Reconceptualizing competitive dynamics: A multidimensional framework

Competitive dynamics research, despite progress, lacks a conceptual framework that can extend the field's reach to address today's environment. Increasing stakeholder power and globalization are but two of the organizational and economic forces compelling a broader conceptualization of competition. Our framework expands competitive dynamics along five dimensions—aims of competition, mode of competing, roster of actors, action toolkit, and time horizon of interaction—that prove useful for contrasting the rivalrous and competitive‐cooperative modes and a new approach we call relational competition. We draw conjectures about the moderators, such as industry and culture, that determine the appropriateness of these forms of interaction, and conclude by relating our method to three discrete perspectives: the configurational, transaction cost, and stakeholder views. Copyright © 2014 John Wiley & Sons, Ltd.     

Predicting organizational identification at the CEO level

To develop further insight into antecedents of the CEO's psychological orientation toward the firm, we investigate what might lead CEOs to identify with their firms. Although research suggests that CEO organizational identification can be quite consequential for the firm, little research attention has been paid to its determinants. To predict how the special context of the CEO position might lead to identification, we consider a set of motives that members have for identifying with their organizations and consider how unique features of the CEO position might be relevant to those motives. Our theory and supportive findings help explain how the context of the CEO position, including variables often conceptualized as control mechanisms in agency theory research, can have important effects on subsequent CEO organizational identification. Copyright © 2014 John Wiley & Sons, Ltd.     

How CEO hubris affects corporate social (ir)responsibility

Grounded in the upper echelons perspective and stakeholder theory, this study establishes a link between CEO hubris and corporate social responsibility (CSR). We first develop the theoretical argument that CEO hubris is negatively related to a firm's socially responsible activities but positively related to its socially irresponsible activities. We then explore the boundary conditions of hubris effects and how these relationships are moderated by resource dependence mechanisms. With a longitudinal dataset of S&P 1500 index firms for the period 2001–2010, we find that the relationship between CEO hubris and CSR is weakened when the firm depends more on stakeholders for resources, such as when its internal resource endowments are diminished as indicated by firm size and slack, and when the external market becomes more uncertain and competitive. The implications of our findings for upper echelons theory and the CSR research are discussed. Copyright © 2014 John Wiley & Sons, Ltd.     

Strategic factor markets,scale free resources,and economic performance: The impact of product market rivalry

This paper analyzes how scale free resources, which can be acquired by multiple firms simultaneously and deployed against one another in product market competition, will be priced in strategic factor markets, and what the consequences are for the acquiring firms' performance. Based on a game‐theoretic model, it shows how the impact of strategic factor markets on economic profits is influenced by product market rivalry, preexisting competitive (dis)advantages, and the interaction of acquired resources with those preexisting asymmetries. New insights include the result that resource suppliers will aim at (and largely succeed in) setting resource prices so that the acquiring firms earn negative strategic factor market profits—sacrificing some of their preexisting market power rents—by acquiring resources that they know to be overpriced. Copyright © 2014 John Wiley & Sons, Ltd.     

Location choices under strategic interactions

We explore a fundamental aspect of firms' location choices largely overlooked in the literature: strategic interaction. We formalize the notion that strategic interaction renders collocation less appealing by fostering competition, which erodes firms' profits. Strategic interaction also impacts location choices across time. Specifically, because firms learn by doing in markets, location choices are shaped by two novel effects: entrenchment benefits from entering early in a market and improving capabilities relative to rivals, and opportunity costs from postponing entry to other markets where rivals enter and learn. When learning is local, firms collocate more: rivals are preempted from improving relative capabilities in higher‐value markets. However, when learning is global, firms collocate less: they can transfer capabilities from lower‐value to higher‐value markets, blocking rivals from achieving entrenchment benefits. Copyright © 2013 John Wiley & Sons, Ltd.     

基于博弈论的云环境下跨组织知识共享研究

计算技术不仅大大促进了经济的发展,而且在知识管理领域也产生了深刻的影响。基于知识共享行为的动态特征,构建云环境下组织间知识共享的动态博弈模型。研究表明,只有建设有效的搭便车防范措施,才有可能构建积极的知识共享环境,并且知识共享双方云能力的提高有助于促进积极知识共享环境的形成。     

马克思劳资关系理论视域下的我国私营企业劳资关系问题研究

私营企业的劳资关系在我国的社会经济关系中占有重要地位。马克思的劳资关系理论对于研究我国私营企业劳资关系问题有着重要的指导意义。在我国的私营企业中,生产资料归私营企业主所有,我国的私营企业还是以雇佣劳动为基础的生产活动。因此,我国现阶段私营企业劳资关系实质上是资本对劳动的占有和资本对劳动的强制。由于我国的私营企业是在社会主义初级阶段产生的,因此私营企业劳资关系又呈现出一些新特征。私营企业中资本占有劳动具有双重属性,私营企业中资本对劳动强制不会发展为社会的强制,私营企业主与工人之间是具有中国特色的人与人之间的关系,这为我们研究私营企业劳资关系的和谐性与对立性提供了理论基础。     

竞合战略：企业间新型的互动方式

随着科技与信息的飞速革新,组织将会面临复杂的跨地域、跨行业和跨文化的商业决策,使得组织面临更大的生存压力。而竞合战略会逐渐取代单纯的战略竞争与合作联盟,成为企业战略管理的有效手段。     

继承扬弃、批判澄明与总结吸收——论马克思政府理论的形成

马克思以经济关系和阶级分析为分析手段,总体性地描述了政府的历史演变,阐释了一种全新的政府观。马克思政府理论不仅是无产阶级政府观的深刻体现,也是批判剥削阶级政府的锐利武器。马克思政府理论来源于对西方历史上的政府思想继承中的扬弃,发展于对现实政府和无政府主义思想批驳中的澄明,丰富于对工人阶级政治实践的总结和吸收。     

影子连带强度及其影响因素研究

以过去型影子连带为例,基于扎根理论方法探索影子连带强度及其影响因素,编制影子连带强度及其影响因素的量表,并选择销售人员为样本,验证了影响因素对影子连带强度的作用。研究结果显示:在个体层面,主体对客体的认同以及主客体过去的关系强度对影子连带强度有正向影响;客体的网络位置及其拥有的资源对影子连带强度有正向影响;在环境层面,外界环境对客体的强化对影子连带强度有积极的影响。