计量经济分析 = Econometric analysis

The Uppsala internationalization process model is revisited in the light of changes in business practices and theoretical advances that have been made since 1977. Now the business environment is viewed as a web of relationships, a network, rather than as a neoclassical market with many independent suppliers and customers. Outsidership, in relation to the relevant network, more than psychic distance, is the root of uncertainty. The change mechanisms in the revised model are essentially the same as those in the original version, although we add trust-building and knowledge creation, the latter to recognize the fact that new knowledge is developed in relationships.

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The Uppsala Internationalization Process Model Revisited: From Liability of Foreignness to Liability of Outsidership

How have Japanese companies become world leaders in the automotive and electronics industries, among others? What is the secret of their success? Two leading Japanese business experts, Ikujiro Nonaka and Hirotaka Takeuchi, are the first to tie the success of Japanese companies to their ability to create new knowledge and use it to produce successful products and technologies. In The Knowledge-Creating Company, Nonaka and Takeuchi provide an inside look at how Japanese companies go about creating this new knowledge organizationally. The authors point out that there are two types of knowledge: explicit knowledge, contained in manuals and procedures, and tacit knowledge, learned only by experience, and communicated only indirectly, through metaphor and analogy. U.S. managers focus on explicit knowledge. The Japanese, on the other hand, focus on tacit knowledge. And this, the authors argue, is the key to their success--the Japanese have learned how to transform tacit into explicit knowledge. To explain how this is done--and illuminate Japanese business practices as they do so--the authors range from Greek philosophy to Zen Buddhism, from classical economists to modern management gurus, illustrating the theory of organizational knowledge creation with case studies drawn from such firms as Honda, Canon, Matsushita, NEC, Nissan, 3M, GE, and even the U.S. Marines. For instance, using Matsushita's development of the Home Bakery (the world's first fully automated bread-baking machine for home use), they show how tacit knowledge can be converted to explicit knowledge: when the designers couldn't perfect the dough kneading mechanism, a software programmer apprenticed herself withthe master baker at Osaka International Hotel, gained a tacit understanding of kneading, and then conveyed this information to the engineers. In addition, the authors show that, to create knowledge, the best management style is neither top-down nor bottom-up, but rather what they call "middle-up-down," in which the middle managers form a bridge between the ideals of top management and the chaotic realities of the frontline. As we make the turn into the 21st century, a new society is emerging. Peter Drucker calls it the "knowledge society," one that is drastically different from the "industrial society," and one in which acquiring and applying knowledge will become key competitive factors. Nonaka and Takeuchi go a step further, arguing that creating knowledge will become the key to sustaining a competitive advantage in the future. Because the competitive environment and customer preferences changes constantly, knowledge perishes quickly. With The Knowledge-Creating Company, managers have at their fingertips years of insight from Japanese firms that reveal how to create knowledge continuously, and how to exploit it to make successful new products, services, and systems.

The knowledge-creating company

The 2008 crash has left all the established economic doctrines - equilibrium models, real business cycles, disequilibria models - in disarray. Part of the problem is due to Smith’s "veil of ignorance": individuals unknowingly pursue society’s interest and, as a result, have no clue as to the macroeconomic effects of their actions: witness the Keynes and Leontief multipliers, the concept of value added, fiat money, Engel’s law and technical progress, to name but a few of the macrofoundations of microeconomics. A good viewpoint to take bearings anew lies in comparing the post-Great Depression institutions with those emerging from Thatcher and Reagan’s economic policies: deregulation, exogenous vs. endoge- nous money, shadow banking vs. Volcker’s Rule. Very simply, the banks, whose lending determined deposits after Roosevelt, and were a public service became private enterprises whose deposits determine lending. These underlay the great moderation preceding 2006, and the subsequent crash.

The Economic Institutions of Capitalism

Knowledge sharing: A review and directions for future research

This volume explores major issues and concepts in the field of international business and management and asks the question 'What is it that we know?' It examines key topics such as multinational enterprise and strategic management theory, post-merger integration, internalizing firms and the strategy-performance relationship.

Philosophy of Science and Meta-Knowledge in International Business and Management

Developing Offshoring Capabilities for the Contemporary Offshoring Organization

Although R&D is at the core of knowledge-intensive industries like Pharma, outsourcing parts of its activities hold considerable efficiency and effectiveness potentials. That means managers must understand, which R&D activities can be outsourced and which need to stay in-house in order to ensure competitiveness. Nevertheless, systematic approaches for understanding the finer details of the decision-making process on R&D outsourcing are lacking. To address this gap, we present a framework developed in the context of a multinational company, Bayer. The combination of literature studies and the study of the decision process in the pharmaceutical division at Bayer HealthCare allows us to unfold an outsourcing process model—the filter approach—that includes appropriate decision phases and proper tools. The underlying logic of the model is that outsourcing decisions are rather a learning process with different stages than a rational one-off decision.

Toward a Flexible Breathing Organization: R&D Outsourcing at Bayer

This paper suggests how a MNC subsidiary’s knowledge outflow can influence its performance. We distinguish between direct costs and opportunity costs. Direct costs are contingent on knowledge types and the lack of appropriate communication channels. Opportunity costs are due to resource-use for knowledge outflows that could have been utilized for the subsidiary’s own business and development activities. Despite costs, increased knowledge inflow and reputation gains induce knowledge outflows. A simultaneous equation model applied to unique data, from a German MNC, HeidelbergCement, shows that costs and benefits incurred have a significant effect on knowledge outflows, which in turn have a significant curvilinear effect on subsidiary performance.

Torben Pedersen

Papers

Philosophy of Science and Meta-Knowledge in International Business and Management

Developing Offshoring Capabilities for the Contemporary Offshoring Organization

Toward a Flexible Breathing Organization: R&D Outsourcing at Bayer

Why do mnc subsidiaries engage in knowledge sharing with other subsidiaries and what are the implications for performance

The Digital Challenge for Multinational Mobile Network Operators. More marginalization or rejuvenation?