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The purpose of this paper is to focus on the relationship between the corporate governance (CG) environment, governance behavior and governance performance and place it into the research of the evolution and revolution of the Chinese telecommunication industry, a complex economic system.

On the basis of information about the Chinese telecommunication industry from 1949 to 2009 and China Mobile from 1997 to 2007, the authors analyze the Chinese telecommunication industry from two levels, namely industry level and firm level, with the combination of a critical incident method and time series method.

The results demonstrate that the evolution of the Chinese CG environment and governance behavior presents characteristics of punctuated equilibrium; governance behavior lags behind governance environment and it can cause the governance environment to evolve to benefit its development through exerting active effects; governance environment and governance performance strongly relate to and have an effect on each other; and the improvement of governance structure and mechanisms, together with the enhancement of strategic capability, can greatly contribute to the governance performance of firms.

This paper has divided the development of the Chinese telecommunication industry into four stages, revealing the relationship between governance environment, governance behavior and governance performance with a case study of the Chinese telecommunication industry and China Mobile.

Essays a conceptural clarification and theory of the process of economic evolution. Using the Veblenian matrix, conceptualizes the economic process in the framework of culture and its evolution. Economic evolution, as a gestalt, comprises the processes of both economic growth (quantitative statics) and development (qualitative dynamics). The dynamics of culture evolution is founded on the advance of technology which constitutes the “core of culture”. The essence of the process of culture evolution is contained in the dichotomy of useful knowledge. The advance of useful knowledge appears in its application as technology and in its store as culture. The process of economic evolution increases the capacity of culture and thereby enables humankind to take bigger and bigger bites of the infinity of knowledge. Culture evolution, fed by the dynamics of the economic process, offers the potential for an enhanced “consciousness of the cosmos” and as such a conception of human progress.

The purpose of this paper is to increase understanding of project portfolio management (PPM) capability evolution, in order to guide the implementation and ongoing development of robust capabilities.

This research adopts a dynamic capabilities perspective and draws on organizational learning theory to investigate the path‐dependent nature of PPM implementation and development. It employs a multiple‐case study of six organizations.

Each of the case organizations reported a high level of evolution and change within their PPM capabilities, both purposeful and unintended. Potential “fragilities” are identified, such as the emergence of a “success trap” that inhibits explorative innovation and difficulties in stopping poor projects to reallocate resources. Based on findings from the literature and the multiple‐case study, a capability maturity model is proposed to assist in the development of robust PPM capabilities that will continue to evolve and stay relevant in dynamic environments.

The research is based on six organizations and may not be representative of all environments. The proposed maturity model has only been used in initial trials to evaluate capability maturity, and its use in guiding capability development has not been studied. Further research is required to test and evolve the maturity model.

The maturity model will be of interest to managers as a tool to analyze PPM maturity and identify areas for further development or to guide new PPM implementations.

The proposed maturity model extends existing maturity models by incorporating organizational learning capabilities, by recognizing antecedents for maturity stages that build upon other capabilities, and by including steps to recognize and avoid potential “fragilities” and to ensure robust PPM performance over time.

Examines the product life cycle (PLC) concept as presented in much of the marketing literature, and the implications of PLC‐based strategic action for marketing practitioners. A range of problems is identified with the PLC, and an evolutionary perspective for product management decisions is considered. Concludes that an evolutionary perspective is more appropriate than PLC‐based approaches, and proposes an evolutionary model known as “Lamarckism”, which is better able to account for the realities of product evolution than the Darwinian model.

The purpose of this paper is to analyse the development and evolution of industrial innovation ecosystems of Around-Tongji Knowledge Economy Circle from the three levels mentioned above, focusing on knowledge-producing populations, core populations and service-supporting populations, and to further develop this research framework by combining with the latest developments.

Based on the five-helix theory and economic census statistical data, this paper adopts geographic information system technology and examines the characteristics of the industrial innovation ecosystem and the synergistic evolution process in Around-Tongji knowledge economy circle.

The knowledge product populations lead the development of industries in Around-Tongji Knowledge Economy Circle. It contributes political capital output for the government. It innovates community cooperation and governance mode, and it improves the natural ecological environment. In the face of the changes and challenges in the development environment, the future development must be recognised from the height of the iterative development of the interaction mode between university knowledge production and economic and social development.

Based on the five-helix theory and economic census statistical data, this paper examines the characteristics of the industrial innovation ecosystem and the synergistic evolution process in Around-Tongji Knowledge Economy Circle. It further expands the research framework used to develop a synergistic evolution model, which reveals the interactive and synergistic relationship among the populations and the evolution characteristics of the entire industrial innovation ecosystem. This paper also provides useful perspectives for the study of the industrial innovation ecosystem.

The purpose of this paper is to study the issue of contingency evolution of acquisition organization systems with the game group link method.

The concept and method of the game group link are used to analyze the evolution law of acquisition, to find a basis for the contingency evolution of acquisition organization system.

Studies prove that the contingency evolution of acquisition organization systems has the following basic laws: continuous evolution laws adapted to environmental requirements; laws of coordinated evolution as a whole, law of evolution from gradual change to sudden change; evolution path is determined by concrete situations; evolution pattern is determined by dynamic conditions; and law of evolution promoted by innovation.

Research results of this paper have significance in inspiration and theoretical instruction in respect of effectively increasing evolution profits of acquisition organization systems, promoting realization of purpose of acquisition organization systems, actively boosting evolution, and continuous development of acquisition organization systems.

It is shown that the acquisition process is the reasoning game process, development game process, and production game process conducted in turns by the main participating bodies of acquisition during the full life cycle of equipment. This process has clear features of “link,” and a correlated game link is formed among its different stages.

The paper proves that the acquisition process is a process of multi‐stage complex games and evolution game, with the full life cost control as the key issue in face of a fixed budget.

The digital economy has become a key force supporting the high-quality development of tourism. This paper discusses the coupling coordination relationship and spatiotemporal evolution path of digital economy and tourism in China's provinces.

This paper uses the entropy method to measure the development level of digital economy and tourism, and establishes coupling coordination model and spatial autocorrelation model to study the interaction between the two industries.

Results show that the development levels of the two industries are rising, which spatially show a progressively decreasing pattern of east-middle-northeast-west. The coupling coordination degrees of the two industries have increased steadily, but the overall level is still near maladjusted. Spatially, the positive correlation is increasing, but the incongruity of spatial agglomeration is still significant. The coupling coordination evolution path in the provinces shows differentiated characteristics. The migration path is mainly concentrated in Zones I and II. The eastern region has an obvious trend of extending to Zone III, where the tourism industry was the most affected by the pandemic.

The study helps clarify the industrial coupling and coordination relationship in various regions and formulate regional tourism digital transformation strategies to promote the high-quality development of China's tourism industry.

This paper enriches the research on the relationship between digital economy and tourism from the perspective of industrial integration. The development commonality of China's tourism digital transformation summarized provides theoretical reference and demonstration for the coordinated development of China's tourism.

The purpose of this paper is to elucidate the dynamic interactions and co‐evolution of institutions with the technology and organization fields in emerging industry development. Insights and inspirations from comparison of the triangle relationship among government, market and local community in different institutional contexts could contribute to possible institutional innovation in the context of large‐scale institutional transition. In this way, this paper is expected to offer insights to the development of emerging industries in China.

The paper reviews the focal literature focusing on institutional change and the co‐evolution of institution, industry and technology. A multi‐level conceptual framework is put forward to explain the mechanism for the co‐evolution of technology, organization and institution. A multi‐case comparison method was applied to compare and disclose the process of co‐evolution of institutions, and the technology and organizational fields, as well as varied paths of industry development in different institutional contexts.

Emerging industry development in China is still presenting the character of path dependence to a great extent under traditional institutional arrangement, while the power and possible contribution from broader actors in the local community have been ignored. Driving force for a more innovative institutional transition towards emerging industry development should consider decentralized institutional arrangement and actions at local community instead of “command and control” from central planning.

First, the comparison of wind energy industry development in three countries creates possibilities for further analysis and reference for China's emerging industry. Second, the illustration of the triangle relationship among government, market and local community in different countries helps policy makers in China reconsider and redesign an effective institutional framework for balancing the powers among indigenous community, local government and market. Institutional alignment should be listed as an important consideration during the process of the policy design of such an effective institutional framework.

The paper presents a model to understand the dynamic co‐evolution of the institution, technology and organizational fields. It confirms the role of institution in promoting emerging industry development. Particularly, it offers inspirations for the development of emerging industries in nations facing large‐scale institutional transition.

This paper aims to review the literature on carbon trading from the perspective of evolution, finds out the evolution path of these literatures and gives out the future research hotspots in this field.

Uses visualization tools (CiteSpace and HistCite) to systematically categorize the literature on carbon-trading schemes in the Web of Science core collection from 1998 to 2018, comprehensively analyzes carbon-trading schemes from four dimensions, namely, discipline evolution, keyword evolution, citation cluster evolution and citation path evolution.

Research on carbon-trading schemes has a specific development and evolution path along four dimensions, namely, in the discipline dimension, the largest change lies in the mathematics pointed to by at least four different disciplines; the keyword evolution dimension shows a gradual deepening emphasis on coordinated development; citation clusters identify three major clusters – carbon prices, China’s carbon trading, carbon market and supply chain; and citation paths identify three major evolutionary paths, the most important of which shows that “What affects carbon price?” has changed to “What is the impact of carbon prices?”

Reveals the evolution path of carbon trading research studies and proposes four possible development directions for carbon-trading scheme research, which is helpful for future carbon trading-related research and serves as a reference for the promotion of and improvements in carbon-trading schemes.

The purpose of this paper is to improve understanding and provide guidance for investments in organizational learning mechanisms for the establishment and evolution of organizational capabilities such as project portfolio management (PPM) and project management capabilities.

A multiple‐case study research project investigates the development of PPM capabilities in six successful organizations across diverse industries.

The research indicates that PPM and organizational learning are dynamic capabilities that enhance an organization's ability to achieve and maintain competitive advantage in dynamic environments. PPM capabilities are shown to co‐evolve through a combination of tacit experience accumulation, explicit knowledge articulation and explicit knowledge codification learning mechanisms. Although all three learning mechanisms are important throughout the establishment and evolution of PPM capability development, the research indicates that the development of an effective PPM capability will require particularly strong investments in enhancing tacit experience accumulation mechanisms and explicit knowledge codification mechanisms during the initial establishment or during periods of radical change to the PPM process.

The research includes a sample of six case studies and the results may not be generalisable. In addition, the research was conducted over a short period of time whereas a longitudinal study would be required to gain more detailed information about the development of capabilities over time.

The findings suggest that managers can enhance and sustain competitive advantage by investing in tacit experience accumulation as well as explicit knowledge articulation and codification learning mechanisms to develop their PPM capability. Strengthened investment in experience accumulation and knowledge codification learning mechanisms is recommended during establishment of the PPM capability.

This paper contributes to the understanding of the links between organizational learning and the development of dynamic capabilities. Original hypotheses are proposed and some initial support for these hypotheses is provided through multiple‐case study research.