Managerial perceptions of global pioneering advantage: Theoretical framework and empirical evidence in the U.S. and Korea

Managers form mental models of their business environment, and make strategic decisions based on these perceptions of reality. We study managerial perceptions of the competitive advantage gained by a pioneering firm. We expect that managers will make pioneering entry decisions based on their perceptions of pioneering advantages. Due to cross-national cultural and business environment differences, managers from different countries will employ different mental models and thus perceive the relative advantage of pioneering differently.Drawing from the literature on cultural influence on decision-making, we build a theoretical framework of perceived pioneering advantage in different cultural environments. From this framework, and from cultural differences that exist between the United States and South Korea, we derive hypotheses regarding expected cross-cultural perceptual differences. We test these hypotheses using samples of senior product managers from both countries. We find that some, but not all, of the principles of pioneering advantage empirically verified in North America are generalizable to the culturally-different South Korean business environment.     

美国高校贷款融资运营与管理的经验及启示

目前我国高校市场化融资主要靠银行贷款,引发了一系列风险和问题,使得高校市场化融资陷入困境。而美国高校债务融资的历史经验非常值得我们学习和借鉴,我国政府和高校,以及商业银行都可以借鉴美国经验,采取相应的措施,共同努力解决目前的债务危机问题。     

The impact of market orientation on the development of relational capabilities and performance outcomes: The case of Russian industrial firms

The article investigates the role of market orientation as an antecedent for the development of relational capabilities and performance in Russian industrial firms. We test the direct role of different aspects of market orientation on business performance in comparison to an indirect and mediated influence via improving a firm's ability to become embedded in relational structures. The results of an empirical study demonstrate the differential impact of components of market orientation - customer orientation, competitor orientation, and interfunctional coordination - as direct and indirect antecedents of relational capabilities and thus subsequently of overall firm performance. It can be shown that in Russian industrial markets competitor orientation directly and positively impacts on performance, while the other two components of market orientation have only a mediated effect on performance via the development of relational capabilities.