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This paper constructs a tripartite evolutionary game model between the government, the core enterprises of film copyright export and imports and uses the system dynamics model to simulate and find the optimal selection results of single and mixed government incentives under dynamic changes, aiming to promote the development of foreign trade of film copyright and innovation and development of the film industry so as to improve the overall social benefits of the film industry and provide policy enlightenment for enhancing the import power of foreign core enterprises to introduce domestic film copyrights.

In this paper, a tripartite evolutionary game model of the government, the core enterprises of film copyright export and imports is constructed, the evolution process of cooperation strategy is derived, the impact of innovation income coefficient, mixed incentive policy and single incentive policy on the evolution results is analyzed, and the system dynamic model is used to simulate to find the optimal selection results of single and mixed government incentives under dynamic changes, so as to provide reference for the government’s dynamic incentive decision-making.

The results show that export-oriented core firms are more sensitive to mixed incentives, while import-oriented core firms respond more quickly to single incentives. The large innovation income coefficient has a negative impact on the willingness of import-oriented core enterprises to cooperate. The study proposes measures to increase the willingness of core companies to participate.

Due to the fact that numerical simulation is based on simulation, there may be a certain gap between it and the actual situation. Therefore, it is necessary to further use actual data to conduct empirical analysis on the theoretical model.

This article mainly focuses on analyzing the impact of strategy choices and related parameters of various entities on the incentive mechanism and studying the foreign trade cooperation strategies of film copyright export enterprises under policy support from a theoretical model perspective. Furthermore, research has proven that in order to effectively enhance the willingness of foreign import core enterprises to participate in the foreign trade of domestic film copyrights, the government needs to coordinate the use of single incentive policies and mixed incentive policies. This study provides a major contribution for policymaker to develop film copyright import and export trade.

Based on the research conclusions, this paper puts forward management countermeasures to further improve the development of the film copyright import and export trade. The first is to enrich government incentive methods and stimulate the vitality of film copyright and foreign trade market entities. The second is to guide the core enterprises of film copyright export to increase investment in innovation and stimulate the endogenous driving force of industrial development. Finally, lengthen the foreign trade industry chain of film copyright and increase the income of film derivatives.

Firstly, this paper applies the research methods of evolutionary game and system dynamics simulation to the field of foreign trade research on film copyright and expands the research perspectives and methods of the film industry. Secondly, by analyzing the “cost-benefit incentive” relationship of the evolutionary game of government export-oriented core enterprises and importing core enterprises, an evolutionary game model is constructed, the quantitative point of tripartite interest decision-making is solved and the research object of the evolutionary game method is expanded. Finally, the system dynamics model is used to simulate and find the optimal selection results of single and mixed government incentives under dynamic changes, so as to provide reference for the government’s dynamic incentive decision-making.

This study aims to examine the connection between strategy‐linked outsourcing goals and measures of outsourcing performance. The strategies of growth, cost, and differentiation (core competence) are examined in terms of their relationship with goal achievement and cost performance measures.

Regression analysis and ANOVA were applied to survey data collected from 165 purchasing executives.

Findings support a positive relationship between goal intensity for a single strategy and achievement of goals related to that strategy. Findings also suggest that firms with high commitment to growth and cost strategies tend to achieve cost‐related performance at higher levels than firms with a lower commitment to same. Finally, the findings also suggest that firms pursuing a single or dominant strategy achieve lower levels of cost saving performance, as compared with firms pursuing a “balanced” approach that emphasizes two or three different strategies in roughly equal measure.

This study relies on very limited performance variables, mainly cost reduction. Additional variables that addressed growth and core competence would provide additional insight on the link between outsourcing and performance.

Goal intensity is positively related to higher performance on desired outsourcing outcomes. Firms demonstrated greater success in their ability to pursue multiple outsourcing strategies over firms pursuing a single strategy.

The link between strategy and outsourcing performance had not been empirically established.

The purpose of this paper is to examine the relationship between a number of variables pertaining to core capability, competitive strategy and performance of construction small to medium size enterprises (SMEs) in China.

The paper consists of a quantitative survey. It involves mainly the development of instrument and testing of the hypotheses.

Core capability and competitive strategy are found to influence construction SMEs' performance. Moreover, there are positive relationships between core capability and competitive strategy. This suggests a need to align core capability and competitive strategy as a precondition for superior performance.

The paper has limitations as a result of data collection. A somewhat larger sample would obviously permit firmer conclusions to be drawn from the results of the statistical analysis.

This paper will contribute to the literature on SMEs, strategic management and resource‐based theory. This integration of scope is particularly new to the context of the Chinese construction industry. Similarly, this research will have implications for practice. The research findings help SMEs' managers to understand the impact of the unique resources of their enterprises and competitive strategy.

Although there is a growing body of literature on human resource (HR) outsourcing, there are still unresolved issues regarding the level of outsourcing HR activities initiated in firms having different strategies and structures. This is relevant to examine because firms with different orientations (strategy and structure) cannot do HR outsourcing at the same level. The paper aims to discuss these issues.

A theoretical framework is developed and empirically validated using survey data from 184 manufacturing firms in India. The analysis involved testing a number of hypotheses through statistical techniques using the confirmatory factor analysis and structural equation modeling.

The results indicate that firms having prospector orientation are more likely to outsource non-core HR activities as compared to firms having analyzer and defender orientation strategies, in that order. However, in comparison to non-core HR activities, core HR activities are less likely to be outsourced by firms with different strategic orientations (prospector, analyser, and defender).

This research study underscores the linkage between HR outsourcing and strategy and structure of a firm by developing a theoretical framework.

Many companies are placing greater emphasis today on the marketing of their mature brands. Notes several reasons for that trend persisting well into the future. Little has been written about how companies can more methodically plan and enact marketing strategies for these brands. Addresses the marketing of mature brands by: (1) providing a guide to the key (and sometimes misunderstood) terms involved with branding decisions; (2) describing a continuum comprised of ten strategic alternatives available to firms with mature brands; and (3) presenting recommendations as to when best to apply the various strategic alternatives.

The purpose of this article is to identify common traits amongst complex, knowledge‐intensive organizations in their approach to managing their core business processes in a way that maximises knowledge transfer along these processes.

The research follows an empirically‐based multiple case study approach across six national/multi‐national knowledge‐based organizations. A core‐complex process was identified within each organization, and key employees along the respective process where interviewed concerning the manner in which the processes were managed and modified.

Those organizations that identified their core business processes as being responsive and flexible could be shown to adopt common traits in their approach to ensuring continued performance related knowledge transfer. However, those that had less‐responsive processes seemed to share similar issues; failure to align their knowledge strategy to their process development and failure to engage end‐users throughout the process life cycle.

The findings are based on a limited sample size of six organizations, and the nature of the findings are presented in an inductive‐theory building way. Therefore, the findings are not presented as a final position, but as a starting point for further research into complex, knowledge transfer intensive business process development and design.

From the findings, six tenets that all of the more successful organizations follow.

Within any dynamic organization core business processes are under pressure to perform within a constantly changing business environment. These processes can be viewed as knowledge‐pathway, therefore, it is important to understand how an organization can continue to re‐shape processes in a way that continues to support performance related knowledge transfer.

The purpose of this paper is to model how real estate strategies can add value to the core business, providing corporate real estate mangers with a tool to illustrate to corporate officers how real estate adds value to the firms.

The authors review previous research and interview 26 corporate real estate executives to examine what are common approaches to developing real estate strategies and measuring performance. They then model how real estate adds value to the firm and how that value can be measured.

Many firms do not recognize how real estate adds value to the business. While they may have a corporate real estate strategy, that strategy is often not developed in coordination with the overall business strategy. In addition, the performance measures being used by many companies focus solely on cost, not value added.

Corporate real estate's contribution to the core goal of wealth maximization can be modeled to illustrate the tangible and intangible effects real estate has financial performance. A structured approach to developing a real estate strategy in conjunction with the core business strategy, supported by a performance measurement system will allow corporate real estate executives to better communicate how corporate real estate is adding value to the firm.

Corporate real estate managers need better ways to illustrate, to corporate leaders, how they add value. This paper illustrates such a model with supporting operating decisions and performance measures.

Builds on the efforts of an earlier study to enhance marketers′ ability to evaluate earnings performance accurately by first presenting hands‐on illustrative examples of two approaches to adjusting the income statement for earnings shocks and estimating the earnings of core operations. Examines the impact on marketing managers of the “fallout” that may result from changes in management policies which are prompted by the perceptions of poor earnings performance. This fallout includes: challenges by upper management regarding the wisdom and effectiveness of the marketing strategy; marketers′ reduced ability to execute the marketing plan owing to cost‐cutting campaigns that result in reduced marketing expenditures (e.g. advertising and sales promotion expenditures); and higher projected rates of return (i.e. higher “hurdle rates”) required for investment proposals before they are considered acceptable. Concludes with the presentation of strategies which may be employed by marketers to respond to and negotiate with upper management when policy changes designed to cut operating and investment expenditures constrain marketers′ ability to execute marketing strategy aggressively and effectively.

The manner in which a business strategy was formulated ten or even as little as five years ago, no longer applies. This phenomenon can to a great extent be attributed to a shift in the strategic importance of information and knowledge. The aim of this paper is to supply strategic thinkers with a holistic “bird’s eye view” of the interdependency between strategic management and strategic knowledge management. By analyzing the different perspectives with regard to strategy formulation from a business point of view, as well as a knowledge management perspective, a generic model incorporating knowledge management strategy formulation within business strategy formulation has been developed.

In the new knowledge economy, intellectual property has become an important strategic issue. However, in many firms, the management of intellectual property (IP) is still divorced from business strategy. People still think that “managing IP strategically” means having an IP strategy rather than managing IP according to business strategy. We argue that intellectual property is strategic only to the extent that it links to the firm’s core capabilities and that not all intellectual property is core to business strategy. We present a model for identifying the function of intellectual property in a firm’s business strategy and present specific recommendations for protecting, valuing and generating IP from a strategic point of view.