Crossing the chasm with beacon products in the portable music player industry

Firms competing in new product categories face great technical and market uncertainty as they try to move from early adopters to mainstream markets (83, 93 and 111). While the management literature identified several factors that may contribute to adoption, the role of specific product models has been understudied. To address this gap, we studied portable digital music players (MP3 players) from 1987–2006 and tested the role of specific product models in market takeoff, convergence and product category evolution. We introduced the concept of beacon product, defined as a specific product model that has great appeal to customers and sends a strong signal about what they want.     

Co-production and self-service: The application of Service-Dominant Logic

Abstract

Service-Dominant Logic (S-D logic) theory and related literature is reviewed to demonstrate S-D logic's potential to provide new insights for understanding an important contemporary issue in service delivery: the application of self-service technology (SST) to customer service. S-D logic considers operant resources to be the key to gaining a competitive advantage. Consequently, the most important aspect of the application of SST is the requirement for the customer to provide the operant resource at the point of transaction. It is argued that the implementation of SST could be improved by encompassing an understanding of the resources available to the customer and the value (or lack of value) experienced by the customer in using SST. Gaps in existing knowledge are identified, particularly in relation to the application of SST in business-to-business (B2B) contexts. An agenda for further research is outlined and a range of management implications are discussed.     

How do consumers co-create their experiences? An exploration in the heritage sector

Abstract

Whilst the body of work around co-creation has grown, co-creation continues to be considered from a value perspective with key questions, such as what is actually being co-created, remaining unanswered. This article moves beyond value to experiences and explores co-creation of the consumption experience. The research examines the manifestations and antecedents of co-creation of the consumption experience from a consumer angle and presents a co-creation framework. Customer critic analysis with consumers from two exemplar heritage organisations is used to investigate co-creation. The findings illuminate three facets of co-creation: co-production, engagement, and personalisation. This paper addresses a gap in Service-Dominant Logic theory, arts/heritage, and broader marketing literature by distinguishing between co-creation of value and co-creation of the consumption experience and proposing a definitive conceptualisation of the latter. The proposed model progresses the co-creation discussion to an empirical level and provides a foundation for future research.     

基于神经网络的综合方法的研究

对神经网络与其它智能控制技术相结合进行了综述,主要有神经网络与模糊逻辑技术、小波分析、可拓理论、遗传算法和混沌等技术相互结合从而形成新型神经网络。进而概述了小波网络、模糊网络、模糊小波神经网络、遗传神经网络、混沌神经网络和开拓神经网络等模型的研究现状,并展望了今后的发展趋势。     

不同所有制企业创新主体地位评价——规模与效率双重视角的研究

推动企业成为创新决策、研发投入、科研组织和成果应用的主体，是实施创新驱动发展战略的关键。针对企业创新主体地位较难衡量且缺乏考虑企业创新效率的问题，从规模视角入手，基于创新价值链分析，通过区分企业所有制性质，研究企业创新主体地位评价指标体系和评价方法。同时，结合BCC-DEA模型和DEA-Malmquist指数，从创新效率角度系统探讨企业创新主体地位。以上海为例的实证结果表明，上海企业在研发投入端的创新主体地位相对突出，但呈不断弱化趋势，尤其是R&D经费增长显著落后于科研机构和高等院校；在以发明专利为代表的产出端，企业创新主体地位尚不明显，且同样存在比重下滑迹象。外资企业年度创新效率表现最优，内资企业处于明显劣势，但得益于技术效率增长，科技创新全要素生产率保持年均微幅增长，而港澳台商投资企业创新效率存在递减态势。最后提出加强科技资源配置、挖掘科技产出、加大科技成果转化力度等建议。     

多重制度逻辑交互关系如何影响持续性变革过程？—基于云南农垦集团20年政企分离转型纵向案例分析

在更加动态和复杂的背景下,持续性变革取向的价值更加凸显.本文采用案例研究方法,以一家国有组织20年政企分离转型的过程为分析对象,尝试探究持续性变革的动力来源及过程机制.结合多重制度逻辑理论,研究发现小社会逻辑和市场逻辑是组织政企分离过程中最突出的两种制度逻辑.多重制度逻辑交互关系与持续性变革状态转换之间的具体关系如下:①受到外部环境影响,市场逻辑迅速提升对内部小社会逻辑产生挤压,两种制度逻辑之间的冲突显性化促使组织从"解冻"状态进入"冻结"状态,随后转向"再平衡"的变革状态;②组织内部小社会逻辑的回顾使得制度逻辑之间的冲突性逐渐减弱,兼容性逐渐凸显,推动组织由"再平衡"状态转向"解冻"状态;③多重制度逻辑交互关系的不断转换为组织持续性变革提供情景动力.研究结合组织内外部因素对持续性变革的驱动情景进行了有益探索,丰富了组织变革理论研究,同时为当前背景下企业变革和创新实践提供启示.     

高成长企业主导逻辑与价值共创适配演化——小米纵向案例研究

在创业和战略研究领域，关于高成长企业如何在动荡竞争环境下通过不断调整策略扩大规模并维持快速增长这一问题，学者们具有不同的洞见。采用纵向单案例研究方法，以北京小米科技有限责任公司为研究对象，基于企业成长过程视角，探索高成长企业在不确定性环境下通过互动合作与资源整合实现主导逻辑转变、追求独特成长模式的过程。结果发现：①机会窗口和成长压力驱动企业高成长，其主导逻辑经历从爆品逻辑、平台逻辑到生态逻辑的演化过程；②高成长企业成长过程中，历经个体、组织和生态间价值共创，具体表现为从交互式价值共创到赋能式价值共创最终转变为开放式价值共创；③基于“认知—行为”逻辑，高成长企业主导逻辑、价值共创方式与成长轨迹存在适配关系，爆品逻辑依靠交互式价值共创突破资源约束，平台逻辑通过赋能式价值共创激活冗余资源，生态逻辑利用开放式价值共创摆脱资源依赖。结论有助于拓展高成长企业发展理论，促进高成长过程中企业认知与行为匹配。     

赋权改革背景下职务科技成果共同所有权的行使逻辑

赋予科研人员职务科技成果所有权的改革举措，开辟了促进科技成果转化的新路径。赋权之后职务科技成果共有权如何行使，成为当前学界和实务界关注的焦点。总结我国职务科技成果赋权共有在权源、主体、客体、程序等方面的特殊性，阐释职务科技成果共有权的规范行使要求，强调职务科技成果共同所有权行使目标的协调，进而揭示职务科技成果共同所有权行使的典型风险。研究发现：事前的风险防范需优化权属自治，引导科研人员和单位在赋权协议标准条款的基础上进行更加充分与细致的协商；事中的风险防范需加强动态管理，建立沟通交流渠道以促进协同防范；事后的风险防范需厘清各方主体的责任，落实风险共担以回应权责利的统一。     

显性差异特征的铁路客运产品谱系设计研究

长期以来,我国铁路客运产品谱系化特征不明显,在铁路网规模扩大、运营场景复杂的背景下,越来越难以适应日益增长和复杂的旅客异质性出行需求。在阐述国外铁路客运产品谱系化特征和做法的基础上,分析我国铁路客运产品分类的适应性,以及新时代背景下铁路客运产品实现谱系化的紧迫性和必要性;基于我国铁路设施设备条件、经营管理方式和列车开行特点,借鉴国外成熟经验,提出以“车-流”匹配效益最优为目标的客运产品谱系化设计思路和谱系结构框架,对巨量复杂需求用有限品类列车分类匹配运输资源、服务水平、客流组织、行车组织等内容,对推动铁路客运产品从“弱差异化”谱系特征向“显性差异”谱系特征转变具有重要意义。     

The era of Omni-learning: Frameworks and practices of the expanded human resource development

According to the ever-changing organizational environment, we also adopt an ever-expanding HRD in contents and scope. Focusing on the drivers of the recent HRD reforms, the growing demand for organizational agility and holistic capabilities of human resources is driving the need for change, and the pandemic crisis is pushing the revolutionary changes of HRD. Such trends of the expanded HRD can be characterized as a ‘march toward Omni-learning’. In specific, there are at least four noticeable and intertwined waves of HRD reforms toward Omni-learning: (1) embracing holistic capabilities such as benchmarking, modeling, forecasting, and backcasting (BMFB); (2) integrating working and learning by promoting on-the-job learning (OJL), on-the-life learning (OLL), and on-the-life training (OLT); (3) standardizing communication tools such as LMF (logic tree; multi-dimensional matrix/map; flowchart) and EEOSP (everything/everyone on the same page); and (4) diversifying communication space-time across diverse places (close; remote) and times (synchronized; a-synchronized). And all the HRD waves are commonly facilitated and promoted by technological breakthroughs of artificial intelligence (AI) and the metaverse. Beyond the current innovations of HRD, no one would be certain about the answer to the question “What’s next?”. But what is certain is that HRD will continue to be deepened and widened as long as human resources are needed to respond to the ever-changing organizational environment.