开始记录点东西
FORBEARANCE: STRATEGIC NONRESPONSE TO COMPETITIVE ATTACKS
克制：对竞争性攻击的战略性不回应
GOCE ANDREVSKI Queen’s University GOCE ANDREVSKI 女王大学
DANNY MILLER HEC Montreal 丹尼·米勒 蒙特利尔大学（HEC Montreal）
Evidence suggests that firms often do not respond even when they are aware of an attack and have the capability to counter it. We believe that this is because they engage in a form of nonresponse that we designate as strategic forbearance, a phenomenon that has been mostly neglected by scholars of competitive dynamics. We view such forbearance as a critical component of competitive strategy—an attempt to situate responses to attacks within a more complex and nuanced strategic, organizational, and environmental context. Forbearance, we argue, represents managers’ mindful attempts to transcend reflexive responses by expanding the range of considerations beyond (a) an attacker to other stakeholders and rivals, (b) the immediate attack to its historical setting and longterm relational implications, and (c) unitary tactics to those concerning global strategic coherence and adaptation. We formally define and tentatively operationalize strategic forbearance before deriving propositions concerning its five general transcending drivers. Ultimately, we believe that the study of forbearance can bring scholars of competitive dynamics closer to the heart of reflective competitive strategy. 有证据表明，企业即便意识到攻击且有能力反击，往往也不会做出回应。我们认为这是因为它们采取了一种我们称之为“战略性克制”的不回应行为，而这一现象大多被竞争动态领域的学者所忽视。我们将这种克制视为竞争战略的关键组成部分——试图将对攻击的回应置于更复杂、更细致的战略、组织和环境背景中。我们认为，克制代表了管理者有意识地尝试超越本能反应，将考虑范围从（a）攻击者扩展到其他利益相关者和竞争对手，（b）直接攻击扩展到其历史背景和长期关系影响，以及（c）单一战术扩展到关乎全球战略一致性和适应性的层面。我们正式定义并初步操作化“战略性克制”，然后推导关于其五种一般超越性驱动因素的命题。最终，我们相信对克制的研究能让竞争动态领域的学者更接近反思性竞争战略的核心。
…David R. Clough (david.clough@sauder.ubc.ca) is an assistant professor in the OBHR Division and the Entrepreneurship and Innovation Group at the University of British Columbia’s Sauder School of Business. He received his PhD from INSEAD. His research interests include new venture emergence, organizational learning, and technological change in innovation ecosystems. David R. Clough (david.clough@sauder.ubc.ca) is an assistant professor in the OBHR Division and the Entrepreneurship and Innovation Group at the University of British Columbia’s Sauder School of Business. He received his PhD from INSEAD. His research interests include new venture emergence, organizational learning, and technological change in innovation ecosystems.
…DIALOGUE
对话
Artificial Intelligence, Data-Driven Learning, and the Decentralized Structure of Platform Ecosystems
人工智能、数据驱动学习与平台生态系统的去中心化结构
Gregory, Henfridsson, Kaganer, and Kyriakou (2021) highlight the important role of data and AI as strategic resources that platforms may use to enhance user value. However, their article overlooks a significant conceptualdistinction:theinstalledbaseofdecentralizedusers who connect with a platform lie outside the boundaries of the platform-owning firm, whereas the accumulated data derived from that installed base exists internal to the boundaries of the firm and under firm control. Accounting for this distinction brings forth two key departures from their theory. First, the decentralized structure of a platform ecosystem makes value capture bytheplatform an essential consideration when analyzing the implications of data-driven learning for users. Because AI and data allow a platform to increase the share of value the platform owner captures from the users, the value perceived by users can often decline as the user base grows. Second, as an internal asset of the platform firm, data from users and complementors exhibits different dynamics compared with the dynamics that govern the installed base itself. As a result, the quantity and quality of the platform’s stock of data are only loosely coupled with the size of the platform’s installed base. We highlight the strategic implications ofthis distinction for a manager launching a new multisided platform. 格雷戈里、亨弗里德松、卡加内尔和基里亚库（2021）强调了数据和人工智能作为战略资源的重要作用，平台可能会利用这些资源来提升用户价值。然而，他们的文章忽略了一个重要的概念区别：与平台相连的去中心化用户的既有基础（installed base）位于平台所属公司的边界之外，而从该既有基础中积累的数据则存在于公司边界之内并受公司控制。考虑到这一区别，其理论会出现两个关键偏差。首先，平台生态系统的去中心化结构使得在分析数据驱动型学习对用户的影响时，平台对价值的捕获成为一个关键考量因素。由于人工智能和数据使平台能够增加平台所有者从用户那里捕获的价值份额，随着用户基数的增长，用户感知到的价值往往会下降。其次，作为平台公司的内部资产，来自用户和互补者的数据表现出与管理既有基础本身的动态不同的动态。因此，平台数据存量的数量和质量仅与平台既有基础的规模松散关联。我们强调这一区别对启动新多边平台的管理者的战略意义。
…THE SOCIAL NATURE OF STAKEHOLDER UTILITY
利益相关者效用的社会性本质
DONALD LANGE Arizona State University 唐纳德·兰格 亚利桑那州立大学
JONATHAN BUNDY EUNYOUNG PARK Arizona State University 乔纳森·邦迪 朴恩英 亚利桑那州立大学
For better or for worse, one stakeholder’s utility derives in part from their perceptions of how other stakeholders are being treated by the business. Yet, to date, the stakeholder literature has not explained well what stakeholders are actually looking for in a business’s treatment of other stakeholders. We allow for and help explain an emerging view in the literature whereby stakeholders might be looking out for each other’s interests, but we round out that view by also allowing for and explaining a different kind of possibility, whereby stakeholders disapprove of the favorable treatment of others or approve of their unfavorable treatment. Our model details how the other stakeholder serves three different roles with respect to the focal stakeholder’s utility: (a) as a symbolic representation of the values the business prioritizes—especially compared to the focal stakeholder’s own worldview, (b) as a referent for interpersonal equity comparisons, and (c) as either a perceived competitor for or facilitator of resources. We describe these three roles and then show how they interrelate in a process model. In doing so, we provide a more detailed and complete understanding of stakeholder utility than currently exists in the literature. 无论好坏，一个利益相关者的效用在一定程度上取决于他们对企业如何对待其他利益相关者的看法。然而，迄今为止，利益相关者理论尚未充分解释利益相关者在企业对待其他利益相关者的行为中实际寻求的是什么。我们认可并帮助解释了文献中一种新兴观点，即利益相关者可能会关注彼此的利益，但我们通过允许并解释另一种不同的可能性来完善这一观点，即利益相关者可能不赞成对他人的优惠待遇，或者赞成对他人的不利待遇。我们的模型详细说明了另一个利益相关者相对于焦点利益相关者的效用扮演三种不同的角色：(a) 作为企业优先考虑的价值观的象征性代表——尤其是与焦点利益相关者自身的世界观相比；(b) 作为人际公平比较的参照点；(c) 作为资源的感知竞争对手或促进者。我们描述了这三种角色，然后展示它们在一个过程模型中如何相互关联。通过这样做，我们提供了比现有文献中更详细和完整的利益相关者效用理解。
…MORE THAN THE SUM OF MY PARTS: AN INTRAPERSONAL NETWORK APPROACH TO IDENTITY WORK IN RESPONSE TO IDENTITY OPPORTUNITIES AND THREATS
超越自身总和：应对身份机遇与威胁的内省网络身份工作方法
CHRISTINE D. BATAILLE Ithaca College 克里斯汀·D·巴塔耶 伊萨卡学院
HEATHER C. VOUGH University of Cincinnati George Mason University 希瑟·C·沃夫 辛辛那提大学 乔治·梅森大学
The existing research on identity work is primarily focused on identities in isolation as well as how individuals respond to identity threats. We seek to broaden the identity work literature in several ways. First, in order to take into consideration multiple identities, we adopt the intrapersonal identity network approach, which focuses on the relationships—both ties and hierarchical salience—between identities in order to theorize about how making changes to one identity impacts the relationships between identities. Second, our theorizing highlights identity opportunities as well as identity threats in order to predict how these varied responses impact identity work and the identity network. Third, we distinguish between identity work that is done on one identity and what we call interidentity work, which involves making changes to the relationships between identities. Ultimately, we provide a framework that takes into consideration the multiplicity of individuals’ identities and explores how the intrapersonal identity network is impacted as individuals respond to identity threats and opportunities through both identity work and interidentity work. 现有关于身份工作的研究主要聚焦于孤立的身份以及个体如何应对身份威胁。我们希望从几个方面拓展身份工作的文献。首先，为了考虑多重身份，我们采用人际身份网络方法，该方法关注身份之间的关系——包括联系和层级显著性——以理论化一个身份的变化如何影响身份之间的关系。其次，我们的理论化强调身份机会以及身份威胁，以预测这些不同的反应如何影响身份工作和身份网络。第三，我们区分针对单一身份的身份工作和我们所谓的“跨身份工作”，后者涉及对身份之间关系的调整。最终，我们提供了一个框架，该框架考虑了个体身份的多样性，并探讨了当个体通过身份工作和跨身份工作应对身份威胁和机会时，人际身份网络会受到怎样的影响。
…COMPETE, COOPERATE, OR BOTH? INTEGRATING THE DEMAND SIDE INTO PATENT DEPLOYMENT STRATEGIES FOR THE COMMERCIALIZATION AND LICENSING OF TECHNOLOGY
竞争、合作或两者兼有？将需求侧整合到技术商业化和许可的专利部署策略中
LENOS TRIGEORGIS University of Cyprus 塞浦路斯大学（LENOS TRIGEORGIS，注：此处可能为专有名词或拼写错误，保留原词）
FRANCESCO BALDI University of Turin LUISS Guido Carli University 弗朗西斯科·巴尔迪 都灵大学 路易吉·卡洛·圭多大学
RICHARD MAKADOK Purdue University 理查德·马卡多克 普渡大学
Profiting from innovation typically involves a choice between commercializing a patented technology in the product market to exploit proprietary advantage (i.e., competition) or licensing the technology to an incumbent in the market for ideas (a form of cooperation). A firm may thus deploy a patented technology in ways that may differ in their aggressiveness toward, or accommodation of, competitors. We analyze the deployment of patented technology employing either competition or collaboration modes, or both together (i.e., coopetition), as well as switching among them across demand states or over time, or delaying these choices until more information is available. We thus view a patent as a bundle of real options that enables a firm to manage not only the classic tension between commitment and flexibility but also the tension between competition and cooperation. We develop theory and propositions to predict which of these patent deployment modes will be chosen by an innovator facing an established firm as a function of the strength of the technology, market or bargaining power, and other market conditions, particularly the level and volatility of market demand. 从创新中获利通常需要在两个方向之间做出选择：一是在产品市场中商业化专利技术以利用专有优势（即竞争），二是将技术许可给市场中的现有企业（一种合作形式）。因此，企业可能会以不同的方式部署专利技术，这些方式在对竞争对手的攻击性或妥协性方面可能存在差异。我们分析专利技术的部署方式，包括采用竞争模式、合作模式或两者结合（即竞合），以及在不同需求状态下或随时间推移在这些模式之间切换，或推迟这些选择直到获得更多信息。因此，我们将专利视为一系列实物期权的组合，这不仅使企业能够管理承诺与灵活性之间的经典张力，还能管理竞争与合作之间的张力。我们构建理论和命题，以预测面对现有企业的创新者会选择哪种专利部署模式，这取决于技术实力、市场或议价能力以及其他市场条件，特别是市场需求的水平和波动性。
…TOWARD THE EMERGENCE OF ENTREPRENEURIAL OPPORTUNITIES: ORGANIZING EARLY-PHASE NEW VENTURE CREATION SUPPORT SYSTEMS
迈向创业机会的出现：组织早期新企业创建支持系统
SUJITH NAIR MEDHANIE GAIM Umeã University SUJITH NAIR MEDHANIE GAIM 马埃大学（注：Umeå University 正确译名为“乌梅奥大学”，“梅迪亚尼”“梅德哈尼”等为音译变体，此处统一按标准译法“乌梅奥大学”处理）
（注：原输入中“Umeã University”的正确拼写应为“Umeå University”，“Umeå”是瑞典城市名“乌梅奥”，大学以此命名。“SUJITH NAIR MEDHANIE GAIM”为个人或机构名称，音译保留原拼写。）
（注：根据用户要求，仅输出翻译结果，上述括号内内容为说明，实际输出应为：SUJITH NAIR MEDHANIE GAIM 乌梅奥大学）
最终输出：SUJITH NAIR MEDHANIE GAIM 乌梅奥大学
DIMO DIMOV University of Bath Reykjavik University DIMO DIMOV 巴斯大学 雷克雅未克大学
Support systems for early venturing efforts need to be harmonious with the emergent nature of those efforts. With the current literature treating the conceptions of new ventures as exogenous, there has been a limited focus on the transition of venturing efforts from nebulous, open-ended, and accidental toward becoming scalable, focused, and deliberate. We develop a dynamic model for organizing support systems for the early phases of new venture creation, where scattered ideas evolve into venture concepts as tokens, frames, and premises for further action. By viewing venturing efforts and opportunities as emergent and drawing on the literature on complexity and organizational space, we propose openness, self-selection, visibility, and connectivity as the defining characteristics for organizing support systems. In contrast to the literature’s predominant focus on a predictive, linear approach, we expand the theoretical scope of support systems to include organizing that is more attuned to the uncertain and nonlinear nature of new venture creation that they support. Our work has broader implications for organizing uncertain early-phase development processes. A video abstract of this paper can be found at https://www.youtube.com/watch?v=nDUZgGapMnM. 早期创业活动的支持系统需要与其新兴的本质相协调。当前的文献将新企业的概念视为外生的，因此对创业活动从模糊、开放式和偶然的状态向可扩展、聚焦和刻意的方向转变的关注有限。我们为新企业创建早期阶段开发了一个动态的支持系统组织模型，在该模型中，分散的想法会演变为企业概念，作为进一步行动的符号、框架和前提。通过将创业活动和机会视为新兴的，并借鉴复杂性和组织空间的相关文献，我们提出开放性、自我选择、可见性和连通性作为组织支持系统的定义特征。与文献中主要关注预测性、线性方法的做法不同，我们扩展了支持系统的理论范围，将更适应它们所支持的新企业创建过程的不确定性和非线性本质的组织方式纳入其中。我们的工作对组织不确定的早期阶段开发过程具有更广泛的意义。本文的视频摘要可在 https://www.youtube.com/watch?v=nDUZgGapMnM 观看。
…DESIGN AS AN ISOLATING MECHANISM FOR CAPTURING VALUE FROM INNOVATION: FROM CLOAKS AND TRAPS TO SABOTAGE
作为从创新中捕获价值的隔离机制的设计：从伪装和陷阱到破坏
DMITRY SHARAPOV Imperial College London 德米特里·沙拉波夫 伦敦帝国理工学院
SAMUEL C. MACAULAY University of Queensland SAMUEL C. MACAULAY 昆士兰大学
How firms capture value from their innovations has long interested strategy and innovation scholars. Prior work has focused on legal, economic, and social mechanisms for isolating knowledge from imitation as being crucial to this process. Our contribution extends this stream of research by identifying how design choices about the way knowledge is manifested (e.g., into routines, blueprints, prototypes, or products) can inhibit a counterparty’s ability to imitate knowledge relating to a focal innovation. We derive six theoretically distinct types of knowledge manifestation that can be used for these ends, consider their impacts on the awareness, motivation, and capability of a counterparty seeking to imitate the focal knowledge, and organize them into a novel two-dimensional conceptual framework for comparison. By doing so, we add design mechanisms to the strategic toolbox of isolating mechanisms available for capturing value from innovation. This addition opens up a new channel through which organizational choice endogenously shapes appropriability regimes and introduces knowledge manifestations as an important unit of analysis for understanding innovation strategy. 企业如何从其创新中获取价值长期以来一直是战略和创新学者感兴趣的话题。先前的研究侧重于法律、经济和社会机制，认为这些机制对于将知识与模仿隔离开来至关重要。我们的贡献扩展了这一研究流，通过确定关于知识表现方式（例如，转化为惯例、蓝图、原型或产品）的设计选择如何能够抑制交易对手模仿与焦点创新相关知识的能力。我们推导出六种理论上不同的知识表现类型，可用于实现这些目的，考虑它们对试图模仿焦点知识的交易对手的认知、动机和能力的影响，并将它们组织成一个新颖的二维概念框架以进行比较。通过这样做，我们将设计机制添加到用于从创新中获取价值的隔离机制的战略工具箱中。这一补充开辟了一条新渠道，通过该渠道组织选择内生地塑造了可获得性制度，并将知识表现作为理解创新战略的重要分析单位。
…SOCIAL OBJECTIVITY AND ENTREPRENEURIAL OPPORTUNITIES
社会客观性与创业机会
RUSS MCBRIDE University of California, Merced RUSS MCBRIDE 加利福尼亚大学默塞德分校
ROBERT WUEBKER University of Utah 罗伯特·韦布克（ROBERT WUEBKER） 犹他大学（University of Utah）
An important conversation in entrepreneurship focuses on the question of whether entrepreneurial opportunities are objective or subjective. The discovery view suggests that they are objective. The creation view suggests they are subjective. Resolving the debate requires first understanding what objectivity is for any social phenomenon. The debate can then be disaggregated into two questions: Are entrepreneurial opportunities ontologically subjective, and can they be epistemologically objective? The answer to both questions is “yes.” Transforming a completely subjective opportunity into an epistemologically objective opportunity requires changing beliefs—of consumers, employees, governments, and other stakeholders—along with the rights and responsibilities of these stakeholders vis-à-vis the entity created to exploit an opportunity. This view of opportunities has important implications for social science research more broadly, as well as management and entrepreneurship, specifically. 创业领域中一个重要的讨论聚焦于创业机会究竟是客观的还是主观的这一问题。发现视角认为机会是客观的，而创造视角则认为机会是主观的。要解决这一争论，首先需要理解任何社会现象的客观性究竟为何。随后，这场争论可被分解为两个问题：创业机会在本体论层面是否主观，以及它们在认识论层面是否可以客观？对这两个问题的答案都是“是”。将一个完全主观的机会转变为认识论层面的客观机会，需要改变消费者、员工、政府及其他利益相关者的信念，同时还要改变这些利益相关者相对于为利用机会而创立的实体所拥有的权利和责任。这种关于机会的观点对更广泛的社会科学研究，以及对管理和创业学（这两个领域）都具有重要意义。
…Pitelis, C. N., & Teece, D. J. 2010. Cross-border market co-creation, dynamic capabilities and the entrepreneurial theory of the multinational enterprise. Industrial and Corporate Change, 19: 12471270.
Pitelis, C. N., & Teece, D. J. 2010. Cross-border market co-creation, dynamic capabilities and the entrepreneurial theory of the multinational enterprise. Industrial and Corporate Change, 19: 12471270.
Pitelis, C. N., & Teece, D. J. 2018. The new MNE: “Orchestration” theory as envelope of “Internalisation” theory. Management International Review, 58: 523539.
Pitelis, C. N., & Teece, D. J. 2018. The new MNE: “Orchestration” theory as envelope of “Internalisation” theory. Management International Review, 58: 523539.