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31.
The emergence of knowledge-intensive society has changed the nature of business competition. Knowledge management becomes
an important managerial task and formulating a sound innovation strategy is an integral part of strategic management. Adopting
an institution-based view, this article argues that the institutional environment in the Asia Pacific region plays a multi-faceted
role behind firms’ knowledge management and innovation strategy. Specifically, institutions impose rules for legitimacy, serve
as a source of knowledge, and allocate incentives and resources for innovation. We believe that future research drawing on
the institution-based view has significant potential to advance our understanding of knowledge management and innovation strategy
in Asia Pacific firms.
Yuan Lu (PhD, University of Aston) is a professor at the Chinese University of Hong Kong and works in the areas of corporate diversification, business groups, and institutional entrepreneurship. He is on the editorial board of the Asia Pacific Journal of Management. Eric W. K. Tsang (PhD, University of Cambridge) is an associate professor at the University of Texas at Dallas. He is a Senior Editor of the Asia Pacific Journal of Management, and is on the editorial boards of five other journals, including the Academy of Management Journal and the Academy of Management Review. He has published over 50 journal articles. Mike W. Peng (PhD, University of Washington) is the Provost’s Distinguished Professor of Global Strategy at the University of Texas at Dallas and Editor-in-Chief of the Asia Pacific Journal of Management. His market-leading text, Global Strategy (South-Western Thomson, 2006), has been translated into Chinese and Portuguese, and his new Global Business text (South-Western Cengage Learning, 2009) has recently been launched. 相似文献
Mike W. PengEmail: |
Yuan Lu (PhD, University of Aston) is a professor at the Chinese University of Hong Kong and works in the areas of corporate diversification, business groups, and institutional entrepreneurship. He is on the editorial board of the Asia Pacific Journal of Management. Eric W. K. Tsang (PhD, University of Cambridge) is an associate professor at the University of Texas at Dallas. He is a Senior Editor of the Asia Pacific Journal of Management, and is on the editorial boards of five other journals, including the Academy of Management Journal and the Academy of Management Review. He has published over 50 journal articles. Mike W. Peng (PhD, University of Washington) is the Provost’s Distinguished Professor of Global Strategy at the University of Texas at Dallas and Editor-in-Chief of the Asia Pacific Journal of Management. His market-leading text, Global Strategy (South-Western Thomson, 2006), has been translated into Chinese and Portuguese, and his new Global Business text (South-Western Cengage Learning, 2009) has recently been launched. 相似文献
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Day-to-day management is challenging enough for CEOs. How do they manage for the long term as well? We posed that question to four top executives of global companies. According to Maurice Levy, chairman and CEO of Publicis Groupe, building the future is really about building the present and keeping close to the front line--those who deal with your customers and markets. He also attributes his company's success in large part to knowing when to take action: In a market where clients' needs steer your long-term future, timing is everything. UPS Chairman and CEO Mike Eskew emphasizes staying true to your vision and values over the long run, despite meeting obstacles along the way. It took more than 20 years, and many lessons learned, to produce consistent profits in what is today the company's fastest-growing and most profitable business: international small packages. Wulf H. Bernotat, CEO of E.ON, examines the challenges facing business leaders and politicians as they try to balance energy needs against potential environmental damage. He calls for educating people about consumption and waste, and he maintains that a diverse and reliable mix of energy sources is the only way to ensure a secure supply while protecting our environment. Finally, Marianne Barner, the director of corporate communications and ombudsman for children's issues at IKEA, discusses how the company is taking steps to improve the environment and be otherwise socially responsible. For example, it's partnering with NGOs to address child labor issues and, on its own, is working to help mitigate climate change. IKEA's goals include using renewable sources for 100% of its energy needs and cutting its overall energy consumption by 25%. 相似文献
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Mike Weed 《Leisure Studies》2013,32(2):125-141
Whilst leisure studies has now become an established field of academic analysis, there is still little literature on the dynamics of the leisure policy process, particularly in the area of cross-sectoral liaison. This paper attempts to synthesize previous research relating to general policy dynamics in developing a model of cross-sectoral policy development. In developing this model, particular attention is given to two major ESRC funded projects of the 1980s – work on Inter-Governmental Relations and Government Industry Relations – which produced two recognizably different models of the policy process. A combined model is proposed which is used to examine and compare the structures of the sport and the tourism policy communities and to analyse how these structures might effective the emergence of a sport-tourism policy network. In conclusion, the extent to which the model this paper develops might be applicable to other areas of leisure policy is discussed. 相似文献
35.
This paper complements a previous article (Filby and Harvey, 1988) on aggregate betting patterns by describing in some detail the betting patterns and strategies of individual punters. The habits of 67 regular punters drawn from three Birmingham betting shops are analysed on the basis of the evidence of their betting slips. While the discussion bears witness to the effort invested in betting activity by punters, it also urges some caution in overinterpreting the intellectual work in betting. Many of the punters display fairly routinized decision-making in the construction and staking of their bets, which holds across the two main groups of punters identified in the analysis. 相似文献
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Despite the recent downturn, private equity firms still have an important role to play in the global economy. At the same time, many PE firms may need to rethink their strategies. Practices that have been worked in the past may not produce acceptable returns in a future, particularly given the current constraints on financing and leverage. One source of PE's comparative advantage, as demonstrated during the recent crisis, has been the ability of the best and most experienced firms to reorganize their portfolio companies when they get into financial trouble. But in addition to their financial management skills, specialized operating expertise has become more critical to success, and those PE firms that have not acquired it are especially likely to find that past success in raising capital is no guarantee of success in the future. The authors begin by providing a brief overview of the past three decades of global private equity to identify how the market arrived at its current position. Using the findings of academic research together with case studies and interviews with PE practitioners in the U.K., the authors suggest a number of building blocks for the future that reflect the considerable success of the most reputable and experienced PE firms in increasing the value of their portfolio companies. 相似文献
38.
Mike Smet 《Journal of Productivity Analysis》2007,27(1):13-29
Since demand for hospital services is subject to substantial variability, the relationship between uncertain demand, excess
capacity, hospital costs and performance should be investigated thoroughly. In this paper a waiting time indicator to proxy
hospital standby capacity is incorporated into a multi-product translog cost function for Belgian general care hospitals.
The indicator is derived from queuing theory and improves on the conventionally used (inverse of the) occupancy rate. The
multi-product stochastic frontier specification allows calculation of cost elasticities and marginal cost of seven hospital
departments, as well as the degree of economies of scale and scope and enables identification of differences in efficiency.
相似文献
Mike SmetEmail: |
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