Search results

This paper aims to explore the condition under which a multinational company’s organizational headquarters influences its development of a localized overseas product.

Drawing on interviews with members at a Japanese multinational company’s headquarters, the authors’ analysis shows two invisible bottlenecks in the headquarters organization: the psychological resistance of the headquarters’ engineers and a lack of communication channels between the headquarters and overseas units.

The authors’ analysis shows two invisible bottlenecks in the headquarters organization: the psychological resistance of the headquarters’ engineers and a lack of communication channels between the headquarters and overseas units.

The authors’ research provides a rare glimpse into the ways that the conditions of local knowledge and foreign subsidiaries and the organizational conditions of home country headquarters are intertwined with one another during a period of product development.

After three decades of development, the Chinese electric vehicle industry became the world’s largest electric vehicle market in 2015. However, little is understood about how the Chinese electric vehicle industry, as a latecomer in this strategic newly emerged industry, could catch up with international incumbents. The purpose of this paper is to study how the windows of opportunity emerge and interactively influence the catch-up process of Chinese electric vehicle industry.

This paper conducted a case study to examine how Chinese electric vehicle latecomers use the windows of opportunity along with the development of a sectoral system of innovation to reduce the gaps.

The results indicate that windows of opportunity appeared in the introduction stage (2005) and the transition from the introduction stage to the growth stage (2015) because of the sectoral changes in technologies, demand, policies and the interaction among these factors. Domestic electric vehicle latecomers currently follow the catch-up pattern of duplication, creative imitation and innovation.

To capture the previous windows of opportunity, domestic electric vehicle latecomers rely on technology transfer through international joint ventures, government support and local advantages from cheap labor. To seize future windows of opportunity, apart from progressively accumulating innovation capabilities, it is also essential for managers to recognize, break through and extend the windows of opportunity by anticipating and monitoring the process of changes of the sectoral system.

This paper provides a fine-grained study on how latecomers in a new industry with emerging markets can seize windows of opportunities to catch up with the international leaders.

This study aims to investigate the historical technological catch-up processes with particular attention to the role of windows of opportunity (WoO). As Industry 4.0 becomes the benchmark of many latecomer countries, this paper may provide guidelines to both policymakers and business practitioners. For clarifying how to catch up with the incumbents and leaders, the authors summarize the lessons based on the historical observations to conclude the pathways for latecomers who aim to reduce the gaps to leaders and manage catch-up. This study enriches the literature of catch-up from a holistic view with fresh insights into how and where to catch up.

The authors analyze the technological catch-up processes emerged in advanced industrial powers, newly industrialized countries (NICs) and emerging economies (EEs). By categorizing the countries into three kinds, they summarize the processes of catch-up along with the industry evolutions. Moreover, they explore how WoO may facilitate the catch-up processes from one stage to the next in above-mentioned categories. Doing so helps to further examine how technological catch-up and WoO interplay and differ among countries. Then, the authors further investigate the latecomers and incumbents and conclude the target choosing, path setting and direction selecting when implementing a catch-up strategy.

This study shows that technological catch-up emerged first in advanced industrial powers (AIPs), then in NICs and recently in EEs. Technological catch-up processes in AIPs and NICs take longer time than those in EEs. WoO from policy, market and technology usually collaboratively facilitate the technological catch-up processes in AIPs and NICs. However, in EEs, single WoO can lead to a successful catch-up. The authors further summarize the directions and pathways of catch-up: AIPs and NICs are normally considered by some latecomers to catch up with, while EEs are not.

This study is among the first to systematically review the historical developments of industry evolutions by focusing the technological catch-up based on the different categories of countries: AIPs, NICs and EEs. Moreover, the authors are also among the first few integrating the WoO and technological catch-up processes in different kinds of countries. To the best of the authors’ knowledge, they are also one of the pioneers who highlight the directions and pathways of latecomers and target choosing to catch up with. They also explore the possibility of selecting EEs as catch-up targets.

Many public sector organizations have shown a consistent lack of capability to execute their strategic plans compared with private sector organizations. This failure explains why most public sector organizations are grappling with the dynamics of the twenty-first century in service delivery. Further, the strategy execution gap is vast in the public sector organizations than in the private sector organizations. The purpose of this paper is built based on the curiosity to develop a conceptual model that can close the strategy execution gap in public sector organizations.

The research adopted a qualitative research design, particularly, a case study research design approach as an ideal tool to conduct a holistic and in-depth survey of the trends in strategy execution in the public sector.

From the findings of the study, it has been found that five out of the nine strategy execution components that were investigated showed higher scores. These strategy execution components perceived to be vital by this study and were integrated into the MERIL-DE model, which will significantly contribute to closing the strategy execution gap in the public sector.

This research was built based on the curiosity to develop a conceptual model, the MERIL-DE model that can close the strategy execution gap in public sector organizations.

Buoyed by the desire to reduce carbon dioxide emissions and develop sustainable urban transportation, the dockless bike-sharing industry boomed in China during 2017–2018. To the surprise of the stakeholders, this industry dramatically ebbed in 2019. The dockless bike-sharing system deviated from a problem-solver to a troublemaker in a very short period. The oversupplied and excessively discarded shared bikes caused a big waste of resources and serious pollution to the environment. In this paper, the decision-making of the key players of the industry, i.e. business operators, investors, customers and government, is analyzed through the lens of the cognitive bias. This paper aims to illuminate the process of how this innovative transport solution turned to a disastrous ending, which caused damage to urban environment and financial loss to investors.

In this study, a qualitative analysis based on the rich secondary data sources is conducted. A rich amount of qualitative data including news reports, government policies, consulting reports and companies’ annual reports etc. were collected.

The study shows, in the product introduction period, the government, business operators, investors and consumers fell into the cognitive bias. They over focused on the positive side such as high-tech, eco-friendly, convenient image of the dockless bike-sharing solution. Thereby, the key stakeholders made irrational decisions in product adoption and management. This study moves toward increasing key stakeholders’ awareness of the imperative to reduce these biases when promoting eco-innovations. This study also recommends a prudent attitude with a rational and comprehensive thinking style in dealing with eco-innovation and the emerging sharing economy.

To solve the cognitive biases, this study recommends that people use rational decision-making style to examine and adopt the dockless bike-sharing solutions. Practical recommendations to tackle the existing recycling crisis of the dockless bike-sharing industry are also discussed.

This paper aims to develop a quality evaluation model for artificial intelligence (AI)-based products/services that is applicable to startups utilizing AI technology. Although AI-based service has risen dramatically and replaced many service offerings, in reality, startups are rarely to develop and evaluate AI services. The features of AI service are fundamentally different from the properties of existing services and have a great influence on the customer's service selection.

This paper reviews startups' development process, existing quality evaluation models and characteristics of services utilizing AI technology, and develops a quality evaluation model for AI-based services. A detailed analysis of a survey (application of the model) on customer satisfaction for AI speakers is provided.

This paper provides seven key features and 24 evaluation items for evaluating AI-based services.

This paper contributes to the growing need for methodologies that reflect the new era of AI-based products/services in quality evaluation research.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Efficiency in both planning and implementation impact on the overall performance of any strategy. Execution is often below standard though, particularly where public sector firms are concerned. But strong leadership can provide the necessary guidance and serve as a driving force to effectively align all the other key components and significantly improve the outcome as a result.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Synthesizing from the institutional theory and social network theory, this study investigates factors influencing green innovation performance in new ventures.

The findings show that the dimensions of internal social network; heterogeneous network and tie strength have significant positive effects on proactive environmental strategy based on a sample of 300 new ventures in China.

The results further support the mediating role of proactive environmental strategy on internal organizational networks and green innovation performance of new ventures. The study further investigated the moderating role of the regulatory quality as a dimension of institutional environment in China. The results show that the regulatory quality positively moderates the relationship between proactive environmental strategy and green innovation performance. Policy and managerial implications are further discussed.

Over the past 20 years, green innovation has increasingly attracted the attention of policymakers and scholars. However, most studies have focused on mature ventures, and little attention has been given to how newly established ventures attain green innovation performance.