Additive manufacturing and the global factory: Disruptive technologies and the location of international business

Additive manufacturing (AM) is an emergent technology that is shifting the nature of production, sourcing, and other value-chain activities. AM has the potential to substantially disrupt the structure and operations of international business. In this paper, we leverage the global factory concept (e.g., Buckley & Ghauri, 2004) to frame our discussion of the likely impact of AM on global production. We identify and conceptualize specific variables and relationships to offer a nuanced explanation that highlights the potential re-distribution of global production at four levels of analysis – global, country, local area, and household. We propose how key variables – Intellectual Property Status, Industrial Standards, Branding, Aesthetics, Authenticity, Material Type, Complexity, Customization, Size, Logistical Complexity, Delivery Timeliness, Demand, Access, and Technical Competence – likely will impact localization of production. We examine industries and production activities likely to be most affected by AM. We conclude with a discussion of managerial and practical implications and identify avenues for further research.     

生命周期视角下产业技术创新战略联盟冲突影响因素演变研究

产业技术创新战略联盟面临的冲突影响因素随着联盟生命周期阶段的演变而发生变化。为明晰这些变化趋势,根据组织生命周期理论,总结了产业技术创新战略联盟生命周期6个阶段,并通过冲突影响因素分析和案例研究发现,随着联盟生命周期演化,联盟目标一致性水平逐步下降;信息沟通和知识共享程度先上升后下降,呈倒U型变化趋势;绩效考核与利益分配合理程度逐步上升。     

Differentiation Via Technology: Strategic Positioning of Services Following the Introduction of Disruptive Technology

Introducing a “disruptive” technology into an existing service market provides new opportunities for firms and customers, often altering the nature of the market. Consequently, new technology often destabilizes market equilibrium, forcing firms to consider the role new technology will play in determining the new market structure. In this paper, we focus on understanding how significant new technology forces firms to evaluate and renegotiate their market positions in a service industry newly infused with technology (i.e., brokerage market). Specifically, we examine how firms integrate technology into the service process to create new forms of interaction. We used content analysis and a combination of structuralist methods including multidimensional scaling analysis (MDS), clustering methods, and property-fitting regression techniques (ProFit) to examine how technology changes the service process, and how firms leverage these changes for positioning. Our research demonstrates a strategic approach to positioning that suggests (1) introducing significant technology opens new positioning avenues by providing new service interactions, (2) technology must be leveraged via links to customer value sets, and (3) firms that leverage technology through customer values outperform their competitors.     

军民深度协同对企业关键核心技术突破的影响

大国战略博弈与关键核心技术“卡脖子”背景下,推动军民深度协同对企业关键核心技术突破意义重大。以《关于经济建设和国防建设融合发展的意见》实施作为准自然实验,利用双重差分法考察军民深度协同对企业关键核心技术突破的影响及作用路径。结果发现,军民深度协同有助于企业关键核心技术突破。在进行平行趋势检验、安慰剂检验以及其它系列稳健性检验后,上述结论依然成立。机制检验发现,军民深度协同通过提升军地联合技术研发能力与军民两大市场资源配置效率以及缓解军民协同企业创新资源压力等“三轮驱动”机制,助力企业关键核心技术突破。进一步研究发现,军民深度协同可以助推军转民企业与民参军企业关键核心技术突破。结论对推进军民一体化发展和关键核心技术突破具有重要现实意义。     

颠覆性双元创新对数字产业技术融合的影响研究——市场与技术的联动效应

颠覆性创新是数字产业突破在位企业封锁,掌握技术主导权的核心动力。多维度的颠覆性创新政策能否真正促进数字产业技术融合度的提升,行业中其他企业又扮演何种角色？本文围绕技术与市场两个维度,基于数字产业中具有代表性智能制造业的研究数据,运用双元创新理论,探讨探索与利用两种颠覆性技术创新政策影响数字产业技术融合的异同,以及技术距离在其中的作用机制;并比较颠覆性技术双元和颠覆性市场双元之间不同的联动效应。采用逐步回归进行实证检验,研究发现：(1)颠覆性技术探索对技术融合度有显著的正向影响,且技术距离正向调节颠覆性技术探索与技术融合度间关系;(2)颠覆性技术利用与技术融合度呈倒U型关系,且技术距离正向调节颠覆性技术利用与技术融合度间关系;(3)不同的颠覆性技术创新和颠覆性市场创新联动关系对企业技术融合有着截然不同的影响,具体来说,在企业选定颠覆性技术探索战略的情境下,颠覆性市场双元对数字产业技术融合度不会产生明显的促进或抑制作用;在企业选定颠覆性技术利用战略的情境下,颠覆性市场探索对数字产业技术融合度表现出更为明显的促进作用。     

基于破坏性创新的中小企业创新战略研究

长期以来,理论界认为跟随和模仿等维持性创新战略是中小企业的首选。然而,随着信息社会的到来,技术更新速度的日益加快,专利保护制度的不断加强,给上述战略的实施带来巨大困难,出现反复模仿、持续落后的现象。破坏性创新的非竞争性和对产业竞争规则的破坏性特性,为中小企业在激烈的市场竞争中扬长避短,击败行业领头羊提供了一条崭新的思路。根据破坏性创新的特征,结合中小企业自身的特点,分析了中小企业开展破坏性创新的优势及劣势,探讨了中小企业开展破坏性创新的一般模式及路径。     

Online job search discouragement: How employment platforms and digital exclusion shape the experience of low-qualified job seekers?

How do people experience the platform-mediated job search process? We explore this question based on a sample of in-depth interviews (n = 20) with low-qualified, unemployed Spanish job seekers. Our main finding shows that the ways they use Information and Communication Technologies negatively impact their engagement in online job search activities. Based on our findings, we develop a framework of online job search discouragement revolving around crafting online profiles, applying for jobs, reviewing application statuses and integrating the tensions these activities carry for the experience and the outcome of the platform-mediated job search.     

The long-haul low-cost airline business model: A disruptive innovation perspective

This paper analyzes the impact of the long-haul low-cost (LHLC) airline business model on the air transport industry from a disruptive innovation perspective. We argue that the LHLC business model is set to stay; it is bound to penetrate the mass market that has, to date, been occupied by incumbent network carriers. It will thus lead to significant strategic adaptations in the long-haul air travel market where incumbents are well advised to prepare their responses. We provide a set of strategic response options along the categories of avoiding, accepting and embracing the LHLC business model that can be used by incumbents to defend their competitive positioning in the long-haul air travel market. This paper provides guidelines for airline managers to (re)evaluate the strategies of their own organizations facing the emergence of a potentially disruptive innovation in their industry.     

Changing the game to compete: Innovations in the fashion retail industry from the disruptive business model

Unprecedented competition and emergent technologies have posed a challenge to many traditional retailers in recent years. Yet within this competitive environment, emerging innovative business models have thrived and successfully disrupted the industry. We analyze the nature of disruptive business-model innovations and the ways they disrupt the fashion retail industry. To that end, we examine three disruptors in the industry: born-digital brands, AI-enabled demand forecasting and product design, and collaborative consumption. After introducing the concept of disruptive business-model innovation, we discuss the three disruptors’ effects on the fashion industry. We find that all of these models keenly answer fundamental needs unmet by current business models, such as offering quality products at a competitive price, curated services, and sustainable consumption. At the same time, all three disruptors suggest effective operation models for handling demand uncertainty, inventory management, and timely responses to the market, all of which are inherent issues for current push supply chains and forecast-based, inventory-driven systems. Based on this analysis, we discuss important implications for both academics and industry practitioners.