关于我国农村土地流转的中介机构研究

现代农业需要通过加快土地流转发展规模经营,农村承包地流转是继1978年农村土地承包制度改革后的又一制度创新,我国许多地方都出现了各种模式的土地流转。但由于缺乏政府的引导,土地流转中存在诸多问题,如土地流转信息不畅通、土地流转形式混乱及农民的权益得不到有效保障。随着土地流转市场发展而初步形成的土地流转中介机构的出现为解决这些问题提供了新的途径。文章介绍了我国农村土地流转中介机构的形成机理、现状,并针对其制约因素提出相应的发展建议。     

Learning with the market: Facilitating market innovation

This paper generates new insights into the market innovation process by merging literatures on higher-level learning and market shaping. The research shows that market learning expands the traditional organizational learning literature in three ways: it extends the unit of analysis from individual and organizational learning to inter-organizational learning; it implies a shift from adaptive to higher-level transformative learning; and it positions learning outcomes as changes in market-level properties rather than the mere cognitive developments of individual actors. A key contribution to the understanding of market learning is the development of a market-learning cycle framework that delineates the market-learning process into distinct phases. The framework structures the field in which focal actors with market driving strategies operate as they proactively engage other market actors during the different phases of the market-learning cycle. The usefulness of the framework is illustrated by a longitudinal case.     

Innovation patterns and policy implications of ADSL penetration in Korea: A case study

Korea has been leading the world in broadband Internet access services since 1999. Based on an in-depth case analysis of the penetration of asymmetric digital subscriber line (ADSL) in Korea, the present study explores the patterns of decision making and interactions among key innovation actors, such as the government, Internet service providers, equipment providers, and content providers, using a conceptual framework wherein models of innovation systems and decision making under uncertainty are combined. The results revealed that the Korean government played a pivotal role in the creation of the ADSL-based Internet service market by providing a strong vision for this emerging service, building a coalition among various key actors, and stimulating initial market needs and supply of necessary equipment during the early period of higher uncertainty. As the level of uncertainty decreased with market evolution, however, the role of industrial actors and their market competition became more important to the rapid growth of the ADSL market. Based on these findings, policy and managerial implications are proposed.     

Temporality in business networks: The role of narratives and management technologies

This paper addresses the nature of temporality in business networks. Approaches to temporality generally employ a dualistic approach: time can be understood as social and natural, tensed and untensed, subjective and objective, kairos or chronos, agency and structure. We examine these two approaches and suggest that the problem for situated actors is how to cope with and negotiate with these dualities. This is particularly salient in cases of innovation, when actors attempt to bring about their particular versions of the future facing acute problems of uncertainty. The innovation literature highlights the role of narrative in helping actors to negotiate uncertainty and construct spaces for action in a world of continuous flow. The emphasis on narrative tends to obscure the role of management technologies in anchoring narratives into existing routines and procedures as well as relate these technologies to the untensed world of chronos. Management technologies help stabilise entities and relationship amongst entities in what otherwise is a chaotic world of events and flux.     

Purchasing as market-shaping: The case of component-based software engineering

The efforts to address markets as socio-technical orders have hitherto focused on the role of marketing in shaping demand. However, in many markets the role of purchasing is just as important. This paper uses a case study to examine how a single buying company can attempt to shape an emerging market through its purchasing practices. As a result, the study identifies five types of market-shaping actions. Within each action type, the market-shaping behavior of a buyer in an emerging market can be very diverse and include internal actions as well as actions aimed at influencing other market actors. While agency on the purchasing side is often associated with large size organizations, namely government and public sector agencies, our case study shows that agencies on the purchasing sides can be deployed in a variety of ways rather than merely through raw bargaining power. The findings indicate that buying firms do not simply adjust their own purchasing processes according to existing offerings, but actively attempt to drive market evolution in particular directions.     

The sites and practices of business models

This paper examines the concept of business models. Drawing on the business model literature, we first identify technology, market offering and network architecture as the three core elements of business models. The theoretical routes of each element are then examined through the associated literatures: technology and innovation studies, industrial marketing, operations strategy, and evolutionary economics. Multiple dimensions of each element are identified and the resultant framework is used to explore developments within the recorded music market across three centuries.Through changes in the recorded music market since the 1870s, we explore how business models emerged, took on multiple sites and evolved through their practice over time. We look at how interlinking business models become spread out across the business network as different network actors play their part. The recorded music market generates important insights into how business models are created, developed and practiced. We suggest that firms, business networks and markets form embedded systems within which multiple overlapping business models can be considered as constituent parts. In this way, the business model is understood as having agency to shape action; but in turn actions (of others in the business network as well as within the firms themselves) also shape the business model.     

Collective action for market chain innovation in the Andes

The Papa Andina network employs collective action in two novel approaches for fostering market chain innovation. The participatory market chain approach (PMCA) and stakeholder platforms engage small potato producers together with market agents and agricultural service providers in group activities to identify common interests, share market knowledge and develop new business opportunities. These forms of collective action have generated commercial, technological and institutional innovations, and created new market niches for Andean native potatoes grown by poor farmers in remote highland areas. These innovations have benefited small farmers as well as other market chain actors. This paper describes Papa Andina’s experiences with collective action for market chain innovation. It then discusses the implications of these experiences for the understanding of collective action and the policy implications for research and development organizations.     

How and when social media affects innovation in start-ups. A moderated mediation model

Despite social media's increasing use in industrial markets to foster business outcomes, empirical evidence on its use among firms collaborating for innovation is equivocal. Using data from 1769 Australian start-ups, we examine how and under what conditions social media influences innovation outcomes.Our results demonstrate that social media has a significant positive impact on start-ups' innovation outcomes. We also find that managerial learning from start-up networks mediate the relationship between social media and innovation. In addition, market and technological dynamism moderate positively the effect of social media on innovation, such that the effect is stronger when environments are dynamic. While market dynamism also moderates the indirect effect of social media on innovation via managerial learning from start-up networks, in technologically stable environments managerial learning from network actors mediate the social media-innovation relationship.The study contributes to innovation network research by providing large scale quantitative evidence, delineating the process by which entrepreneurs use social media and managerial learning from network actors to innovate, and the contingent role of environmental dynamism. In doing so, we present a moderated mediation analysis leading to a more fine-grained understanding of how and under what conditions social media influences innovation outcomes in start-ups.     

Negotiating innovation: product renewal as the outcome of a complex bargaining process

In this paper, it is argued that innovation can be the result of a repetitive, multi-actor negotiation process. We present the case of an environment-related product innovation in a large multinational company that emerged as the outcome of a complex interaction process in which numerous external and internal actors negotiated to safeguard their own interests. This negotiation perspective challenges conventional economic views of innovations, in which new products and processes are regarded as exogenous variables, the outcomes of deliberately planned research, or the combination of technology (pushing) and market (pulling) inducements. Instead, innovation may be a non-linear, unpredictable process that involves multiple actors with divergent interests and that leads to outcomes that are collectively acceptable but not necessarily (sub)optimal.     

The transformation of the mobile telecommunications industry in Pakistan: A developing country perspective

This paper offers a rare insight into the reality of the mobile telecommunications market transformation in Pakistan. Our analytical framework treats the mobile telecommunications market as a complex socio-technical system. Specifically, we define the telecommunications market as being composed of technology standards and three sets of social actors that include government institutions, network and service providers, and users. In the case of Pakistan, these social actors together determine the adoption of standards and services, and thus shape the trajectory of the market change. Our case study provides evidence that a pro-competition policy is imperative for mobile telecommunications development in developing countries, and an independent regulator is critical in promoting technological innovation.     

Collaborating to shape markets: Emergent collective market work

Research into ‘market-shaping’ – the deliberate shaping by firms and other actors of market behavior, structures, expectations and practices – has primarily taken either system-level or micro-level practice perspectives. Instead, this research focuses on ‘collective market work’ – the orchestrated purposeful actions of a collaboration to shape a market. In synthesizing the social emergence paradigm and the institutional work framework, this study examines the different types of market work undertaken as a meso-level collective evolves. Drawing on primary and secondary data, this paper explores the historic case of a collaboration by small New Zealand wineries to gain acceptance of the screwcap closure on premium wine in the early 2000s. We find collective market work travels through three stages: ‘coalescing,’ ‘legitimizing,’ and ‘using market clout.’ Each stage functions as an intermediate frame within the market system, progressively enabling and emboldening the collaborators to take action and impact increasing numbers of larger actors and market gatekeepers.     

Market innovation processes: Balancing stability and change

This introductory article on market innovation processes seeks to conceptualize market innovations and elaborate on the processes through which such innovations are achieved. Recent attention to the active production of markets suggests markets are ongoing processes rather than stable entities. This implies a broader definition of market innovation than the opening up of new markets, including changing existing market structure, introducing new market devices, altering market behavior, and reconstituting market agents. In general, market innovation means altering the way in which business is done. Conceiving of markets as on-going processes further suggests that stabilizing efforts (preventing and/or directing market change) are central to market innovation. Such stabilizing efforts include establishing and maintaining a bounded network of buyers, sellers, goods, etc. and configuring this network so as to channel interactions between entities. Drawing on the individual contributions to the special issue we identify and exemplify four interrelated ways of stabilizing markets: institutionalizing norms and rules; building devices and technical infrastructures; generating and disseminating images, models, and representations; and enacting practices, routines and habits. We conclude by bringing attention to the central challenge of balancing efforts to stabilize and change markets.     

Developing a coevolutionary account of innovation ecosystems

Whilst research in innovation ecosystems has focused on the connectivity, interdependence, and coevolution of actors, technologies, and institutions, there has been a gap in the study of these relationships between actors, with little explanation given on how mutually interdependent parties adapt. In this paper, we draw further on the ecological metaphor to present a view of innovation ecosystems as complex adaptive systems, where patterns of change emerge from microlevel coevolutionary interactions between actors. Drawing on this view, we explore related implications for our understanding of ecosystem boundaries, coevolutionary rules of interaction, and how ecosystems are energized through innovation. Specifically, we contribute to the literature by developing a novel account of innovation ecosystems where actors are bound together through changing modes of coevolution. Drawing on this account, we explore key theoretical and practical implications for our understanding of ecosystem actors, rules of interaction, and the wider innovation ecosystem. We conclude that innovation both maintains and drives change within the innovation ecosystem, by altering the microlevel rules of interaction and coevolutionary relationships between actors.     

The mode of exchange and shaping of markets: Distributor influence in the Swedish post-war food industry

This paper addresses the associations between the mode of exchange and the configuration of market actors and exchange objects through a historical case study of the introduction of self-service retailing in the private food retail trade in Sweden. The changes in the mode of exchange reported in the case resulted from organizing efforts involving both retailers and a major wholesaler. These efforts were directed towards two main areas: the material framing of the exchange situation, e.g. the redesign of store facilities, interiors and the pre-packaging of goods, and the agency of the involved actors, e.g. information campaigns and education directed towards retailers and consumers. Through this process, a network of associations was forged that inter-defined the mode of exchange, the market actors and the exchange objects. The paper contributes to extant literature on the shaping of markets by empirically examining the associations constituting modes of exchange and the process through which these associations are forged. A central finding is that the introduction of self-service was elaborately intertwined with changes in the characteristics of the actors and objects of exchange.     

Does Market Orientation Facilitate Balanced Innovation Programs? An Organizational Learning Perspective

There appears to be widespread agreement that optimal new product development programs require a balance between customer-led and lead-the-customer innovation practices. The former is associated with adaptive learning inspired incremental innovation, whereas the latter is associated with generative-learning-inspired radical innovation. There is debate, however, as to whether a strong market orientation can facilitate this balance. Some believe that a strong market orientation causes firms to overemphasize customer-led incremental innovations. Others believe that a strong market orientation can facilitate this balance but assert that traditional measures of market orientation only capture the types of behaviors associated with customer-led incremental innovations. This latter concern has led some to abandon the single-construct operationalization of market orientation and to introduce two constructs—responsive and proactive market orientation—into the literature. The purpose of this research is to address these developments. The study makes use of a national sample of marketing executives and employs a cross-sectional survey design. Measures used are market orientation, radical and incremental innovation priority, generative and adaptive learning priority, and new product success. Confirmatory factor analyses and structural equations models are employed to develop measures and to test hypotheses. The study's results reaffirm the position that a strong market orientation helps facilitate a balance between incremental and radical innovation by shifting firms' innovation priority more toward radical innovation activities. It also suggests that the abandonment of traditional conceptualizations and measures of market orientation are premature.     

Innovation management techniques and tools: a review from theory and practice

Knowledge is considered to be an economic driver in today's economy. It has become a commodity, a resource that can be packed and transferred. The objective of this paper is to provide a comprehensive review of the scope, trends and major actors (firms, organizations, government, consultants, academia, etc.) in the development and use of methods to manage innovation in a knowledge-driven economy. The paper identifies the main innovation management techniques (IMTs) aiming at the improvement of firm competitiveness by means of knowledge management. It will specifically focus on those IMTs for which knowledge is a relevant part of the innovation process. The research study, based on a survey at the European level, concludes that a knowledge-driven economy affects the innovation process and approach. The traditional idea that innovation is based on research (technology-push theory) and interaction between firms and other actors has been replaced by the current social network theory of innovation, where knowledge plays a crucial role in fostering innovation. Simultaneously, organizations in both public and private sectors have launched initiatives to develop methodologies and tools to support business innovation management. Higher education establishments, business schools and consulting companies are developing innovative and adequate methodologies and tools, while public authorities are designing and setting up education and training schemes aimed at disseminating best practices among all kinds of businesses.     

Innovation policy in progress. Institutional intermediation in public procurement of innovation: satellite telecommunications in Italy

This paper aims to explore a mechanism of institutional intermediation to sustain public procurement of innovation. By exploring the development of innovative solutions for telecommunications satellites in Italy, this study proposes an analytical view on the role of supporting institutions in public procurement of innovation and discusses the relation between the source of public demand and the contracting companies. Eventually, it argues that a public agency can manage funds, coordinate companies’ technological capabilities, and stimulate a sense of cooperation to achieve innovation. The research finds originality in bringing the growing theory concerning public procurement into a dynamic institutional setting to discuss the emerging role of the public competent costumer. The case-analysis shows how institutionalization of an innovation intermediary enables efficient procurement. Propositions prescribe powerful instruments for dealing with market uncertainty and technological complexity, and find the agency to act as a knowledge intermediary and companies coordinator.     

NSD Processes and Practices in Experiential Services*

This paper examines new service development (NSD) in a distinctive set of services: experiential services. Organizations delivering experiential services place the customer experience at the core of the service offering. They focus on the experience of customers when interacting with the organization rather than just the functional benefits following from the products and services delivered. Increasingly, organizations are recognizing that managing customer experiences is a powerful way of differentiating from competitors, establishing emotional connections, and increasing customer loyalty. Studying experiential services sheds light on this highly intangible type of services and, by representing an extreme end of the service spectrum, can advance the knowledge on the wider area of new product and service development. This paper addresses three research questions: (1) What are the processes and practices used in the development and design of experiential services? (2) How are these processes and practices similar to or distinct from established NSD practices? (3) How do these findings reflect on the wider area of NSD? The study concentrates on five dimensions of NSD: (1) the process; (2) market research; (3) tools and techniques; (4) metrics and performance measurement; and (5) organization. For each of these areas propositions are formulated and refined with empirical data. Using the case research methodology, empirical data were collected in 17 case companies: experiential service providers, design agencies, and consultancies known for focusing on the customer experience. The main method of data collection was interviews with those involved in experiential service design, such as founders, executives, or experienced designers. The case data revealed a number of practices specific to experiential services. These include a strong emphasis on gathering customer insights, in several cases obtained through empathic research and ethnographic research techniques. Other specific practices for experiential services include mapping customer journeys or touchpoints and storytelling. The case study companies also revealed a trade‐off between relatively formal, tight methodologies and more flexible, loose methodologies in NSD. More research is required to investigate the contingency factors surrounding tight or loose methodologies. The results also revealed the use of more broadly used NSD practices, such as a systematic NSD process, multiple performance measures, cross‐functional teams, and front‐line involvement. The observations from this study are captured in a set of seven propositions concerning NSD in experiential services. Reflecting on NSD in general, this study highlights the important role of service process innovation compared with service product innovation and the importance of continuous innovation requiring NSD processes and practices that are more flexible, iterative, and nonlinear. The study also supports the argument that different types of services may require different NSD processes and practices.     

Stimulating smallholder dairy market and livestock feed improvements through local innovation platforms in the Himalayan foothills of India

Innovation platforms (IP) are increasingly used in agricultural development to address complex issues which require diverse actors to work jointly to identify constraints and implement solutions. Documenting outcomes associated with the use of IPs and identifying factors linked to positive results are important if performance is to be optimized. This study investigates changes in smallholder dairy production and marketing associated with the establishment of a series of innovation platforms in Uttarakhand, Northern Himalayan region, India. We studied the links between innovation platform processes and outcomes using systematic documentation of meetings and interventions along with a post-intervention assessment which compared households from villages with and without the innovation platform intervention. We found that households participating in IPs showed increased dairy milk sales, increased income and improved breeding and feeding practices. Factors associated with these outcomes were the process of issue identification, the diversity of actors participating in meetings and the quality of follow-up on the agreed action plans.