战略联盟中的知识共享研究

知识经济时代的到来,知识将取代资本成为重要的资源。本文主要对战略联盟中知识共享(Knowledge Sharing)进行了模型论证,得到了当企业认为合作而获得联盟租金及学习剩余所付的边际成本和为此得到的边际收益相等时,企业不但愿意联合,而且所获得的收益最大的结论;对知识共享策略进行了博弈模型分析,指出企业应该如何进行知识共享,其结论将对企业正确探索战略发展方向提供理论依据。     

The effectiveness of R&D subsidies

In this paper, the effectiveness of R&D subsidies is analyzed in an oligopolistic model that we apply to the cases of international R&D competition and cooperation. We find that the existence of asymmetric information among firms on whether a rival (or partner) is being subsidized or not may play a key role in explaining whether subsidies are effective or not in increasing R&D investments. In particular, it is shown that if the existence of the subsidy is made public (e.g. because strict information release regulation about R&D subsidies is enforced) and depending on the strategic relationship between the firms’ R&D efforts, an R&D subsidy could even hurt the subsidized firm.     

New Networks of Technological Creation in Energy Industries: Reassessment of the Roles of Equipment Suppliers and Operators

Energy industry companies have succeeded in maintaining and even increasing their production of knowledge during the last 15 years (1985/1998) within a financial context of reducing their in-house R&D expenditures. To understand these apparently paradoxical changes, elements of analysis are sought within an evolutionary framework, and especially referring to the related developments to network-firms, user-supplier relationships, and interactive nature of innovation processes. Empirical data are provided on patents granted to a sample of the top 15 world largest companies, both operators and equipment suppliers, and for the oil production and power generation industries. Interpretation of the results suggests that two dynamics ought to be distinguished. On the one side, dynamics of the networks of technological creation are characterized by a movement upstream of the head of the network towards suppliers. On the other side networks of creation of competitive advantages and bargaining power continue to be based on the operators and their strategies of adaptation to the constraints and opportunities of their institutional, financial and competitive environment.     

The need for a strategic approach on the railways to the management of the vehicle–track interface

Network Rail's decision in 2003 to bring track maintenance back in-house was long-overdue recognition that responsibility for safety on Britain's railways cannot be abdicated – but there was more to it than that. The accidents at Hatfield and Potter's Bar (both in Hertfordshire, UK), in particular, had exposed very vividly how privatisation had encouraged each now separated and competing part of the industry to operate in its own interests: records, data and expertise were fragmented, and track and train operators alike each sought to minimise their individual costs in isolation. This paper argues from a systems analysis perspective that, on vehicle and track maintenance at least, the overall costs to the industry are in such circumstances likely to be higher than if the various parties were to work together towards minimising total track and train maintenance costs between them. Far from increasing efficiency, privatisation had the effect of reducing it.     

From innovation to market entry: a strategic management model for new technologies

In this paper, we introduce a new framework that generates a list of strategic actions to support successful management of the innovation process as new technologies are taken to market. The framework links different stakeholders inside and outside the organisation to obtain an holistic view of the requirements necessary to develop the new technology. It integrates and synthesises existing frameworks into an inclusive set of guidelines. The framework is then tested in a case study located in a mid-size semiconductor organisation currently seeking new business opportunities in the emerging photovoltaic market. We conclude by reflecting on the usefulness of the model. Theoretically, the paper contributes to the literature on the management of the introduction of new technologies; practically, the framework provides a normative tool for practising managers.     

Strategic niche management of social innovations: the case of social entrepreneurship

Strategic niche management (SNM), a tool to understand and manage radical socio-technical innovations and facilitate their diffusion, has always departed from a technical artefact. Many radical innovations, however, do not revolve around such an artefact. Social entrepreneurship is a new business model that combines a social goal with a business mentality and is heralded as an important new way to create social value such as sustainability. This study examines if and how SNM can be applied to such a social innovation. It identifies theoretical and practical limitations and proposes solutions. The main conclusion is that SNM can be used to analyse radical social innovation, although it requires rethinking the initial entry point for research and management. Exemplifying quotes are proposed as an alternative. Second, this paper suggests using values to describe niche–regime interaction as a better way to anticipate future niche–regime interactions.     

The effect of competence exploration and competence exploitation on strategic entrepreneurship

Strategic entrepreneurship captures firms’ efforts to simultaneously excel at opportunity seeking and advantage seeking. But little research exists into mechanisms that might facilitate strategic entrepreneurship. Drawing on the twin concepts of competence exploration and competence exploitation, we study their effects on strategic entrepreneurship. Theoretically, the entrepreneurial components of strategic entrepreneurship (an entrepreneurial mindset and creating innovation) should benefit from competence exploration while its strategic components (managing resources strategically and executing competitive advantages) should benefit from competence exploitation, but not vice-versa. Our findings, however, suggest that this theoretical dichotomy does not hold up in practice.     

Developing a model to evaluate the impacts of science,technology and innovation foresight on policy-making

Technology foresight as a policy intelligence tool can offer vital inputs for policy-making in various domains. The relationship between foresight and policy-making has been presented in the literature by the policy-related functions of foresight, but the literature reflects a theoretical gap with the systematic evaluation model for the impact of foresight on policy-making. This research seeks to bridge the existing gap and uses the mixed method for this purpose. The mixed method approach used in this paper is the sequential exploratory design. First, the conceptual model is developed in the qualitative part of this research by using meta-synthesis and constant comparative method (CCM) of analysis. Second, in the quantitative part, quantitative tests are used to evaluate the dimensions and components of the developed theoretical model. The data collection tool is a questionnaire. The results confirm the proposed dimensions of the evaluation model.     

The healthy development of economies: A strategic framework for competitiveness in the health industry

Applying a strategic decision-making perspective on the economics of business, we suggest that a competitive locality in the health industry is one that, relative to other localities, is effective in: (1) providing the healthcare that enables everyone to participate fully in the democratic development of the locality; (2) providing the healthcare that is democratically identified as a direct objective of this development; (3) contributing through the health industry to any other democratically determined objectives of the locality's development. The paper hypothesizes that strategic decision-making in organizations is an especially significant determinant of the impacts of the health industry. We conclude that: (i) a locality that suffers concentration in the power to determine the objectives of its health industry could not be strictly competitive in that industry; (ii) the first best way to achieve competitiveness in the health industry would be to democratize its strategic decision-making. What this would entail in practice is discussed in some detail.     

战略性企业社会责任概念界定与动因分析

本研究认为,战略性企业社会责任可以界定为慈善类社会责任的一种,即企业将善举视为有利于改善企业长期利润和发展的社会责任管理理念和实践。其产生的根本动因是为了保护股东利益的长期最大化,但因长期利益很难量化或验证,所以其驱动力有限。认真研究相关问题,如概念界定、产生动因、存在的问题与未来发展等,对当代中国企业正确认识和管理企业社会责任具有重要的启示意义。