on Finnish markets. The data are analyzed with multivariate multiple regression analysis. The results of the analysis suggest that (1) potential absorptive capacity and appropriability regime of the firm both have a positive effect in the pursuit of incremental innovations in coopetition, and (2) in the case of radical innovations, appropriability regime has a positive effect, while the effect of absorptive capacity is not statistically significant. However, the results also indicate that there is a moderating relationship between these variables, in that the potential absorptive capacity is positively associated with creation of radical innovations within high levels of appropriability regime. These results yield important theoretical and managerial implications. As a whole, the results presented in this study provide new evidence on which types of firms can reap success in the challenging task of collaborative innovation with rivals. In the case of incremental innovation, a firm‐level emphasis on knowledge sharing and learning will positively affect the results of coopetition, as will an emphasis on knowledge protection. Thus, when incremental developments are pursued in coopetition, firms should not only seek to exchange knowledge to create value but also remember to secure the firm‐specific core knowledge within the firm's borders to stay competitive. On the other hand, when the firm is pursuing radical innovation with its rivals, the heaviest emphasis should be on protecting its existing core knowledge and also emerging novel innovations and market opportunities. Capabilities in knowledge acquisition are also beneficial in these cases, but the full benefits of knowledge exchange realize only when the firm's knowledge protection mechanisms are sufficiently strong, allowing for safe knowledge exchange between rivals.     

A model of value assessment in collaborative R&D programs

This study examines the tasks, processes, and frameworks central to performance assessment in collaborative research organizations. The domain of the study is the partnered learning approach to research and development (R&D) management. The empirical results highlight relationships between context (center scale) and performance (value perceived by industry sponsors) in such R&D collaborations. Insights from this research are broadly applicable to the maintenance of alliances among firms involved in collaborative R&D and are generalizable to that context. Data gathered from a national population of 58 National Science Foundation (NSF) sponsored centers over a 3-year period reveal significant evolutionary patterns in the development of collaborative relationships. Successful industry university consortia leverage four core process relationships: (1) the creation of research capacity yielding advances in process and product knowledge; (2) technology transfer behaviors within the participants' organizations; (3) participant satisfaction with the outcomes; and (4) the continuity of industry sponsor support, i.e., commitment to the collaboration.     

When using knowledge can hurt performance: the value of organizational capabilities in a management consulting company

This paper explores the possibility that utilizing the firm's knowledge resources to complete important tasks can backfire and undermine competitive performance. Drawing on organizational capabilities and knowledge‐sharing research, we develop a situated performance view that holds that the value of obtaining and using knowledge within a firm depends on the task situation. Using a data set of 182 sales proposals for client work in a management consulting company, we show that sales teams that had varying needs to learn and differentiate themselves from competitors derived different levels of value from obtaining and using electronic documents and advice from colleagues. Highly experienced teams were more likely than inexperienced teams to lose the sales bids if they utilized such knowledge. Teams that had a high need to differentiate themselves from competitors also had a lower chance of winning if they utilized electronic documents. There were situations, however, where teams performed better if they utilized the firm's knowledge resources. These results suggest that competitive performance depends not on how much firms know but on how they use what they know. Copyright © 2004 John Wiley & Sons, Ltd.     

Learning to collaborate through collaboration: How allying with expert firms influences collaborative innovation within novice firms

Research summary : Strategic alliances have been recognized as a means for firms to learn their partners' proprietary knowledge; such alliances are also valuable opportunities for partner firms to learn tacit organizational routines from their counterparts. We consider how relatively novice technology firms can learn intraorganizational collaborative routines from more experienced alliance partners and then deploy them independently for their own innovative pursuits. We examine the alliance relationships between Eli Lilly & Co. (Lilly), a recognized expert in collaborative innovation, and 55 small biotech partner firms. Using three levels of analysis (firm, patent, and inventor dyad), we find that greater social interaction between the partner firm and Lilly subsequently increases internal collaboration among the partner firm's inventors. Managerial summary : Can collaborating externally advance internal collaboration? Yes. Our research found that collaboration among scientists at small, early‐stage biotechnology firms significantly increased after these firms formed highly interactive R&D alliances with a large pharmaceutical company known for its expertise in such collaboration. It is well known that alliances help new firms learn specific new technologies and commercialize innovations. Our study broadens the scope of potential benefits of alliances. New firms can also learn collaboration techniques, deploying them internally to enhance their own abilities in collaborative innovation. Managers should take this additional benefit into consideration in developing their alliance strategies. Pursuing alliance partners with expertise in collaboration and keeping a high level of mutual interactions with partner firm personnel should be important considerations to extract this value. Copyright © 2015 John Wiley & Sons, Ltd.     

Which boundaries? How mobility networks across countries and status groups affect the creative performance of organizations

Research summary : Losing key employees to competitors allows an organization to engage in external boundary‐spanning activities. It may benefit the organization through access to external knowledge, but may also increase the risks of leaking knowledge to competitors. We propose that the destination of departed employees is a crucial contingency: benefits or risks only materialize when employees leave for competitors that differ from the focal organization along significant dimensions, such as country or status group. In the context of the global fashion industry, we find that key employees' moves to foreign competitors may increase (albeit at a diminishing rate) their former employers' creative performance. Furthermore, firms may suffer from losing key employees to higher‐ or same‐status competitors, but may benefit from losing them to lower‐status competitors. Managerial summary : Losing key employees to competitors can provide organizations with access to external knowledge, but increase risks of leaking knowledge to competitors. We find that an organization's access to external knowledge and its risks of knowledge leakage through employee mobility may be affected by whether its employees leave for competitors in a foreign country or in a different status group. In the context of the global fashion industry, we show that key employees' moves to foreign competitors increase (up to a point) their former employers' creative performance. Furthermore, firms may suffer from losing key employees to higher‐ or same‐status competitors, but benefit from losing them to lower‐status competitors. Hence, executives in creative industries and possibly beyond could welcome losing employees to competitors in foreign countries or to lower‐status competitors. Copyright © 2016 John Wiley & Sons, Ltd.     

The right speed and its value

Slow investments cause substantial revenue losses, yet acceleration increases costs. This tradeoff implies that an optimal investment speed usually exists; it is faster the higher a firm's intrinsic speed capability. We hypothesize that it is a firm's intrinsic speed capability, rather than its speed relative to industry competitors per se, that boosts firm value. Using data on oil and gas facilities (1996–2005), we find that intrinsic speed capabilities augment firm value in a varied way: their value is larger with better corporate governance, lower cost of capital, and higher ability to draw value from R&D investment. Our work elevates the discussion of speed from a project‐level consideration to a firm‐level competitive advantage issue and raises the need to further explore its strategic value. Copyright © 2013 John Wiley & Sons, Ltd.     

2012年油砂行业发展之路——德勤关于加拿大油砂行业短期、中期和长期发展的深度审视

从短期来看,劳动力资源问题仍然是加拿大油砂行业需要关注的重点,具体包括:应对劳动力代际更替,后勤保障,挖掘自动化技术潜力,吸引国家石油公司积极参与;从中期来看,六大方面的新思维和新方法将对油砂企业实现有序、可持续的发展具有重要意义,包括确定并聚焦核心竞争力、优化企业内部控制、改善成本问责制、借鉴其他行业模式、加强协作、转变公众认知;从长期来看,针对加拿大如何成为能源超级大国,文章就扩大市场、发展技术、制定国家能源战略等问题阐述了德勤的观点.     

Are collective political actions and private political actions substitutes or complements? Empirical evidence from China's private sector

This paper examines the circumstances under which collective and private corporate political actions are more likely to be substitutes or complements. Using data based on a series of nationwide surveys conducted on privately owned firms in China, I find that firms that are engaged in collective political actions are more likely to pursue private political actions. This positive relationship is stronger in less economically developed provinces and when there are greater opportunities for the state to redistribute economic resources in product and capital markets. Meanwhile, this relationship is weaker in the presence of heavier regulatory burdens and for firms in which the state has some equity or owned by individuals who had prior political careers. These findings contribute to the corporate political action literature. Copyright © 2013 John Wiley & Sons, Ltd.     

The co-production of value in digital,university–industry R&D collaborative projects

In the context of R&D collaborations between universities and industry, this study investigates the co-production process and the contextual elements that shape it. We develop a conceptual framework that builds on the service-dominant logic perspective that value propositions emerge from the interaction between co-producing parties and the integration of resources. Specifically, the framework explicates how individual, organizational, and external factors shape the type of interactions and the platforms used, the availability and use of operand and operant resources, and the organizational and individual outcomes sought in R&D collaborative projects. We investigate the interplay among these factors through group interviews with UK industry practitioners and university researchers in the context of digital research projects. The types of interaction, resources, and outcomes sought that characterize successful R&D collaboration are revealed, and the contextual aspects that enable, facilitate, block, or create barriers to successful R&D collaborations are identified. Finally, we propose five practical principles for the successful development of collaborative R&D projects within the university–industry context.     

Equity‐based incentives and collaboration in the modern multibusiness firm

Research summary : This paper examines the role of equity‐based incentives in fostering cross‐business‐unit collaboration in multibusiness firms. We develop a formal agency model in which headquarters offers equity and profit incentives to business‐unit managers with the objective of maximizing total expected firm returns. The resulting compensation contract provides a rich mechanism for aggregating value from collaborative interactions across business units, aligning managers' efforts with the firm's growth prospects and organization structure and managing the dual risks in profits and firm market value. The inclusion of equity incentives elicits higher levels of own‐unit and collaborative efforts over the profits‐only contract. Our results suggest that equity‐based incentives are most beneficial when profitability is uncertain relative to long‐term growth prospects, in firms pursuing related diversification strategies, and in periods of rising equity markets. Managerial summary : Equity‐based compensation such as restricted stock grants and options are increasingly common, not only for CEOs and other top executives, but also for business unit managers and other non‐C‐suite employees. The paper studies the role of such “global” incentives in enabling multibusiness firms to benefit from cross‐unit collaboration. Results from our model show that managerial contracts that include appropriate levels of equity incentives, in addition to profit‐based incentives, generate higher own‐unit and collaborative efforts. We also find that equity incentives are likely to be most beneficial for large firms in high‐growth sectors, for firms pursuing a related diversification strategy, and in periods of rising stock markets. The model can also provide useful guidance on designing return‐maximizing compensation contracts for business unit managers in different firm, organizational, and industry contexts. Copyright © 2015 John Wiley & Sons, Ltd.     

Time allocations across collaborations of academic scientists and their impact on efforts to commercialize novel technologies: is more always better?

We investigate how time spent in different collaborative research arrangements by academic scientists affect their propensity of involvement in the commercialization of novel, university-originated technologies. Three common collaborative strategies used by academic scientists: (1) internal (within the research group or within the home university) research collaboration; (2) cosmopolitan research collaboration (with scientists in other US or foreign universities); or (3) university–industry research collaboration are assessed. Drawing on the concepts of cognitive and spatial distance, the empirical findings suggest that only one internal research collaboration strategy has a significant impact on the propensity of academic scientists to engage in the commercialization of novel technologies with a private firm; however, this relationship is inverse U shaped. More importantly, academic scientists adopting a university–industry collaboration strategy and spending more research time in such an arrangement have a significantly stronger propensity for being involved in technology commercialization with a private firm; however, this relationship is inverse U shaped as well. We discuss the managerial and policy implications of the findings.     

Weak links and the management of reputational interdependencies

This paper builds on a growing literature that takes into account the fact that firms in an industry may be interdependent with regard to their corporate reputations, thus sharing a “reputation commons.” We argue that the theory of public goods can help us to understand the interdependencies that link corporate reputations and to frame the contexts and requirements for collective action that they induce. In particular, we suggest that more and more frequently these interdependencies make industry reputation a “weak link” public good. We show that this raises new challenges for the strategic management of industry reputation by communities of firms. The discussion of these challenges is based on the case study of the collective action of the European chlorine companies towards restoring their reputation after being accused of not being safe, and on a model of the production of reputation by companies. Copyright © 2013 John Wiley & Sons, Ltd.     

Creating shareholder value via collaborative innovation: the role of industry and resource alignment in knowledge exploration

Collaborative innovation provides firms with a privileged opportunity to perform exploration in an externally oriented mode. The central challenges in exploration via collaborative innovation lie in the selection of relevant partners and in gaining access to potentially valuable external knowledge that the focal firm lacks. This article focuses on two aspects of inter-organizational alignment that affect knowledge differences and may thus help explaining the shareholder value implications arising from collaborative innovation: industry and resource alignment. Relying on data covering 97 bilateral collaborative innovations (194 innovation partners) in R&D intensive high-technology industries, we used event study methodology and follow-up hierarchical regression analyses to test our conceptual framework. With regard to industry alignment, results suggest that investors value greater industry distance between collaborating partners, especially when the partner firm provides high-level R&D resources. Furthermore, the results show a positive effect of supplementary resource alignment (i.e., a focal firm's R&D resources are supplemented by a partner firm's R&D resources) and, notably, a negative effect of complementary resource alignment (i.e., a focal firm's R&D resources are complemented by a partner firm's marketing resources) on investors' valuation of the collaboration's expected future performance. They, thus, contribute to research on shareholder value implications of collaborative innovation. From a managerial perspective, the study provides a better understanding of partner selection and shows how managers should position a collaboration to signal the shareholder value-creating potential to investors.