Global Strategy Journal最新文献

{"title":"Geographical reconfiguration in global value chains: Search within limited space?","authors":"Carlos Rodriguez,&nbsp;Luciano Ciravegna,&nbsp;Bent Petersen","doi":"10.1002/gsj.1441","DOIUrl":"10.1002/gsj.1441","url":null,"abstract":"<div>\u0000 \u0000 \u0000 <section>\u0000 \u0000 <h3> Research summary</h3>\u0000 \u0000 <p>Negative performance feedback in offshoring service activities entices firms to undertake geographical reconfiguration of their global value chains (GVCs) as a substitute for, or complement to, change of governance modes, decomposition of offshored activities, or shift of local service providers. In this study, we build on performance feedback theory and the concept of problemistic search to examine the extent to which firms move offshored service activities to new countries when facing negative performance gaps. We also examine if these relocations take place within a search space limited by the managers' cognitive span. We formulate a set of hypotheses revolving around this idea of search within a limited space. Our hypotheses are supported when tested on a sample of global sourcing projects undertaken by 223 firms between 1995 and 2012.</p>\u0000 </section>\u0000 \u0000 <section>\u0000 \u0000 <h3> Managerial summary</h3>\u0000 \u0000 <p>The essence of reconfiguration is the continuous search for efficient combinations of functions, local service providers (when functions are outsourced), governance modes, and—in our case—locations. Limiting the search for improved combinations to fewer locations entails a higher dependence on these locations maintaining the country-location-specific advantages that made them attractive in the first place. It is thus possible that multinational enterprise (MNE) managers who reconfigure their GVC in a geographically bounded way in the long run will struggle to compete with MNEs that search for optimality within a broader range of locations as possible remedies for the GVC operations that experience negative performance gaps.</p>\u0000 </section>\u0000 </div>","PeriodicalId":47563,"journal":{"name":"Global Strategy Journal","volume":"13 2","pages":"440-482"},"PeriodicalIF":7.6,"publicationDate":"2022-05-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/gsj.1441","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48769150","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":"In the name of national security: Foreign takeover protection and firm innovation efficiency","authors":"Wei Shi,&nbsp;Boshuo Li","doi":"10.1002/gsj.1440","DOIUrl":"10.1002/gsj.1440","url":null,"abstract":"<div>\u0000 \u0000 \u0000 <section>\u0000 \u0000 <h3> Research Summary</h3>\u0000 \u0000 <p>This study investigates the influence of foreign takeover protection triggered by investment-related national security screening laws and regulations on firm innovation efficiency. Drawing on agency theory, we argue that an increase in foreign takeover protection can lead to a reduction in innovation efficiency—the amount of innovation output relative to innovation input—by encouraging managerial entrenchment that can result in ineffective allocation and use of R&amp;D resources. Such effects are weaker in the presence of monitoring from external governance actors—dedicated institutional investors and financial analysts. Using the enactment of the Foreign Investment and National Security Act in the United States as our empirical context, we find support for our arguments.</p>\u0000 </section>\u0000 \u0000 <section>\u0000 \u0000 <h3> Managerial Summary</h3>\u0000 \u0000 <p>Many countries have enacted investment-related national security screening laws and regulations to protect domestic high-tech firms from foreign acquisitions. Although the goal of these laws and regulations is to retain the country's leadership position in global innovation, it may unintendedly lead to a reduction in firm innovation efficiency—the effectiveness in transforming innovation input to output—by encouraging managerial entrenchment that can give rise to ineffective allocation and use of R&amp;D resources. Such effect is weaker when other external governance actors, such as dedicated institutional investors and financial analysts, impose stronger monitoring on managers. Our arguments are supported by empirical analyses in the context of the enactment of the Foreign Investment and National Security Act in the United States.</p>\u0000 </section>\u0000 </div>","PeriodicalId":47563,"journal":{"name":"Global Strategy Journal","volume":"13 2","pages":"391-419"},"PeriodicalIF":7.6,"publicationDate":"2022-05-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47039584","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":"Global strategy collections: Emerging market multinational enterprises","authors":"Torben Pedersen,&nbsp;Stephen Tallman","doi":"10.1002/gsj.1439","DOIUrl":"10.1002/gsj.1439","url":null,"abstract":"<div>\u0000 \u0000 \u0000 <section>\u0000 \u0000 <h3> Research Summary</h3>\u0000 \u0000 <p>This first collection of articles for global strategy focuses on the relatively new phenomenon of Emerging Market Multinational Enterprises (EMNEs). The first topic to draw real attention to articles in <i>Global Strategy Journal</i>, the study of EMNEs challenges many assumptions about what characteristics make a firm a successful MNE and forces a reconsideration of fundamental questions in strategic management. The articles in the collection provide a good introduction to the topic, but there is much more research on the topic in a variety of journals for those scholars considering the EMNE as a topic for their own research.</p>\u0000 </section>\u0000 \u0000 <section>\u0000 \u0000 <h3> Managerial summary</h3>\u0000 \u0000 <p>In the last couple of decades, we have seen the emergence of EMNEs that are competing globally. This primer on EMNEs points at the specificities of EMNEs including their ownership-specific advantages, their pattern of internationalization, their innovation strategies for catching-up, and not least how their ownership and the home conditions in less developed countries alter their behavior. These are important factors that serve to help scholars to understand the strategies and actions of EMNEs and how they gain their competitive strengths on the global scene.</p>\u0000 </section>\u0000 </div>","PeriodicalId":47563,"journal":{"name":"Global Strategy Journal","volume":"12 2","pages":"199-208"},"PeriodicalIF":7.6,"publicationDate":"2022-04-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/gsj.1439","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43944475","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":"Rent appropriation in global value chains: The past, present, and future of intangible assets","authors":"Peter J. Buckley,&nbsp;Roger Strange,&nbsp;Marcel P. Timmer,&nbsp;Gaaitzen J. de Vries","doi":"10.1002/gsj.1438","DOIUrl":"10.1002/gsj.1438","url":null,"abstract":"<div>\u0000 \u0000 \u0000 <section>\u0000 \u0000 <h3> Research Summary</h3>\u0000 \u0000 <p>The argument of this article is that global strategy research should devote greater attention to rent appropriation in global value chains (GVCs). We discuss the concept of intangible assets, emphasize their scalability at low marginal cost and highlight strategies for the appropriation of rents from these assets. Returns captured by intangible assets are shown to be much greater than those captured by tangible assets in GVCs of manufactured products. Regions in the world are found to be specializing in different GVC stages, with China rising as a key location for rent generation in upstream and production activities. We conclude that the rents from intangible assets are major drivers of economic development and of corporate success and offer insights into rent appropriation trends in the future.</p>\u0000 </section>\u0000 \u0000 <section>\u0000 \u0000 <h3> Managerial Summary</h3>\u0000 \u0000 <p>Intangible assets include computerized information (such as databases and software), innovative property (such as patents, trademarks, and copyrights), and economic competencies (such as brand equity and organizational capital). Our analysis shows that the returns to intangible assets in the GVCs of manufactured goods have risen substantially in importance over the past 20 years. A further finding is that within GVCs, the rent share of upstream stages has been increasing at the expense of rents shares of both the production and downstream stages. These findings suggest that the effective deployment, management, and protection of intangible assets is of critical importance to the ability of firms to create and maintain sustainable competitive advantages in global markets. In GVCs, intangibles matter, big time!</p>\u0000 </section>\u0000 </div>","PeriodicalId":47563,"journal":{"name":"Global Strategy Journal","volume":"12 4","pages":"679-696"},"PeriodicalIF":7.6,"publicationDate":"2022-03-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/gsj.1438","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48478378","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":"The importance of rare events and other outliers in global strategy research","authors":"Paul W. Beamish,&nbsp;Vanessa C. Hasse","doi":"10.1002/gsj.1437","DOIUrl":"10.1002/gsj.1437","url":null,"abstract":"<div>\u0000 \u0000 \u0000 <section>\u0000 \u0000 <h3> Research Summary</h3>\u0000 \u0000 <p>Rare events and other nonerror outliers (such as the COVID-19 pandemic) are important phenomena in global strategy contexts. Despite their salience, however, they have hardly been studied systematically in our field (or organizational research at large). We suggest that this is due to a dominance of the Gaussian paradigm, which (often unrealistically) assumes linearity and independence of observations. Moreover, case-based qualitative studies which offer contextualization have been underrepresented. We thus call on researchers to abolish the practice of habitually discarding outliers, reflect on nonnormal distributions, and pursue more qualitative studies. Journal editors and reviewers should widen their assumptions regarding “acceptable” papers and reflect on the requirement of contributing to big “T” theories. Finally, PhD training should juxtapose fundamental paradigms and associated implications for epistemological choices.</p>\u0000 </section>\u0000 \u0000 <section>\u0000 \u0000 <h3> Managerial Summary</h3>\u0000 \u0000 <p>Extreme occurrences, such as organizational crises, recessions, or pandemics, are challenges most practitioners deal with and worry about. Understanding their determinants, characteristics, and dynamics allows for heightened vigilance, preparedness, and ultimately performance. Yet, much of global strategy research (and organizational research at large) has focused on “average” phenomena, based on methodologies that assume bell-shaped distributions and independent observations. In this note, we argue that this is not a realistic way to think about most social phenomena. In fact, most are characterized by their high degree of interdependence among elements, as well as a relative commonness of “rare” events and outliers. As a result of embracing the reality of nonnormality, scholars will be able to offer more relevant guidance to practitioners.</p>\u0000 </section>\u0000 </div>","PeriodicalId":47563,"journal":{"name":"Global Strategy Journal","volume":"12 4","pages":"697-713"},"PeriodicalIF":7.6,"publicationDate":"2022-03-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/gsj.1437","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43234135","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":"International experience and imitation of location choices: The role of experience interpretation and assessment and its board-level microfoundations","authors":"Ettore Spadafora,&nbsp;Claudio Giachetti,&nbsp;Makafui Kwame Kumodzie-Dussey,&nbsp;B. Elango","doi":"10.1002/gsj.1428","DOIUrl":"10.1002/gsj.1428","url":null,"abstract":"<div>\u0000 \u0000 \u0000 <section>\u0000 \u0000 <h3> Research summary</h3>\u0000 \u0000 <p>Drawing on the information-based imitation and information-processing perspectives, we examine how experience interpretation and assessment—and in particular its board-level microfoundations—affects the relationship between a firm's international experience and its decision to imitate the market leader's location choices. Our results show that the negative relationship between international experience and imitation of location choices is positively moderated by board turnover, board age, and board equity ownership but not influenced by board gender diversity. These findings advance our understanding of the interplay between information-based motives for imitation and firms' information processing and organizational learning. Specifically, we contribute to research on the effect of international experience on firms' mimetic behavior by pointing out the relevance of experience interpretation and assessment from a microfoundations perspective.</p>\u0000 </section>\u0000 \u0000 <section>\u0000 \u0000 <h3> Managerial summary</h3>\u0000 \u0000 <p>Our study provides indications for executives attempting to predict competitors' global strategy. When it comes to location choices, we find that companies with less international experience are more likely to follow the market leader, while those internationally experienced are more likely to follow their own path. Moreover, lower board turnover, relatively younger directors, and smaller equity ownership can favor the articulation and exploitation of the lessons offered by prior international experiences, thus further reducing the company's inclination to imitate the leader's location choices. Firms seeking an independent path toward internationalization can therefore use corporate governance—and in particular board-level factors—to enhance their ability to interpret and assess their international experience.</p>\u0000 </section>\u0000 </div>","PeriodicalId":47563,"journal":{"name":"Global Strategy Journal","volume":"13 1","pages":"111-146"},"PeriodicalIF":7.6,"publicationDate":"2022-03-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46813922","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":"Navigating the paradox of global scaling","authors":"Esther Tippmann,&nbsp;Sinéad Monaghan,&nbsp;Rebecca A. Reuber","doi":"10.1002/gsj.1435","DOIUrl":"10.1002/gsj.1435","url":null,"abstract":"<div>\u0000 \u0000 \u0000 <section>\u0000 \u0000 <h3> Research summary</h3>\u0000 \u0000 <p>Much global strategy research explores the management of competing strategic demands. Although these demands vary by a firm's context, the focus has been largely on established long-lived multinational enterprises (MNEs) that are not based on digital technologies. There is thus a need to extend theory to take into account the co-existence of rapid growth and digitization, a condition which is increasingly prominent. This study of globally scaling digital firms shows that they navigate the paradoxical demands of replication, to achieve frictionless rapid growth, and entrepreneurship, to innovate and remain competitive. We provide a theoretical model, which shows how MNEs navigate this global scaling paradox through a virtuous cycle of identifying innovations that can be replicated. Surprisingly, given the ease of modifying digital products and services, navigating the global scaling paradox involves minimizing local responsiveness, which is regarded as antithetical to replication. This research also builds insights on the global strategies of digital firms.</p>\u0000 </section>\u0000 \u0000 <section>\u0000 \u0000 <h3> Managerial summary</h3>\u0000 \u0000 <p>Many digital firms strive to scale globally to achieve market dominance in competitive, fast-paced industries, but only a few succeed. Studying software-as-a-service firms that have successfully scaled globally, we illustrate that the core demands of global scaling are replication and entrepreneurship. Although contradictory, both demands need to be satisfied in tandem. Leaders of globally scaling firms can achieve this through a strategy that sustains three interrelated mechanisms: top-down replication, bottom-up entrepreneurial orientation, and replicable innovation generation to engender and screen replicable ideas. These mechanisms represent a virtuous cycle through which globally scaling digital firms can revise their global business model in a replicable way in order to sustain competitiveness.</p>\u0000 </section>\u0000 </div>","PeriodicalId":47563,"journal":{"name":"Global Strategy Journal","volume":"13 4","pages":"735-773"},"PeriodicalIF":7.6,"publicationDate":"2022-03-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/gsj.1435","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46922326","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":"The MNE and its subsidiaries at times of global disruptions: An international relations perspective","authors":"Klaus E. Meyer,&nbsp;Chengguang Li","doi":"10.1002/gsj.1436","DOIUrl":"10.1002/gsj.1436","url":null,"abstract":"<div>\u0000 \u0000 \u0000 <section>\u0000 \u0000 <h3> Research Summary</h3>\u0000 \u0000 <p>The global economy has recently entered a period of disruptions, increasing barriers to cross-border business and potentially inhibiting the merits and legitimacy of integrated global strategies. We explore how three major disruptions in the global economy (reduced people mobility, divergent national regulatory institutions, and anti-globalization populism) affect the strategies of multinational enterprises, and, in particular, the role of their foreign subsidiaries. These external disruptions call for a reassessment of theories regarding the nature of global strategy and the interaction between businesses and their political environment. Specifically, we argue that the international relations perspectives of realism, liberalism, and constructivism help explain the nature of the disruptions, and hence can inform strategy scholarship in explaining and examining strategic responses to such external disruptions.</p>\u0000 </section>\u0000 \u0000 <section>\u0000 \u0000 <h3> Managerial Summary</h3>\u0000 \u0000 <p>Firms establish subsidiaries abroad in order to exploit the opportunities of globalization to the benefit of their shareholders and other stakeholders. However, the global economy has recently entered a period of disruptions that include reduced people mobility, divergent national regulatory institutions, and increased anti-globalization populism. We argue that these disruptions will not only create new operational challenges for global strategies and new needs for local adaptation but may even challenge the legitimacy of global business models. We turn to political science for explanations and find that three paradigms of international relations offer contrarian predictions not only on the big disruptions but also on the ability of MNEs to influence political processes driving the disruptions.</p>\u0000 </section>\u0000 </div>","PeriodicalId":47563,"journal":{"name":"Global Strategy Journal","volume":"12 3","pages":"555-577"},"PeriodicalIF":7.6,"publicationDate":"2022-03-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/gsj.1436","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43664294","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":"Do I see what you see? Institutional quality, action observability, and multimarket contact in the global mobile phone industry","authors":"Claudio Giachetti,&nbsp;Joseph Lampel,&nbsp;Ergun Onoz","doi":"10.1002/gsj.1433","DOIUrl":"10.1002/gsj.1433","url":null,"abstract":"<div>\u0000 \u0000 \u0000 <section>\u0000 \u0000 <h3> Research Summary</h3>\u0000 \u0000 <p>Drawing on signaling theory and the international business literature that addresses the role of institutions, we argue that multinational enterprises (MNEs) that use multimarket contact (MMC)—that is, meet the same competitors in multiple countries—to reduce rivalry in a given country, will have their actions and performance influenced by the institutional quality of that country. More specifically, we contend that action observability is the mechanism that explains why institutional quality facilitates an MNE's use of MMC with competitors in a host country. We also contend that an MNE's ability to successfully reduce rivalry with host country competitors via MMC is contingent on the institutional quality distance between the MNE's home and host country. We test our hypotheses with data from the mobile phone industry.</p>\u0000 </section>\u0000 \u0000 <section>\u0000 \u0000 <h3> Managerial Summary</h3>\u0000 \u0000 <p>MNEs often meet the same rivals simultaneously in multiple countries, a phenomenon known as market overlap or MMC. Prior studies have found that MMC deters rivals from attacking each other in the countries they have in common. However, these studies have not taken into account the heterogeneity of the institutional environments of the countries in which multimarket rivals compete. We contend that the quality of countries' institutions and the institutional quality distance between home and host countries affect the extent to which MNEs can observe each other's actions, which in turn helps rival MNEs to avoid mutually damaging moves for their sales performance in the countries they have in common.</p>\u0000 </section>\u0000 </div>","PeriodicalId":47563,"journal":{"name":"Global Strategy Journal","volume":"14 1","pages":"152-195"},"PeriodicalIF":4.7,"publicationDate":"2022-03-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48095905","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":"Role of context in knowledge flows: Host country versus headquarters as sources of MNC subsidiary knowledge inheritance","authors":"Mike Horia Mihail Teodorescu,&nbsp;Prithwiraj Choudhury,&nbsp;Tarun Khanna","doi":"10.1002/gsj.1434","DOIUrl":"10.1002/gsj.1434","url":null,"abstract":"<div>\u0000 \u0000 \u0000 <section>\u0000 \u0000 <h3> Research Summary</h3>\u0000 \u0000 <p>We respond to calls in the strategy and international business literature for elucidating how multinational subsidiaries develop contextual intelligence in host countries and how they use the local context as a source of valuable opportunities for learning. Applying the theoretical lens of subsidiary absorptive capacity and building on a gravity model, we propose an approach that can distinguish and compare the influences of the host country context and headquarters over the subsidiary knowledge production. Some subsidiaries may become global second headquarters and innovation hubs, as evidenced qualitatively in the paper with the case of Cisco. Essentially, subsidiaries, characterized by higher stocks of knowledge and greater number of locally hired employees are likely to absorb relatively more knowledge from the local host country context.</p>\u0000 </section>\u0000 \u0000 <section>\u0000 \u0000 <h3> Managerial Summary</h3>\u0000 \u0000 <p>Managers at multinational companies have to carefully balance acquiring knowledge from the headquarters, vis-a-vis acquiring knowledge from the local context of countries where the firm has subsidiaries. In contrast to a “headquarter-centric” approach where most of the knowledge management activities are centered around the MNC headquarters, we argue that larger subsidiaries, often characterized by a large presence of local R&amp;D workers, might disproportionately draw knowledge from the local context, rather than from the headquarters. In addition to developing theoretical propositions along these lines, we provide an illustrative example of how Cisco opened a “second headquarters” in India, to learn from the rich local context.</p>\u0000 </section>\u0000 </div>","PeriodicalId":47563,"journal":{"name":"Global Strategy Journal","volume":"12 4","pages":"658-678"},"PeriodicalIF":7.6,"publicationDate":"2022-03-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47268313","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}