Strategizing in industrial networks

This paper provides an overview of the implications for strategizing offered by an industrial network perspective and a comparison of this view with strategic management thinking. We argue that it is crucial for a company to relate its activities to those of other firms in order to enhance its performance, and it is through the continuous combining and recombining of existing resources that new resource dimensions are identified and further developed within business relationships. From the standpoint of a single company, strategizing from an industrial network perspective implies that the heterogeneity of resources and interdependencies between activities across company boundaries, as well as the organized collaboration among the companies involved, must be considered simultaneously.     

The coexistence of transaction and relational marketing: Insights from the Chinese business context

Transaction and relational approaches to marketing have been promoted as alternative forms but recent evidence suggests that they may coexist. We explore this in the context of China. If firms operating in a highly relational society, such as China, exhibit transactional behavior, these two approaches must be compatible. We argue that Chinese values give rise to business practices consistent with both transactional and relational perspectives. These are summarized in six propositions for research. Theory building and managerial practice could benefit from thinking in terms of how elements from the two perspectives can be brought together rather than remain as alternatives.     

银行保险的制度变迁理论分析以及对我国的启示

20世纪80年代以来,无论是一直实施混业经营的欧洲,还是近几年重新走上混业经营之路的美国,银行保险都成为一种潮流和趋势。银行保险业务的产生及发展,既源于微观领域经营环境和竞争环境的变化,也源于宏观领域制度管制的放松和信息技术的迅猛发展,更源于银行保险经济学机理带来的范围经济和协同效益。银行保险作为一种制度创新的产物,更多地体现为从销售渠道创新到业务产品创新,再到组织模式创新的金融一体化的制度变迁过程。本文从制度变迁理论的角度对银行保险的产生动因以及演变发展进行分析,以期对我国银行保险的走向提供借鉴。     

我国商业银行公司治理的特殊性分析

文章探讨我国商业银行公司治理的特殊性问题.     

不完全竞争、交易效率和证券风险

本文提出了一种崭新的理论观点———不完全竞争的市场结构是证券风险的一个重要来源,并利用市场数据进行了实证分析。此外,本文还发现不完全竞争的市场结构会通过影响买卖双方的交易策略而降低市场的交易效率。     

变数与创新--新年畅想

新年钟声敲响的一刻，我们步入了2006年。这是“十五”规划的第一年，也是充满挑战，需要加大创新，加速提升的关键性一年。     

An investigation into the mediating role of cross-functional coordination on the linkage between organizational norms and SCM performance

Organizational norms as a set of embedded values and beliefs have long been recognized in literature to provide norms that bind individuals into collectivities. Drawing on resource dependence and relational marketing theories, the present study specifies five organizational norms: cooperative, cross-functional information sharing, intraorganizational knowledge sharing, participative culture and mutual trust for supporting cross-functional coordination in supply chain management (SCM). These organizational norms are examined in terms of the mediating role of cross-functional coordination for the relationship between organizational norms and supply chain performance. Analyses of data from a survey of high-tech firms in the U.K. substantiate that organizational norms impact on both supply chain responsiveness and firm performance through cross-functional coordination as a mediator. The implications of the positive effect of organizational norms on SCM performance are discussed for theory, practice and research.     

Value creation in the relationship life cycle: A quasi-longitudinal analysis

Among the growing literature on value creation in collaborative buyer-seller relationships, most researchers examine relationship value at a single point in time. In the present research, we explore whether different stages of the relationship life cycle moderate the relative importance of value-creating dimensions. To shed light on the dynamic nature of value in B2B relationships, we present the results of a survey among purchasing managers using a quasi-longitudinal research design. Our findings confirm the moderating role of the relationship life cycle in value creation. More precisely, our results indicate that a key supplier's potential for value creation in customer's operations increases in relative importance as relationships move through the life cycle. In turn, supplier's capabilities to create superior value at the level of the customer's sourcing process display a decreasing role over the life cycle of a business relationship. No significant link was found in the present study between value creation through a supplier's core offering and different stages of a buyer-seller relationship.     

Business partnering—a driving force for innovation

Win-Win situations are used and also created by companies which cooperate with each other, complement each other on a synergy basis and work together fairly and competently. Today, business partnering has therefore become a key qualification for companies. This should not depend alone on the commitment of individual persons.This article describes how Siemens has organized its company, services and products using partnering solutions and how it has installed this concept as an intrinsically dynamic process. Thanks to institutionalized partnering, B2B interfaces have been established to form a rational alliance, offering benefits to all involved, and can be used regardless of the size of the company. These offerings generate Win-Win situations themselves—and provide individual employees in large companies with a structural framework for a personal partnering initiative.     

National culture and R&D and marketing integration mechanisms in new product development: A cross-cultural study between Singapore and New Zealand

The integration of R&D and marketing in new product development (NPD) is an important contributor to NPD performance. Of the mechanisms developed to aid functional integration, many have been developed in western cultural environments and may not have applicability in other national cultural settings. Using a sample of NPD workgroup personnel in New Zealand (NZ), the western cultural environment, and Singapore, quantitative and qualitative data have been used to measure national culture and determine the applicability of different organization integration mechanisms. Results show key differences between the two samples, indicating a link between formalization, centralization, role flexibility and interfunctional climate mechanisms with the Hofstede dimensions of Power Distance, Masculinity and Uncertainty Avoidance of national culture. Managerial implications are that national cultural values and settings of the respondents are important when determining best integration mechanisms.