Global Strategy Journal最新文献

{"title":"Move fast and break things: Reassessing IB research in the light of the digital revolution","authors":"Julian Birkinshaw","doi":"10.1002/gsj.1427","DOIUrl":"10.1002/gsj.1427","url":null,"abstract":"<div>\u0000 \u0000 \u0000 <section>\u0000 \u0000 <h3> Research Summary</h3>\u0000 \u0000 <p>How has the emergence of born-digital firms such as Facebook and Uber influenced international business (IB) research? In this essay, I outline the distinctive qualities of these firms, in particular their “global by default” mindset, and I discuss how IB research on strategy, organization, and institutional context is evolving to help us understand them better. I argue that some traditional domains of inquiry (e.g., subsidiary role typologies) have become obsolete, while others (e.g., MNC–government relationships) have become more important. There is also scope for developing new theories to explain what we observe, rather than seeking to “shoehorn” new phenomena into our existing schemata.</p>\u0000 </section>\u0000 \u0000 <section>\u0000 \u0000 <h3> Managerial Summary</h3>\u0000 \u0000 <p>“Move fast and break things” was the original motto of Facebook (now Meta), and it is emblematic of how many born-digital firms behave. These firms seek to grow quickly, and they have little regard for international borders, often operating in a global-by-default way. They are, in other words, very different to industrial-era firms that plotted their international expansion in a cautious and sequential way. In this essay, I discuss whether our existing IB theories—which were developed during the industrial era—are still fit-for-purpose in an economy increasingly dominated by born-digital firms.</p>\u0000 </section>\u0000 </div>","PeriodicalId":47563,"journal":{"name":"Global Strategy Journal","volume":"12 4","pages":"619-631"},"PeriodicalIF":7.6,"publicationDate":"2022-01-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48342804","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Institutions and entrepreneurship in a non-ergodic world","authors":"Dan Li,&nbsp;Michael A. Hitt,&nbsp;Bat Batjargal,&nbsp;R. Duane Ireland,&nbsp;Toyah L. Miller,&nbsp;Alvaro Cuervo-Cazurra","doi":"10.1002/gsj.1425","DOIUrl":"10.1002/gsj.1425","url":null,"abstract":"<div>\u0000 \u0000 \u0000 <section>\u0000 \u0000 <h3> Research Summary</h3>\u0000 \u0000 <p>This special issue advances the global strategy and entrepreneurship fields by providing a better understanding of the linkage between institutions and entrepreneurship. We provide an overview of existing literature in three key research areas: (a) the impact of institutions (types and complexity) on entrepreneurship, (b) the effect of institutional evolution (overall evolution and interplay among institutions) on entrepreneurship, and (c) the coevolution of institutions and entrepreneurship. We introduce the eight articles appearing in this special issue, examine the relationship between institutions and entrepreneurship in a non-ergodic world, and highlight meaningful and promising avenues for future research in each of the three key research areas in the domain of institutions and entrepreneurship.</p>\u0000 </section>\u0000 \u0000 <section>\u0000 \u0000 <h3> Managerial Summary</h3>\u0000 \u0000 <p>This study clarifies the complex relationship between institutions (the rules and norms that govern economic transactions) and entrepreneurship. Our discussion of existing literature, special issue articles, institutions and entrepreneurship in a world of significant change, and several promising avenues for future research highlights to entrepreneurs and their stakeholders the critical role that institutions play in entrepreneurial strategies and actions in three ways. First, the types of institutions and their complexity in a location alter entrepreneurs' incentives and ability to create new ventures. Second, the continued changes in institutions - some in favor of free-market relationships and others restricting them - alter entrepreneurs' behaviors. Third, the entrepreneurial spirit and the creation of new ventures can drive the transformation of institutions that govern future market transactions.</p>\u0000 </section>\u0000 </div>","PeriodicalId":47563,"journal":{"name":"Global Strategy Journal","volume":"11 4","pages":"523-547"},"PeriodicalIF":7.6,"publicationDate":"2021-11-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46823949","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Complexity offering opportunity: Mutual learning between Zhejiang Geely Holding Group and Volvo Cars in the post-acquisition process","authors":"Anna Jonsson,&nbsp;Jan-Erik Vahlne","doi":"10.1002/gsj.1424","DOIUrl":"10.1002/gsj.1424","url":null,"abstract":"<div>\u0000 \u0000 \u0000 <section>\u0000 \u0000 <h3> Research Summary</h3>\u0000 \u0000 <p>While much of the literature on complex global environments builds on studies of multinationals from mature markets, little is known about how firms from emerging markets understand and cope with complexity. This paper builds on a longitudinal case study of Zhejiang Geely Holding Group (ZGH) in the post-acquisition process of Volvo Car Group (VCG) and its efforts to learn how to learn in order to catch up with the internationalization process as means for developing capabilities and compete in the global automotive industry. Building on the Uppsala model, we contribute with insights how an emerging market multinational understands complexity and organize the post-acquisition process to explicitly emphasize the importance of mutual learning to develop and exploit opportunities to improve the business.</p>\u0000 </section>\u0000 \u0000 <section>\u0000 \u0000 <h3> Managerial Summary</h3>\u0000 \u0000 <p>A key finding is that ZGH does <i>not</i> understand complexity only as a risk that should be coped with, managed and controlled—following the western idea of risk management—but also as an opportunity for learning. While the importance of knowledge management and organizational learning is often emphasized as a means to achieve competitive advantage, it is seldom as easily managed in practice. Building on insights from ZGH we illustrate that to enable knowledge development and mutual learning, top-management from the acquiring firm needs to emphasize learning and trust the acquired firm rather than controlling it. It is equally important that the acquired firm trust the intentions of the new owner and reflect on the interest in learning—not least to improve and remain valuable.</p>\u0000 </section>\u0000 </div>","PeriodicalId":47563,"journal":{"name":"Global Strategy Journal","volume":"13 3","pages":"700-731"},"PeriodicalIF":7.6,"publicationDate":"2021-11-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/gsj.1424","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48687402","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Directionality matters: Board interlocks and firm internationalization","authors":"Harun Emre Yildiz,&nbsp;Sergey Morgulis-Yakushev,&nbsp;Ulf Holm,&nbsp;Mikael Eriksson","doi":"10.1002/gsj.1423","DOIUrl":"10.1002/gsj.1423","url":null,"abstract":"<div>\u0000 \u0000 \u0000 <section>\u0000 \u0000 <h3> Research Summary</h3>\u0000 \u0000 <p>This paper examines an understudied aspect of network relationships—that is, direction of relational ties. Tie direction is important since it can shape when and how firms can benefit from the international experience of other firms. We focus on a specific type of network relationship—that is, interlocking directorates, which provides a clinical context to study directionality. We show that, due to their higher familiarity, identification, and executive power, focal firm directors serving in other firms' boards (i.e., outgoing ties) are more beneficial for utilizing partners' international experience. However, outside directors sitting on the boards of focal firms (i.e., incoming ties) can bring more useful first-hand experience and facilitate international expansion once these ties get stronger. Theoretical and practical implications of these results are discussed.</p>\u0000 </section>\u0000 \u0000 <section>\u0000 \u0000 <h3> Managerial Summary</h3>\u0000 \u0000 <p>As they grow internationally, firms need to manage risks and uncertainties of doing business abroad. In this regard, they can potentially benefit from the international experience of other firms in their network. We show how firms can realize these benefits by means of interlocking ties (i.e., shared board memberships). To that end, we examine the directionality of interlocking ties. Specifically, we argue that a firm's ability to utilize partners' experience for its own international expansion is greater when its directors sit on the boards of other firms (so-called outgoing ties) compared to when other firms' directors sit on its own board (so-called incoming ties). However, experience coming through incoming ties is more effective for a firm's international expansion once these ties get stronger.</p>\u0000 </section>\u0000 </div>","PeriodicalId":47563,"journal":{"name":"Global Strategy Journal","volume":"13 1","pages":"90-110"},"PeriodicalIF":7.6,"publicationDate":"2021-10-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/gsj.1423","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43322813","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Chief executive officer power and initial public offering underpricing: Examining the influence of demand-side cultural power distance","authors":"Ryan Krause,&nbsp;Juanyi Chen,&nbsp;Garry D. Bruton,&nbsp;Igor Filatotchev","doi":"10.1002/gsj.1422","DOIUrl":"10.1002/gsj.1422","url":null,"abstract":"<div>\u0000 \u0000 \u0000 <section>\u0000 \u0000 <h3> Research Summary</h3>\u0000 \u0000 <p>Initial public offering (IPO) underpricing reflects the inability of early investors to capture the full value of an entrepreneurial firm. IPO firms can potentially limit underpricing by signaling wealth protection through lower chief executive officer (CEO) power. Such signaling is particularly challenging for many IPO firms, though, because for those doing business in high-power-distance cultures, CEO power can also signal wealth creation, making CEO power a mixed signal for IPO investors. Drawing on signaling theory, we argue that CEO power is positively associated with IPO underpricing, but this relationship weakens for IPO firms doing business in countries with high cultural power distance because the information signaled becomes less clear. The signaling impact of both CEO power and demand-side cultural power distance weakens, however, when underwriter reputation offers a substitute signal.</p>\u0000 </section>\u0000 \u0000 <section>\u0000 \u0000 <h3> Managerial Summary</h3>\u0000 \u0000 <p>This research offers new knowledge for IPO corporate governance practitioners, such as entrepreneurs, venture capitalists, underwriters, and regulators. Specifically, our research demonstrates that the power dynamic in the upper echelons has implications for demand-side legitimacy or making U.S.-listed firms more legitimate with international customers. As a result, stockholders and securities analysts who balk at the consolidation of CEO power should consider the potential benefits that such consolidation of power might grant the firm when competing in different cultural environments associated with foreign markets.</p>\u0000 </section>\u0000 </div>","PeriodicalId":47563,"journal":{"name":"Global Strategy Journal","volume":"11 4","pages":"686-708"},"PeriodicalIF":7.6,"publicationDate":"2021-10-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41796343","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Time to change lanes: How pro-market reforms affect informal ventures' formalization speed","authors":"David H. Weng,&nbsp;Seung-Hyun Lee,&nbsp;Yasuhiro Yamakawa","doi":"10.1002/gsj.1421","DOIUrl":"10.1002/gsj.1421","url":null,"abstract":"<div>\u0000 \u0000 \u0000 <section>\u0000 \u0000 <h3> Research Summary</h3>\u0000 \u0000 <p>We argue that pro-market reforms encourage informal ventures to obtain formal registration quickly by altering the relative costs and benefits of joining the formal sector. We furthermore contend that this reform effect is shaped by several contextual factors such that venture embeddedness and market position increase the costs of leaving the informal sector, weakening the effect of pro-market reforms. Although foreign competition may make the formal sector more competitive and dampen the effect of pro-market reforms, larger informal economy may induce informal ventures to stay put. Results based on a sample of multicountry ventures support our arguments, suggesting that pro-market reforms can speed up informal ventures' formalization processes.</p>\u0000 </section>\u0000 \u0000 <section>\u0000 \u0000 <h3> Managerial Summary</h3>\u0000 \u0000 <p>We analyze the relationship between pro-market reforms and informal ventures' formalization speed. We find that pro-market reforms compel informal entrepreneurs to seek the benefits and to move to the formal sector quickly. Also, more embedded ventures and ventures with larger market positions are less responsive to pro-market reforms as these ventures incur higher costs in leaving the informal sector. Since strong foreign competition makes the formal sector less attractive for nondominant entities, informal ventures may find pro-market reforms less attractive in countries with heightened foreign competition. Ventures in countries with more intense foreign competition are less susceptible to the effect of pro-market reforms. Overall, while pro-market reforms provide ample incentives to formalize, informal ventures are not uniformly incentivized to do so given these contingences.</p>\u0000 </section>\u0000 </div>","PeriodicalId":47563,"journal":{"name":"Global Strategy Journal","volume":"11 4","pages":"767-795"},"PeriodicalIF":7.6,"publicationDate":"2021-10-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48545246","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Are governance mode and foreign location choices independent?","authors":"Michael J. Leiblein,&nbsp;Marcus M. Larsen,&nbsp;Torben Pedersen","doi":"10.1002/gsj.1420","DOIUrl":"10.1002/gsj.1420","url":null,"abstract":"<div>\u0000 \u0000 \u0000 <section>\u0000 \u0000 <h3> Research Summary</h3>\u0000 \u0000 <p>This article explores the relationship between organizational governance and location choices. While the existing literature provides significant intuition regarding the factors that influence these choices, it often assumes that governance and location choice are independent from one another. This article tests the veracity of this assumption in the global semiconductor industry. We report evidence of significant correlations across choices regarding how to govern and where to locate production, evidence of a reciprocal relationship between governance and location choices, and evidence suggesting how interdependence between governance and location choices affects the stability of relationships highlighted by extant theories. We conclude with implications for future theoretical and empirical research based on the existence of these interdependent effects.</p>\u0000 </section>\u0000 \u0000 <section>\u0000 \u0000 <h3> Managerial Summary</h3>\u0000 \u0000 <p>Managers face difficult choices when deciding how to organize the performance of an activity. They must choose whether to outsource an activity by balancing the potential benefits of a supplier's lower costs or knowledge against the costs of diminished coordination and control. They must also choose where to perform an activity by considering the benefits of locally bound expertise as well as potential costs associated with cultural, legal, and social barriers. While prior research has often addressed these issues by assuming that these choices are independent, this paper demonstrates that governance and location choices are interdependent and that each choice reciprocally affects the other. It concludes by suggesting managers utilize an expanded governance-location choice set when evaluating where and how to manage their core activities.</p>\u0000 </section>\u0000 </div>","PeriodicalId":47563,"journal":{"name":"Global Strategy Journal","volume":"12 2","pages":"273-307"},"PeriodicalIF":7.6,"publicationDate":"2021-09-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42933129","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Does fairness narrow the gap? Effect of procedural justice on MNE attention disparity","authors":"David H. Weng,&nbsp;Hsiang-Lin Cheng","doi":"10.1002/gsj.1415","DOIUrl":"10.1002/gsj.1415","url":null,"abstract":"<div>\u0000 \u0000 \u0000 <section>\u0000 \u0000 <h3> Research Summary</h3>\u0000 \u0000 <p>Earlier studies have suggested that multinational enterprise (MNE) subsidiaries may receive unequal attention from headquarters, but have not yet thoroughly examined either this issue or potential mechanisms that may ameliorate the situation. Our study contends that procedural justice helps bridge an MNE's attention gap as perceived by subsidiaries. We further posit that this proposed effect would be moderated by several contextual factors including subsidiary capability, subsidiary initiative, MNE internationalization, and MNE scope. An assembled sample of MNEs headquartered in Taiwan supports our predictions. These findings have important implications for both the attention-based view of the firm and headquarters–subsidiary relationships.</p>\u0000 </section>\u0000 \u0000 <section>\u0000 \u0000 <h3> Managerial Summary</h3>\u0000 \u0000 <p>MNEs often allocate unequal attention among their overseas subsidiaries. Yet the means of addressing this potential attention disparity remains underexplored. We contend that developing a set of fair, transparent, and unbiased procedures within an MNE can help address this issue. Results based on a sample of MNEs based in Taiwan support this argument. These analyses also suggest that the effect of procedural justice would be weakened when subsidiaries are more capable and demonstrate greater initiative. In contrast, the impact of procedural justice will be strengthened for highly internationalized MNEs. Our findings offer crucial practical implications for MNEs to allocate attention among and manage their subsidiaries.</p>\u0000 </section>\u0000 </div>","PeriodicalId":47563,"journal":{"name":"Global Strategy Journal","volume":"13 1","pages":"147-175"},"PeriodicalIF":7.6,"publicationDate":"2021-09-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1002/gsj.1415","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47978928","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"The moderating role of polycentric institutions in the relationship between effectuation/causation logics and corporate entrepreneur's decision-making processes","authors":"Ivan Garrido,&nbsp;Sílvio Vasconcellos,&nbsp;Kadígia Faccin,&nbsp;Jefferson Marlon Monticelli,&nbsp;Caroline Carpenedo","doi":"10.1002/gsj.1419","DOIUrl":"10.1002/gsj.1419","url":null,"abstract":"<div>\u0000 \u0000 \u0000 <section>\u0000 \u0000 <h3> Research Summary</h3>\u0000 \u0000 <p>This study analyzes how firms respond to institutional polycentrism, a governance system that emerges from multiple and independent centers of power that interact to determine and regulate an evolutionary overarching comprehensive social system of rules. We propose that institutional polycentrism moderates corporate entrepreneurs' decision-making processes. We conducted a case study at a multinational corporation over four decades of internationalization using process data analysis. We found that institutional polycentrism determines a calibration between causation and effectuation logics. The study offers two contributions: (a) expanding the explanatory power of institutional polycentrism by understanding how it moderates the corporate entrepreneur's decision-making process in polycentric institutional contexts and (2) proposing a relatively novel contingency dimension of the effectuation versus causation and establishing new boundary conditions of the effectuation versus causation.</p>\u0000 </section>\u0000 \u0000 <section>\u0000 \u0000 <h3> Managerial summary</h3>\u0000 \u0000 <p>This study analyzes the decision-making process of corporate entrepreneurs of a multinational steel producer throughout its internationalization trajectory. The article highlights that decisions based on rules established with past experience are unsuitable in contexts characterized by a multiplicity of foreign institutional forces. The joint interaction of these forces on the firm induces corporate entrepreneurs to respond to such pressures under a new, more flexible, and experimental approach. Finally, the results indicate that institutional multiplicity generates a kind of calibration between these decision-making approaches, contributing to innovation processes in the company.</p>\u0000 </section>\u0000 </div>","PeriodicalId":47563,"journal":{"name":"Global Strategy Journal","volume":"11 4","pages":"740-766"},"PeriodicalIF":7.6,"publicationDate":"2021-08-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1002/gsj.1419","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46677656","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Speed of institutional change and subsidiary performance: The moderating impact of home and host country learning","authors":"Lucio Fuentelsaz,&nbsp;Elisabet Garrido,&nbsp;Minerva González","doi":"10.1002/gsj.1416","DOIUrl":"10.1002/gsj.1416","url":null,"abstract":"<div>\u0000 \u0000 \u0000 <section>\u0000 \u0000 <h3> Research summary</h3>\u0000 \u0000 <p>This research examines the role played by home and host country learning in the relationship between the speed of institutional change and subsidiary performance. We posit a negative relationship between the speed of institutional change in the host country and subsidiary performance. We also argue that this relationship is contingent on the institutional learning that parent multinationals (MNEs) have previously attained in other countries. By integrating the dynamic institution-based view and the organizational learning literature, our analysis highlights the key role that abilities and skills developed by MNEs to face rapid institutional changes have on the host countries in which they operate. We test our theoretical model using a sample of 342 subsidiaries from 68 MNEs operating in emerging and developed economies during 2001–2017.</p>\u0000 </section>\u0000 \u0000 <section>\u0000 \u0000 <h3> Managerial summary</h3>\u0000 \u0000 <p>MNEs regularly face institutional changes in both home and host countries. However, institutions evolve at different speeds. According to previous studies, the performance of subsidiaries is threatened when institutional changes happen quickly. MNEs need to develop the ability to help their subsidiaries face changes immediately and with no loss of performance. Our research shows that MNEs can learn from prior rapid institutional changes in the home and host countries and transfer this knowledge to their subsidiaries so that they can be more equipped to deal with it in the future.</p>\u0000 </section>\u0000 </div>","PeriodicalId":47563,"journal":{"name":"Global Strategy Journal","volume":"12 1","pages":"163-195"},"PeriodicalIF":7.6,"publicationDate":"2021-08-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1002/gsj.1416","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46905395","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}