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The spatial–temporal conflicts in the construction process of concrete arch dams are related to the construction quality and duration, especially for pouring blocks with a continuous high-strength and high-density construction process. Furthermore, the complicated construction technology and limited space resources aggravate the spatial–temporal conflicts in the process of space resource allocation and utilization, directly affecting the pouring quality and progress of concrete. To promote the high-strength, quality-preserving and rapid construction of dams and to clarify the explosion moment and influence degree of the spatial–temporal conflicts of construction machinery during the pouring process, a quantification method and algorithm for a “Conflict Bubble” (CB) between construction machines is proposed based on the “Time–Space Microelement” (TSM).

First, the concept of a CB is proposed, which is defined as the spatial overlap of different entities in the movement process. The subsidiary space of the entity is divided into three layered spaces: the physical space, safe space and efficiency space from the inside to the outside. Second, the processes of “creation,” “transition” and “disappearance” of the CB at different levels with the movement of the entity are defined as the evolution of the spatial–temporal state of the entity. The mapping relationship between the spatial variation and the running time of the layered space during the movement process is defined as “Time–Space” (TS), which is intended to be processed by a microelement.

The quantification method and algorithm of the CB between construction machinery are proposed based on the TSM, which realizes the quantification of the physical collision accident rate, security risk rate and efficiency loss rate of the construction machinery at any time point or time period. The risk rate of spatial–temporal conflicts in the construction process was calculated, and the outbreak condition of spatial–temporal conflict in the pouring process was simulated and rehearsed. The quantitative calculation results show that the physical collision accident rate, security risk rate and efficiency loss rate of construction machinery at any time point or time period can be quantified.

This study provides theoretical support for the quantitative evaluation and analysis of the spatial–temporal conflict risk in the pouring construction process. It also serves as a reference for the rational organization and scientific decision-making for pouring blocks and provides new ideas and methods for the safe and efficient construction and the scientific and refined management of dams.

Answering the call to study important issues in the real world (Buckley et al., 2017; Delios, 2017; Phan, 2019), and motivated by the trade war between the US and China, the authors look beyond it to examine the more fundamental issues behind it. From a political economy perspective, the authors examine the interplay of government, society and firms in China to identify new phenomena that may impact business with, and research on, China.

A multi-case qualitative method is used to present and analyze evidence and develop our arguments. Specifically, we use scholarly sources, anecdotal evidence, reports, statistics and government documents and policies to support our arguments.

After four decades of economic reform, the Chinese Communist Party (CCP) controls every aspect of the society. Living, working and doing business are not a right but a privilege granted by the party. To a great degree, state-owned firms are business units/subsidiaries, and private/foreign firms are franchisees of the party, with the party leader being the CEO of China, Inc. The interplay between China and other countries is essentially a competition between a huge corporation and other states.

At the firm level, our study suggests that for MNCs dealing with Chinese firms, they need to know that Chinese firms are units of China, Inc. Practitioners should take into account the long-term strategic goals of the CCP as well as business considerations when dealing with Chinese partners or competitors.

At the country level, our study shows that other countries dealing with China must be aware that they are dealing with a huge corporation.

That the CCP runs China as a corporation is a new perspective that will help the international community reexamine global competition.

In this paper, the authors tentatively develop a theoretical model that depicts how the dynamic capabilities of a firm may be driven by three macro-organizational foundations: visionary leadership, organizational culture, and empowered human resources. The authors propose that visionary leaders are the original driver of dynamic capabilities and that visionary leaders create a unique organizational culture and empowered human resources so that their organizations embrace the spirit of entrepreneurship, an orientation toward learning, and a commitment to mission-driven improvement.

The authors use a case of the early success of a highly performing Chinese telecommunication equipment producer, Huawei Technology, to explain the theoretical model that shows how dynamic capabilities are developed as visionary leaders influence firm routines for learning, innovation, and strategic human resource policies, which in turn collectively create and update operational capabilities to deliver directly manipulatable competitive advantages.

The paper concludes by arguing that the sources of dynamic capabilities need not be dynamic. Instead, visionary leadership, organizational culture, and human resource policies are relatively stable factors in comparison with other possible competence-building mechanisms such as innovation or ambidexterity.

The authors’ model provides a direction for firms in high-tech industries to develop dynamic capabilities in order to maintain competitiveness and sustain high performance.

This paper is the first to present three macro-level drivers of dynamic capabilities, and it is also the first to understand the success of Huawei from a dynamic capabilities perspective.

This paper aims to theoretically investigate a knowledge management model from the combined perspective of knowledge acquisition and knowledge application and its effect on organizational performance.

This study reviews prior research on knowledge acquisition and knowledge application, puts forward the concepts of “the extensiveness of knowledge acquisition” and “the concentration of knowledge application” and more importantly proposes an integrated model by combining these two dimensions. Four case examples of enterprises are subsequently described and analyzed to illustrate the sources of knowledge acquisition, the objects of knowledge application and their influences on organizational performance.

Four knowledge management modes and their impacts are confirmed in this study. Specifically, the organization of the turbojet engine mode (high extensiveness of knowledge acquisition and high concentration of knowledge application) can achieve good performance. The pipeline mode (high extensiveness of knowledge acquisition and low concentration of knowledge application) is the second, which has limited influence on good organizational performance. Organizations with the flashlight mode (low extensiveness of knowledge acquisition and high concentration of knowledge application) can achieve limited performance under the appropriate environment. The candle mode (low extensiveness of knowledge acquisition and low concentration of knowledge application) is the worst, performance of which is poor due to the break of the knowledge chain.

This paper holds that organizations should actively use the turbojet engine mode, adopt the pipeline mode and the flashlight mode cautiously, and avoid falling into the candle mode.

To the best of the authors’ knowledge, this study is among the first to propose the concepts of “the extensiveness of knowledge acquisition” and “the concentration of knowledge application,” and provides a combined model for analyzing differences in organizational performance from the perspective of knowledge.

The purpose of this paper is to seek to break the deadlock of the current confrontations between the two powers.

The paper is comparative and theoretical.

The findings suggest that multinational corporations would be put between a rock and a hard place.

Only multi-pronged approaches could be viable to address the issue.

To describe and analyze the implications of the new Measures (the “Measures”) for Cybersecurity Review jointly promulgated on April 27, 2020 by twelve Chinese government departments led by the Cyberspace Administration of China (CAC).

Defines the scope of the Measures, explains the functions and obligations of critical information infrastructure operators (each, a CIIO), outlines the self-assessment and cybersecurity review process and discusses the implications of the Measures for foreign companies doing business in China.

The Measures impose an obligation on CII operators to apply for a cybersecurity review when they intend to procure network products and services that present or may present a national security concern. Such review will focus not only on national security and data leakage concerns, but also on supply-chain security concerns. The cybersecurity review will likely further the decoupling between China and the US.

While the Measures are not formally intended to discriminate against foreign products and services, the promulgation of the Measures will have a significant impact on foreign companies that supply network products or services to CII operators in China.

Practical guidance from lawyers with extensive experience in advising Chinese, US, European and other companies on laws and regulations related to competition, cross-border investments, joint ventures, strategic alliances and international trade matters.

The purpose of this paper is to provide a conceptual framework of staged development that examines strategies of domestic companies, government policies, and impacts of foreign multinational companies (MNCs) at different periods of catch‐up of latecomers.

A multi‐case approach is employed to examine four domestic telecom‐equipment companies that have significant impact on China's telecom‐equipment industry. They are: Huawei Technology Corporation (Huawei), Shenzhen Zhongxin Technology Corporation (ZTE), Datang Telecom Technology Corporation, Ltd (Datang), and Great Dragon Information Technology (GDT).

This paper identifies four distinct stages of the catching‐up process, featuring different institutional environment, government involvement, and the ensuing actions of foreign MNCs and domestic companies. During the initial stage, China's government decision of directly leapfrogging to the most advanced switch equipment had a profound impact, because it led to both heavy reliance on foreign MNCs and the pursuance of switch research and development (R&D) by domestic research institutes and new technology companies. The dominance of foreign MNCs is challenged during the growth stage, because several domestic companies ascended and gained the capability to produce large‐scale, stored program controls and the government directly leveraged support in R&D, marketing, and finance. Although many uncompetitive domestic companies failed during the filtration stage, the management training received from foreign MNCs and newly available financing options provided necessary resources for some domestic companies to survive and expand. Domestic leaders globalized their marketing, production, and R&D functions and to become MNCs themselves in the globalization stage, thus finalizing the catching‐up.

The Chinese experiences shed light on late‐industrialization for other developing economies by suggesting that to catch‐up in high‐tech industries, government can become involved strategically to form a competitive and efficient market environment for innovation.

The paper proposes a new conceptual framework to analyze catching‐up of domestic companies as latecomers. This framework can be used to study catching‐up in other sectors in late‐industrializing countries.

Enterprises build online product community to expect users to contribute: opinion sharing (content contribution) and product consumption (product contribution). Previous literature rarely focused on both. The purpose of this paper is to explain user contribution mechanism by identifying content contribution and product contribution.

This research chose Xiaomi-hosted online product community (bbs.xiaomi.cn) and Huawei-hosted online product community (club.huawei.com) where users can freely share ideas and buy products at the same time. Data were crawled from 109,665 community users to construct dependent variable measurement, and 611 questionnaires were used to verify research hypotheses.

The results indicate that both cognitive needs and personal integration needs have a significant positive impact on browse behavior; social integration needs and hedonic needs have a significant positive impact on content contribution behavior. Browse behavior not only directly affects but also indirectly influences product contribution through content contribution behavior.

Findings of this research provide community managers with useful insights into the relationship between content contribution and product contribution.

This study explains the formation mechanism of user product contribution and reveals the relationship between user content contribution and product contribution in online product community. This paper provides a different way of theorizing user contributions by incorporating uses and gratifications theory into the “Motivation-Behavior-Result” framework.

Using consumer electronics brands as examples, this paper aims to present country-of-origin (COO) as a dynamic concept, by analyzing changes in the representation and perception of the “Made in China” label in Germany.

Building on previous COO research, the study formulates four research questions, which are answered with a comprehensive brand analysis using website, media, and consumer data. Information were collected from 11 Chinese brand websites, 10,681 German media articles and a sample of 490 German consumers. The authors statistically evaluated the survey data and examined the website and media data by means of a qualitative content analysis.

The results of the study show how Chinese brands currently present their COO in Germany and how the perception of “Made in China,” by German media and consumers, has changed to varying degrees. These changes pose marketing challenges for the increasingly prevalent Chinese brands in Germany, which need to be addressed by companies using strategic PR and marketing activities.

This study suggests that COO images should be understood as a dynamic construct, and the multifaceted brand perceptions, including media reports, should be given greater consideration.

International marketers will find information on current country product recognition, and recommendations for the analysis and strategic communication of (Chinese) brands abroad.

This study contributes to COO research by examining the recent status of “Made in China” labels in Germany, focusing on China not as a manufacturing location, but as the home country for branded products. A media analysis is incorporated to add a novel dimension to the examination of brand identity-image gaps.