Dynamic capabilities and e-service

The rapid, pervasive growth of Internet use for business purposes has had a noticeable effect on numerous firms' business strategies. This type of perturbation among competitors results in a more dynamic market. To be successful in such a market often requires a firm to reexamine how it competes. In recent years, two strategic management theories—the resource-based view (RBV) and the dynamic capabilities theory (DCT)—have been advanced by proponents as being the key to developing successful competitive advantage. We argue that the DCT is a logical extension of the RBV. Operationalization has been a critical issue for both theories, and this paper fills a gap in the literature by offering a method of operationalizing dynamic capabilities. Copyright © 2009 ASAC. Published by John Wiley & Sons, Ltd.     

新组建本科高校办公室协调发展能力建设探析

新组建本科院校办公室处于协调管理的核心地位,承担着协调发展的重要责任,但新组建本科高校办公室协调发展能力往往存在协调主体地位不明显,增强协调发展的意识不强,组织协调发展的机制不健全组织协调发展的方法不科学等问题。应从着力培育学校发展的核心竞争力、促进学校民主管理水平、营造以人为本的行政管理文化、完善协调发展的机制、创新协调发展的方式、方法等方面加以改善。     

Capabilities and utilities

This paper deals with the problem of looking for resource allocation mechanisms which would be accepted as just in Sen's capabilities framework. We start by suggesting a way of simplifying Sen's idea of capability by using acapability index which measures the ability of a person to function. Then we look for mechanisms providing allocations which could be deemedjust, in pure distribution problems. An allocation will be called just when its corresponding capabilities are leximin suprema. We provide a characterization result of this mechanism in a framework which mimics Roemer's bargaining in economic environments, in which the role of utility functions is now played by capability indices. When a positive relationship between capability indices and utilities exist, just allocations are optimal in utility terms.     

Understanding the links between technological opportunism, marketing emphasis and firm performance: Implications for B2B

The capability of firms to sense and respond to changes in technologies, called technological opportunism, is of growing importance to managers as a source of competitive advantage. However, exactly how technological opportunism impacts firm performance is still not clearly understood. Furthermore, the role of marketing in this relationship, if any, has yet to be examined. Understanding this relationship is critical for marketing managers not only for determining strategic investments of resources but also for demonstrating marketing return on activities. This paper explores the links between technological opportunism and firm performance. The results show that technological opportunism has a strong positive impact on key measures of performance such as firm sales, profits and market value. Importantly, marketing emphasis is the mechanism through which the technological opportunism-performance relationship is achieved. Finally, the impact of marketing emphasis on B2B firms is different than that for B2C firms, highlighting the importance of these activities for B2B marketing managers.     

What makes a brand manager effective?

Brands have become increasingly important as a foundation for competitive strategy. Unfortunately, although brand managers are responsible for brand strategy development and execution, little is known about what makes a brand manager effective. A model is developed to understand what intangible capital embodied by brand managers influences brand management capabilities and resultant brand performance. Measures of brand manager intangible capital and brand management capabilities are developed through an iterative scale development process. Hypothesis testing, derived from a survey of brand managers, indicates that brand manager human, relational and informational capital influences brand management capabilities and resultant brand performance, and brand manager intangible capital has an indirect effect on brand performance via brand management capabilities. By delineating and operationalizing the intangible capital and capabilities of brand managers, this study provides a theoretical and empirical foundation for future research on brand managers, tools for assessing current brand manager capital and capabilities, and guidance in relation to intangible capital and capabilities needed by brand managers.     

CEO经验及个性对企业动态能力的影响分析

在动态能力的理论框架下,不同CEO的经验和个性对企业运用和发展动态能力的影响不同,现探索不同CEO的经验和个性对企业适应环境变化的战略行为会产生哪些影响。实证研究表明,跨国工作经验和专业领域经验的CEO则对企业运用和发展动态能力具有显著的正向影响。具有外向性、开放性和情绪稳定性特征的CEO对企业运用和发展动态能力具有显著的正向影响。另外,CEO的跨国工作经验和专业领域经验对企业适应环境的变革行为具有调节作用。     

Vital capabilities: a development framework for sexual and gender minorities

ABSTRACT

Recent empirical research has revealed that sexual and gender minorities (SGMs) in all parts of the world face discrimination and disparities in important dimensions of development such as employment, income, education, violence and health. Yet, global human development policy largely overlooks SGMs. This paper seeks to advance the inclusion of SGMs in development discussions by formulating a capabilities approach applicable to SGMs. The paper first proposes a definitional scheme to identify precisely the population at stake, it then reviews psychological frameworks used to understand how sexuality and gender develop in ways that are positive and healthy, as well frameworks used to understand how law and culture restrict the choices and opportunities available to SGMs. Three themes emerge from each of these discussions, each of which underpin a capability vital to freedoms and positive development for SGMs: the capability to form one’s own identity, to engage in expression and expressive activity and to form and participate in relationships.     

快速变化环境下的竞争优势建构机制研究——基于动态能力的视角

互联网的发展大大加快了环境变化的速度。如何在互联网所带来的快速变化环境中，尽可能地维持竞争优势?这成为了当前大多数中国企业无法回避的难题。复合基础观从资源整合的角度提出了基于静态资源的动态竞争优势建构的思路，但缺乏具体的实现路径；动态能力理论虽然从产品架构和操作常规的角度分别为资源的创新与整合提供了框架和操作机制，但是却没有整合这些零散的发现，为快速变化环境下的竞争优势构建提供一个系统性的分析框架。为弥补这一不足，文章通过腾讯和小米的案例研究，结合产品架构和操作常规两种视角，对企业通过动态能力构建快速变化环境下的竞争优势展开讨论。研究显示，企业可以通过不同类型的资源、产品架构和操作常规的动态匹配形成特定的动态能力，进而构建动态的竞争优势。这些结论既为环境快速变化情境下的战略管理提供了理论框架，也从情景化的角度，拓展了资源和动态能力的概念分类及维度。     

“服务中介-企业”互动与科技型小企业知识吸收能力演化动态关系研究

“服务中介-企业”互动与科技型小企业知识吸收能力演化的动态关系需要深入洞察，以便为企业提升知识吸收能力提供指导。因此，提出“服务中介-企业”互动对企业知识吸收能力演化影响的理论框架，建立反映二者关系的系统动力学模型，并运用Venism PLE工具进行模拟仿真。分析结果发现，小企业知识吸收能力演化呈指数型增长特征；“服务中介-企业”互动对科技型小企业知识吸收能力具有促进作用，且有递增的边际贡献。随着互动层次和水平的提高，“服务中介-企业”互动对企业知识吸收能力的提升作用显著增大。“服务中介-企业”互动对企业知识吸收能力演化的作用存在“临界规模”效应。     

组织学习视角下的企业动态能力培育策略

动态能力作为推动企业持续竞争优势形成的根本保障,其本质是组织学习问题。首先介绍了动态能力产生的背景,其次分析了组织学习和动态能力的关系,最后提出了基于组织学习视角的动态能力培育所要进行的文化变革、组织变革、制度变革和技术变革。