论全球金融危机对韩国的影响

金球金融危机对韩国的影响,主要是对韩国经济和金融市场的影响,具体表现在韩国股市、汇市下跌速度明显加快.韩国经济战缓等方面.虽然韩国政府采取了诸如干预汇市,支持股市,援助银行业,刺激经济计划、央行减息等一些列救援措施,但从总体上看,如果2009年上半年全球金融危机没有得到显著缓解,韩国经济将继续面对国内需求严重萎缩以及出口急速下降的双重打击.韩元的疲软走势将持续,可能导致其国内经济大幅下滑.     

Market valuation of marketing alliances in East Asia: Korean evidence

This paper investigates firm value created by non-equity marketing alliance announcements of Korean listed firms in terms of stock price reactions to the announcements. We find evidence that on the Korean stock market, the announcements of marketing alliances produce significant positive abnormal returns, which reflect an increase in firm value, around the announcement date. This suggests that firm managers need to seek for various marketing alliances not only for an effective competition in competitive business environments but also for enhancement in shareholder wealth. The increase in firm value has inverse relationship with firm's size and growth opportunity. In particular, marketing alliances with firms based in G7-countries create greater firm value than ones with firms based in the home country. Our study provides investors, firm managers, and academics with valuable implications of an importance of marketing alliances for valuation of firms in other Asian countries as well as in Korea.     

The birth and growth of toshiba's laptop and notebook computers: A case study in Japanese corporate venturing

This case study presents the “under the table” birth, accelerated growth, and ultimate success of two major technological and market innovations: (1) the Toshiba laptop computer, a project vetoed twice by corporate headquarters, and (2) the notebook computer, a project hidden from headquarters. Because of the vision, persistence, and championing efforts of a team of passionate Japanese corporate entrepreneurs, a new business was created that is now part of Toshiba's mainstream operations and that has become a significant contributor to the growth and profitability of the corporation. We follow the evolution of this corporate venture from initial failures in 1978 to the success of the laptop computer, first in Europe (1985), then in the United States, and finally in Japan. This was followed by the reincorporation of the venture in the corporate “mainstream” (1987), the worldwide success of the notebook computer (1989), and the continued growth of the business in parallel with repeated promotions of the entrepreneurs.First, a framework is presented for interpreting the case within current theories and practices of the management of innovation and the processes of championing innovative corporate ventures. This framework is expanded to include recent studies on how major corporations have achieved worldwide leadership in high-tech markets. Second, using the analogy of human life from conception to adulthood, the key phases, events, and entrepreneurial actions of Toshiba's PC business are summarized in Table 1. Third, the theoretical framework is applied to a discussion of the unusual aspects of this case. Fourth, we analyze the business strategy and the technology strategy developed by Toshiba. Finally, we summarize the cultural and organizational context of Toshiba as well as other critical factors that contributed to the enduring success of this corporate venture.There are four aspects, in addition to the international setting, that make this case interesting for both scholars and practitioners: (1) the “under the table” development of both the laptop and notebook, (2) the unexpected success of the first product, followed by a second success, (3) the evolution of champi oning at various organizational levels, and (4) the continuity of the strategic vision for Toshiba's information systems business from 1978 to the present, and how this vision was translated into specific business and technological strategies.From the perspective of management of innovation, the successes of both the laptop and the notebook computers were due to the “back to the future“ market research and design process summarized in Table 2. This process, where market requirements drive the design process, was developed by the lead entrepreneur, Tetsuya Mizoguchi, after repeated failures of the conventional process, where the results of R&D drive the design and productspecifications, regardless of market requirements. From the perspective of the championing processes, we can observe both bottom-up and top-down roles (Day 1994): Mizoguchi was the product champion and Nishida the marketing champion in Europe, while General Manager Koga protected Mizoguchi from interference by headquarters; executive champion Mizushima orchestrated the difficult transition of the venture into a corporate mainstream operation. The evolution of the championing process is summarized in Table 3, using the Venkatamaran et al. model (1992). We conclude that the most appropriate model for interpreting this case is a combination of the Day and Venkatamaran et al. models, which emphasizes both multiple championing roles and the transfer of the lead role from one champion to another during the corporate entrepreneurship process.The business strategy and market and technological strategies developed by Toshiba for achieving worldwide leadership in the portable PC market are summarized in Figures 1 and 2. More broadly, the process and critical factors that determined Toshiba's success can be visualized according to Figure 3. The corporate entrepreneurs and champions were driven away from mainframes by a vision of distributed and interconnected computing that compelled them to focus on personal computers. This focus determined the winning business strategy (fully compatible portable units) which in turn determined the technological and market strategies (miniaturization and complementarity to IBM). At the same time, this focus allowed the entrepreneurs to concentrate their scarce resources on the “back to the future” design process and develop unique core competencies. This coupling of winning strategies with unique core competencies made possible Toshiba's potential leadership in the marketplace. Actual leadership was achieved through continuous, step-by-step learning by doing and through market feedback that further reinforced the adopted strategies and enhanced the core competencies. Six critical factors contributed to the long-term success of the corporate venture: (1) the venture had the potential to achieve worldwide leadership in a mainstream area of the corporation, (2) the PC market in Europe and the United States (but not initially in Japan) was fragmented and highly receptive to unique innovations, (3) the corporate entrepreneurs were driven by a long-range vision of the business, with focused strategies and well-defined objectives, (4) the entrepreneurs were persistent and undeterred by repeated failures in the marketplace and by the distrust and hostility of headquarters, (5) the organizational context, because of slack internal controls, allowed the diversion of funds and manpower to the “under the table” venture and, finally (6) the role of entrepreneurs evolved from underground innovators to product, executive, and corporate champions in order to reinforce, broaden, and implement their vision.     

Strategy and structure of service multinationals and their impact on linkages with local firms

Drawing on case studies of two leading UK service firms in five host countries (Argentina, Brazil, China, Korea and Malaysia), we examine how the strategy and organization of service multinationals shape the development of linkages with local firms in host economies. We find that there is reduced autonomy of subsidiaries to engage with local firms as a result of relatively centralized strategies of multinationals. Because of global policies ensuring consistency of services or global sourcing policies to reduce costs, service multinationals tend to prefer global suppliers. Backward linkages occur in a few cases when the relationship can be a vehicle for market expansion for the multinational in a particular host market. Local governments play an important role in the cases where backward linkages are developed.     

Conclusion: Korean business and management – the end of the model?

Recent financial crisis has raised questions about the underpinnings and longevity of economic success in Asia, and has reminded us to be sceptical of pundits and the eponymous populist predictions relating to the region. Several perspectives can guide the analysis and evaluation of industrialization, from ‘state’ versus ‘market’, ‘internal’ versus ‘external’, and ‘macro’ versus ‘micro’. Companies in Korea as ‘latecomers’ have pursued ‘catch-up’ strategies. However, Korean corporate capabilities reside in a restricted number of industries, firms and functions (production), and are poor elsewhere, such as in marketing, technology (design and development) and organization, and small and medium-sized enterprises. Furthermore, many factors regarded once as sources of Korea's success are now seen as weaknesses. The future challenges facing Korea include its dirigiste economy, organizational structures and governance, financial transparency and labour market flexibility. While there are undoubted problems, its urgent tasks are not insurmountable.     

Transition and polarisation: advanced producer services in the emerging regional (market) economies

This article is focused on role of advanced producer services in regional development in emerging market economies. The starting point of the analysis is Porter's concept on competitive advantage of regions that rests on the performance of local firms. The APS sector is discussed as a significant element of the value chain, supporting the adaptation of local agents to the emerging system market regulations and the rapid structural changes of the national, regional and local markets in Hungary. Although, empirical studies as well as statistical calculations suggested that, flexible strategies employed by service providers contributed to economic growth in regions embedded in global production systems, the national economy was basically dichotomised by the spatial centralisation of APSs.     

韩国船舶设计和技术开发特点

近年来，韩国政府，企业和研究机构一致认为，韩国的造船工业要以设计和技术开发为先导，取得突破，成为实际意义上的造船第一。强大的设计和技术研发阵容设计和技术研发的成败关键在人才。韩国的大型造船企业在该领域拥有强大的团队。     

The Restaurant Revolution-Growth,Change and Strategy in the International Foodservice Industry

Summary

This paper reports the results of a two-year investigation into the forces driving change in the global foodservice industry and the identification and analysis of competitive methods used by multinationals to respond to these forces. The five forces identified are: (1) globalization and economic change, (2) a knowledge based environment, (3) the future labor force and its entrants, (4) concern for well being, and (5) threatened natural resources. The competitive methods as identified by analyzing multinational foodservice firms are: (1) strategic expansion into the international marketplace, (2) investment in technological development, (3) internal competency development, (4) effective communication to target markets, and (5) competitive pricing strategies. Using the co-alignment model of strategy as the underpinning of the analysis it was determined that multinational firms have responded well to the forces of globalization and economic change, and the knowledge based environment. However, it appears that little competitive methods have been developed to address the forces such as labor force, well being and threatened natural resources. The implication here is that firms that are not in alignment with environmental forces will have to address this concern if they expect to continue to add value for all industry stakeholders.     

The continuing debate on firm performance: A multilevel approach to the IT sectors of Taiwan and South Korea

In the economics and strategy fields, researchers seek to understand the antecedents of firm profitability. How and why do certain private enterprise firms develop competitive advantages in environments of rapid technological change while other firms do not? This study extends recent variance decomposition research in three ways. First, this work compares IT sectors in Taiwan and South Korea by using the Standard & Poor's Compustat® Global Vantage database. Second, this investigation tests industry and firm effects using both the multilevel approach of hierarchical linear modeling (HLM) and the conventional variance components approach (VCA). Third, this study explores the question of why there are significant profitability differences among technological firms even with similar industrial structural characteristics and leveraged resources and capabilities in the same IT industry. This study uses data from the U.S. Patent Office to estimate technological diversification at the level of firm resources for knowledge-based relatedness for the IT firms of Taiwan and South Korea. The empirical results find that firm effects have great impact on performance of the IT sectors of Taiwan and South Korea when estimated by either HLM or VCA. However, industry effects dominate firm effects on South Korea's IT sectors when the variance is estimated by HLM. From the perspective of conducting patents innovation, both of the specialized and diversified corporate strategies are matter to the development of these IT sectors, and South Korea's IT firms are more technologically diversified than those firms in Taiwan.     

人工智能技术变革对国际贸易的影响

人工智能技术的快速发展正催生第四次工业革命,可能引发全球价值链深度重构和世界经贸格局重大变革。世界主要经济强国将发展人工智能技术作为争夺新一轮产业竞争优势的重要战略抓手。本文基于全球价值链视角研究人工智能技术变革对国际贸易的影响,我们发现人工智能技术变革可能推动国际贸易规模扩大,提升服务贸易份额,并促进国际贸易交易模式平台化、小宗化,可为中小企业创造更多参与国际贸易的机会。然而,人工智能技术变革也可能通过降低企业劳动力需求从而对我国等发展中国家的出口拉动型增长模式造成严重的潜在威胁。为应对人工智能技术变革,我国应部署并强化对人工智能产业发展的政策支持,加快培育制造业国际竞争新优势,大力推动先进制造业与现代生产性服务业深度融合发展,全面促进"中国制造"攀升全球价值链中高端。     

Automotive foreign direct investment in the United States: Economic and market consequences of globalization

This article examines the substantial growth of foreign direct investment into the United States by international (i.e., non-domestic) automotive firms over the past quarter century. Global macro-environmental factors influencing this investment are examined, as are the resulting impacts on numerous stakeholders including global automotive firms, consumers, and regional and state economies. The findings illustrate effective adaptive strategies that both automotive firms and economic development stakeholders follow in an increasingly global environment, resulting in significant economic, market, and quality-of-life benefits. The stakeholder perspective affords a more comprehensive view of globalization, forwarding a position counter to the protectionist viewpoint often espoused in business and popular culture.     

Technological acquisition and investment: lessons from recent indian experience

Most of the existing studies on investment functions ignore the role of technology acquisition in influencing investment decisions. This study argues that technology acquisition will decisively influence investment behavior, modernization, and expansion plans of firms. However, capability of the firms to acquire technology differs considerably. Following the Schumpeterian paradigm, we maintain that the entrepreneur's decision to invest and expand would depend on the technological opportunities available. The main role of the entrepreneur in the Schumpeterian framework is to exploit an invention or new technology in introducing new processes and products. The policy regime in India prior to 1985 did not permit the firms to take advantage of technological opportunities created abroad in introducing new technologies and expanding their capital base. The reforms introduced since 1985, for the first time, permitted the Indian firms to expand their product range, introduce new technologies, and increase their capacities without obtaining prior official sanction.This study, therefore, examines the role of technology acquisition in influencing investment decisions of private corporate firms in the aftermath of Indian economic reforms introduced in 1985. Using pooled cross-section data for 1987-88 to 1989-90 on a sample of 325 large corporate firms from seven industries, the present study examines the interfirm differences in investment behavior. The focus is on the impact of the first phase of economic reforms introduced in India post-1985. The model specified in the study postulates that acquisition of new technology made possible by economic reforms brings down costs and boosts demand. This increases the profit rate for firms using new technology. Technology acquisition per se takes place through technology imports via licensing or arms-length purchase of technology through the market, intrafirm transfer of technology by way of foreign direct investments, and direct import of capital goods embodying new technology. The process is facilitated by R&D expenditures.Empirical tests of the model carried out for each industry separately indicate that interfirm differences in the investment rate at the firm level are due to a number of factors. Opportunities to import machinery and license technology through arms-length purchase of technology influence the investment rate positively as these expenditures promote acquisition of technology. In other words, a government policy aimed at discouraging technology imports would also deter the growth of firms. Government policy before 1985 did hinder technology imports. This was partly to protect indigenous technology and partly to conserve foreign exchange. The results of the study further show that in-house R&D expenditures promote capacity expansion. This is despite the fact that most sample firms had small R&D budgets. Firms with R&D units are better placed to locate new technology and adapt it to suit Indian market conditions. This facilitates exploitation of technological opportunity leading to expansion of capital stock. However, the ability of a firm to exploit technological opportunities depended, to a considerable extent, on the age of its plants and machinery. This is because firms with older machinery and plants find the switch to new technology more difficult as most of their equipment and machinery are not suitable for modernization. The results of the study show that firms with machinery of recent vintage modernize and expand their capital base, using new technology, since it is easier for them to make the change.These empirical results have several policy implications for decision-makers in both the public and private sectors. The policymakers can draw inferences about the positive impact of the economic reforms on the capacity expansion and growth of firms. This, perhaps, provides a justification for taking the reform process to its logical end. Because economic reforms facilitate technology acquisition and capacity expansion, decision-makers ought to initiate the reform process in other spheres where it is yet to commence. Furthermore, modernization of plant and machinery and technology acquisition are a continuous process. The cost of modernizing a plant with dated machinery will be very high as older, outdated machinery is not compatible with the current vintage. An upgrade, therefore, is difficult if not impossible. Interruption of a technological upgrade due to changes in government policy ranging from total ban on technology imports to liberal import policy would enhance the cost of technology acquisition. The empirical results also indicate that even modest R&D activities facilitate the identification, location, and importation of relevant technology. Thus, firms with in-house R&D units grew faster. In countries like India, vigorous encouragement of R&D ought to be on the policy agenda of both corporate and government policy framers.Though our sample deals with Indian firms, it has relevance for other countries, because in most countries higher growth rates are being registered in industries that have been experiencing rapid technological development with better technological opportunities. Further, in a given country, firms that went in for acquisition of new technology invested more.     

大数据、人工智能与厂商竞争路径

经济学对市场竞争路径的学理性分析,主要集中在价格确定、产量确定、规模经济、产业组织等方面,而对科技进步引发市场竞争路径的变化并没有足够的关注。其实,市场竞争路径变化的底蕴是科技进步,只是经济学家在分析市场竞争路径时偏好于将科技因素作为外生变量处理。大数据和人工智能等的发展可谓是一场史无前例的科技革命,它对人类经济活动产生广泛而深刻的影响主要表现为：大数据及其运用怎样影响厂商投资经营,大数据与机器学习等人工智能手段相融合会在哪些方面改变厂商竞争路径,厂商如何提高数据智能化和实现网络协同化,在什么样的条件下会出现行业垄断,等等。文章的基本分析观点是：厂商竞争路径变化是贯穿于大数据、互联网和人工智能等相互融合过程的一种现象,这种现象对应于新科技进步和运用的不同层级;微观经济分析需要将新科技因素作为内生变量,通过分析大数据、机器学习与厂商竞争路径之间的关联,揭示厂商竞争路径变化机理以及由此引致的产业组织等问题。     

关于国际技术扩散对我国贸易竞争优势影响的思考

在经济全球化的进程中,一国的技术进步不仅依赖于本国的创新,而且还需要充分利用他国的先进技术资源,并通过各种渠道的技术扩散和技术外溢来促进本国的技术进步与经济增长,从而在国际市场上提升本国的贸易竞争优势。结合我国现状从宏观和微观两个角度分析了国际技术扩散对我国贸易竞争优势的影响。     

Profiting from product innovation: The impact of legal, marketing, and technological capabilities in different environmental conditions

Although product innovation is a key tool for firms competing in the marketplace, innovating firms often fail to obtain economic returns from their product innovations. This study examines the moderating effects of legal, marketing, and technological capabilities on the relationship between product innovation and firm performance in different environmental conditions in order to identify how a firm can leverage these capabilities to profit from product innovation. Based on the data of 223 Chinese firms, this study finds that legal capability positively moderates the relationship between product innovation and firm performance, especially when competitive intensity is high; the moderating effect of marketing capability is positive, although it is weakened by market turbulence; and technological capability has a negative moderating effect, which becomes more significant as technological turbulence increases.     

Towards an asymmetry-based view of Chinese firms’ technological catch-up

By carefully reviewing our research and related literature, in this paper, we propose a two-stage model of Chinese firms’ technological catch-up, and provide asymmetrybased explanations. We argue that at the approaching stage, Chinese firms mainly focus on knowledge accumulation through frugal innovation for capturing local and global low-end markets; while at the pole vault stage, they focus on knowledge creation through radical innovation for capturing the high-end market. Moreover, we propose that lacking world-leading technologies but striving to achieve technological catch-up quickly, Chinese firms mainly rely on asymmetric resource and capabilities that are embedded within Chinese institutional, technological and market contexts. Turning these asymmetries into sustainable capabilities and then matching them to market opportunities by developing asymmetric innovation strategies, Chinese firms could achieve technological catch-up in a unique way.     

全球化营销的风险与防范

全球化营销是将全球看成一个统一的大市场,在对其进行市场调研的基础上,进行市场细分并选择自己的目标市场,实施营销策略组合。它强调企业应在全球范围内寻求竞争优势和最佳市场。全球化的趋势得益于正在降低的各国贸易壁垒和交通、信息技术的迅猛发展。全球化营销的巨大经济效益和市场前景对企业有很强的吸引力,但也不可避免地存在风险,因此,如何防范这些风险则是全球化营销要着重解决的课题。     

Towards an asymmetry-based view of Chinese firms’ technological catch-up

By carefully reviewing our research and related literature, in this paper, we propose a two-stage model of Chinese firms’ technological catch-up, and provide asymmetry-based explanations. We argue that at the approaching stage, Chinese firms mainly focus on knowledge accumulation through frugal innovation for capturing local and global low-end markets; while at the pole vault stage, they focus on knowledge creation through radical innovation for capturing the high-end market. Moreover, we propose that lacking world-leading technologies but striving to achieve technological catch-up quickly, Chinese firms mainly rely on asymmetric resource and capabilities that are embedded within Chinese institutional, technological and market contexts. Turning these asymmetries into sustainable capabilities and then matching them to market opportunities by developing asymmetric innovation strategies, Chinese firms could achieve technological catch-up in a unique way.     

Strategic policy revisited: The origins of mass production in the motor industry of Argentina,Korea and Spain, 1945–87

During the postwar ‘golden age’ of economic growth, Argentina, Korea and Spain promoted the development of their motor industries by restricting imports, licensing investment, imposing a high level of local sourcing for parts, and supporting their own national champions. These strategic policies took advantage of economies of scale, achieving significant increases in output, and creating dynamic competitive advantage. Sudden liberalisation or the high volatility of the macroeconomic environment could jeopardise the process of structural change. Gradual evolution of policy-making and the cumulative learning of capabilities by the national champions were crucial for long-term success. The present research supports both List's classical defence of protection for infant industries in medium–large economies and more recent claims in favour of strategic policy.