The organizational influence of the Chief Technology Officer

The proposition that the Chief Technology Officer's (CTO) primary bases for power and influence are in technical expertise and position power is critically analyzed from the perspective of upper echelons research. This fresh perspective suggests that CTOs who aspire to have significant influence in their organizations should also build their power bases on broad knowledge of the firm and its environment, a network of personal relationships inside and outside the firm, ownership position in the firm, and intuitive understanding of the business. The CEO's leadership style can also enhance or curtail the influence of the CTO. Research and managerial implications are drawn.     

在全国质量技术监督系统局长会议上的讲话(摘要)

这次会议是总局召开南戴河会议以及广东南海会议之后，质检系统的又一次重要会议。会议根据中央经济工作会议精神和国务院领导的重要指示，对2001年质量技术监督工作作了总结，分析了当前质检工作面临的形势，明确了2002年质量技术监督工作的目标任务，这将会议对于动员全系统广大干部职工认真贯彻落实中央经济工作会议精神,努力做好2002年的质量技术监督工作，具有十分重要的意义。     

The Chinese paradigm of global supplier relationships: Social control,formal interactions and the mediating role of culture

This paper reports the results of a study that examined how firms can establish successful business relationships with Chinese suppliers. Its aim is to explore salient characteristics of the nature of buyer supplier relationships with the emergence of China as a dominant economic power. Two surveys have been conducted that investigated several factors that inhibit and enable effective supplier relationship management (SRM) between organisations sourcing from China and Chinese suppliers, and explored the impact of cultural characteristics of Chinese management on the nature and performance of supplier relationships. The research highlights the importance of the social control aspect of governance structure of supplier relationships and stresses that both social and formal control mechanisms should be implemented for more effective relationships with Chinese suppliers. It also demonstrates the need for companies to recognise the importance of guanxi and several cultural characteristics of the Chinese style of management in SRM and advocates the need for the development of a hybrid Sino-Japanese and global supplier relationship management paradigm that incorporates elements from the existing SRM models. It generates insights into how the cultural context of emerging markets affects the nature of business relationships and generates a research agenda in the field of supply chain management that can explore the development of new paradigms in supplier relationships management. The main theoretical argument put forward centres on the need for the development of a new global supplier relationship management paradigm that will take into account the cultural elements of the Chinese society.     

The globalization strategies of business-to-business born global firms in the wireless technology industry

This paper discusses the globalization process of business-to-business born globals in a rapidly growing industry, the wireless technology industry. Deviations in these patterns in regards to the mainstream pattern of internationalization and earlier born global literature are discussed. Furthermore, the roles of the founders and managers, the networks, the financial resources of the companies, and the innovations behind the companies under consideration are analyzed. A conceptual framework and propositions explaining the product, operation and market strategies of born globals are developed. The results suggest that born globals in the wireless sector do in fact deviate from the traditional internationalization process in many areas. Their expansion even to distant markets is rapid and they apply advanced product strategies at an early stage. However, their business operations are found to proceed at a more conventional pace and the notable difference from traditional firms is the rapid establishment of sales and marketing subsidiaries. Results emphasize the key role of the resources and capabilities of born globals in influencing the advancement of product categories, operation strategies, and global market presence. Born global firms were found to lack the resources and capabilities accumulated by traditionally internationalizing firms, and they therefore need to acquire them either through the earlier experience of the founding team, which should be complementary in nature, or from external domestic and international network actors.     

The role of incubators in overcoming technology ventures’ resource gaps at different development stages

Although incubation is considered important for overcoming resource challenges in technology ventures’ early life, there is a doubt about its relevance in later development stages, when the initial idea is commercialized and the venture tries to grow. Building on the resource‐based view of the firm and on a stage‐based perspective of venture development, this study argues that the resource gaps facing technology ventures differ between different development stages, and that the support provided by incubators therefore needs to be adapted to the venture’s development stage. We study the interaction between the iMinds incubator, located in Flanders, and eight technology ventures in its portfolio. In the Conception and Development stage, we observe resource gaps in terms of technical knowledge and access to end users, which the incubator addresses by offering direct technical support and access to its research and end user network. The subsequent Commercialization stage is dominated by business knowledge gaps, which the incubator amends through direct coaching and trainings. In the Growth stage, ventures typically lack the necessary team members, market players, and follow‐up financiers to grow their firm. The incubator addresses these resource gaps by providing access to its network. In all development stages, the incubator’s internal knowledge base, networking capabilities, and matching focus/selectivity are crucial in order for ventures to benefit from the incubator’s support. Our study suggests that these underlying capabilities can either be developed organically, or through the merger of different research institutes. Moreover, it points to the importance of local embeddedness for the geographical extension of these capabilities. These findings contribute to the literature on incubation and on venture development. They have important implications for policy makers, incubation managers, and entrepreneurs seeking incubation support.     

The adoption of agency business activity,product innovation,and performance in Chinese technology ventures

This study examines the roles of firm characteristics and environmental factors in the formation of interfirm alliances. Specifically, we examine the dual role of these groups of factors as inducements and opportunities for Chinese high‐technology new ventures (HTNVs) in their adoption of agency business activity, a downstream type of alliance involving marketing and distribution of the products of foreign firms. Results suggest that both internal and external factors are related to the adoption of agency business activity but the inducement and opportunity value of environmental uncertainty may be dampened by institutional support provided to HTNVs. Further, we find that successful agency business activity is positively related to new venture performance but negatively related to its product innovation efforts. Theoretical and managerial implications are discussed. Copyright © 2002 John Wiley & Sons, Ltd.     

建立中国能源市场基础设施与框架制度面临的挑战

文章从实践角度探讨在中国建立能源市场一般基础设施与框架制度所面临的关键问题与相关挑战,包括：1）行业市场类型的选择;2）市场基础设施的建设;3）市场框架制度的建立。文章同时对中国能源市场结构重组提出了建议,并以美国2002至2007年间解除管制的电力市场作为案例,希望中国从中获得一些经验和教训。     

The critical role of the institution-led market in the technological catch-up of emerging market enterprises: evidence from Chinese enterprises

Innovation scholars have, in the past, applied the concept of ‘windows of opportunity’ to study latecomer firms’ catch-up. Previous research treats this concept as three separate aspects, i.e., technological, institutional and market. The role of government was seen as being concerned only with institutional windows of opportunity. However, governments in emerging markets exert influence not only through traditional means of institutional support but, also, via market-driven mechanisms. The former refers to state procurement, resource provision, legislation, and administrative control, whereas the latter is concerned with demand creation, resource allocation, and the regulation of market orders. This multifaceted nature of government in promoting economic growth, guiding technological development, and influencing enterprise behavior remains under-researched. Yet, it plays a crucial role in the catch-up of emerging market enterprises. Therefore, based on innovation studies literature and an institution-based view of international business, the present research proposes a new construct, termed the institution-led market, with the aim to encapsulate the complex role of government in the catch-up of emerging market enterprises. The institution-led market is defined as a unique type of market that is well-timed and strategically created by the government and supported by institutional policies and resources. A large database of 259 Chinese firms in 37 industries was created and analyzed using a hierarchical logistic model to empirically test the relationship between the institution-led market and technological catch-up of emerging market enterprises. We demonstrate that the institution-led market positively affects the catch-up of emerging market enterprises; furthermore, it significantly moderates the effect of technological discontinuity on the catch-up. Finally, the theoretical contributions and managerial implications of the present research are discussed.     

神奇来自东方--从《财富》首席的叹服看海尔创造"东方神奇"

当美国《财富》杂志首席经济学家迈克尔·D·波顿(Mickle.D.Boton)以如椽之笔对“百年管理”进行气势非凡的评述,在历史的定格之时,即上一个百年的“最后”时段,我们惊异地看到这位权威人士竟然将世纪之交的辉煌与荣誉给予了东方、给予了中国、给予了初生牛犊的海尔。即使从一句话,一个标题,也能看出其难抑诗情:“神奇来自东方”。     

Brands in,from and to emerging markets: The role of industrial relationships

Adopting an explicit stance of a brand from a corporate viewpoint and taking an industrial marketing management perspective, this article identifies the causes and effects of internationalisation for brands from advanced and emerging markets. It aims to offer significant insights in advancing industrial marketing scholarship and practice. From an extensive review of extant literature, this article put forth two conceptual models (i) for brands from advanced into emerging markets, and (ii) for brands from emerging into advanced markets. These models underpin an industrial setting and are informed by Wernerfelt (1995) resource-based view of the firm as they impact on the future of corporate brand management in an international industrial marketing context.