高管层特征、策略性行为与企业社会责任信息披露质量

企业行使社会责任可能是管理层的策略性行为,高管层特征是影响企业社会责任信息披露质量的重要因素。在SCP分析范式下,笔者基于H-M理论框架,利用2009年~2011年我国上市公司企业社会责任报告评级得分数据进行实证研究发现,上市公司高管层任职任期特征与薪酬激励特征对企业社会责任信息披露质量有显著影响,总经理离职会恶化企业责任信息披露质量,剩余任期长短与企业社会责任信息披露质量正相关;高管层持股比例、年薪收入与企业社会责任信息披露质量正相关。这些相关性集中体现出:企业社会责任是高管层实现个人利益的策略性行为。     

试论企业战略理论的演变与新发展

主要论述了自从本世纪６０年代初开始研究企业战略近４０年来,企业战略理论的演变与新发展。分析和介绍了以钱德勒、安德鲁斯、安索夫为代表的以环境、市场分析为基础的企业经典战略理论和以迈克尔·波特为主要代表的以产业结构、竞争优势分析为基础的现代企业战略理论。介绍了本世纪９０年代才出现的两个新的企业战略理论,即核心竞争力理论和竞争力国家竞争力理论,并对企业战略理论的发展趋势作了分析和预测。     

战略性贸易产业R&D补贴的实施策略研究——事前补贴与事后补贴之比较

我国在世贸组织规制下对战略性贸易产业实施保护面临选用什么样的政策保护工具及如何实施的问题?R&D补贴因其具有非专项性和非贸易扭曲性而成为符合世贸组织规制的贸易保护工具。本文利用博弈模型和数据模拟法对R&D补贴的两种实施策略进行了比较,发现事后R&D补贴策略能够产生更大的福利效果,更加有利于节约资源和避免寻租,是优于事前R&D补贴的实施策略,具有更强的现实可行性,值得我国政府采纳。     

战略性贸易政策:发达国家与发展中国家的博弈

作为新贸易理论的主要内容之一,战略性贸易政策实质上是发达国家为自己的保护主义所寻求的借口和托词。它虽然在产业适用性和国家适用性方面设置了诸多限制,但印度软件业的发展是该政策得以在发展中国家成功实施的良好佐证。我国应该在市场培育、制度建设以及贸易政策与产业政策协调配合等方面进行强化,以利用战略性贸易政策来培育我国具有国际竞争力的产业。     

一起距离保护动作分析

以一起110k V距离保护动作为例,判断了该保护装置是否为误动作,并分析了引起距离保护I段出口延时动作的原因,说明了在某些系统故障的分析中不能忽视测量阻抗以及保护逻辑判断识别过程,否则将会得出错误的结论。     

新贸易保护主义的新发展与中国的战略性贸易政策选择——基于弱势产业与贸易保护有效性的分析

本文在弱势产业划分与贸易保护有效性分析的基础上,探讨新贸易保护主义的新发展及其对中国进出口贸易的影响,分析我国的战略性贸易政策选择。本文认为:是否值得与能否对弱势产业进行贸易保护,在大国与小国的答案并不完全相同,可以利用大国规模经济效应提升弱势产业的比较竞争优势;对优势产业与“夕阳产业”同时进行保护、贸易保护的意识形态工具创新是新贸易保护主义新发展的主要特点;为了应对新贸易保护主义新发展对我国进出口贸易的冲击,必须制定符合我国国情的战略性贸易政策。     

A nested logit model of strategic promotion

This paper presents a test of the nature of the pricing and promotion game played by supermarket retailers in a large, U.S. market. Using a nested-logit modeling approach, the results show that retailers set discount depth and promotional frequency in a manner that is less competitive than Bertrand. We also find that the elasticity of substitution among competing stores is lower than among products within each store, but not equal to zero. Therefore, sales do cannibalize existing products, but can also build a significant amount of store-traffic. Relative to strategic factors, price promotions have their greatest impact on store-conditional product demand.

When customers get clever: Managerial approaches to dealing with creative consumers

Creative consumers (defined as customers who adapt, modify, or transform a proprietary offering) represent an intriguing paradox for business. On one hand, they can signify a black hole for future revenue, with breach of copyright and intellectual property. On the other hand, they represent a gold mine of ideas and business opportunities. Central to business is the need to create and capture value, and creative consumers demand a shift in the mindsets and business models of how firms accomplish both. Based upon their attitude and action toward customer innovation, we develop a typology of firms' stances toward creative consumers. We then consider the implications of the stances model for corporate strategy and examine a three-step approach to dealing with creative consumers: awareness, analysis, and response.     

Strategic entrepreneurship: Creating competitive advantage through streams of innovation

In today's fast-paced competitive environment, firms face the need to be increasingly nimble and adaptive. While often able to establish a certain level of performance based upon existing technologies, firms are equally as often to be left flat-footed in the face of emerging, novel technologies. We discuss strategic entrepreneurship as the means through which firms simultaneously exploit their current competitive advantages while exploring for future opportunities. Achieving a balance between exploration and exploitation consists of more than merely allocating resources evenly between the two processes. As discussed, exploration and exploitation are operationally, structurally, and culturally distinct processes.     

Following the breadcrumbs: An analysis of online product review characteristics by online shoppers

Consumer-generated product reviews are a driving force behind online purchases; at the same time, unfavorable reviews can discourage interested online shoppers and eventually hurt the brand. The objective of this exploratory study was to analyze a diverse range of characteristics and the valence of online product reviews that would aid in responding to customer dissatisfaction. Product reviews (N = 1982) from Amazon.com were collected and content analyzed. Some of the key findings include the following: (a) price was the most commonly discussed product feature; (b) online shoppers found two-sided reviews to be most informative, contradicting the commonly held assumption that negative reviews were more informative and diagnostic in nature; and (c) ‘no action’ was the most common end action across two-sided and negative reviews, indicating that varying levels of dissatisfaction might not always lead to a negative end action. Implications for marketers are discussed.