Collective Bargaining,Inter‐Sectoral Heterogeneity and Competitiveness: A Cross‐National Comparison of Macroeconomic Performance

Research on the performance effects of bargaining remains inconclusive. One reason for this is neglect of heterogeneity of the bargainers, namely differences in exposure to world markets and their implications for international competitiveness. Since the effects of bargaining on competitiveness depend on coping with productivity differentials between the exposed and sheltered sector, we discuss how distinct bargaining structures interact with these differentials. Exposed‐sector pattern setting is predicted to be the only bargaining structure that is sensitive to productivity differentials. The findings from time series cross‐sectional analysis corroborate the expected impact on labour costs and the current balance, whereas no employment effects are discernible.     

Dynamic Use Diffusion Model in a Cross‐National Context: A Comparative Study of the United States,Sweden, and India

This study proposes a model of dynamic use diffusion that serves as a basis for investigating post‐adoption technology‐usage behavior. Dynamic use diffusion measures the extent to which technology usage has evolved since the time of adoption. Herein, antecedents and consequences of dynamic use diffusion are investigated. A large‐scale, random sample survey was conducted in the United States, Sweden, and India on the use of Internet and computing technology. The survey results suggest that while the antecedents of dynamic use diffusion are similar across the three countries, the consequences are somewhat different for India. These differences can be attributed to the national cultural differences of India compared with the United States and Sweden with regard to power distance beliefs.     

Explaining Employment Effects in Multipolar Value Chains: A Cross‐National Study on Soft Drinks and Dairy Manufacturing in Europe

The article develops an integrated framework that employs a dynamic perspective on interlinked levels of value chain governance in order to explain employment in value chains. It compares two multipolar chains in food and beverage manufacturing, in two different producer and consumer markets, Belgium and Germany. Analysis reveals that varied value capture dynamics in the food and beverage industries underpin distinct employment effects at specific inter‐firm nodes, as well as between labour and product markets. This reveals institutional and product variation explaining firms’ value capture trajectories. However, it also illustrates a concomitant transnational trend of deteriorating working conditions, stemming from overall chain governance.     

Accounting for Cross‐Country Differences in Employee Involvement Practices: Comparative Case Studies in Germany,Brazil and China

Employee involvement is a contested concept in organizations. While the mainstream of the research debate has focused on measuring the strength of employee involvement (EI), this article emphasizes the existence of very different forms of EI. It draws on case studies of the German, Brazilian and Chinese plants of a German automobile manufacturer to analyse forms of EI and to investigate their societal determinants. The article reveals considerable differences in the design of employee involvement between the self‐organization model and the competition/social involvement model. It shows how industrial relations and cultural factors lead to these very different approaches.     

区域创新系统绩效评价比较研究

对区域创新系统进行绩效评价的方法很多,有仿生学的视角、系统动力学视角、投入产出视角、共生演化动力视角、链式关联网络的DEA模型视角、耗散与灰色关联熵的RIS演化视角等。考虑到区域创新是个复杂的过程,创新资源投入、运作、关联、产出、转化等都贯穿于全过程,即区域创新投入与产出是多变量的、不同量纲的,测量其绝对效率非常困难,只能采取相对效率评价的方法,主要采用数据包络分析（DEA ）。同时,对区域创新系统绩效进行评价主要针对的是全国各个地区资源配置效率以及区域创新绩效,本文的分析也基于此,对全国划分东、中、西3个大范围,以各个省份为区域边界,研究其相对的创新系统运作绩效。     

Cross‐National Analysis of Gender Differences in Job Satisfaction

Research over the past two decades has found significant gender differences in subjective job satisfaction, with the result that women report greater satisfaction than men in some countries. This paper examines the so‐called “gender paradox” using data from the European Social Survey for a subset of fourteen countries in the European Union. We focus on the hypothesis that women place higher values on certain work characteristics than men, which explains the observed differential. Using estimates from Probit and ordered Probit models, we conduct standard Blinder–Oaxaca decompositions to estimate the impact that differential valuations of characteristics have on the gender difference in self‐reported job satisfaction. The results indicate that females continue to report higher levels of job satisfaction than do men in some countries, and the difference remains even after controlling for a wide range of personal and job characteristics and working conditions. The decompositions suggest that a relatively small share of the gender differential is attributable to gender differences in the weights placed on working conditions in most countries. Rather, gender differences in job characteristics contribute relatively more to explaining the gender–job satisfaction differential.     

Drivers and Pathways of NPD Success in the Marketing–External Design Relationship

Marketing often cooperates with external design in the new product development (NPD) process. While this relationship is crucial for NPD success and is a typical case of interorganizational collaboration between a business‐oriented function (marketing) and a creative partner (external design), a comprehensive understanding of this relationship remains lacking. As the NPD field evolves to open systems that have changed concepts like functional integration into interorganizational integration, this study contributes to NPD literature by developing an integrated conceptual framework leading to a model of drivers and pathways of NPD success in the marketing–external design relationship. Building on the literature on NPD, design management and relationship marketing, and on nine dyadic case studies from the luxury fragrance and cosmetics industry, a content analysis was conducted, enriched by a crisp‐set qualitative comparative analysis (QCA). This research confirms several NPD success drivers suggested in the literature and reveals three new drivers: source of design expertise, designer brand commitment, and number of NPD stages involving designer. The first new driver (source of design expertise) impacts the relationship process, which then impacts NPD success, while the other two drivers (designer brand commitment, and number of NPD stages involving designer) directly influence NPD success. The paper also identifies the pathways of NPD success, showing that contact authority and designer brand commitment are necessary conditions for NPD success, especially when combined with a high number of NPD stages involving designer or a previous relationship. The results also indicate that pathways of NPD success may differ according to the source of design expertise. From a managerial perspective, this study provides recommendations to managers to select the right design partner and choose from a range of drivers and pathways to devise more effective ways to work with external designers, thereby leading to NPD success.     

装备制造企业绩效循环管理研究

介绍了企业绩效循环管理的概念与内涵,分析了我国中小型装备制造企业绩效管理的现状及存在的问题,并提出建立企业绩效管理体系的对策建议。     

Vertical and Horizontal Cross‐Ties: Benefits of Cross‐Hierarchy and Cross‐Unit Ties for Innovative Projects

Social networks are an important driver for successful innovation, both at the individual level as well as the organizational level. Recent research has also shaped that networks within teams can enhance performance. Innovative project teams are embedded in an organizational context, however, and teams typically consist of people with expertise from diverse backgrounds, and from different units. Team members may have ties to other teams, business units, and hierarchical levels. Although it seems clear that such ties can influence team performance, remarkably little research has focused on what is here referred to as vertical and horizontal cross‐ties. Previous research may have ignored the possibility that vertical and horizontal bridging ties may have different performance outcomes. Although the literature suggests that diversity of input, or horizontal cross‐unit ties will benefit team performance and innovativeness, there is reason to believe that ties to higher levels in the organization might have an effect on project team performance and innovativeness too. This article in particular studies the role of vertical cross‐hierarchy ties. In an exploratory analysis combining quantitative and qualitative results, it is distinguished between horizontal cross‐unit and vertical cross‐hierarchy ties and their contribution to new business development (NBD) project performance, thereby making a substantial contribution to both academic literature and managerial practice. Our study is based on a multiple case‐study approach of several NBD project teams in a large European financial service provider. Our results show that successful innovation project teams are characterized by a large number of cross‐unit ties in combination with a large number of cross‐hierarchical ties compared with less successful project teams. Additionally, proof is found that vertical cross‐hierarchy ties should be concentrated rather than scattered across project members.     

The Intellectual Structure of Product Innovation Research: A Bibliometric Study of the Journal of Product Innovation Management, 1984–2004

Product innovation research has matured substantially in the last two decades. A great deal of knowledge has been produced on various aspects of the discipline, so it is of interest to assess the state of the art the scientific community has reached in this discipline and the route it has taken. This perspective is investigated through a bibliometric study of the Journal of Product Innovation Management (JPIM), arguably the most important specialized journal on this topic. The work reviews all journal paper contributions in JPIM from 1984 to 2004 in determined time frames, assesses the citations contained in these papers, identifies how the citations are related to the various topics of production innovation research (topic‐related citation variety, topic‐related citation consistency, variation in topic‐related citation pattern), and offers a retrospective examination of the evolution of the field. The overall analysis of citations shows that most papers in JPIM cite at least one of the top 50 works identified by this study. This testifies to the strong impact of the most influential works on the intellectual structure of product innovation research. The observed citation pattern suggests that the top 50 papers gained influence in product innovation research either because they represent a relevant contribution on a fundamental topic that already has been authoritatively studied or because they investigate in a relevant manner a new topic. The paper suggests that JPIM might benefit in its aim to consolidate its position as one of the top academic business journals if published papers increasingly drew on the most influential works to inform their research design and explicitly stated the theoretical underpinnings they draw on in their research design. Overall, the analysis of the subperiods (1984–1988, 1989–1993, 1994–1998, and 1999–2004) provides evidence for the maturation of new product innovation research. Books covering a wide range of topics are replaced by journal papers addressing a specific topic; over time, specific topics emerge and become influential for the discipline's intellectual structure; papers published in JPIM augment their methodological rigor and increasingly address contingency factors. The paper also notes that obtaining relevance for JPIM authors constitutes a necessary condition for being considered by management researchers at large as an influential contribution to product innovation research.     

Product Development and Management Association's 2012 Comparative Performance Assessment Study

Results of Product Development and Management Association (PDMA)'s Comparative Performance Assessment Study are presented from 453 companies. In addition to baseline questions from previous studies, new sections on culture, social media, services, sustainability, open innovation, and global product development practices are introduced. Extensive comparison between the best performing companies and the rest of the sample reveal numerous practices that lead to higher product performance in the market. Comparisons are also made between this study and previous PDMA best practices studies. In addition, geographic differences among North America, Europe, and Asia are explored. Practices leading to higher commercial performance are identified.     

Paths Toward Radical Service Innovation in Manufacturing Companies—A Service‐Dominant Logic Perspective

Research on servitization of manufacturing companies concentrates on typologies of product–service bundles, on transition pathways to increased servitization, and on resource and capabilities configurations necessary to accomplish this transition. Missing from existing research is an analysis of the degree of novelty of service innovations introduced by manufacturing companies. Therefore, this article shifts the focus from the transition process itself to the question of how manufacturing companies can introduce radical service innovations to the market. This article links servitization literature with service innovation literature and investigates how manufacturing companies can introduce radically new services in terms of three forms of innovations: service concept innovations, customer experience innovations, and service process innovations. Service‐dominant logic (SDL) is applied as the theoretical lens because it covers four significant factors influencing the success of companies’ innovation activities: actor value networks, resource liquefaction, resource density, and resource integration. Based on a multiple case study of 24 Danish business‐to‐business manufacturing small‐ and medium‐sized enterprises and through a fuzzy set qualitative comparative analysis, different configurations of the principles of SDL are analyzed. They describe the paths to radical service innovation. Digitalization appears as a central causal condition in the bulk of the configurations. Big and rich data generated internally within the focal company in combination with for instance customer data can enhance the innovativeness of the service offerings. However, digitalization is not a sufficient condition for launching radical service innovation—it should be combined with an efficient mobilization of resources internally within the focal company and/or collaboration with other organizations within the value system. In addition, the analysis hints to a need to detach from immediate customers as the prime driver of service innovation.     

A Self‐Tuning Model for Smart Manufacturing SMEs: Effects on Digital Innovation

With the changing way people live, communicate, and work, enterprises are striving to shift their existing business model into a “self‐tuning” one. Enterprises are becoming more agile, adaptive, and ambidextrous in order to boost innovation in the current digital transformation era. Nowadays, “digital innovation” is closely associated with Industry 4.0 enablers and smart enterprises. Prior research has shown that while multinational enterprises—across many sectors—have already embraced the aforementioned advancements, their adoption by small and‐medium‐sized enterprises (SMEs) has so far taken place mainly in the manufacturing sector. Thus, based on a sample of 280 self‐tuned smart manufacturing SMEs and having utilized the structural equation modeling (SEM), this study was aimed to investigate how digital innovation is influenced by the three pillars of self‐tuning models—agility, adaptation, and ambidexterity. Our paper has focussed on the digital systems in which SMEs, spurred by networking and open innovation solutions, operate and innovate in response to external triggers, displaying a balance between exploration and exploitation, and a strong agile capacity.     

Domain‐Relevant Commitment and Individual Technical Innovation Performance

Individual innovators play a critical organizational role in that they generate and often champion technology and product ideas. Amidst an ongoing stream of organizational and team innovation research, few empirical studies focus on differences in individual innovation performance despite the importance of the individual innovator to a firm's innovation efforts. Based on goal commitment theory, we introduce a new domain‐relevant commitment construct and develop a conceptualization of conditional indirect effects. Our model suggests that relevant individual abilities enhance commitment to technical innovation and innovation performance while also insulating against the impact of situational variables, making employees' commitment to innovation performance less dependent upon context. Hypotheses are tested using two sources of data and a sample of 339 R&D professionals from a Fortune 100 industrial firm. Results suggest that commitment to innovation is a key motivational factor in explaining individual technical innovation performance. Situational characteristics impact motivation differently for individuals with lower vs. higher ability levels, even in this context in which truly low‐ability individuals, in the absolute sense, have been screened out by the employment selection process. The relationship between commitment and innovation performance is strengthened by higher levels of individual ability.     

Spurring Cross‐Functional Integration for Higher New Product Performance: A Group Effectiveness Perspective*

Spurring integration among functional specialists so they collectively create successful, or high‐performing, new products is a central interest of innovation practitioners and researchers. Firms are increasingly assembling cross‐functional new product development (NPD) teams for this purpose. However, integration of team members' divergent orientations and expertise is notoriously difficult to achieve. Individuals from distinct functions such as design, marketing, manufacturing, and research and development (R&D) are often assigned to NPD teams but have contrasting backgrounds, priorities, and thought worlds. If not well managed, this diversity can yield unproductive conflict and chaos rather than successful new products. Firms are thus looking for avenues of integrating the varied expertise and orientations within these cross‐functional teams. The aim of this study is to address two important and not fully resolved questions: (1) does cross‐functional integration in NPD teams actually improve new product performance; and if so, (2) what are ways to strengthen integration? The study began by developing a model of cross‐functional integration from the perspective of the group effectiveness theory. The theory has been used to explain the performance of a wide range of small, complex work groups; this study is the first application of the theory to NPD teams. The model developed from this theory was then tested by conducting a survey of dual informants in 206 NPD teams in an array of U.S. high‐technology companies. In answer to the first research question, the findings show that cross‐functional integration indeed contributes to new product performance as long conjectured. This finding is important in that it highlights that bringing together the skills, efforts, and knowledge of differing functions in an NPD team has a clear and coveted payoff: high‐performing new products. In answer to the second question, the findings indicate that both intra‐ (or internal) and extra‐ (or external) team factors contribute and codetermine cross‐functional integration. Specifically, social cohesion and superordinate identity as internal team factors and market‐oriented reward system, planning process formalization, and managerial encouragement to take risks as external team factors foster integration. These findings underscore that spurring integration requires addressing the conditions inside as well as outside NPD teams. These specialized work groups operate as organizations within organizations; recognition of this in situ arrangement is the first step toward better managing and ensuring rewards from team integration. Based on these findings, managerial and research implications were drawn for team integration and new product performance.     

The Effects of Supplier Involvement and Knowledge Protection on Product Innovation in Customer–Supplier Relationships: A Study of Global Automotive Suppliers in China

Globalization drives firms to develop product innovation through their global supply chains. While innovations generated by supply channel members, as opposed to individual partners, are playing an increasingly important role in the success of all supply chain partners, there has been limited research on how supply chain relationships cultivate the process of such innovation generation, particularly in emerging markets. Correspondingly, this study explores how multinational suppliers can develop adaptive product innovation to create competitive advantage in emerging markets. Drawing on the knowledge‐based view and transaction cost economics, this study investigates the influence of supplier involvement and other factors on supplier innovation and performance. The results of a survey of 170 multinational automobile suppliers in China provide support for most of the hypotheses. Specifically, supplier involvement in codesign has an inverted U‐shaped relationship with product innovation. Furthermore, knowledge protection, trust, and technological uncertainty are all found to drive greater product innovation. In addition, the institutional environment moderates the effect of product innovation on performance. Overall, this study enhances our understanding of how MNEs can acquire local knowledge and develop adaptive products in emerging markets.