O2O实体渠道与网络渠道价格差异的竞争分析

针对由O2O实体渠道和网络渠道集成的双渠道供应链,在Hotelling模型基础上先构建出消费者效用函数模型和需求函数模型,然后建立双渠道收益函数模型,并求解分析电子商务成熟度、购物成本、服务质量对两种渠道价格差异的影响.结果表明,电子商务成熟度超过一个临界值时,网络渠道价格将高于O2O实体渠道;网上购物成本越高,网络渠道价格低于O2O实体渠道;服务质量越高,利润越大.最后,将收集的相关指标数据进行假设检验和多元线性回归分析,实证结果与理论分析相符.因此,研究对分析这两种渠道的定价差异具有指导意义.     

Dynamics of organizational rumor communication on connecting multi-small-world networks

We study the dynamics of an epidemic-like model for the spread of a rumor on a connecting multi-small-world-network (CM-SWN) model, which represents organizational communication in the real world. It has been shown that this model exhibits a transition between regimes of localization and propagation at a finite value of network randomness. Here, by numerical means, we perform a quantitative characterization of the evolution in the three groups under two evolution rules, namely the conformity and obeying principles. The variant of a dynamic CM-SWN, where the quenched disorder of small-world networks is replaced by randomly changing connections between individuals in a single network and stable connection by star nodes between networks, is also analysed in detail and compared with a mean-field approximation.     

Learning from Own and Foreign Experience: Technological Adaptation by Imitating Firms

In this paper we study the adaptive behavior of firms which repeatedly have to make a production decision. In a single good market the firms use own experience as well as information gathered by observing competitors to iteratively choose a production technology out of a given set. The adaptive learning of the firms is described in a dynamic model and analyzed in a simulation framework. We show that a small but positive propensity to imitate is optimal for the firms and yields production efficiencies above 95% of the maximal value. Furthermore, we observe that in a competitive situation firms using optimal propensities to imitate outmatch pure imitators and nonimitators in production efficiency as well as in profits. This revised version was published online in August 2006 with corrections to the Cover Date.     

The virtual design team: A computational model of project organizations

Large scale and multidisciplinary engineering projects (e.g., design of a hospital building) are often complex. They usually involve many interdependent activities and require intensive coordination among actors (i.e., designers) to deal with activity interdependencies. To make such projects more effective and efficient, one needs to understand how coordination requirements are generated and what coordination mechanisms should be applied for given project situations. Our research on the Virtual Design Team (VDT) attempts to develop a computational model of project organizations to analyze how activity interdependencies raise coordination needs and how organization design and communication tools change team coordination capacity and project performance. The VDT model is built based on contingency theory (Galbraith, 1977) and our observations about collaborative and multidisciplinary work in large, complex projects. VDT explicitly models actors, activities, communication tools and organizations. Based on our extended information-processing view of organizations, VDT simulates the actions of, and interactions among actors as processes of attention allocation, capacity allocation, and communication. VDT evaluates organization performance by measuring emergent project duration, direct cost, and coordination quality. The VDT model has been tested internally, and evaluated externally through case-studies. We found three way qualitative consistency among predictions of the simulation model, of organization theory, and of experienced project managers. In this paper, we present the VDT model in detail and discuss some general issues involved in computational organization modeling, including level of abstraction of tasks and actors' reasoning, and model validation.     

Organizational Structure and Firm Innovation in a Retail Chain

Two organizational structures for a retail chain are examined fortheir effect on the rate of firm innovation. A centralized organization isdefined as one in which store practices are mandated from corporateheadquarters (HQ) and this results in HQ being the sole source of new ideas.A decentralized organization gives freedom to store managers to adopt theirown ideas and disseminates innovations made by store managers. Thedifference in average profit between the centralized and decentralizedorganizations is found to be a non-monotonic function of innovativeopportunities. The centralized organization is preferred when innovativeopportunities are moderate while the decentralized organization is preferredwhen such opportunities are rich. Centralization also tends to fare betterin environments in which ideas are relatively complex.     

企业跨国冲突策略三维模型研究

企业跨国经营过程中,冲突策略的选择至关重要.本文针对传统二维冲突模型在指导组织间冲突时存在的不足,通过引入环境变量,构建了一个跨国冲突策略三维模型,并以实例应用对模型的使用方法给出了说明.该模型很好地弥补了二维模式存在的缺陷,为企业决策者提供了一个科学而合理的决策方法.     

A Model to Evaluate the Effect of Organizational Adaptation

When an organization's output declines due to either internal changes or changes in its external environment, it needs to adapt. In order to evaluate the effectiveness of different adaptation strategies on organizational performance, an organizational model composed of individual models of a five stage interacting decision maker was designed using an object oriented design approach and implemented as a Colored Petri net. The concept of entropy is used to calculate the total activity value, a surrogate for decision maker workload, based on the functional partition and the adaptation strategy being implemented. The individual decision maker's total activity is monitored, as overloaded decision makers constrain organizational performance. A virtual experiment was conducted; organizations implementing local and global adaptation strategies were compared to a control organization with no adaptation. The level of tolerance of the organization, the workload limit based on the concept of the bounded rationality constraint, was used to determined when a decision maker was overloaded: the limiting effect of the workload on performance. The timeliness of the organization's response was used in order to evaluate organizational output as a function of adaptation strategy.     

Modeling centralized organization of organizational change

Organizations change with the dynamics of the world. To enable organizations to change, certain structures and capabilities are needed. As all processes, a change process has an organization of its own. In this paper it is shown how within a formal organization modeling approach also organizational change processes can be modeled. A generic organization model (covering both organization structure and behavior) for organizational change is presented and formally evaluated for a case study. This model takes into account different phases in a change process considered in Organization Theory literature, such as unfreezing, movement and refreezing. Moreover, at the level of individuals, the internal beliefs and their changes are incorporated in the model. In addition, an internal mental model for (reflective) reasoning about expected role behavior is included in the organization model.     

Using abell's narrative method to build a theory: The case of the theory of distributive justice and its generalization to the theory of comparison processes

This paper examines the usefulness for theoretical work of the narrative method proposed by Peter Abell. Our assessment proceeds by using the narrative method to perform the two main tasks of theoretical analysis—constructing postulates and deriving predictions. Tb illustrate, we focus on the theory of distributive justice and the more general theory of comparison processes to which it led. The results of our assessment of the usefulness of Abell's narrative method for theoretical work indicate that the narrative method has far wider applicability than Abell has claimed for it. For example, (i) it is useful for all theoretical work in the sociobehavioral sciences, not only for theoretical work based on game theory, (ii) it is useful for analyzing thought‐experiments as well as narrative accounts of actual actions and events, and (iii) the events in the narrative need not be restricted to human actions but can include events not traceable to human agency. We conclude also that Abell's narrative method complements the use of mathematical analysis in theoretical work and that it may be especially valuable for theoretical derivation involving two or more theories jointly.