高校二级学院党代表驻班联系制度的探索和实践——以重庆文理学院为例

党代表驻班联系制度是重庆文理学院旅游学院创新高校二级学院党建工作、服务学生成长成才的重要举措。该制度紧紧＂把握一个定位,落实两项举措,坚持三个结合,实施四位一体,健全五个机制＂,体现了以学生为本和为民务实清廉的要求,收到了比较令人满意的效果。     

Utilizing the access value of customers

Customers are critical resources for the success of any business, not only because they bring in sales and profits directly, but also because of their access value in a world that is becoming increasingly interconnected. However, the mechanisms by which the customer access value may be exploited and the implication for management has not been well understood. Access value can be defined as the worth of utilizing patrons for further marketing and sales of value-added or third party products. The access value, which mainly results from the aggregation of the customer base and customer data, is essentially a corporation's internalized asset. This article shows that the size of the customer base and the extent of engagement have a significant impact on the customer access value. To develop and gain the benefits of customer access value, traditional business models often need to be transformed: firms and platforms should provide free or subsidized products to attract people and then embed value-added products to make money. The success of the new business model depends on not only the right pricing and product strategies, but also an embedding strategy.     

环境不确定下企业孵化网络治理机制对治理绩效影响研究

从企业孵化网络本身以及环境视角分析了企业孵化网络治理绩效的影响因素,通过企业孵化网络治理机制对治理绩效关系的实证分析,验证了环境不确定下企业孵化网络的契约治理机制、管理治理机制对治理绩效的影响。结果表明:企业孵化网络治理机制中的契约治理机制、关系治理机制对治理绩效具有正向调节作用;环境不确定性会扩大或缩小治理机制对治理绩效的作用强度。企业孵化网络在高市场不确定性环境下,采用关系治理机制的绩效较好;在高技术不确定性环境下,采用契约治理机制的绩效较好。     

A one-sided many-to-many matching problem

This study discusses a one-sided many-to-many matching model wherein agents may not be divided into two disjoint sets. Moreover, each agent is allowed to have multiple partnerships in our model. We restrict our attention to the case where the preference of each agent is single-peaked over: (i) the total number of partnerships with all other agents, and (ii) the number of partnerships that the agent has with each of the other agents. We represent a matching as a multigraph, and characterize a matching that is stable and constrained efficient. Finally, we show that any direct mechanism for selecting a stable and constrained efficient matching is not strategy-proof.     

e-banking culture: A comparison of EU 27 countries and Portuguese case in the EU 27 retail banking context

The aim of this research is two-fold. Firstly we conducted a wise comparative analysis of EU 27 countries and secondly we identified distinct e-banking user segments of Portuguese citizens. We used a questionnaire for data collection (n=2358) and Latent Class Models (LCM) for data analysis. LCM revealed three segments in EU 27 (Portugal is in the poorest cluster, concerning the indicators used, with Greece, Spain and Cyprus) and two e-banking user segments in Portuguese citizens: Those who do not risk (49%), and Those who risk (51%). Our findings enable e-banking managers for taking appropriate strategic decisions.     

The role of openness in the fuzzy front-end of service innovation

The early stages of innovation involve high levels of uncertainty, leading to it being labelled as the “fuzzy-front end” (FFE). Although openness has been identified as pivotal to innovation performance in the open innovation literature, little effort has been put into exploring its role in the FFE. Specifically, this study examines ‘openness competence’ within the FFE–i.e., the ability of a FFE team to explore, gather and assimilate operant resources from external sources by means of external searches and inter-organisational partnerships. The aim is to investigate the impact of openness competence on front-end uncertainty reduction and service innovation success. Data were obtained from a survey of 122 IT-based service innovation projects implemented by IT service provider firms in Thailand. The results suggest that openness competence positively influences both the degree of uncertainty being reduced during the FFE and the overall success of service innovations. These findings offer several implications for research on open innovation and the FFE as well as encouragement to managers to apply a more open approach to the FFE of their service innovation projects.     

Global engineering services: Shedding light on network capabilities

This paper addresses the operations challenges of effectively managing professional services on a global scale. The specific context for the study is professional engineering services and particularly those that are delivered globally – global engineering services (GES). Estimates suggest that the market for GES was around US$930 billion in 2012, rising to US$1.4 trillion by 2020 (ISG, 2013). Yet this influential sector receives scant attention in the operations management literature. The paper draws on six case studies to explore the operations management challenges of delivering GES. In doing so the paper introduces the concept of network capabilities for GES, highlighting the centrality that: (i) network resources – accessing and deploying dispersed resources, (ii) network coordination – coordinating and integrating network activities, and (iii) network learning – collective learning and knowledge management, all play in enabling the successful operational management of GES.     

The Organizational Innovation System: A systemic framework for radical innovation at the organizational level

Most research on innovation management at the organizational level has typically been focused on one specific innovation project phase or innovation management concept. This has resulted in many valuable insights, though scattered in different (innovation) research fields and studies. With the development of the Organizational Innovation System (OIS), we bring together important insights from the Innovation Systems, Open Innovation and other related fields into a guiding concept useful for both innovation managers developing (radical) innovations and innovation scholars. In this paper, we define the OIS and its key structural components, and discuss the identified functions and categories of potential imperfections. With the OIS, we provide a holistic, hands-on concept currently lacking in the open innovation approach. From the conceptualization, a framework for analysis is put forward which provides structure to the study of ongoing and finished innovation processes. Additionally, the development of the OIS is a first step in the development of a currently underdeveloped micro-level within the innovation systems perspective. The insights in OISs and the future insights derived from analytical efforts, will not only be beneficial for the performance of innovating organizations and organizational innovation systems but also for the performance of the higher, interconnected system levels.     

Identifying new dimensions of business incubation: A multi-level analysis of Karolinska Institute's incubation system

Relying on an in-depth case study of the incubator related to the Swedish medical university Karolinska Institute's (KI), this paper identifies new analytical and strategic dimensions of incubation. Departing from the current literature's prevalent focus on incubators as organizations performing a predefined set of activities for incubatees (facility renting, coaching, training and connecting), we perform a multilevel analysis embracing, next to the organizational and the project-specific levels, also the broader institutional and inter-organizational level. Our analysis relies on seven key components of incubation, namely its time, place, sources, resources, control/governance, activities/services and outcomes. Further, we view incubators as strategic actors engaged in value creation on a broader arena than the strict incubation context, even an international arena, where incubators' choices and interactions can be analyzed with the help of concepts from various streams in the business strategy literature. The specific strategic drivers of business incubation that we identify in the KI incubator's case are six: positioning in the value chain, risk taking/time perspective, revenue model, governance/control, internationalization, and cooperation/competition. The paper concludes with managerial implications urging incubators to take more of a strategic perspective rather than focussing only on the established components of their operations.     

Raising the Bar (3)

This editorial summarizes and comments on the papers published in issue 11(3) so as to raise the bar in applied spatial economic research and highlight new trends. The first paper proposes spatial and a-spatial indicators to describe the networks of airline companies around the world. The second paper sets forth a two-regime gravity-type model with an endogenous threshold parameter to assess the effect of labour market conditions on interregional migration flows. The third paper utilizes micro-data to explain student migration flows to higher education institutions. The fourth paper is among the first to make use of simulation-based location quotients in a multiregional input–output model. Finally, the last paper provides a purely economic–theoretical model on cooperative limit pricing in the context of spatial competition.