企业集团的投资安排

讨论了企业集团内的投资安排问题 ,针对一个成员企业申请投资的情况 ,分别建立了静态博弈模型和动态博弈模型 ,深入分析了模型结果 ,并给出了企业集团投资安排的建议 ;针对多个企业申请投资的情况 ,设计了诱导机制 ,并证明了它在优化集团投资安排上的有效性     

企业的模糊动态边界与企业集团

在研究了企业边界特征的基础上从边界演化的角度论证了企业的边界是模糊逻辑表示的动态边界,而正是企业边界的模糊性和动态性导致了企业的集团化行为,探讨了用模糊逻辑表示的企业集团的定义.     

企业的模糊动态边界与企业集团——对企业集团的本质的探讨

在研究了企业边界特征的基础上从边界演化的角度论证了企业的边界是模糊逻辑表示的动态边界 ,而正是企业边界的模糊性和动态性导致了企业的集团化行为 ,探讨了用模糊逻辑表示的企业集团的定义     

Corporate governance as custodianship of the business model

Recently businesses have been encouraged to discuss their business models in their annual reports as a means of communicating their future intentions to readers of their financial statements. At the same time, corporate governance has continued to be a focus of attention. In this paper we set out the view that a useful way of regarding corporate governance is that of custodianship of the business model—by which we mean that the directors are responsible for sustaining and developing a company’s business model. A comparison of corporate governance and the activities required to sustain and develop the business model shows them to be essentially the same. A business model view has the advantage that it unifies the compliance and monitoring aspects of governance with the advisory and strategy-setting roles of directors, roles that have sometimes been seen as conflicting. Viewing corporate governance from a business model perspective highlights aspects of board responsibilities that are not explicitly recognised in the UK Corporate Governance Code and may have been neglected in the prevailing emphasis on compliance, but which are intimately connected to both network relationships and corporate culture which are now becoming a source of concern.     

From social ties to embedded competencies: the case of business groups

Our current views of economic competition are still rooted in the imagery of the isolated firm that transacts with its buyers, suppliers, and competitors via largely anonymous factor and product markets. Yet this view is fundamentally at odds with the growing importance of business groups in the global economy. We thus need a reconceptualized version of our idea of economic competition, which is capable of explaining competitive advantage at the group-versus-group rather than firm-versus-firm level of analysis. In the present paper we build on insights derived from organizational sociology and organizational economics to develop a business group-level theory of competition and competitive advantage based on embedded competencies.

Beyond the purely commercial business model: Organizational value logics and the heterogeneity of sustainability business models

The business model has been conceived as a commercial logic of value proposition, creation, exchange and capture. However, its underlying conceptual structure of an organizational value logic holds promise also for application beyond a purely commercial context, for partially commercial and even noncommercial organizations. This paper unlocks this potential by conceptualizing homogeneous and heterogeneous organizational value logics shaped by a variety of institutional logics. Homogeneous value logics are dominantly shaped by individual institutional logics, such as the value logic of businesses shaped by an institutional logic of the commercial market, or that of a churches shaped by an institutional logic of religion. Heterogeneous value logics, however, are co-shaped by two or more institutional logics. The application of these concepts is exemplified in the context of sustainability business models, which are built on a heterogeneous value logic that combines elements from commercial, sustainability, welfare and government logics. The paper contributes to the business model discussion by extending it to partially commercial and noncommercial organizations; by creating a conceptual space between value logics and institutional logics; and by proposing the meta-logic of value proposition, creation, exchange and capture, a novel analytical tool for the study of organizations shaped by plural institutional logics.     

The dark side of business model innovation

Existing literature has tended to focus on the positive benefits and outcomes of business model innovation (BMI), despite emerging evidence that BMI can also have a dark side, with negative consequences. We systematically review the existing BMI literature, articulating it around three clusters of negative consequences: those affecting the firm as an entity; those affecting the firm's stakeholders; and those that are specific or context-dependent. In a similar fashion, we identify the driving factors and circumstances leading to these negative consequences and group them into four clusters: (1) managerial choices and processes, and three underpinning circumstances that influence such choices or processes; (2) trade-offs between the new and current business models; (3) managers’ ability to manage BMI; and (4) context within which BMI is situated. The paper provides the first attempt to gather prior research on the phenomenon and thereby develop a conceptual understanding of the dark side of BMI. Furthermore, by proposing a model that explains how the dark side of BMI may occur, we inform ongoing debates on the theorization of the consequences that may derive from BMI and how these can be managed to support firms’ innovative growth, arguing how the disruptive innovation literature can only partially explain the phenomenon. Second, our model provides important foundations to further distil the complex link between BMI and performance. Finally, we suggest a number of future research avenues, accounting for different dimensions of the phenomenon.     

Managerial sensemaking of interaction within business relationships: A cultural perspective

In this study, we take the perspective of the individual manager in order to understand the role of culture in managerial sensemaking on interaction within business relationships. Extant literature has found business-to-business relationships and interaction between managers to be an essential part of conducting business. However, it has mostly ignored the role of culture in the process. This has not accounted for the possibility that managers with different cultural backgrounds may differently make sense about business interactions.     

Countervailing institutional forces: corporate governance in Turkish family business groups

This longitudinal study investigates the impact of national and international pressures to improve corporate governance in an emerging economy from an institutional theory perspective. Recently, family business groups (FBGs), the dominant form of organizing in emerging economies, have been criticized by policy makers for their poor governance structures. A common recommendation to FBGs has been increasing the number of independent, outsider directors on their boards. Thus, change in the board compositions of the quoted subsidiaries of the six biggest FBGs is analyzed over 2002–2006. One-way-ANOVA and t-tests were used as statistical tools. Findings reveal that there has not been a statistically significant change in board compositions over the research period. FBGs were found to resist institutional pressures through ‘avoidance’, ‘defiance’ and “manipulation” strategies due to the absence of coercive pressures and multiple forms of ‘institutional work’ for change.     

Cognitive antecedents of business models: Exploring the link between attention and business model design over time

A firm's ability to conceive performance-enhancing business models (BMs) has become a cornerstone of competitive advantage. There is consensus that external triggers spur such BM change, but the literature has remained silent on the role of internal and cognitive antecedents such as managerial attention. In our inductive case study of four corporate spin-offs, we find that top management teams (TMTs) with a specific set of attention patterns are more likely to develop performance-enhancing BM designs. However, our findings provide evidence that specific attention foci are not sufficient to enhance particular BM designs, as it is also a matter of the intensity of attention. We further find that, over time, TMTs attention patterns shift and cause changes in BM designs. The emergent theoretical framework highlights that attention is an antecedent in explaining BM designs.     

PSS business model conceptualization and application*

The discussion about business models has gained considerable attention in the last decade. Business model frameworks have been developed in the literature as management methods helping companies to comprehend and analyse their current business logic and guide the deployment of new strategies. In response to calls for a deeper understanding of the application of a business model approach to product-service systems (PSS), this study develops a two-level hierarchical framework that (i) includes a set of components with pertinent, second-order variables to take into account when undergoing the shift from products to solutions; (ii) supports industrial companies, especially SMEs, in designing their future business model and in consistently planning the actions needed to implement it. The framework was applied and refined within real-life settings. The application to KINE – a robot solutions supplier – shows how key challenges faced by servitization firms may be thoroughly addressed through the adoption of a business model perspective.     

商业集团从属企业合法性双元与成长绩效关系

根据商业集团从属企业双重身份的特点,分析了其合法性的双元属性,并提出了合法性双元的概念． 在此基础上,文章将合法性双元解构为平衡和联合两个维度,分别分析了两者与从属企业成长绩效之间的关系,以及他们对从属企业成长产生作用的内在机理． 实证结果表明资源获取对联合维度与从属企业成长绩效的关系具有显著的中介作用,而平衡维度与成长绩效的关系未得到实证支持． 文章还进一步探讨了对合法性双元与从属企业资源获取关系的调节性因素,实证结果表明环境不确定性正向调节联合维度与资源获取的关系,而对平衡维度与资源获取的关系具有反向调节作用; 环境包容性反向调节联合维度与资源获取的关系,而对平衡维度与资源获取的关系具有正向调节作用．     

Concepts travelling across disciplinary fields: the case of the business model

Journal of Management and Governance - Since the beginning of the 2000s, the concept of Business Model has been explored by scholars from a broad range of business studies and particularly those in...     

The effect of knowledge collaboration on business model reconfiguration

This study examines whether and to what extent the presence and intensity of knowledge collaboration across different partners affects business model reconfiguration (BMR). We build on the business model (BM) literature and operationalize BMR by introducing the presence and intensity of collaboration and firm size effects as main explanatory factors in affecting the propensity of incremental and radical BMR. We analyze a large sample of UK firms during 2002–2014 to capture the effect of knowledge collaboration and firm size on BMR. Positively incremental forms of BMR will be influenced by the presence and intensity of knowledge collaboration, while radical forms of BMR are affected by the intensity of collaboration with customers and the collaboration with suppliers by large firms. Furthermore, firms of different sizes do not equally benefit from knowledge collaboration with suppliers for both incremental and radical BMR, while they do equally benefit from collaboration with other partner types.     

Leveraging global sources of knowledge for business model innovation

This article explores the concept of leveraging global knowledge for business model innovation, whereby knowledge is transferred across space and firm boundaries for the reconfiguration of an incumbent firm's business model. Considering the implications of an ever-increasing fragmentation of global value chains and the associated dispersion of global knowledge sources, we propose that supply chain partners at foreign locations can provide valuable knowledge that incumbents can leverage to change their business model. Integrating insights from global supply chain, business model, and organizational learning literature, we theorize and empirically test how different organizational capabilities enable firms to acquire knowledge from foreign partners, integrate external with internal knowledge, transform knowledge through experimentation, and finally apply global knowledge in the form of business model innovation. We conclude with suggestions for future research.     

Diagnosis related groups: product line management within hospitals.

The hospital is viewed as a human service enterprise whose primary function is the provision of diagnostic and therapeutic medical services. Its products are the specific sets of services provided to individual patients. A system for defining hospital products based on the characteristics of patients receiving similar sets of services has been developed and is referred to as Diagnosis Related Groups (DRGs). The system is described, and its implications for improved hospital management are discussed.     

A co-utility approach to the mesh economy: the crowd-based business model

We explore the mesh economy applications of co-utility, a new concept describing self-enforcing and mutually beneficial interactions among self-interested agents. We show that the crowdsourcing market is naturally co-utile (without additional incentives). Furthermore, we analyze the investment crowdfunding industry and propose solutions that can neutralize the fear and mistrust effects underlying its market in order to make it strictly co-utile. Up on our analysis under the co-utility framework, we corroborate that collaboration is always rationally sustainable, as long as the system is co-utile and that all co-utile outcomes are Pareto-optimal; but not all Pareto-optimal outcomes are co-utile. In addition, reciprocity and hybridity equilibrium are compatible with co-utility in specific cases at which they provide Pareto-optimal outcomes. This methodology of analysis within the framework of co-utility can be extended beyond the crowd-based business models and promises to significantly contribute to economic theory.     

Planning training programmes to support business initiatives: a model for business and training partnership

The ‘Model for Business and Training Partnership’ (MBTP) draws upon insights of HRD and adult education programme-planning scholars, integrating training and development processes with a typical business-planning model. It is a practical, client-focused programme-planning model designed to promote strategic alliances between the HRD practitioner and business manager at all levels and development phases. The model may be utilized on a cross-functional group project for implementation of a customer relationship management (CRM) system or other large system change initiative within a large organization. This model has not been tested empirically.