模块化组织模式的构建与运作——基于海尔"市场链"再造案例的研究

The concept of modularity can be applied not only to complex product system design, but also to business system interpretation and design. However, the amount of literature on modular organization is much less than that on product modularity. Based upon a case study on Haier’s reengineered business-process system after the “market-chain” reform, this paper examines the course of its process decomposition to form a prototype of modular organization, and further analyzes the evolution of the three key factors in the design rules, which make the independent modules interact with others to form a complex system. The study shows that a system will gain strategic flexibility when more business units in service supplying and product manufacturing are treated as modules of the firm. Meanwhile, a system will become more complex when the number and variety of modules increase, which in turn induces the evolution in the process of the modular organization’s decomposition and integration. Translated and revised from Guanli Shijie 맜理世界 (Management World), 2008, (4): 122–139     

Trust,Satisfaction and Loyalty in Customer Relationship Management

SUMMARY

In an attempt to increase customer loyalty amid increasingly competitive business environments, organizations are looking to customer relationship management (CRM) to help provide a solution. In spite of CRM failure rates cited as being as high as 70%, organizations continue to invest hundreds of thousands of dollars on CRM implementations. Attempts of past research to resolve why failure rates are so high have tended to focus on technological factors such as database integration or factors internal to the organization such as system adoption or organizational culture. While these areas are important, reactions of customers may also play a role. This paper uses justice theory to investigate the potential impact that customer involvement in a CRM implementation may have on customer loyalty. Propositions are provided to guide future research.     

The Value of Information Integration in Meeting Delivery Dates

In this article, we consider the value of shared information within a business network. To make the problem concrete, we focus on a specific operational problem: How the final supplier to the customer determines promised delivery dates. In a traditional supply chain, the final supplier has little or no information on the delivery performance of intermediate suppliers and thus, has limited information with which to set delivery dates. On the other hand, in an information-integrated business network, the final supplier's enterprise resource planning (ERP) system can interact with all the intermediate suppliers' ERP systems to determine exactly how far ahead or behind schedule the network is in meeting the needs of a specific customer. This information should improve the final supplier's ability to set realistic delivery dates. We attempt to quantify the value of this information and determine precisely why it is valuable so that management can best exploit information integration.

We use a modeling approach in this research, beginning with simple analytic models and progressing to more realistic simulation models. Our analytic model establishes an important principle: Information integration not only significantly improves the average on-time delivery performance of a business network, but also dramatically improves its worst-case performance. Because customer dissatisfaction is generally associated with worst-case performance, information integration may be highly beneficial even if its effect on average on-time delivery is small. Simulation models allow us to compare the performance of more realistic business networks. These models suggest, for example, that the value of information integration is dependent on both the structure of the network itself (whether serial or arborescent) and on the typical customer order date in the production cycle. These insights allow us to begin to identify the types of business networks in which information integration will have the highest value.     

Book reviews

There is currently a tremendous interest in the development and use of expert systems (ES), and marketing activities have not been immune to such enthusiasm. The degree of enthusiasm expressed is often strongly at variance with reality. The purpose of this paper is to give a moderating view on the role of expert systems in marketing.

The paper begins with a short review of “conventional” management support systems (MSS). This provides a firm base from which to develop a comparison between MSS and ES in terms of the components of these systems. Throughout the comparison, characteristics are highlighted that might at first glance appear to be uniquely characteristic of Expert Systems but are available in “traditional” MSS. The present state of expert systems in business, and particularly in marketing are then discussed. Consideration is then given of the strengths and weaknesses of ES and of the match of these characteristics with marketing activities.     

The Role of Business and Friendships on WeChat Business: An Emerging Business Model in China

ABSTRACT

WeChat business is an emerging way of doing business in China, which can be considered as a marriage between traditional e-business and social networking communications. In WeChat business, firms have developed customer relationships along two distinct ways: business relationships and friendships. However, research on the combination of business relationships and friendships is relatively nascent, and there are contradictory findings. In this study, we examine the effectiveness of the two relationship strategies using data from a field experiment through the WeChat platform by an apparel firm. Results from the field experiment suggest that development of friendships with new customers can help the strategy of developing business relationships; but developing friendships and business relationships with experienced customers negates each other. The study contributes to the literature on relationship marketing and role theory, and helps WeChat managers clarify how new social networking relationships with customers can be effectively leveraged.     

Drivers of Adoption and Continued Use of E-Procurement Systems: Empirical Evidence from China

ABSTRACT

This article develops and empirically tests a research framework that models the role of technological, organizational, and environmental factors in organizational intention toward using e-procurement systems. The partial least square analysis of survey data from 211 firms in China demonstrates that technological factors including perceived efficiency benefits and perceived ease, organizational factors including business to business commerce expertise, information sharing culture, and top management support, and an environmental factor, business partner pressure, shape in different ways organizational intention to adopt and to continue with e-procurement. The findings of the study not only offer valuable insights for stimulating the diffusion of e-procurement systems but also provide important guidance to systems vendors in strategizing their marketing campaigns and focusing limited resources on relevant strategic components.     

价值创造视角下浙商龙头企业商业模式演化机制——基于浙江物产的案例研究

价值创造视角有利于动态考察商业模式演化机制。文章基于价值创造视角,建构并运用PCAA分析框架,选取浙商龙头企业浙江物产进行纵向案例研究,在时间序列层次上,分析了浙江物产发展不同阶段商业模式要素变化情况及商业模式演进。研究发现：（1）商业模式演化是商业模式创新的发展序列,是企业外部环境和企业内在要求共同作用的系统过程,企业发展不同阶段核心要素的变化与商业模式组成维度的演进具有价值创造的动态一致性,其目的都是为了维持企业竞争优势。（2）基于价值创造视角,企业的价值主张由经济价值、能力价值向关系价值演化,价值创造由模块化组织、模块化簇群向无边界企业演化,价值分配与获取也由产业内的内部系统整合、产业内的外部系统整合向产业外的内部系统整合演化。研究深化了商业模式动态性的理解,丰富了浙商商业模式的研究,并为企业管理者和政策制定者提供理论指导。     

Building loyalty in e-commerce: Impact of business and customer characteristics

Abstract

Understanding, building, and predicting customer loyalty in e-commerce are critical activities for long-run profitability. Successfully carrying out these activities is challenging due to the complex mix of both business organization and customer factors that may influence and drive e-loyalty. We demonstrate that business factors, such as credibility, e-satisfaction and site knowledge, and customer factors, such as inertia, innovativeness, and aggressiveness, influence e-loyalty. Our analyses show that business credibility is affected by the reputation of the e-business and its congruence with the customers’ self-image; e-satisfaction by the customers’ value perception, care, and choice; and site knowledge by customer experience, involvement, and expertise. Business factors account for about 75% of the explained variation in e-loyalty and customer factors for the rest. Understanding the controllable business and uncontrollable customer factors that drive customer loyalty should enable e-commerce retailers to continually assess these factors and make appropriate changes in marketing strategy.     

Just‐in‐time as a competitive weapon: The significance of functional integration

The Just‐in‐Time (JIT) concept has often been considered a preserve of manufacturing and distribution. However, the philosophy has evolved to a strategic level where the concept can be applied throughout an organization. In particular, the cross‐functional integration of JIT in production, purchasing and marketing can provide continuous improvement and sustain a source of differential advantage for a firm.

This paper explores this philosophy and presents research data to demonstrate that the functional integration needed to implement JIT can improve a company's efficiency, quality, flexibility and innovativeness. and lead potentially to the acquisition of competitive advantage and, perhaps, to world‐class status.     

Conceptualization and Integration of Marketing Intelligence: The Case of an Industrial Manufacturer

Purpose: The primary goal of this article was to conceptualize a systematic marketing intelligence process for industrial manufacturers because, up until now, such concepts have only been focused on consumer goods settings. Hence, this article investigates how marketing intelligence activities are developed and managed effectively in industrial markets.

Methodology/approach: The authors conducted a case study of Maschinenfabrik Reinhausen, a German based manufacturer of regulation technology for power transformers.

Findings: We found that a systematic marketing intelligence process should be based on the resource- and market-based view of strategy as well as on the market orientation construct. When implementing marketing intelligence, the integration of the sales force within the whole process is the crucial lever for an industrial company. The formalization of the process is necessary to ensure its continuity and acceptance; however, the varying intensity allows the necessary flexibility of the process.

Research implications: The constraints of the decisive process steps of marketing intelligence have to be further enhanced for industrial markets. It is important to find out how the integration of the sales force can best be designed to incorporate reward systems and motivation structures, and how to establish a corporate marketing-minded culture throughout the organization.

Practical implications: The important steps for a well implemented marketing intelligence process are a preparation phase, followed by the gathering, analysis, and dissemination of information. This article highlights the success factors for each process step. Above all, managerial and organizational commitment is necessary for the implementation of the whole process.

Originality/value/contribution: By focusing on the industrial manufacturing business, this study provides deep insights into a neglected area of research. Light needs to be shed on marketing intelligence in industrial markets, where the lack of traditional market research has to be compensated.     

E-Business Operations Shift: From Supply Chain Management to Sense-and-Response Systems

ABSTRACT

The design of e-business operations is often relegated to the implementation stage of the Internet commerce development process. The objective of this paper is to present a new framework to facilitate continuous electronic communication among trading partners in the supply chain and the seamless integration of electronic operations throughout the e-business development process. As background, the paper reviews e-business design methodology and related supply chain issues. Then, it articulates a demand-driven, sense-and-response system (SRS) framework for guiding e-business operations and monitoring products across value chain networks without hindering human autonomy. The paper presents a model for the SRS integration of business-process enabling strategies, technologies and systems, such as Enterprise Resource Planning, Customer Relationship Management, Supply Chain Management, Collaborative Planning, Forecasting, and Replenishment, Point of Sale, Radio Frequency Identification Tags, and Global Positioning System. These systems can be instrumental in the ultimate SRS framework realization. The paper also examines ways in which SRS framework implementation may prevent the bullwhip effect by quickly anticipating demand and reducing response time.     

Validating the innovation prowess framework for firms in emerging economies facing tight regulatory regimes: the case of Indian pharmaceutical firms

ABSTRACT

The purpose is to investigate the generalizability of an innovation prowess framework, developed for firms in developed countries, for firms in emerging economies facing tight regulatory regimes. Using a qualitative approach we investigate key informants in six firms, supported by secondary documents and the business press, as well as in-depth organizational observation within one organization. Academic evidence suggests there are four factors – one external (industry structure) and three internal (economic structure of the firm, organizational structure of the firm, and historical development of the firm) – that drive the innovation prowess of firms. While firms in developed economies take such factors as the norm, firms in developing countries face evolving norms and internal challenges to comply with tighter regulatory regimes; however, the research suggests that impact of these four factors appear to be similar to those faced by firms in developed countries. Our research contributes by seeking to broaden our understanding of innovation prowess in emerging country contexts. Innovation in these markets is generally less well understood, especially as they adapt to the tighter regulatory regimes required to compete in global markets (e.g. WTO).     

Successful implementation of ERP systems in small businesses: a case study in Korea

The implementation of enterprise resource planning (ERP) systems supporting business processes across many different departments and partners has been known to be much more difficult than the development of a computer application supporting a single business function. In this article, we present a case study of an ERP system application by a small business. Jinyang Oil Seal Co., Ltd. is a professional oil seal manufacturer for automobiles and electronic equipment in Korea. Jinyang has recently adopted and implemented an ERP system, which has helped the organization to achieve a competitive advantage. This article reports how Jinyang coped with the typical challenges that most small business organizations face when implementing an ERP system.     

Managing Returns in E-Business

ABSTRACT

This paper is a discussion of managing returned goods in e-business. After a discussion of literature on reverse logistics management issues it discusses some preliminary findings of a research project undertaken with the Australian e-business organisations. Research findings discussed in this paper indicate that a good return management process supports customer relationship management and enables capturing value by reselling, and redistributing returned products. It also highlights that effectively managing returns in e-business allows recapturing value from products. It is concluded from this research that reverse logistics is an important business process in e-business.     

Separate or Integrate? Assessing the Impact of Separation Between Product and Service Business on Service Performance in Product Manufacturing Firms

Purpose: Investigating how the separation of the product and service business mediates the effect of management's commitment to the service strategy on service performance in product manufacturing firms.

Methodology: The authors surveyed 216 European manufacturers in the high-value durable equipment industry moving into the service business. After assessing adequacy of measurement scales, the authors tested statistically for mediation. Their results hold when replicating the study using a structural equation modeling approach and while testing for common method biases.

Findings: The authors find evidence that the creation of a separate service organization, organized as a profit center, has a significant positive mediating effect between managerial commitment and the services' financial performance. Although separation also has a positive mediating effect between commitment and non-financial performance, organizing services as a profit center had a negative effect on the service's non-financial indicators.

Research Limitations: Research limitations include (a) a sample limited to German-speaking firms in the high-value durable equipment industry, (b) measurements based on self-reported managerial perceptions of service performance, and (c) conceptualization of service as a single strategic response.

Practical Implications: Although the complementarity between products and services is high in the market, the authors' research suggests few synergies to leverage their integration inside the organization. Accordingly, management should, at least in transition efforts similar to the ones included in this sample, look into creating a separate and distinct service organization.

Value/Contribution: This research was driven by practical concern on how to organize service operations in a manufacturing firm. Initial framing of the research through the creation of the construct of separation of product and service business was used.     

E-Business Maturity: Constraints Associated With Their Evolution

To compete effectively in the e-business world, an organization must structurally transform its internal foundation. This structural change requires an organization to develop an innovative e-business strategy, focusing on speed to market and breakthrough execution. Despite the recognition and care that in recent years has been dedicated to e-business, there remains a need for continuing research efforts that seek to better understand constraints on the evolution of an organization to a state that can take advantage of e-business possibilities. There is a special need for this when considering small and medium enterprises, or businesses in developing countries. To minimize risk exposure from e-business initiatives, it is imperative for an organization to identify potential constraints on e-business evolution. In this setting, we develop a research model that involves e-business constraints and e-business maturity. We classify the constraints into the categories of environment constraints, organizational constraints, and technological constraints. Our results indicate that there are constraints that can be more or less problematic, depending on the stage of maturity. The results are also quite different in large organizations versus Small and Medium Enterprises.     

Global marketing Myopia

The objective of this paper is to expand the concept of global marketing strategy beyond its current myopic focus on product positioning and branding. Emphasis on these issues lends to lead to the conclusion that standardisation is the most desirable global strategy. However a successful global marketing strategy needs to be developed and evaluated within the broader context of the overall strategy of the firm, rather than being based purely on customer‐market considerations. This calls for examination of resource allocation across countries, market segments and products, the integration of sourcing activities and production, management and logistical systems into global marketing strategy.     

International Marketing (14th edition), by Philip R. Cateora,Mary C. Gilly,and John I. Graham

Abstract

The trend toward internationalizing business curriculum at American colleges and universities should be incorporated as a strategy throughout the United States. The catalyst that has led most business schools to adopt a systematic acceptance of the internationalization of their curriculum was the American Assembly of Collegiate Schools of Business (AACSB) 1984-1985 Standards and Guidelines for business school accreditation. Most would agree that without AACSB mandates, the transition would be slower, but inevitable, due to the focus on worldwide business issues. The global economy is rapidly evolving and the needs for competencies in international business are becoming very important to the U.S. and its economic well-being. Because of this, industry is looking for a new kind of employee, the kind that understands both the importance of international business and how to operate within it successfully. The halls of academia must respond to this pressing need by going much further than providing a sporadic array of “elective” international topics. Their response has to be synergistic with university presidents, deans and faculties fully supportive of an organizational design change that promotes a new way of thinking. The new organization is one in which there must be an international focus throughout the business school. With that synergy in place, the process of internationalizing students, the university, curriculum and faculty can move forward.     

Conceptualization of enterprise systems education using an experiential learning framework

The use of enterprise systems to facilitate cross-functional integration within an organization's functional areas is becoming increasingly important. Business schools around the globe have realized the importance of using enterprise systems to facilitate the teaching of business processes and business processes transformation. The authors adopt an experiential learning pedagogical framework for enterprise systems education to conceptualize the results of the experience obtained by using experiential learning in one enterprise systems course.     

Exploring Factors Influencing the Use of Enterprise Social Networks in Multinational Professional Service Firms

ABSTRACT

Organizations are increasingly implementing enterprise social networks (ESNs) for improved communication and collaboration, as well as enhanced knowledge sharing and innovation among employees. However, the paradoxical relationship between ESN implementation and the promised benefits has been attributed to employees’ underutilization. Our research focuses on factors influencing employees’ decision to use ESN in their work role and draws on case studies of two multinational professional service firms (PSFs) based in Australia. Qualitative data were collected during ten semi-structured interviews with employees from both organizations, to determine their perceptions of ESN usage and capture the factors that influence their use behavior. The findings illustrate that the likelihood of ESN use is significantly influenced by technological, organizational, social and individual factors. A successful ESN use within an organization involves the nexus between these four factors and recommendations are made, as guidelines for organizational actors about how ESNs usage can be increased.