外部研发合作广度与新产品开发绩效：一个有调节的中介模型

基于企业外部合作伙伴分布广泛的特点,从外部研发合作广度的两个维度（市场广度和研究广度）出发,选取2010—2018年160家中国制造业上市企业数据,运用多元回归分析法探讨外部研发合作广度对企业新产品开发绩效的影响。结果表明,外部研发合作的市场广度和研究广度正向影响新产品开发绩效,其中,研究广度的作用更为显著;网络学习在外部研发合作广度对新产品开发绩效的影响机制中存在部分中介作用;知识库同质性正向调节外部研发合作广度与网络学习的关系。结论丰富了新产品开发绩效前因变量研究,对企业制定外部研发合作战略,提升新产品开发绩效具有重要管理启示。     

数字经济发展提升了区域创新能力吗——基于长江经济带的空间计量分析

基于长江经济带11省市2008—2018年面板数据,测度省域数字经济发展水平,并使用空间杜宾模型实证探究数字经济发展对区域创新能力的影响。结果发现：数字经济发展水平是影响区域创新能力的重要因素,对本省域技术创新、产品创新均有促进作用,而在部分矩阵下对省际创新发展有负向溢出效应;经济发展水平、科研经费投入、人才投入与外商投资均对区域创新产生一定影响。为此,建议加强区域技术联系与资源共享,打破数字经济在区域间创新发展壁垒,优化资源配置,实施创新资源精准投入,推动新型基础设施建设,提升数字经济应用水平,以进一步提高区域创新能力。     

网络效应一定会导致技术锁定吗?

在网络产业中,往往存在替代技术之间的激烈竞争。传统的观点认为,由于网络效应的作用,技术之间的结果是一种技术成为了产业的主导标准,而该技术的用户则被锁定于该技术之中,从而无法导致最优的均衡结果。因此,政府有必要对技术竞争进行干预。然而,传统的观点忽略了技术赞助者的作用、用户之间自发的协调以及用户偏好的多样化等因素,这些因素在一定程度上能够解决网络效应导致的技术锁定问题。因此,政府不应该对网络产业中的技术竞争进行过多的干预,而是应该做好知识产权保护、提供更多的市场信息以及保障用户的自主选择权。     

Price competition in a differentiated products duopoly under network effects

We examine price competition under product-specific network effects, in a duopoly where the products are differentiated both horizontally and vertically. We emphasize the role of consumers’ expectations formation. When expectations are not influenced by prices, the market may be shared but shares must be equal unless product qualities differ or one firm, possibly even the low-quality one, may capture the entire market. When expectations are influenced by prices, which would be the case when there is commitment, competition becomes more intense and the high-quality firm tends to capture a larger market share. Under strong network effects there is a continuum of equilibria and the higher the prices, the smaller the difference between those prices can be. Requiring continuity of expectations, however, delivers a unique equilibrium where one firm captures the entire market.     

A grey decision and prediction model for investment in the core competitiveness of product development

Because enterprises do not disclose their internal specific cost information to the public and, moreover, every firm has its own product character and financial constitutions, it is difficult to offer fixed guidelines for investment decisions. Thus, an enterprise may be uncertain when required to choose the most promising set of possible investments.The goal of this research is to use a grey relation analysis and analytic hierarchy process (AHP) to probe the core product development and competitiveness of an enterprise from limited data and, furthermore, by constructing the grey model, GM(1,1), to validate the feasibility of this assessment of the core competitiveness and investment strategy. In this study, a precision mechanical manufacturer is taken as an example, and the forecast estimate from this method is compared to those of a linear regression and the actual values to demonstrate the feasibility of applying this methodology to investment decision making, hence, demonstrating the value of this research.     

西方对外直接投资理论的演进及评述

对外直接投资反映了一个经济体中某一居民实体(直接投资者)在另一经济体的某一企业(直接投资企业)中获得永久利益的目的,同时这种永久利益意味着直接投资者和直接投资企业之间存在着一种长期的关系以及对该企业的管理产生了重大影响。西方学者对该问题的研究主要按照三条路径演进:渐进的演化路径、间断的演化路径和经过临界点的演化路径。本文主要将西方对外直接投资理论中目前引用率较高的观点分别按照其演进方式进行归纳、介绍和评价,认为有必要在学习西方对外直接投资理论的基础上,结合我国的经济实践,建立适合中国国情的对外直接投资理论。     

Strategies to offset dissatisfactory product performance: The role of post-purchase marketing

This research examines the role of post-purchase recovery initiatives in offsetting the negative effect of a dissatisfactory product experience. Experiment 1 explores the effect of counterfactual thinking, a mental simulation process of reflecting upon past events and generating alternative possible outcomes, on product evaluations after an individual experiences a negative purchase outcome. Experiment 2 builds on these findings and shows how customer surveys can be used as tactical tools to boost post-purchase product evaluations. The results indicate that post-purchase marketing efforts, such as customer surveys, can engage consumers in counterfactual thinking and positively affect their product evaluations.     

To Justify or Not to Justify: The Role of Anticipated Regret on Consumers’ Decisions to Upgrade Technological Innovations

Prior research suggests that adoption decisions are primarily based on product features and experiential opportunities, like trial and observation. Our research follows inquiries that identify anticipated regret (AR) as an emotion integral to consumer decision making. Prior research and current retailing practice assume that AR can be alleviated by compelling product attribute-based rationales for immediate purchase. These rationales often take the form of direct attribute comparisons between the current best and the future technologies. Counter-intuitively, we find that giving consumers attribute-based justifications for immediate purchase produces a uniform level of AR and purchase delay regardless of the perceived rate of innovation (PRI). However, under conditions of low PRI and no justification, AR decreases significantly. A clear implication of our findings is that firms marketing current technology should not rush to provide consumers with justifications for immediate upgrade since such communications will remind consumers of what they might miss if they adopt now, resulting in increased AR and purchase delays. Instead, we suggest that retailers focus promotional efforts on highlighting the hedonic benefits consumers experience by adopting today.     

Strategies to reduce product proliferation

Major problems associated with product proliferation include higher production, inventory, and record-keeping costs; increased expenses associated with trade promotions and slotting fees; added consumer confusion and stress; and increased susceptibility to stockouts. This article describes how a firm can limit product proliferation without incurring reduced sales or lowering consumer loyalty. An effective product proliferation reduction program needs to be based on several principles: resisting the temptation of asking consumers if a greater assortment is required; classifying goods into consumer behavior-based tiers; using interfunctional product pruning teams; practicing mass customization, where appropriate; placing absolute limits on product choice; and implementing effective strategies for product pruning.