Search results

Institutional economics at the societal level focuses on the examination of interpersonal and impersonal economic, political and social institutions within a given polity and how such institutions might change and evolve over time. Such examination is critical to both international business scholars and practitioners if they are to successfully navigate variations in the rules of the game in international trade and commerce. Whilst institutional economics offers an immense body of literature on institutions, it offers surprisingly few theoretical or conceptual tools for empirical analysis. This chapter discusses five extant frameworks and proposes an ontological theoretical framework developed from interdisciplinary sources to underpin extant frameworks and thereby guide international business researchers in designing more effective research instruments for examining institutional change across and between cultures.

Jagdish N. Bhagwati is professor of economics and law at Columbia University and one of the most prolific scholars on globalization. He has a BA in economics from Cambridge and a PhD in economics from the Massachusetts Institute of Technology. He has served as an external advisor to the director general of the World Trade Organization, as a special policy advisor on globalization to the United Nations, and as an economics policy advisor to the director general of the General Agreement on Tariffs and Trade. Before moving to Columbia University he was professor at the Massachusetts Institute of Technology. Professor Bhagwati currently serves on the Academic Advisory Board of Human Rights Watch (Asia) and on the board of scholars of the Centre for Civil Society. He is senior fellow of the Council on Foreign Relations.

This paper aims to propose a review of the current open innovation paradigm to include the effects of culture in the internationalized working environment.

Focusing on interpersonal skills, the authors aim to show the current open innovation framework should be extended to include a cross-cultural lens.

In addition, cultural intelligence is a necessary core competency that can “shine a light” on the various ambiguities and uncertainties encountered in the Chinese business terrain.

Cultural intelligence will enhance open innovation alliance effectiveness.

China has been exceptionally competent at utilising the technology of others but the ability to develop its own is yet to be tested. The purpose of this paper is to investigate China's capacity for nurturing radical technology. For China to recapture its earlier technological prowess it will need a creative class. The paper proposes eight stepping stones for China to move from its current situation to a position where creativity and radical technology re‐emerge.

This is a conceptual paper that investigates options for China using a historical and trans‐disciplinary review.

Radical technology was a major strength for China prior to the 1500s. This paper suggests that China's subsequent demise in the technology stakes came from a combination of factors including regressive policies and the West finding a new politico‐economic model around science and technology. In total, eight stepping stones for Chinese institutional reform around creativity and radical technology are proposed.

Chinese businesses need to go much further than cost innovations and incremental additions to seriously challenge the creative capacity of their Western counterparts. This paper offers important insights for Chinese policy makers as they embark on innovation advancement in a highly competitive international business environment.

Fostering radical technology is a challenge for any society. Developing this aspect of Chinese society is a critical element for China and its policy makers as they progress to the next phase of economic growth.

The paper shows that identifying systemic issues for China's radical technology demise is important. Offering steps for China to increase its capacity for radical technology is equally worthy of investigation.

China has become an economic powerhouse in historic terms but there are a number of challenges to its continued prosperity. The aim of this paper is to more fully understand China's propensity for creative innovation, which is seen as an important next stage in its continued development.

The paper is conceptual but uses historical and secondary data to support its assumptions. The paper was written in conjunction with the 1st Global Peter F. Drucker Forum (celebrating 100 years since his birth) and attempts to continue his challenge of “the hard work of thinking”.

China has a long history of successful innovation. However, Confucian belief, a single despot and a closing off to the rest of the world have thwarted its innovative edge. The key to rekindling the entrepreneurial spirit is seen largely as an internal battle based on the state's ability to balance the institution of government with the needs of a burgeoning prospective creative class. This paper identifies that much of this change will rely on quality‐related developments rather than simply investments of financial capital.

The ability to create new things is a challenge to developing economies that rely on low cost and imitation. China's success in innovation will have substantial implications for developed nations both economically and geo‐politically. China wants to be a significant player on a global scale and this paper sheds light on its potential to achieve such an objective. Through traversing China's innovative landscape, this paper also enlightens the field of management on key aspects of China's innovative past, present and future.

This paper seeks to focus on industry clusters and a rationale for why they may be considered an antidote for stimulating knowledge sharing and collaborative innovation.

Community based participatory research was undertaken using case studies and interviews within four industry clusters based in two countries – Australia and Dubai. Findings were ranked according to a knowledge sharing relational framework.

Industry clusters can play a key role in growing both established and new areas of economic development. Member firm collaboration, knowledge sharing and innovation can result in positive outcomes if the cluster is managed and facilitated appropriately and knowledge sharing is nurtured.

The paper examines top-down, hybrid and bottom-up clustering from a variety of sectors as a way of understanding knowledge sharing and innovation exchange. However, given this research comprised case studies, it is recommended that broader, more internationally generalizable research is conducted that includes cluster firms within a range of sectors.

The stimulation of opportunities for collaboration and innovation are mandatory for firms and regions to move forward. Irrespective of the uncertainty of the outcome, cluster managers/facilitators need to ensure that they provide regular opportunities for cluster firms facilitators/managers and representatives to network and generate new ideas.

The role of cluster managers/facilitators in supporting knowledge sharing processes has been largely overlooked to date. Agglomeration needs both visible and invisible hands to stimulate knowledge sharing and exchange.

This research aims to predict private club members’ intentions to switch service providers based on the benefit exchange theory through a structural model with a second-order factor.

This study uses a qualitative procedure to develop a functional, social and psychological model based on the benefit exchange and switching intention literatures. A further quantitative analysis surveyed a sample of 366 private club members and assessed the usefulness of this model.

The results of the confirmatory factor analysis and structural equation modeling indicate that social benefits have a stronger impact on switching intention than loss of functional benefits under the context of a high level of interaction between members and between members and service providers. In addition, they confirm the moderating effects of psychological benefits on the relationship between functional benefits and switching intention.

The findings indicate that members are unlikely to switch if there are positive word of mouth and interpersonal interactions between members and the club (social benefits). Even if they are disappointed with the functional benefits of the club’s products or services, they may still choose to stay with it owing to psychological benefits affecting their decision to switch. The findings offer managerial insights into utilizing relationship marketing activities to strengthen interpersonal relationships, word of mouth, trust, commitment and emotional factors to retain members.

This research confirms that the benefit exchange theory can explain members’ intentions to switch from their current clubs and provides valuable recommendations to managers on retaining their clubs’ members. Because the switching intentions of club members have not previously been adequately studied, this study fills an important gap in the literature.

The purpose of this paper is to investigate the effect of service quality and relationship quality on customer loyalty in different stages of the relationship life cycle in online banking services.

A total of 651 Iranian online banking customers participated in the research by completing questionnaires. The research hypotheses were tested using structural modeling technique.

The results showed that the relationship quality on customer loyalty in online banking services is affected by the relationship life cycle. The results also showed that online service quality, in the form of Utilitarian quality and Hedonic quality, has a positive effect both directly and indirectly on customer loyalty through online relationship quality.

In this paper, the relationship dynamics was achieved through adding the relationship life cycle variable to the model. However, the study was a cross-sectional research and different results might be obtained if data was collected longitudinally.

In an online banking service, the role of relationship quality in the prediction of customer loyalty is reduced as the relationship ages. Therefore, marketers need to consider other marketing actions to continue their relationship with the customer in the long run.

This paper examines customer loyalty to online banking services from dynamic perspective by introducing relationship life cycle as a moderating variable for the first time. Therefore, the main contribution of this paper is to develop the relationship marketing literature in the field of relationship dynamics and to challenge the effectiveness of relationship marketing in the long run.