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In the face of fierce international competition for those participating in global value chains (GVCs), upgrading has been a central concern of emerging market firms (EMFs) that are trying to occupy higher value-added positions. However, although the innovation capabilities (ICs) have been generally considered critical to upgrading in GVCs, few studies have examined how IC is built up and then applied to the EMF upgrading process over time. To this end, the purpose of this paper is to investigate why and how EMFs can upgrade in GVCs through the development of their IC.

This paper adopts a multiple-case study of three supplier firms in China and their IC development processes, with a special focus on the nature of the firm-level upgrading in GVCs.

The results generate a process model of EMFs upgrading with respect to the development of IC. The model reveals how IC is built up through the firms' underlying systematic innovation activities, which enable firms to successfully upgrade within GVCs. In particular, the role played by contextual vulnerability in guiding firms to develop the appropriate IC, and the corresponding upgrading, is highlighted.

This study contributes to the micro-foundation in GVCs literature, especially the traditional static upgrading research of EMFs. The authors also contribute to existing IC development research. Meanwhile, the study focuses on the upgrading of three Chinese firms in the phone and LED industries. The generalizability to other emerging markets and industries may therefore be limited.

The study results show that EMFs could initially develop endogenous IC that focuses on process innovation as a means to establish a foundation for further upgrading. In addition, firms need to improve their ability to accurately sense contextual changes. As such, it would be valuable to understand their positions and characteristics within GVCs.

This paper investigates a process model of upgrading in GVCs through IC development in EMFs. This study also adds a dynamic micro-foundation to existing, rather macro and static GVCs studies.

Briefly reviews previous literature by the author before presenting an original 12 step system integration protocol designed to ensure the success of companies or countries in their efforts to develop and market new products. Looks at the issues from different strategic levels such as corporate, international, military and economic. Presents 31 case studies, including the success of Japan in microchips to the failure of Xerox to sell its invention of the Alto personal computer 3 years before Apple: from the success in DNA and Superconductor research to the success of Sunbeam in inventing and marketing food processors: and from the daring invention and production of atomic energy for survival to the successes of sewing machine inventor Howe in co‐operating on patents to compete in markets. Includes 306 questions and answers in order to qualify concepts introduced.

The aim of this study is to identify the way in which research on new business models in agri-food sector has been developed, in order to identify the main lines of work followed and determine a future research agenda in this field.

A systematic review of the literature is carried out, by applying the PRISMA method to identify and classify the main articles published on agri-food business models in journals included in the Web of Science Core Collection database.

The systematic literature review has identified three main forms of business models in the agri-food sector: sustainable business models, technology-based business models and cooperative business models. The three types of new business models are complementary and can sometimes be adopted together. The identification of these types of business models and the variants included in each of them is a valid starting point for new developments in this field.

The limitations of this study are those typical of any literature review and derived from the methodology used. The establishment of criteria relating to time, language, type of publication or database chosen means that this review may have left out relevant studies in this field of research. It is therefore recommended that new reviews be carried out with different criteria in the coming years in order to supplement the results obtained in this study.

Some research gaps were identified that should be further explored in the future. First, the relationship between digitisation and technological innovation in agri-food business models and the level of implementation of sustainable objectives in these business models has not been researched thoroughly. In addition, and despite the fact that the crisis caused by the COVID-19 pandemic has boosted innovation in agri-food business models, the authors have detected a lack of papers focused on solving problems arising from the shortage of raw materials or labour, possible energy crises or external dependence on local markets when it comes to meeting demand. The war in Ukraine has demonstrated the limitations of international markets, mainly the European market, when it comes to dealing with problems arising from this type of crisis.

In the early industrial age which with high intensity of machine and labor, using financial measurement index was good enough to tie in company’s mechanization and philosophy of management and been in efficiency. But being comply with “New Economic age,” a new economic environment is full of knowledge and information, the enterprise competition had changed from tangible assets, plants to intangible innovation ability of knowledge. As recognizing the new tendency by enterprise, they value gradually the growth and influence from learning. Practice of organization learning not only needs firm structure and be in coordination with both hardware and software, but also needs an affect measurement model to offer enterprise to estimate learning performance. It’s a good instrument of financial performance measure mold in the past years, But it’s for measuring the past, couldn’t formulate enterprise trend to future, hard to estimate investment for future, such as development of products, organization learning, knowledge management etc, as which intangible assets and knowledge ability just the key factors of being win around competition environment in the future. In 1992, Kaplan and Norton brought up Balance Scorecard (BSC) on Harvard Business Review, as an instrument helping enterprise to measure performance, which is being considered to be a most influence management instrument. It added non‐financial index such as customer, internal process and learning growth besides traditional financial index, as offering enterprise an index to measure and manage intangible assets and intellectual property. As being aware of organization learning is hard to be ignored in the new economic age, this research is based on learning and growth of BSC, and citing one national material company try to let the most difficult measurement performance of organization learning, to be estimate through BSC, analyze of factor and individual case, to discuss the company how to make the related strategy and vision of organization learning to develop learning and growth of the structure of BSC, subject the matter of out put factors to be discussed, and measure the outcomes as a result of research. The research affect offers (1) the base implement procedure of carrying out BSC; (2) the reference of formulating measurement index while enterprise using BSC to estimate performance of organization learning; (3) the possibility bottleneck maybe forcing while carrying out BSC, to be an improvement or preventive for enterprise.

Since the execution of National Health Insurance system in Taiwan, the competition of medical industry is becoming more and more severe. The ways the hospital operate knowledge management (KM) concept, combine current human resources and professional knowledge by information techniques and upgrade the competitiveness through reinvention of organizational culture have become the important issues. This research is based on the relationship between KM and organizational operation, integrates the characteristic of medical institutions and framework of medical knowledge cycle and starts the research subject by questionnaires from three dimensions: current situation of KM construction in medical organizations, executive effect of KM activities and the challenges faced by KM; subsequently, from qualitative interview, this research attempts to understand how a medical organization executes and adjusts in the consideration of theory and reality as well as quality and costs when actually operates the organization. This research accesses to KM system application of medical institutions and the empirical executive benefits and difficulties through questionnaires. The research results are as follows: (1) having initial understanding toward current KM establishment of medical institutions; (2) confirming the most important items of KM establishment of medical organizations; (3) understanding the most difficulty which the medical organizations encounter when executing KM; (4) establishing medical knowledge cycle figure of the hospitals receiving interviews. Through case interview, this research profoundly accessed to the actual operation of KM application of medical organizations. The target hospitals intended to try many medical KM measures; however, during to complicated hospital organizations and cultural characteristics, the promotion was not successful and the results were not apparent. The most difficulty was to change the employees’ behavior. The targets believed that only the continuous promotion of KM can allow it to be an important aspect of organizational culture and the competitiveness could constant be upgraded.

This paper aims to address the extant and arguable role of enterprise systems (ES) in relation to management accounting practices (MAPs) through an inclusion relative neglect account of business process management (BPM). This is also extended to draw out an analytical framework to advance our understanding of how BPM mediate ES-MAPs interplay.

A cross-sectional case study was adopted as a research strategy with which to collect data about the ES-BPM-MAPs interplay as a unit of analysis. The latter, in the first stage, was examined across (89) mini-case studies operating in the UK context through reports and documentations collected from cases’ websites, vendors and consultants of information systems. Drawn insights from cross-sectional analysis and contributions made by prior studies are blended together to inform the second stage that outlines an analytical framework for ES-BPM-MAPs interplay.

Different ES are mobilised to address different orientations of BPMs and being used for different managerial functions and purposes. Different patterns of ES-BPM-MAPs interplay are identified across (89) UK-case studies and the BPM is a fulcrum understanding. These patterns are centred around three key BPM including customer, logistics and control processes and all oriented by a continuum of an organisation intention focus on control, understanding and strategising. Both processes and orientations explain ES development and MAPs evolution processes. Standardisation, integration and intelligence are key characteristics sought through ES mobilisations. By complementary, information provision, analytics and simulation are three sophisticated ways of using MA information facilitated by ES characteristics.

Dynamic processes of MAPs change over time and are beyond the reach of this study. Such approach requires full access to case studies. BPM is fulcrum understanding of MAPs change and/or stability in relation to ES implementation including other components.

Findings and analytical framework could be used as a base for establishing the best approach in adopting ES to fully exploit the potential of future ES applications as well as to avoid organisations pitfalls of implementations. Organisations are advised to understand their existing business processes, characteristics of MA information would be achieved first upon which decision of ES components selection and implementation could be outlined.

The indirect interplay between ES and MAPs through business processes is rarely examined. By the inclusion of BPM and using cross-sectional case studies, this research contributes to the existing shortcomings of ES-MAPs interplay by broadening the picture and proposing an analytical framework. The latter advances our understanding by focusing on attributes of ES-BPM-MAPs upon which informal changes in-the use of MAPs are recognised.

In the past few years, process orientation (PO) as an integral part of enterprise system (ES) implementation has been the center of attention among practitioners and academics. The purpose of this paper is to shed light on the role of PO in ES implementation through an empirical study of Canadian and US firms.

A comparative analysis of ES implementation was performed based on the data collected from a sample of large Canadian and US firms. Exploratory factor analyses were conducted to identify the factors associated with constructs of the research model. Moreover, path analysis approach was employed to conduct comparative analysis across the two samples.

The findings indicate that PO significantly reduces the challenges of ES implementation. Moreover, PO has been shown to have a positive effect on the successful implementation and utilization of ES under certain conditions. However, the level of PO at different phases is observed to have diverse effects on different aspects of ES implementation as a result of opposite forces of change. In addition, the path analysis confirms the validity of measurement of PO at three phases of ES implementation.

No database of managers who have been involved in all three phases of ES implementation exists; hence, the respondents are asked to answer the questionnaire only if they are involved in all three phases of ES implementation. This places a limitation on the respond rate.

This paper is the first paper that measures PO at three phases of ES implementation and explores the effect of PO on different dimensions of ES implementation. This approach provides a novel insight into understanding of the role of PO in ES implementation. This paper offers two major contributions toward a further understanding of the business processes in organizations. The first contribution of this paper is the development of measurement systems for assessing the level of PO and various dimensions of ES implementation. The second major contribution of this paper is unveiling the role of PO in ES implementation through the comparative analysis across Canadian and US firms.

This paper provides evidence that will help stock market participants interpret sell‐side analyst buy/sell recommendations. We examine whether recommendation levels (e.g. buy) correspond with traditional predictors of the underlying stock's performance, and whether recommendation revisions (e.g. an upgrade) are consistent with news analysts receive. Consistent with theory, we find that more optimistic recommendations are associated with higher mean forecast errors, forecast revisions, and forecasted earnings‐to‐price ratios. However, contrary to expectations, they also have higher market‐to‐book ratios, higher market values, and lower ratios of value to price (Lee et al. 1999). These results are probably driven by specific differences between buys and the less optimistic recommendations, as holds and sells are rarely distinguishable from each other. Our recommendation revision findings are consistent with our expectations. Upgrades have significantly larger earnings forecast errors, earnings forecast revisions, and unexpected earnings growth than do reiterations or downgrades.

The purpose of this paper is to examine the mechanisms through which the use of enterprise systems (ESs) enhances buyer-supplier integration (BSI). More specifically, the authors explain a model where ES enhances BSI indirectly, mediated by inventory management capabilities (IMCs), as the way ES enhances BSI remains under-explored in the literature.

Application of the resource orchestration framework to explain how capabilities and mechanisms interplay to enhance BSI. Data were collected by means of a survey instrument. Data collection took place as part of a larger project, sponsored by the Spanish Government, to evaluate logistics competitiveness in Spain.

ES enhances BSI by serving as a coordinating mechanism that maintains capability configurations in a value-creating alignment. IMC plays a key, yet under-explored role as a mediating mechanism that supports ES-enabled BSI.

First, this research does not fully capture the multi-party nature of the supply chain context. Second, data collection was limited to companies that were more likely to have a systematic approach to logistics issues (i.e. large- and medium-sized companies) and companies based in Spain.

This paper enhances both scholarly and practitioner understanding of the mechanisms through which the implementation and use of ES contributes to BSI. In addition, this paper integrates literature from different fields (e.g. strategy, information systems, and operations) to gain a better understanding of how the implementation and use of ES affects BSI.

Prior studies have confirmed market segmentation as an important shackle to China's macroeconomy upgrade, but the systematic analysis of microenterprise upgrade remains inadequate. This paper aims to investigate the nonlinear impact of market segmentation on microenterprise upgrade.

The price method was applied to calculate China's provincial market segmentation, including commodity, capital, labor and energy. The generalized method of moments was employed to examine the nonlinear impact of market segmentation on the upgrading of manufacturing enterprises based on microenterprise data from 2003 to 2019.

First, China’s heterogeneous market segmentations have been significantly reduced. Macroeconomics and policies are critical factors in market integration. Second, there is an inverted U-shaped relationship between China’s total market segmentation and the upgrading of manufacturing enterprises. Third, the relationship between the commodity market segmentation, labor market segmentation, energy market segmentation and manufacturing enterprises' upgrade is shown as an inverted U-shaped. Nevertheless, the relationship between the capital market segmentation and upgrading of manufacturing enterprises exhibits a U-shape.

The impact of market segmentation on the upgrading of manufacturing enterprises in China performs nonlinearly. An inverted U-shaped relationship exists between market segmentation in commodity, labor and energy and the upgrading of manufacturing enterprises, while a U-shaped relationship prevails between capital market segmentation and the upgrading of manufacturing enterprises.