Introduction

Journal of Management and Governance -     

互联网+“国际双师教学”:促进高等教育国际化发展的新途径

随着中国建设世界一流大学和一流学科的“双一流”水平的不断提高,国际化已经成为中国高等教育的发展战略之一。实现高等教育的国际化,必然需要具有先进的国际教育理念、共享优质的国际教育资源、引进先进的国际课程和高水平的外籍师资。在对中国国内互联网+“双师教学”进行追溯和分析的基础上,提出了互联网+“国际双师教学”这一新的教育模式,旨在期待其可以成为有效促进中国高等教育国际化发展的新途径。     

Statistical testing strategies for assessing treatment efficacy and marker accuracy in phase III trials

When a candidate predictive marker is available, but evidence on its predictive ability is not sufficiently reliable, all‐comers trials with marker stratification are frequently conducted. We propose a framework for planning and evaluating prospective testing strategies in confirmatory, phase III marker‐stratified clinical trials based on a natural assumption on heterogeneity of treatment effects across marker‐defined subpopulations, where weak rather than strong control is permitted for multiple population tests. For phase III marker‐stratified trials, it is expected that treatment efficacy is established in a particular patient population, possibly in a marker‐defined subpopulation, and that the marker accuracy is assessed when the marker is used to restrict the indication or labelling of the treatment to a marker‐based subpopulation, ie, assessment of the clinical validity of the marker. In this paper, we develop statistical testing strategies based on criteria that are explicitly designated to the marker assessment, including those examining treatment effects in marker‐negative patients. As existing and developed statistical testing strategies can assert treatment efficacy for either the overall patient population or the marker‐positive subpopulation, we also develop criteria for evaluating the operating characteristics of the statistical testing strategies based on the probabilities of asserting treatment efficacy across marker subpopulations. Numerical evaluations to compare the statistical testing strategies based on the developed criteria are provided.     

Knowledge Creation within Industrial Systems

Intangible resources are the source of competitive advantage in theknowledge economy. Knowledge and intellectual capital within firms havegathered worldwide attention; theories and methods for knowledgecreation management have been developed for organizations and alliances.Economic reality shows the importance of industrial districts becausesocial systems in districts provide dynamic contexts of multifacetedrelationships. These dynamic contexts or district ba (Japanesefor place) enable firms to create and harness knowledge that resides innetwork relationships.The paper develops a theoretical frame of four kinds of district ba thatsupport four knowledge processes. Organizational networks within andbetween different district ba are conceptualized. The creationof knowledge within district ba is used to analyze differentlevels of interaction between firms in the same or different districtsand in the same or different industries. The case study of the JETROlocal-to-local program between Ishikawa prefecture in Japan and Como andVarese in Italy is used to illustrate the theoretical concepts. Districtba are used to analyze the knowledge creation dynamics withinand between districts and to identify possible strategies for districtgovernance.     

Humanizing strategy

In this article, we apply our latest thinking on knowledge to provide insights on how to reconceptualize strategy to cope with a VUCA world, epitomized recently by COVID-19. We demonstrate that business leaders must draw on phronesis, or practical wisdom, for strategy to become more future-oriented, society-focused, dynamic, and human-centric. Using in-depth case studies, we show how companies will survive in the long run if they start with a moral purpose, and end by offering value to customers, contributing to society, living in harmony with nature, and creating a new and better future. We came up with six practices that enable business leaders to create new and better futures, citing evidences from neuroscience. We conclude that humans should be at the center of strategy, driving future-making with the help of digital-led automation. Reconceptualizing strategy based on this “inside-out” approach, the reward to the company is resilience, longevity, and sustainability.     

The ‘ART' of knowledge:: Systems to capitalize on market knowledge

The authors argue that current knowledge management practice, which focuses on managing explicit data and information technology, is not enough. Tacit knowledge, such as subjective insights or emotions must also be considered.Converting between these forms of knowledge is important, and the concept of ART (action–reflex–trigger) systems is introduced to enable this to take place. ART systems enable companies to implement a multi-dynamic approach to knowledge management.The complex concept of ‘ba' is introduced—a shared mental space for knowledge creation—which provides a foundation for knowledge creation. The authors explore the nature, context and enabling conditions for ART systems and show how ba can be employed in ART systems.A case study—of the Seven-Eleven Japan corporation is presented, whose outstanding success is based on the capitalization of market knowledge, striking a balance between supportive IT and human insight, to achieve a multi-dynamic approach to knowledge management. The company integrates several interlinked ba and ART systems.