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代写美国工业营销管理论文-文化作为一种企业适应的推动力-Culture as a Driving Force for Interfirm Adaptation:A Chinese Case

论文作者:留学生论文网论文属性:硕士毕业论文 dissertation登出时间:2011-07-25编辑:anterran点击率:6949

论文字数:9618论文编号:org201107251608391194语种:英语 English地区:美国价格:$ 44

关键词:代写美国工业营销管理论文CultureDriving Force for InterfirmAdaptationChinese Case

摘要:这个概念是一个关键组成部分相互适应的小规模(工业营销和采购)范式。现有的知识点的“五个隐喻”(投资,决策,政治过程,学习,和进化论)作为认知地图了解企业适应机制。这篇文章,但是,揭示的文化可以是一个重要的力量推动企业去适应。

代写美国工业营销管理论文Industrial Marketing Management 30, 51–63 (2001)
© 2000 Elsevier Science Inc. All rights reserved.
655 Avenue of the Americas, New York, NY 10010
Culture as a Driving Force for Interfirm
Adaptation:
A Chinese Case
Tony Fang
The concept of interfirm adaptation is a critical componentin the IMP (industrial marketing and purchasing) paradigm.
The existing wisdom points to the “five metaphors” (investment,decision making, political process, learning, and evolution)as the cognitive map for understanding the mechanismsof interfirm adaptations. This article, however, reveals thatculture can be a significant force driving interfirm adaptations.
An empirical case of a Chinese shipyard negotiatinglarge shipbuilding projects with Scandinavian ship owner and
classification society is used to illustrate the role that cultureplays in interfirm adaptations. The article concludes by suggestingadding a new metaphor—the culture metaphor—to the
list of the metaphors to better understand the workings of interfirmadaptation in business relationships. © 2000 Elsevier
Science Inc. All rights reserved.
INTRODUCTION
The concept of interfirm adaptation in business relationshipsand networks is a critical component in the IMP
(industrial marketing and purchasing) paradigm pioneeredby European marketing researchers [1–10]. In industrial
markets where relationships between buyers andsellers often last over a considerable period of time, one
can well expect that sellers adapt to the needs (e.g., technical,administrative, and logistic) of specific buyers and
vice versa. In other words, significant counterpart-specificinterfirm adaptations on the part of either buyers or
sellers, or both, occur. The firms in a relationship tend tomodify and adapt, more or less continuously, the prod-
Address correspondence to Tony Fang, Institute of International Business
(IIB), Stockholm School of Economics, P. O. Box 6501, SE-113 83
Stockholm, Sweden.
ucts exchanged as well as the routines and rules of conductin order to function better vis-à-vis each other [8]. Inworking business relationships, adaptations from oneparty tend to be reciprocated by adaptations from the
other party [9]. In short, interfirm adaptations are a definingcomponent of buyer–seller relationships.
Despite its considerable relevance for our understandingof business relationships and networks, interfirm adaptationhas been scantily researched. There is a gap inthe industrial marketing management literature where interfirmadaptation is concerned. Brennan and Turnbull[1–4] are among only a few researchers who have studiedinterfirm adaptations in a systematic fashion. Brennanand Turnbull [1] provide a survey of the concept in the
literature and give the following definition of interfirmadaptations, which also is used as the working definitionof the concept in this article:[Interfirm adaptations are] behavioural modifications at
the individual, group, or corporate level carried out by oneorganisation, which are initially designed to meet specific
needs of one other organisation (p. 182).
FIVE METAPHORS
Brennan and Turnbull [2] further progress the scholarshipby proposing the “five metaphors” for understandingthe process of adaptations in interfirm relationships. First,adaptation is understood as an investment process. An initialadaptation is expected to yield a sequence of positive“net cash flows” over time. The “inves论文英语论文网提供整理,提供论文代写英语论文代写代写论文代写英语论文代写留学生论文代写英文论文留学生论文代写相关核心关键词搜索。

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