Corporate sustainability efforts and e-WOM intentions in social platforms

Abstract

The current study adopts service dominant logic to examine how consumers react to social platforms that communicate corporate sustainability efforts. The results suggest a positive connection between corporate sustainability efforts and evaluation of e-service quality as well as between corporate sustainability efforts and e-WOM. We also find that corporate sustainability efforts encourage consumers to spread positive e-WOM on a platform that provides useful information and that is well-designed. This study extends our understanding of corporate sustainability efforts by applying service dominant logic toward an explanation of consumer evaluation and e-WOM.     

隐形冠军发展天花板的多元化突破——从“安索夫矩阵”得到的启示

隐形冠军企业在成立初期依靠准确的市场定位和高度专业化在某一细分市场中占有绝对的领导地位。但随着市场透明度的提高,产品生命周期的缩短,隐形冠军面临愈发激烈的竞争,其发展空间受到压制。依据"安索夫矩阵"中企业多元化发展战略,隐形冠军只有培养自身核心能力,执行行业跨度小的相关多元化战略,开发市场前景广阔的产品,才能实现成功突围。     

RESPONSIBILITY AND CAPABILITY

This paper explores the issue of responsibility and links it to the concept of capability. The paper begins by looking at what it means to be responsible and connects this to the now common distinction in public policy between blame and task. It is argued that responsibility should be internalised rather than externalised and placed in the hands of the state. This can be done through the extension of property rights and so the paper offers a brief justification for the link between responsibility and property rights. The final part of the paper considers the ideas of capability and competence and uses these to argue for the placing of personal responsibility at the heart of public policy.     

中国最佳上市家族企业50强中医药类企业财务评价

本文选取了福布斯中国最佳上市家族企业50强中8家医药类家族企业近5年的财务数据为样本。一方面,通过分析家族企业自身优势和特点来阐述家族企业的自身发展潜力;另一方面,从比率分析和业绩指标等财务视角分析我国医药类上市家族企业的成长能力。从财务角度剖析医药类上市家族企业成功的内在驱动力,并为企业内外投资者提供借鉴。     

Organizational Innovation Capability: A Driver for Competitive Superiority in Marketing Channels

This paper investigates the interplay between innovation and competitive superiority in the context of channel management by adopting a capabilities view. The relevance for channel marketing and management scholars is that we developed an environment-strategy-value contingency model to address the focal phenomenon. Our empirical results clearly support the key argument that managerial and technological innovations play an essential role in understanding of how competitive superiority is achieved in constantly evolving marketing channels. As such, our contingency factors involved have a significant intermediate role in each of the research contexts examined, indicating that the innovation capability has a channel specific profile.     

工序能力指数两个体系的比较研究

在工序能力指数的新定义与传统定义中，分别给出了两个不同的体系。在工序能力指数的新体系中，不仅纠正了传统定义中的偏移系数的不合理性，而且指出工序能力指数新定义的依据是标准化原理。此外，新定义的工序能力指数与六西格玛管理中的西格玛水平在功能上是相同的。     

组织要素视角下的组织能力与顾客价值相关研究

本文将顾客价值与组织要素、组织能力进行有机结合,通过实证研究发现,相对表征组织执行能力和支撑能力的人力要素和文化要素而言,表征组织运营能力的物力要素对顾客价值创造的潜在效应最大。这一发现与我们日常的直觉判断截然不同,但为产业顾客如何从能力的角度评估供应商的顾客价值创造潜力进而选择最佳供应商提供了有效的管理工具,也为供应商制定基于顾客价值的能力发展战略提供了理论依据。     

社区自组织能力建设面临的难题及其成因

报告了当前社区自组织能力建设的现状,进行了非接触性的文献检索和接触性的实地调查,发现社区自组织能力建设正面临着工作人员整体素质偏低、社区自我管理任务繁重、居民民主参与不足、集体决策能力虚弱、资源协调能力较差等诸多方面的难题;认为这些难题的成因可以归结为:作为能力承载主体的社区自组织自身、作为能力外在环境的社区自组织客体和作为能力作用规则的社区自组织体制等三个方面;提出要有效解决这些难题,可以从内核、环境和制度等方面来探寻对策.     

Unveiling the temporally contingent role of codification in alliance success

While prior research highlights the importance of codifying alliance experience to achieve alliance success, it is unclear whether codification is equally useful in the different phases of an alliance. Based on a sample of 192 technology firms that report on over 3,400 strategic alliances, we find that in the partner selection and termination phases, reliance on codified knowledge is useful. However, in the partner management phase, reliance on codified knowledge is less beneficial and can be even negatively related to performance. Our findings have implications for the tension between flexibility and efficiency and the relationship between structure and performance. Copyright © 2013 John Wiley & Sons, Ltd.