Goleo-Ⅵ,the World Cup''''s Mascot,Bad Omen for one,Good Fortune for the other

The whole world swirls as the football runs madly on the green patches of sports field. The World Cup heats up the football squeaking fans, but freezes Niciag, the only designated mascot manufacturer that declared a closing of business for not making a penny out of this lion-like but odd-looking doll.     

The Survival of the Fittest,the Market Philosophy Works

In China, the cotton textile industry undertakes over 50% of the total fiber processing volume, rendering a great number of quality yarns & cloth to its downstream pipelines, such as knitting, dyeing & finishing, home-textiles and apparels industries. In 2005, the export of Chinese cotton textiles & apparels reached US$41.13 billion, import US$5.393 billion. At present, the total employment in the large-scale cotton textile enterprises is estimated for 2.512 million people, holding 26.5% of …     

Shanghaimart,Starring the Sourcing Show

The day to hold the International Apparel Sourcing Fair in Shanghaimart is on its way to count down. When the domestic sup- pliers are busy preparing for this event, they could not help but wondering how many international buyers will come out and play, and how many order forms will be born? Why Shanghai? As the globalization of the world economy has speeded up its process, more international buyers now have a better realization about China's market. The Chinese manufacture system has be- …     

e SVPWM,the frequency converter could

the phase and voltage to switch to power line smoothly.The simulation verifies validity of the method.DQ0 coordinate transformation;freguency converter;synchronous switching;soft switching;Matlab simulation0电气传动自动化Electric Drive Automation25-27TM921.51C042C2C;C042_C2彭继     

Sessions Planned for the Industrial Organization Society at the ASSA Meetings,at Boston,January 7–9, 2001

Review of Industrial Organization -     

Mr.Du,the Steersman''''s Brainstorming to Helm the Industry''''s Sailing

The nation-wide conference of devel-opment and reform for textile industrywas held here on January 12th, 2006 af-ter China weathered through the storms& torrents of various trade disputes in thetroubled water of 2005 and arrived at portof the new year, the start of the next Five-Year Plan period from 2006 all the wayto 2010. A roadmap for the country's eco-nomic & social growth with each fiveyear group as a routine time-table, thisplans making tradition has remained un-changed since its first…     

Economics at the FCC 2020–21: Closing the Connectivity Gap,COVID-19 and Telehealth,Spectrum Auctions,Communications Marketplace Report,and Economic Research

Review of Industrial Organization - The U.S. Federal Communications Commission is responsible for regulation in the communications marketplace and for management of the nation’s non-federal...     

Designing the future? Technology,values and choice

There is a widespread recognition of the desirability of broadening the scope of technology education with the objective of a form of technological literacy which would embrace social relations as well as technique. In 1990, Technology was introduced as a compulsory element of general education in England and Wales. Initially the curriculum gave equal weight both to the context as well as the content of technological activity, but subsequent revisions point the way back to an emphasis on technique and a narrower view of the role of the designer. In some respects, this simplifies the task of the technology teacher, and it might also be said to reflect the everyday realities of much technological activity. It is, however, an essentially conservative approach which tends to reinforce and legitimise attitudes which place a high value on technical performance while consigning the purposes and outcomes of technological activity to the shadows. It is argued that, for the sake of the future, it is essential that values in design and technology are brought up to the light. Technology teachers should take some responsibility for this, but cannot be expected to shoulder the whole burden.     

Safeguard,A Jab for the ''''China Flu'''' Pandemic?

Suddenly China has got all theguns pointed at her and being treatedas a'threat', or let's put it this way- apowerful and unstoppable virus.China's share in the US textile mar-ket has swirled up from 12 percentto a soaring 42 percent and textileexports from China to the EU haveincreased by 45 percent for the firstsix month of 2005, and the WorldTrade Organisation says that Chinais soon likely to control 50 percentof the world's textile market. Sosomebody has to do something, andthey have, i…     

Chinese Textile Industry,Five Years in the Past & Half a Decade in the Future

AchievementsinthePastfiveyearsThe following nine points characterize the panorama of achievements in the textile industry in past five years, known as 'the 10th Five-Year Plan Period'1.A sustained rapid and consistent growth2.A consistent improvement both in quality and benefits for the industry's economic performan3. Rapid enhancement in process technology and equipment4. Innovation capability largely strengthened5.Investment from non-governmental sectors is obviously strengthening its rol…     

Battle on the Wrong Field? Entrant Type,Dominant Designs,and Technology Exit

Research summary : Startups often compete with diversifying entrants in the technology race to define dominant designs, which can be platform technology‐based or non‐platform technology‐based. However, little research has examined the relative risk of technological exits for startups vs. diversifying entrants in such “dominance battles.” We develop a contingency framework that links a firm's technology exit to its pre‐entry experience and the characteristics of the dominance battle. With a sample of 134 technologies involved in 31 dominance battles in the information technology industry from 1979 to 2007, we show that technologies of startups were more likely than those of diversifying entrants to exit from platform technology‐based dominance battles; however, this relationship did not exist in non‐platform technology‐based dominance battles, or after the emergence of dominant designs. Managerial summary : How can a startup that tries to create a dominant design strategize to survive the fierce technology race? This study demonstrates that choosing the right battlefield is of paramount importance. Two aspects of a battlefield are shown as relevant: the type of technology and the stage of industrial evolution. Our results show that technologies sponsored by startups tend to have higher exit rates than those sponsored by diversifying entrants in dominance battles characterized by platform technologies, but this penalty is not evident in dominance battles characterized by non‐platform technologies or after the emergence of dominant designs. Furthermore, our study suggests that lack of organizational legitimacy, complementary assets, and integrative capabilities may explain why startups have a higher risk of technology exit than diversifying entrants. Copyright © 2017 John Wiley & Sons, Ltd.     

Pesticide residues and trade,the apple of discord?

In this paper we study the impact of the regulations on Maximum Residue Levels (MRLs) of pesticides on the trade of apples and pears and related processed products with the aim of understanding how their similarity (or dissimilarity) affect trade. Most studies investigate the impact of sanitary regulations introducing directly in the analysis the MRL put in force in the importing country. They introduce in the analysis the level of the regulation in the importing country without taking into account the rule in force in the exporting country. Rather than focusing on a particular pesticide we take into account the entire list of substances set out by the various regulations. We then build a similarity index and introduce it into a gravity equation to assess the impact of the differences in MRL of pesticides on trade. Results suggest that the differences between regulations matter and may, in some case, hinder trade.     

Shareholder value,stakeholder management,and social issues: what's the bottom line?

We test the relationship between shareholder value, stakeholder management, and social issue participation. Building better relations with primary stakeholders like employees, customers, suppliers, and communities could lead to increased shareholder wealth by helping firms develop intangible, valuable assets which can be sources of competitive advantage. On the other hand, using corporate resources for social issues not related to primary stakeholders may not create value for shareholders. We test these propositions with data from S&P 500 firms and find evidence that stakeholder management leads to improved shareholder value, while social issue participation is negatively associated with shareholder value. Copyright © 2001 John Wiley & Sons, Ltd.     

Does imitation reduce the liability of foreignness? Linking distance,isomorphism, and performance

Research summary : Research demonstrates that foreign firms from institutionally distant countries imitate the practices of domestic firms (i.e., adopt an isomorphism strategy). The conjecture has been that pursuing such a strategy can help foreign firms counteract the deleterious performance consequences associated with institutional distance; yet there is scant evidence of such. This study treats isomorphism as an endogenously selected strategy influenced by institutional distance to examine its performance consequences. Using a dataset of 80 foreign banks from 25 countries operating in the United States, we find that foreign firms from institutionally distant home countries benefit initially from selecting an isomorphism strategy. However, the benefits diminish with experience. Managerial summary : Multinational companies experience great difficulty in managing institutional distance, and research suggests that one way to overcome distance‐related constraints is to imitate the strategies of local companies. Unfortunately, we do not know enough about the performance‐related consequences of engaging in such imitative behavior. This study examines whether imitating local firms improves performance for multinational companies from institutionally distant markets. We find that imitation improves a firm's performance at first; however, with experience those same strategies result in performance decrements. Managers of multinationals should therefore be careful not to get locked into imitative strategies that provide performance benefits upon entry, but that fail to provide benefits over time. Copyright © 2015 John Wiley & Sons, Ltd.