Shanxi Merchants’ Multilevel Financial System in Ming and Qing Dynasties,China

In the Ming and Qing Dynasties (1368–1911), China saw rapid development in industrial and commercial sectors. Over this period, a group of merchants originating from the inland province of Shanxi gradually built a multilevel financial system and became leaders in China’s banking sector. The system of financial institutions they established (pawnshops, seal shops, money shops, loan banks, and draft banks) each had a unique business model, with specific target client group and carefully designed risk management. They were also interconnected to allow for flexible capital flows, contributing to the fast economic growth in this period. Nevertheless, the traditional system also had limitations, leading to its replacement by modern banks eventually.     

Why do firms delete brands? Insights from a qualitative study

Large consumer goods firms manage and market an assortment of brands and consistently deal with strategic challenges related to brand portfolio management, such as creating or acquiring brands, growing brand equity, managing brands in the portfolio and deleting brands. There is substantial research on several areas of brand portfolio management except in the area of brand deletion. This situation exists despite the fact that deleting weak brands has important implications for a firm and its brand portfolio. Therefore, it is critical to understand why firms delete brands from their portfolios. This research applies a qualitative approach using semi-structured interviews and thematic analysis in the context of firms that adopt a ‘house of brands’ brand architecture and presents findings guided by the strategic decision-making literature.     

Career Management Strategies of People With Disabilities

People with disabilities (PWD) tend to experience less career success than their counterparts without a disability, and their talent and skill remain underutilized. Disability literature also outlines various barriers to careers of PWD. Yet there are those who successfully manage their careers. Our aim in the present interview‐based study was to understand which strategies PWD engage in to manage their careers proactively. Findings indicate that strategies include maintaining a positive mind‐set; trouncing competence stereotypes by sensitizing people to their ability through learning and applying new skills, and by seeking feedback; engaging in disability advocacy to remove performance myths; and building, leveraging, and contributing to disability networks. We noted gender and tenure differences with regard to strategies employed. Findings imply that career objectives of PWD are not those traditionally expected or lauded by organizations, and motivations for career self‐management are unique to PWD as compared to those without a disability. © 2014 Wiley Periodicals, Inc.     

Network,knowledge and relationship impacts on innovation in tourism destinations

We combine network structure and firm-level relationship measures to explore the association between innovative behavior, firm position within the network of a destination, and the knowledge and relational trust characteristics of a firm's innovation-oriented relationships. We find current collaboration, shared knowledge and trust are associated with innovative behavior with partner firms, but that betweenness centrality indicates which partners are the most prominent innovators in a population. That is, relationship-level characteristics facilitate innovation partnerships, but network structure characteristics identify the most successful innovative partners. To theory, our findings contribute to efforts in the tourism, innovation and network literature to evaluate the differential effects of knowledge stocks and flows on innovation. For practice, our results suggest that promoters of innovation within a destination should leverage brokerage positions to improve the in-flow of ideas while encouraging the firms that share knowledge and trust to collaborate to apply those ideas.     

Substantive or Symbolic Environmental Strategies? Effects of External and Internal Normative Stakeholder Pressures

Different forms of stakeholder pressures drive different environmental strategies in organizations. This article differentiates between internal and external normative stakeholder pressures to test their potentially unique effects on environmental strategies. The findings suggest that internal, normative stakeholder pressures primarily drive substantive commitments to environmental practices, reflecting an internalized, voluntary commitment to the natural environment and dedication to environmental leadership by the firm. External, normative pressures instead primarily drive symbolic commitments to environmental practices, aimed at managing the image of the organization to establish and reinforce an appearance of commitment to the natural environment. This novel perspective accounts for the institutionally plural contexts of organizations and their environments, in which internal pressures directly drive substantive environmental commitments and external pressures drive symbolic responses. Copyright © 2017 John Wiley & Sons, Ltd and ERP Environment     

Key institutions in business and management education research

The authors investigate institutional productivity in business and management education (BME) research based on the analysis of 4,464 articles published by 7,210 authors across 17 BME journals over a 10-year period, involving approximately 1,900 schools worldwide. Departing from traditional disciplinary silos, they examine the BME research field as a whole by including all traditional business disciplinary areas and producing two top 100 rankings, one based on raw number of author publications and the other based on weighted scores reflecting journal quality and coauthorship.     

Exploring the role of knowledge management practices on exports: A dynamic capabilities view

Drawing on dynamic capabilities view, this work provides empirical evidence on the role of knowledge management practices on export intensity in SMEs in a mature and global, non-high-tech industry. A quantitative study with structural equation modeling was carried out on a sample of 157 Spanish and Italian manufacturing companies in the ceramic tile industry. Our results suggest the existence of a mediating effect of dynamic capabilities on exports, hence the implementation of knowledge management practices is a necessary but not sufficient condition to improve exporting, requiring the existence of dynamic capabilities to reconfigure these capabilities. Findings highlight the relevance of knowledge practices to foster exports, providing new insights for managers dealing with dynamic capabilities in SMEs.     

Strategic framework for commercialisation of fly ash innovations

Numerous innovative applications have been developed to utilise large quantity of fly ash generated at coal fired thermal power plants (TPPs) worldwide. However, this requires power plants to undertake the role of third-party innovation intermediaries, that is, commercialising technological innovations developed by others. As commercialising an innovation requires considerable resources, a well-considered selection and promotion are desired. The paper presents a strategic framework for commercialisation of fly ash innovations. Explanation for step-by-step implementation and generic pointers for strategy formulation for typical problems are suggested. The proposed framework is expected to assist coal-fired TPPs in formulating strategies to commercialise innovative utilisation of fly ash. The study contributes to scarcely addressed aspects of an open innovation paradigm, that is, challenges faced by third-party intermediaries.     

工程结算审核的管理和控制

为了确保工程施工进度与质量安全,就必须对整个工程成本进行严格地控制,并在整个工程或者分项工程完成后积极做好工程结算审核工作,从而强化工程结算审核的合理性与可靠性。但是由于工程结算审核需要在大量事实和依据上进行,使得审核过程出现了诸多问题,对预结算的准确有效性造成了严重的影响。本文就工程结算审核的管理和控制进行了分析。     

试论航道员工培训管理与创新

近年来我国航道事业随着社会经济的快速发展越来越被重视,航道作为水路运输的重要组成部分,其管理状况对水运发展起着直接影响作用。本文通过对航道现行体制与管理情况探讨,结合员工培训管理与创新分析,提出加强航道管理水平的策略,以实现水运交通事业快速持续健康发展的目标。