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

Innovating Organization and Management: Figures

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Road Weather Modelling System: Verification for 2005-2007 Road Weather Seasons

As the chapters in this volume emphasize, the access to local resources in a given host country is not a free-for-all. Although the LOF has traditionally been understood as a phenomenon related to firms' performance in local markets, implicitly evoking a market-seeking motivation for entry, it applies equally well to strategic asset seeking (Dunning, 1993). Hence, foreign firms might suffer from discrimination and uncertainty relative to incumbent firms also in their attempts to get access to local resources such as labor and knowledge. The first chapter in this second section, by Nachum (‘Home-based Advantages and a Hierarchy of Location Resources: Foreign and Local Firms Dependency on Location Resources’), demonstrates these points and estimates a hierarchy of resources that differ in their degree of accessibility to foreign firms and fungibility within internal MNE networks. If the LOF thus inhibits MNEs' attempts to use LSA as a source of local competitiveness, we might assume a relationship of the form LSAM = LSA0(1 − e LOF), where e 0 captures, for lack of a better term, the local ‘resource embeddedness’, i.e. the extent to which local incumbents have an unfair advantage in sourcing LSA. These local firms, in contrast, do not suffer a penalty like the MNEs do and can freely access the local resources, so that LSAL = LSA0.

Torben Pedersen

Papers

Innovating Organization and Management: Figures

Road Weather Modelling System: Verification for 2005-2007 Road Weather Seasons

Introduction to Part II: Dynamics of Globalization: Location-Specific Advantages or Liabilities of Foreignness?

From In-House to Joint R&D: The Way Forward for Nokia Denmark

Managing Hidden Costs of Offshoring: Learning to Achieve System Integration