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

If we look to the uniqueness of IB/IM scholarship and ask where it stands separate from standard and traditional management and business research we really have only two differentiating, but exceedingly important, factors that justify discussing IB/IM as a separate research paradigm (See, e.g., Devinney, Pedersen, & Tihanyi, 2010).

Introduction to Part II: Do We Do Science? Philosophy and Knowledge in International Business and Management

Specialpædagogik: en grundbog

Language commonality and barriers are often taken as exogenous given variable and independent of the context; however in this chapter we investigate the factors determining perception of language barriers. As such we are responding to the question of when do managers perceive language barriers and which business contexts foster the perception of language barriers and which do not? Language serves different purposes and entails different communicative requirements depending on the context in which it is used. In addition, language has multiple dimensions and we argue that the different dimensions of language vary in their importance depending on the specific context, where the contextual variation in this case is related to the operation mode chosen in the foreign market. More specifically, we argue that language distance (relatedness in language) matters when the firms conduct business abroad through their own employees, while language incidence (accuracy in language) is critical when operating through a local agent. The different use of language implies a need for different language skills. The combination of the operation mode and the availability of people with the needed language skills will affect managers’ perception of language barriers. The hypotheses are tested on a large data set encompassing 390 multinational corporations headquartered in Finland, South Korea, New Zealand, and Sweden that have undertaken a business operation in a foreign country.

How Does the Context of Language Use Affect the Perception of Language Barriers

Network research has yet to determine whether bonding ties or bridging ties are more beneficial for individual creativity, but the debate has mostly overlooked the organizational context in which s...

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Network Structure, Collaborative Context, and Individual Creativity

As the usage of Renewable Energy Sources (RES) in electricity grids increases in popularity, energy flexibility has a crucial role. The most common weaknesses of current flexibility models are: i) being hard-coded for specific devices, ii) not scaling for long time horizons and many devices, iii) losing a lot of flexibility if the model is approximated, and iv) not considering the uncertainty affecting flexibility representations, which causes the model to capture too much excess flexibility when imbalance penalties are high. The FlexOffer (FO) model can perform approximations of flexibility with good accuracy across different devices, and scales well to long time horizons and many devices: this work extends FOs to uncertain FOs (UFOs), which keep the good properties while capturing uncertainty. We show that UFOs are very fast by performing optimization in under 5.27 seconds for a 24 hours time horizon, while exact models use more than 29.05 hours for even a 6 hours 15 minutes time horizon, making them totally infeasible in practice. UFOs can capture more flexibility than other uncertain models: UFOs considering energy dependencies can model flexibility without losses for a charging battery, and retain of the total flexibility for batteries and for EVs when imbalance penalties are high, compared to and respectively for other models. UFOs allow to aggregate up to 6000 loads for up to 96 time units while retaining of the total flexibility: exact models fail already for 330 loads or 21 time units.

Torben Pedersen

Papers

Introduction to Part II: Do We Do Science? Philosophy and Knowledge in International Business and Management

Specialpædagogik: en grundbog

How Does the Context of Language Use Affect the Perception of Language Barriers

Network Structure, Collaborative Context, and Individual Creativity

Uncertain FlexOffers: a scalable, uncertainty-aware model for energy flexibility