Customer-to-customer exchange: Its MOA antecedents and its impact on value creation and loyalty

Value creation through customer-to-customer exchange occurs when the perceived benefits of a company’s offering are increased as a result of customers’ interaction with one another. C2C exchange exists in a wide variety of service environments, both online and face-to-face. Drawing on the motivation, opportunity, and ability (MOA) framework, this research presents and tests a theoretical model that examines antecedents and outcomes of C2C exchange in the context of face-to-face networking behaviors at professional association meetings. Data were obtained from a survey of conference attendees, and the hypotheses were tested using moderated regression and path analysis. The results show a three-way interaction effect among the MOA factors, that the MOA model does predict the level of C2C exchange, and that C2C exchange does enhance service value perceptions and customer loyalty intentions.     

论商业秘密及其在企业中的保护

在市场经济条件下,商业秘密给企业带来的经济效益已日趋明显。在明确了商业秘密的概念、范围及类型后,认真审视企业保护商业秘密的现状,加强商业秘密的保护,对提高企业在市场经济中的竞争力十分必要。     

基于隐性知识价值的产业集群创新优势研究

通过对隐性知识"粘滞性"特点的把握,分析了产业集群有利于技术创新的内在机理,指出产业集群是隐性知识的栖息地。这为获取隐性知识提供了"集体学习"的平台,并降低了隐性知识的不确定性。     

Conflict management capabilities in franchising

Conflicts are common in franchising, however, they become dysfunctional above a certain threshold. Our aim is to understand how conflict management processes and, in particular, problem solving, persuasion, bargaining and politics, are developed and implemented within franchise chains and how they contribute to franchisors’ organizational capabilities. We do so through a qualitative study based on 44 in-depth interviews with franchisors and franchisees operating in France. Our main findings show that the implementation of these conflict management processes over time and with various franchisees nurture conflict management capabilities of franchisors.     

Licensing Tacit Knowledge: Intellectual Property Rights And The Market For Know-How

Technology transfer involves more than just the permission to use knowledge covered by patents; the transfer of know-how is critical to the successful utilization of the transferred technology. However, know-how is typically difficult to codify, costly to transfer, and hence, difficult to contract upon. Using a principal-agent model I show that simple arms length contracts can accomplish the transfer know-how. The key to the success of arms length contracts is the complementarity between know-how and patents. The model explains why patents and know-how are bundled together in licensing contracts. It shows why licensing has limitations as a strategy for appropriating rents from innovation. The paper points to the key role that patent scope plays in determining the efficiency of know-how transfer and shows that broader patents can improve the efficiency of technology transfer, even when important components of the technology (know-how) are not protected by patents.