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Internet + and Electronic Business in China is a comprehensive resource that provides insight and analysis into E-commerce in China and how it has revolutionized and continues to revolutionize business and society. Split into four distinct sections, the book first lays out the theoretical foundations and fundamental concepts of E-Business before moving on to look at internet+ innovation models and their applications in different industries such as agriculture, finance and commerce. The book then provides a comprehensive analysis of E-business platforms and their applications in China before finishing with four comprehensive case studies of major E-business projects, providing readers with successful examples of implementing E-Business entrepreneurship projects.

Internet + and Electronic Business in China is a comprehensive resource that provides insights and analysis into how E-commerce has revolutionized and continues to revolutionize business and society in China.

Panel data provide the possibilities of estimating individual treatment effects for multiple individuals. Two issues are considered: (1) differences in the estimated individual treatment effects are due to heterogeneity or a chance mechanism? (2) what is the best way to estimate the average treatment effects? Testing and aggregation methods are suggested. Monte Carlo simulations are also conducted to shed light on these two issues. An empirical analysis on the involvement of underground organization in China’s Peer-to-Peer (P2P) activities through the “anti-gang” campaign is also provided.

The essential investments in new product development (NPD) made by industrial companies entail effective management of NPD activities. In this context, performance measurement is one of the means that can be employed in the pursuit of effectiveness.

For two-sided platforms, the utility of users on one side of the platform depends in part on the number of users on the other side of the platform, a phenomenon called indirect network externalities. With the rapid development of two-sided platform and the popularity of platform membership, more and more two-sided platforms have launched joint membership through horizontal cooperation in order to take advantage of indirect network externalities to increase platform profits.

Our study explores the optimal bundling strategy for platform memberships under horizontal cooperation considering indirect network externalities. The main purpose of our study is to obtain the optimal pricing under different strategies (pure component, pure bundling, and mixed bundling) and contrast different strategies under different indirect network externalities.

Results suggest that the platform's optimal pricing for consumers and sellers depends on the indirect network externalities. Interestingly, the higher the indirect network externalities from consumers, the higher the price of the platform charges to sellers, and the platform might even subsidize sellers. Besides, when there are equal proportions of different types of consumers in the market, indirect network externalities that are too high, too low, or heavily lopsided may discourage the platforms from bundling their memberships. When the composition of consumers changes, the optimal strategy will also change. Our results can be employed in practical applications of bundling, which can help the platform increase profits.

This paper deals with the organizing of interactive product development. Developing products in interaction between firms may provide benefits in terms of specialization, increased innovation, and possibilities to perform development activities in parallel. However, the differentiation of product development among a number of firms also implies that various dependencies need to be dealt with across firm boundaries. How dependencies may be dealt with across firms is related to how product development is organized. The purpose of the paper is to explore dependencies and how interactive product development may be organized with regard to these dependencies.

The analytical framework is based on the industrial network approach, and deals with the development of products in terms of adaptation and combination of heterogeneous resources. There are dependencies between resources, that is, they are embedded, implying that no resource can be developed in isolation. The characteristics of and dependencies related to four main categories of resources (products, production facilities, business units and business relationships) provide a basis for analyzing the organizing of interactive product development.

Three in-depth case studies are used to explore the organizing of interactive product development with regard to dependencies. The first two cases are based on the development of the electrical system and the seats for Volvo’s large car platform (P2), performed in interaction with Delphi and Lear respectively. The third case is based on the interaction between Scania and Dayco/DFC Tech for the development of various pipes and hoses for a new truck model.

The analysis is focused on what different dependencies the firms considered and dealt with, and how product development was organized with regard to these dependencies. It is concluded that there is a complex and dynamic pattern of dependencies that reaches far beyond the developed product as well as beyond individual business units. To deal with these dependencies, development may be organized in teams where several business units are represented. This enables interaction between different business units’ resource collections, which is important for resource adaptation as well as for innovation. The delimiting and relating functions of the team boundary are elaborated upon and it is argued that also teams may be regarded as actors. It is also concluded that a modular product structure may entail a modular organization with regard to the teams, though, interaction between business units and teams is needed. A strong connection between the technical structure and the organizational structure is identified and it is concluded that policies regarding the technical structure (e.g. concerning “carry-over”) cannot be separated from the management of the organizational structure (e.g. the supplier structure). The organizing of product development is in itself a complex and dynamic task that needs to be subject to interaction between business units.