信任、声誉机制在虚拟企业治理中作用研究

结合虚拟企业的动态性和间续式结盟特点,探讨了信任、声誉机制在虚拟企业治理中作用。把信任区分为能力信任、善意信任、完整性信任。声誉机制和不同种类信任结合在虚拟企业各阶段作用不同。在虚拟企业构建期,能力信任是结盟合作的基础,声誉机制使得虚拟企业合作伙伴快速选择成为可能。在运行期,主要体现为善意信任的协调功能,声誉机制的稳定功能。在解体期,完整性信任和声誉结合发挥着重要作用。     

声誉机制与金融信用缺失的治理

目前，金融信用缺失问题正严重地制约着我国经济的持续、稳定和健康发展。本文从信息经济学角度，运用博弈论分析工具，揭示出金融契约难以执行的原因在于缺乏信用，这与金融市场信息不对称有关；同时指出，缓解信息不对称、治理金融信用缺失的有效制度安排是建立声誉机制。具体措施包括：完善资信评级制度和信息披露制度、建立激励与惩罚机制以培育企业声誉资本等。     

承销商声誉与IPO抑价的关系研究综述

本文在文献回顾的基础上,对承销商声誉与IPO抑价的关系问题展开理论综述。国外通过一系列的研究表明,承销商声誉与IPO抑价之间呈负相关关系。虽然承销商声誉是影响IPO抑价率的重要因素之一,但在我国承销商声誉与IPO抑价间这种负相关关系并不显著,文章通过对国内外理论界对承销商声誉与IPO抑价之间关系的研究进行比较和综述。     

集体声誉危机与企业认证行为——基于“柠檬市场”治理机制的视角

中国制造业部门时有发生的行业集体声誉危机不仅抑制了消费者对中国产品的需求,也造成了企业行为扭曲。本文从“柠檬市场”不同治理机制间的交互作用入手,构建理论模型考察了行业集体声誉危机对被牵连企业认证行为的影响机理,并以中国乳制品行业为样本,运用双重差分法进行实证检验。研究发现,集体声誉危机通过破坏市场声誉机制提高了企业的认证激励,原本没有必要申请认证的高质企业比低质企业更愿意在危机后加大认证申请。此外,集体声誉危机还引发了企业非理性的过度认证,在穷尽强相关认证后,企业的认证激励并未减弱反而转向申请其他弱相关认证。额外增加的认证成本抵消了认证对销售收入增长的促进作用,导致“过度认证陷阱”,不利于企业质量提升和危机行业的转型升级。上述结论从企业认证行为扭曲这一视角拓展了有关集体声誉危机负面效应的认识,对政府避免危机发生以及完善认证行业发展有着积极的指导意义。     

医疗领域的政府干预与声誉机制

不确定性和信息不对称常常被认为是医疗市场失灵和政府干预的依据,政府的过度干预又会导致医疗声誉机制的扭曲。改革现行“管办不分”的医疗卫生体制,由市场声誉取代政府行政干预,通过重复博弈建立医生与患者之间的长期稳定的关系,解决医疗卫生领域的难题。     

The free cash flow hypothesis for sales growth and firm performance

business is business! And business must grow –Dr. Seuss, The Lorax The paper investigates the agency argument that sales growth in firms with free cash flow (and without strong governance) is less profitable than sales growth for firms without free cash flow. It also tests whether strong governance conditions improve the performance of firms with free cash flow and/or limit the investments in unprofitable sales growth. Consistent with agency theory, firms with free cash flow gain less from sales growth than firms without free cash flow. But different governance conditions affect sales growth and performance in different ways. Having substantial management stock ownership mitigates the influence of free cash flow on performance, despite allowing higher sales growth. In contrast, outside blocks held by mutual funds reduce sales growth substantially, but does not increase performance from sales growth. Copyright © 2000 John Wiley & Sons, Ltd.     

网络组织成员合作的声誉模型分析

本文分析了网络组织成员合作稳定的意义与影响因素。在Vickers和Barro分别对Kreps的声誉模型简化处理后的模型基础上，从网络组织成员之间合作的博弈关系角度，构建了成员的声誉模型——一个单边非完全信息动态博弈模型，分析了声誉对网络组织成员的激励效应，以及声誉与网络组织治理绩效之间的关系。本文的基本结论：在有利于经济连续稳定的合作环境中，声誉效应是网络组织成员合作的重要激励机制，在声誉效应的激励机制下，成员之间合作是有效率的。应用本文模型所给出的分析方法与结论，对我国企业网络组织成员存在的机会主义等问题，给出了作者自己的解释，对声誉机制发挥作用的条件提出建议。     

Labor productivity and employment gaps in Sub-Saharan Africa

Drawing on a new set of nationally representative, internationally comparable household surveys, this paper provides an overview of key features of structural transformation – labor allocation and labor productivity – in four African economies. New, micro-based measures of sector labor allocation and cross-sector productivity differentials describe the incentives households face when allocating their labor. These measures are similar to national accounts-based measures that are typically used to characterize structural change. However, because agricultural workers supply far fewer hours of labor per year than do workers in other sectors in all of the countries analyzed, productivity gaps shrink by half, on average, when expressed on a per-hour basis. Underlying the productivity gaps that are prominently reflected in national accounts data are large employment gaps, which call into question the productivity gains that laborers can achieve through structural transformation. Furthermore, agriculture’s continued relevance to structural change in Sub-Saharan Africa is highlighted by the strong linkages observed between rural non-farm activities and primary agricultural production.     

High‐Reputation Firms and Their Differential Acquisition Behaviors

Research summary: E merging reputation research suggests that high‐reputation firms will act to maintain their reputations in the face of high expectations. Yet, this research remains unclear on how high‐reputation firms do so. We advance this research by exploring three questions related to high‐reputation firms' differential acquisition behaviors: Do high‐reputation firms make more acquisitions than similar firms without this distinction? What kind of acquisitions do they make? How do investors react to high‐reputation firms' differential acquisition behaviors? We find that high‐reputation firms make more acquisitions and more unrelated acquisitions than other firms. Yet, we also find that investors bid down high‐reputation firms' stock more than other firms' in response to acquisition announcements, suggesting that investors are skeptical of how high‐reputation firms maintain their reputations . Managerial summary: W e know that high‐reputation firms wish to maintain their elite standing in the face of high‐market expectations, but we know little about how they do so. We explore this puzzle by investigating how reputation maintenance influences high‐reputation firms' acquisition behaviors. We classify high‐reputation firms are those firms that make Fortune's M ost A dmired annual list, and we find that high‐reputation firms make more acquisitions and more unrelated ones than other firms. Surprisingly, we also find that the market tends to react negatively to these acquisitions. Thus, managers may want to reconsider their strategy of making acquisitions as a means to maintain their firms' high reputations . Copyright © 2017 John Wiley & Sons, Ltd.     

Strategic positioning,human capital,and performance in service organizations: a customer interaction approach

This study employs a customer interaction approach to examine how service organizations' strategic positioning relates to their human capital, and how the interaction between strategic positioning and human capital impacts organizational performance. Results from 234 service organizations in 96 different industries indicate very strong relationships between strategic positioning choices and human capital. We also find that certain combinations of strategic positioning and human capital result in superior performance. Copyright © 2003 John Wiley & Sons, Ltd.     

Corporate reputation and sustained superior financial performance

Good corporate reputations are critical because of their potential for value creation, but also because their intangible character makes replication by competing firms considerably more difficult. Existing empirical research confirms that there is a positive relationship between reputation and financial performance. This paper complements these findings by showing that firms with relatively good reputations are better able to sustain superior profit outcomes over time. In particular, we undertake an analysis of the relationship between corporate reputation and the dynamics of financial performance using two complementary dynamic models. We also decompose overall reputation into a component that is predicted by previous financial performance, and that which is ‘left over’, and find that each (orthogonal) element supports the persistence of above‐average profits over time. Copyright © 2002 John Wiley & Sons, Ltd.     

产业集群知识创新系统失效及治理研究--基于声誉及信息传递视角

本文从知识溢出的双面效应、知识价值评估困难、知识同质化风险3个方面,对产业集群知识创新系统的失效原因进行了深入研究,在此基础上,提出了声誉治理机制,并运用博弈模型,对声誉及信息传递在产业集群知识创新系统失效治理中起到的关键作用进行了定量化分析。分析结果表明,声誉机制能够有效抑制知识溢出和知识价值评估困难导致的机会主义行为,并且通过集群内的信息传递,达到声誉的充分传播,不但强化了声誉在知识创新系统中的作用,而且使企业在系统中可以有更多的协同伙伴选择,降低路径锁定和知识同质化的风险。     

Strategy type and performance: the influence of sales force management

The basic premise of the strategy implementation literature is that different business strategies require different configurations of organizational practices to achieve optimal performance. Sales force management is a key functional activity and should contribute to the successful implementation of business strategy. In this study, we examine the relationship between multiple sales force management practices and performance within each of Miles and Snow's (1978) strategy types. The explanatory power of the eight models tested is quite high (incremental adjusted R² ≥ 0.25 for six of the eight models). Thus, we find substantial support for the general proposition that the different strategy types require individualized profiles of sales force management practices for optimal effectiveness and that sales force management is important to the successful implementation of business strategy. Copyright © 2000 John Wiley & Sons, Ltd.     

Innovation management techniques and development degree of innovation process in service organizations

Service markets are becoming global, open and competitive. Knowledge is more available, technology more complex and service life‐cycles are shortening. In order to satisfy this challenge, more innovation management tools are required to get better and more successful new or improved products and services. This paper analyzes the relationship between the use of innovation management tools (IMT) and the degree of development of innovation process through the application of a five phase innovation model (TEMAGUIDE). This is undertaken in a group of service organizations from three sectors: trade, healthcare and education. The sequence of the innovation process development is defined between activities and use of innovation tools. Results show that activities and practices are more developed than use of innovation management tools, and also show that leading innovation organizations have a higher use of IMT.     

Non-linear relationship between industrial service offering and sales growth: The moderating role of network capabilities

In an effort to approach the mixed findings regarding the relationship between a firm's industrial service offering and its performance, this study analyzes the impact of the industrial service offering on sales growth and the moderating role of network capabilities. The proposed research model is tested based on data from 91 Finnish manufacturing firms. Our results demonstrate a non-linear effect of the service offering on sales growth. We also find that network capabilities enhance the effect of the service offering on sales growth. For managers of manufacturing firms, the results imply that the active development of a comprehensive service offering should be implemented in conjunction with the development of organizational capabilities, such as network capabilities, to create value and promote improved performance.     

The trusted general manager and business unit performance: empirical evidence of a competitive advantage

Employee trust for the general manager is proposed as an internal organizational characteristic that provides a competitive advantage for the firm. This paper empirically examines the relationship between trust for a business unit's general manager and organizational performance. Trust was found to be significantly related to sales, profits and employee turnover in the restaurant industry. Managers who were either more or less trusted differed significantly in perceptions of their ability, benevolence and integrity. Copyright © 2000 John Wiley & Sons, Ltd.     

Understanding the role of service innovation behavior on business customer performance and loyalty

Providing new services to customers gives firms a competitive advantage in the market. Consequently, firms strive to develop innovative service that delivers new value propositions to customers and leads to customer satisfaction and the acquisition of new customers. The authors investigate the relationship between the innovative behavior of service providers, business customer performance, and business customer loyalty in the safety industry. The study's results show that technology-oriented and co-creation-oriented innovative behavior leads to business customer performance. Business customer performance is closely related to recommendations and re-contracts. Moreover, the degree of safety involvement has a moderate effect between service innovation and business customer performance. The findings have important theoretical and managerial implications for service innovation for researchers as well as service providers.     

Configurations of resources and capabilities and their performance implications: an exploratory study on technology ventures

As one of the most widely accepted theoretical perspectives in strategy, the resource‐based view (RBV) suggests that a firm's resources underlie its ability to achieve competitive advantage. However, much of the extant work in this stream has examined the characteristics that resources must have in order to yield rents, while efforts to specify the crucial link between resources and value creation have been sparse. As a consequence, current theory is not sufficiently clear on how different kinds of resources and capabilities contribute to performance, nor does it clarify how firms can combine different resources and capabilities to achieve superior performance outcomes. Analyzing data obtained from 230 technology ventures with partial least squares (PLS) structural equation modeling and cluster analysis, this study seeks to improve understanding of the resource‐performance link in two main ways. Based on a careful measurement of resources and capabilities in a well‐defined functional area (sales and distribution), we first show how these resources and capabilities contribute to performance in that functional area. Second, we identify four clusters of firms that deploy different configurations of resources and capabilities. Among the four configurational solutions, two are associated with superior (equifinal) performance outcomes. Copyright © 2010 John Wiley & Sons, Ltd.     

Financial constraints and firm post-entry performance

Firms finance production by internally generated funds and external loans. The benefits of leverage, however, come with a cost. This cost is related to the uncertainty banks face about the firm's quality and output price. As time evolves banks learn about the firm and adjust the terms of the loan contract. Because of this, firms do not have equal access to credit: small, young firms face greater binding debt constraints than more mature firms with well-known prospects. The firm survival rate, as well as the firm rate of growth, are, therefore, important issues in analyzing firm post-entry performance.