Tiago Filipe Pereira Silva, Tiago Filipe Pereira Marques
opportunities (Etzkowitz, 2001). Universities, as a primary source of knowledge generation and transfer, are relevant allies for companies to jointly do research and co-develop new products and services. For this purpose, several techniques have been developed to provide a structure for innovation. One of them, is called “human-centered design” (HCD), which promotes the engagement with users, clients, and stakeholders, thereby enabling the generation and utilisation of knowledge to enhance human lives (Kelley, 2002; Giacomin, 2014).
{"title":"Human-Centered Design for Collaborative Innovation in Knowledge-based Economies","authors":"Tiago Filipe Pereira Silva, Tiago Filipe Pereira Marques","doi":"10.22215/TIMREVIEW/1385","DOIUrl":"https://doi.org/10.22215/TIMREVIEW/1385","url":null,"abstract":"opportunities (Etzkowitz, 2001). Universities, as a primary source of knowledge generation and transfer, are relevant allies for companies to jointly do research and co-develop new products and services. For this purpose, several techniques have been developed to provide a structure for innovation. One of them, is called “human-centered design” (HCD), which promotes the engagement with users, clients, and stakeholders, thereby enabling the generation and utilisation of knowledge to enhance human lives (Kelley, 2002; Giacomin, 2014).","PeriodicalId":51569,"journal":{"name":"Technology Innovation Management Review","volume":" ","pages":"5-15"},"PeriodicalIF":1.8,"publicationDate":"2020-09-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47956712","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
With the advent of digital technologies, a new social paradigm is emerging, and disruptive changes are an important part of future progress. Characterized by the convergence of many emerging technologies, whose core is data (big data, artificial intelligence, internet of things, etc.), digitalization leads firms to radical transformations in their systems and processes, as well as in their management methods and workforce. For instance, by reducing operating costs and improving interactions among ecosystem stakeholders including customers, partners, suppliers and distributors nascent digital technologies are playing an increasingly important role in company growth (Nambisan, 2017; Reuber & Fischer, 2011, 2014). Digitalization has started to be addressed at a scientific level in the fields of entrepreneurship and management research, among others (Kraus et al., 2019). However, although international research has been fundamentally influenced by the pervasive effects of technological advances for many years, relatively few studies have investigated emergent digital technologies to theoretically understand and empirically test their attributes in international business management (Hannibal & Knight, 2018; Brouthers et al., 2018, 2016; Neubert, 2018; Ojala et al., 2018; Stallkamp & Schotter, 2018; Watson et al., 2018; Wittkop et al., 2018; Coviello et al., 2017; Strange & Zucchella, 2017; Autio & Zander, 2016; Tanev et al., 2015).
随着数字技术的出现，一种新的社会范式正在出现，颠覆性变革是未来进步的重要组成部分。数字化的特点是许多新兴技术的融合，其核心是数据(大数据、人工智能、物联网等)，数字化使企业的系统和流程以及管理方法和劳动力发生了根本性的转变。例如，通过降低运营成本和改善生态系统利益相关者(包括客户、合作伙伴、供应商和分销商)之间的互动，新兴的数字技术在公司增长中发挥着越来越重要的作用(Nambisan, 2017;Reuber & Fischer, 2011, 2014)。在创业和管理研究等领域，数字化已开始在科学层面得到解决(Kraus et al.， 2019)。然而，尽管多年来国际研究从根本上受到技术进步的普遍影响，但相对较少的研究调查了新兴数字技术，以从理论上理解和实证检验其在国际商业管理中的属性(Hannibal & Knight, 2018;Brouthers等人，2018,2016;Neubert, 2018;Ojala等人，2018;Stallkamp & Schotter, 2018;Watson等人，2018;Wittkop等人，2018;Coviello et al.， 2017;Strange & Zucchella, 2017;奥蒂奥&赞德，2016;Tanev et al.， 2015)。
{"title":"Internationalization and Digitalization: Applying digital technologies to the internationalization process of small and medium-sized enterprises","authors":"Annaële Hervé, C. Schmitt, Rico J. Baldegger","doi":"10.22215/timreview/1373","DOIUrl":"https://doi.org/10.22215/timreview/1373","url":null,"abstract":"With the advent of digital technologies, a new social paradigm is emerging, and disruptive changes are an important part of future progress. Characterized by the convergence of many emerging technologies, whose core is data (big data, artificial intelligence, internet of things, etc.), digitalization leads firms to radical transformations in their systems and processes, as well as in their management methods and workforce. For instance, by reducing operating costs and improving interactions among ecosystem stakeholders including customers, partners, suppliers and distributors nascent digital technologies are playing an increasingly important role in company growth (Nambisan, 2017; Reuber & Fischer, 2011, 2014). Digitalization has started to be addressed at a scientific level in the fields of entrepreneurship and management research, among others (Kraus et al., 2019). However, although international research has been fundamentally influenced by the pervasive effects of technological advances for many years, relatively few studies have investigated emergent digital technologies to theoretically understand and empirically test their attributes in international business management (Hannibal & Knight, 2018; Brouthers et al., 2018, 2016; Neubert, 2018; Ojala et al., 2018; Stallkamp & Schotter, 2018; Watson et al., 2018; Wittkop et al., 2018; Coviello et al., 2017; Strange & Zucchella, 2017; Autio & Zander, 2016; Tanev et al., 2015).","PeriodicalId":51569,"journal":{"name":"Technology Innovation Management Review","volume":"10 1","pages":"28-40"},"PeriodicalIF":1.8,"publicationDate":"2020-09-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41409751","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
When Day and Wensley (1983) described the strategic orientation of marketing, and hence laid the groundwork for strategic marketing as a key concern, they broadened the marketing concept to include functions both inside and outside of a company. They thereby guided people away from simply targeting customers (consumers) as an operational level problem, a view which had dominated earlier marketing studies. Although marketing in recent years has gained more depth and increasingly included resources and stakeholder concerns, strategic marketing ideas still depart from the individual firm and its circumstances. Recent developments in terms of the collaborative economy and open innovation (Ritter & Schanz, 2019; Öberg & Alexander, 2019; Sanasi et al., 2020) denote how parties both internal and external to a company participate in processes that are not only communicative, but which form a company’s strategy (Whittington et al., 2011).
{"title":"Open Marketing: Conceptualizing external parties’ strategic marketing activities","authors":"Christina Öberg","doi":"10.22215/timreview/1378","DOIUrl":"https://doi.org/10.22215/timreview/1378","url":null,"abstract":"When Day and Wensley (1983) described the strategic orientation of marketing, and hence laid the groundwork for strategic marketing as a key concern, they broadened the marketing concept to include functions both inside and outside of a company. They thereby guided people away from simply targeting customers (consumers) as an operational level problem, a view which had dominated earlier marketing studies. Although marketing in recent years has gained more depth and increasingly included resources and stakeholder concerns, strategic marketing ideas still depart from the individual firm and its circumstances. Recent developments in terms of the collaborative economy and open innovation (Ritter & Schanz, 2019; Öberg & Alexander, 2019; Sanasi et al., 2020) denote how parties both internal and external to a company participate in processes that are not only communicative, but which form a company’s strategy (Whittington et al., 2011).","PeriodicalId":51569,"journal":{"name":"Technology Innovation Management Review","volume":"10 1","pages":"14-26"},"PeriodicalIF":1.8,"publicationDate":"2020-09-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45867371","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Basic research is the fountainhead of innovation. Basic research is defined as an experimental or theoretical work undertaken primarily to acquire new knowledge of the underlying foundations of phenomena and observable facts, without any particular application or use in view (OECD, 2002). Breakthrough discoveries made in basic research have led to the creation of many unique technologies. For example, Nobel Prize-winning research has proposed innovative technologies that improve our lives and society. The outcomes of basic research are crucial for science-based industries, including applied fields like the pharmaceutical industry.
{"title":"Which Factors Influence a Company’s Evaluation of the Contribution of Basic Research to Innovation?","authors":"Hiromi S. Nagane, K. Sumikura","doi":"10.22215/timreview/1380","DOIUrl":"https://doi.org/10.22215/timreview/1380","url":null,"abstract":"Basic research is the fountainhead of innovation. Basic research is defined as an experimental or theoretical work undertaken primarily to acquire new knowledge of the underlying foundations of phenomena and observable facts, without any particular application or use in view (OECD, 2002). Breakthrough discoveries made in basic research have led to the creation of many unique technologies. For example, Nobel Prize-winning research has proposed innovative technologies that improve our lives and society. The outcomes of basic research are crucial for science-based industries, including applied fields like the pharmaceutical industry.","PeriodicalId":51569,"journal":{"name":"Technology Innovation Management Review","volume":"10 1","pages":"38-51"},"PeriodicalIF":1.8,"publicationDate":"2020-09-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49255187","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
The structure of this paper can be described as follows. First, we present extant strategy and innovation management theory to highlight similarities and differences across these two bodies of research and pose our research question. Second, we explain the method applied in the search, review, and analysis of the reviewed papers. Third, we present the findings from our analysis of the extant body of literature addressing strategy and innovation. And, finally, we offer a concluding discussion with implications on future developments for research and practice.
{"title":"Understanding the Strategy-Innovation Link in an Era of Disruptions","authors":"K. Breunig, Tale Skjølsvik","doi":"10.22215/timreview/1377","DOIUrl":"https://doi.org/10.22215/timreview/1377","url":null,"abstract":"The structure of this paper can be described as follows. First, we present extant strategy and innovation management theory to highlight similarities and differences across these two bodies of research and pose our research question. Second, we explain the method applied in the search, review, and analysis of the reviewed papers. Third, we present the findings from our analysis of the extant body of literature addressing strategy and innovation. And, finally, we offer a concluding discussion with implications on future developments for research and practice.","PeriodicalId":51569,"journal":{"name":"Technology Innovation Management Review","volume":" ","pages":""},"PeriodicalIF":1.8,"publicationDate":"2020-09-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48615934","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Priscilla Kan John, Emmaline L. Lear, Patrick L’Espoir Decosta, S. Gregor, S. Dann, Ruonan Sun
Innovation is important to the economic prosperity of nations, with governments worldwide developing policies to boost innovation for their countries (OECD, 2019). Creativity and the exploration of ideas are key components of innovation, which are encouraged within organisations, for example, Google (Adams, 2016) to enhance competitiveness. To produce benefits, creativity and ideation need to be directed at solving relevantly-framed problems. This endeavour involves developing a solid understanding of the problem of interest in order for the ideation process to arrive at a value proposition that yields benefits for users when implemented. Identifying what problem to solve is therefore an essential step, which should to be done iteratively alongside the process of ideation. Failing to clearly grasp the problem to be solved can result in developing services or products that are not useful to target users.
{"title":"Designing a Visual Tool for Teaching and Learning Front-End Innovation","authors":"Priscilla Kan John, Emmaline L. Lear, Patrick L’Espoir Decosta, S. Gregor, S. Dann, Ruonan Sun","doi":"10.22215/TIMREVIEW/1386","DOIUrl":"https://doi.org/10.22215/TIMREVIEW/1386","url":null,"abstract":"Innovation is important to the economic prosperity of nations, with governments worldwide developing policies to boost innovation for their countries (OECD, 2019). Creativity and the exploration of ideas are key components of innovation, which are encouraged within organisations, for example, Google (Adams, 2016) to enhance competitiveness. To produce benefits, creativity and ideation need to be directed at solving relevantly-framed problems. This endeavour involves developing a solid understanding of the problem of interest in order for the ideation process to arrive at a value proposition that yields benefits for users when implemented. Identifying what problem to solve is therefore an essential step, which should to be done iteratively alongside the process of ideation. Failing to clearly grasp the problem to be solved can result in developing services or products that are not useful to target users.","PeriodicalId":51569,"journal":{"name":"Technology Innovation Management Review","volume":"10 1","pages":"16-26"},"PeriodicalIF":1.8,"publicationDate":"2020-09-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49321513","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
The globalization of business, combined with technological and demographic changes, is impacting the world’s regions in different ways. Nevertheless, a common response to emergent conditions is to encourage the establishment of new businesses (or the growth of established businesses), facilitated by some form of business startup incubation support. Some studies (Bruneel et al., 2012) have suggested that further research is needed to look beyond providing incubator service to also consider firstly, how regional conditions shape the incubator business model rationale, and secondly, the extent to which incubator value propositions and client profiles are aligned. In this paper, we take up these suggestions in our analysis.
商业全球化，加上技术和人口结构的变化，正在以不同的方式影响世界各地区。然而，对紧急情况的常见反应是鼓励建立新企业（或现有企业的发展），并通过某种形式的创业孵化支持来促进。一些研究（Bruneel et al.，2012）表明，除了提供孵化器服务外，还需要进行进一步的研究，首先考虑地区条件如何塑造孵化器商业模式的基本原理，其次考虑孵化器价值主张和客户档案的一致性。在本文中，我们在分析中采纳了这些建议。
{"title":"A Triadic Actor View of Value Co-creation in Business Incubation","authors":"R. Beckett, J. Dalrymple","doi":"10.22215/timreview/1379","DOIUrl":"https://doi.org/10.22215/timreview/1379","url":null,"abstract":"The globalization of business, combined with technological and demographic changes, is impacting the world’s regions in different ways. Nevertheless, a common response to emergent conditions is to encourage the establishment of new businesses (or the growth of established businesses), facilitated by some form of business startup incubation support. Some studies (Bruneel et al., 2012) have suggested that further research is needed to look beyond providing incubator service to also consider firstly, how regional conditions shape the incubator business model rationale, and secondly, the extent to which incubator value propositions and client profiles are aligned. In this paper, we take up these suggestions in our analysis.","PeriodicalId":51569,"journal":{"name":"Technology Innovation Management Review","volume":"10 1","pages":"27-37"},"PeriodicalIF":1.8,"publicationDate":"2020-09-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43460396","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Technological development within tourism has enabled a change in consumer behavior, led to the emergence of new actors entering the sector along with widespread digitalization (Boksberger & Laesser, 2009; Laesser et al., 2009; Koukopoulos & Styliaras, 2013; Kubiak, 2014; Wernz et al., 2014). This, in turn, has resulted in new ways of designing businesses (Burger & Fuchs, 2005; d’Angella et al., 2010; Zach & Racherla, 2011; Zach, 2012; Krizaj et al., 2014). Beritelli and Schegg (2016), for instance, describe online booking systems, Yu (2016) points at e-tourism, Scheepens et al. (2016) refer to sustainability initiatives, and De Carlos et al. (2016) indicate how online booking systems introduce new actors in the tourism sector, as do Kathan et al. (2016), and Forgacs and Dimanche (2016) in relation to platform-based businesses. These new business designs reflect some ongoing changes to business models in the sector (Osterwalder et al., 2005; Zott et al., 2011) and suggest the possibility of structuring different ways to operate within tourism. A business model can be defined as a system of interdependent activities of a firm, its business partners, and the mechanisms that link these activities (Zott & Amit, 2010). In short, it is the way a firm operates its business. The increased variety of business model designs in the tourism sector (Martins et al., 2015) draws attention to how various business models may fit in different situations and for different purposes (Zott & Amit, 2013). Through configuration theory, it is possible to conceptually identify archetypes, or in other words, wellperforming business model configurations. The purpose of this paper is to conceptually develop a business model typology in the tourism sector. The theoretical basis for deriving a typology of business models (Baden-Fuller & Morgan, 2010) draws on a configuration approach, which takes into account contingency factors of digitalization as well as company location. In tourism research, the location of a firm is a central theme that focuses on topics such as accessibility and attractiveness of destinations (Henderson, 2006). The location as an external factor is thereby stressed more extensively for business models in tourism than in many other sectors. Digitalization has been shown to change the way tourism operates, including intermediation and peer-topeer (P2P) sharing. Gardiner and Scott (2018), for instance, discuss how digital innovation in tourism has changed the ways companies conduct their business. This paper aims to conceptually develop a business model typology in tourism. It focuses on digitalization and destination location as important contextual factors when developing the typology. The paper builds on prior research on business models and tourism research by adopting configuration theory to create a typology of business models in tourism businesses. Four business model archetypes are identified: (1) bricks and mortar business models, (2) digitalized de
旅游业的技术发展使消费者行为发生了变化，导致新的参与者进入该行业，同时广泛数字化（Boksberger&Laesser，2009；Laesser等人，2009；Koukopoulos&Styliaras，2013；Kubiak，2014；Wernz等人，2014）。这反过来又带来了新的企业设计方式（Burger&Fuchs，2005；d'Angella等人，2010；Zach&Racherla，2011；Zach，2012；Krizaj等人，2014）。例如，Beritelli和Schegg（2016）描述了在线预订系统，Yu（2016）指出了电子旅游，Scheepens等人（2016）提到了可持续发展倡议，De Carlos等人（2016。这些新的商业设计反映了该行业商业模式的一些持续变化（Osterwalder等人，2005年；Zott等人，2011年），并提出了在旅游业中构建不同运营方式的可能性。商业模式可以定义为企业、其商业伙伴以及将这些活动联系起来的机制的相互依存的活动系统（Zott&Amit，2010）。简而言之，这是一家公司经营业务的方式。旅游业商业模式设计的多样性不断增加（Martins et al.，2015），这引起了人们对各种商业模式如何适应不同情况和不同目的的关注（Zott&Amit，2013）。通过配置理论，可以从概念上识别原型，或者换句话说，就是表现良好的业务模型配置。本文的目的是从概念上发展旅游业的商业模式类型。推导商业模式类型的理论基础（Baden-Fuller&Morgan，2010）借鉴了配置方法，该方法考虑了数字化的偶然因素以及公司位置。在旅游研究中，公司的位置是一个中心主题，重点关注目的地的可达性和吸引力等主题（Henderson，2006）。因此，与许多其他部门相比，旅游业的商业模式更广泛地强调地理位置这一外部因素。数字化已被证明会改变旅游业的运营方式，包括中介和对等（P2P）共享。例如，Gardiner和Scott（2018）讨论了旅游业的数字创新如何改变了公司的经营方式。本文旨在从概念上发展旅游业的商业模式类型。它强调数字化和目的地位置是发展类型学时的重要背景因素。本文在前人对商业模式和旅游研究的基础上，采用配置理论建立了旅游企业商业模式的类型学。确定了四种商业模式原型：（1）实体商业模式，（2）数字化目的地，（3）创建目的地，以及（4）中介商业模式。类型学通过识别旅游业中不同类型的商业模式为文献做出了贡献。类型学也有助于从理论上建立商业模式概念，这在以前的商业模式研究中被认为是缺失的。旅游业商业模式类型学的概念发展：数字化和地理位置的影响Gabriel Linton和ChristinaÖberg
{"title":"A Conceptual Development of a Business Model Typology in Tourism: the impact of digitalization and location","authors":"Gabriel Linton, Christina Öberg","doi":"10.22215/timreview/1372","DOIUrl":"https://doi.org/10.22215/timreview/1372","url":null,"abstract":"Technological development within tourism has enabled a change in consumer behavior, led to the emergence of new actors entering the sector along with widespread digitalization (Boksberger & Laesser, 2009; Laesser et al., 2009; Koukopoulos & Styliaras, 2013; Kubiak, 2014; Wernz et al., 2014). This, in turn, has resulted in new ways of designing businesses (Burger & Fuchs, 2005; d’Angella et al., 2010; Zach & Racherla, 2011; Zach, 2012; Krizaj et al., 2014). Beritelli and Schegg (2016), for instance, describe online booking systems, Yu (2016) points at e-tourism, Scheepens et al. (2016) refer to sustainability initiatives, and De Carlos et al. (2016) indicate how online booking systems introduce new actors in the tourism sector, as do Kathan et al. (2016), and Forgacs and Dimanche (2016) in relation to platform-based businesses. These new business designs reflect some ongoing changes to business models in the sector (Osterwalder et al., 2005; Zott et al., 2011) and suggest the possibility of structuring different ways to operate within tourism. A business model can be defined as a system of interdependent activities of a firm, its business partners, and the mechanisms that link these activities (Zott & Amit, 2010). In short, it is the way a firm operates its business. The increased variety of business model designs in the tourism sector (Martins et al., 2015) draws attention to how various business models may fit in different situations and for different purposes (Zott & Amit, 2013). Through configuration theory, it is possible to conceptually identify archetypes, or in other words, wellperforming business model configurations. The purpose of this paper is to conceptually develop a business model typology in the tourism sector. The theoretical basis for deriving a typology of business models (Baden-Fuller & Morgan, 2010) draws on a configuration approach, which takes into account contingency factors of digitalization as well as company location. In tourism research, the location of a firm is a central theme that focuses on topics such as accessibility and attractiveness of destinations (Henderson, 2006). The location as an external factor is thereby stressed more extensively for business models in tourism than in many other sectors. Digitalization has been shown to change the way tourism operates, including intermediation and peer-topeer (P2P) sharing. Gardiner and Scott (2018), for instance, discuss how digital innovation in tourism has changed the ways companies conduct their business. This paper aims to conceptually develop a business model typology in tourism. It focuses on digitalization and destination location as important contextual factors when developing the typology. The paper builds on prior research on business models and tourism research by adopting configuration theory to create a typology of business models in tourism businesses. Four business model archetypes are identified: (1) bricks and mortar business models, (2) digitalized de","PeriodicalId":51569,"journal":{"name":"Technology Innovation Management Review","volume":"10 1","pages":"16-27"},"PeriodicalIF":1.8,"publicationDate":"2020-09-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44924816","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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