hh.sePublications
1 - 2 of 2
rss atomLink to result list
Permanent link
Cite
Citation style
  • apa
  • harvard1
  • ieee
  • modern-language-association-8th-edition
  • vancouver
  • Other style
More styles
Language
  • de-DE
  • en-GB
  • en-US
  • fi-FI
  • nn-NO
  • nn-NB
  • sv-SE
  • Other locale
More languages
Output format
  • html
  • text
  • asciidoc
  • rtf
  • Public defence: 2019-09-27 10:00 Room O104, House O, Halmstad
    Liu, Lihua
    Halmstad University, School of Business, Engineering and Science, Centre for Innovation, Entrepreneurship and Learning Research (CIEL), Business Model Innovation (BMI). Business School, Shanghai Dianji University, Shanghai, China.
    Ride The Wind: Symbiotic Business Model Innovation for the Chinese Wind Power Industry2019Doctoral thesis, monograph (Other academic)
    Abstract [en]

    China has become one of the world’s leading countries in renewable energy, particularly in wind power. Goldwind Science and Technology has become not only the largest wind turbine manufacturer in China, but also one of the largest in the world. Goldwind has installed more than 31,000 wind turbines and in total more than 50 GW of wind power energy worldwide.The aims of this dissertation are to explore, in order to understand, how the business model approach has been developed over time to support the establishment and success of Goldwind, the role of the Chinese government, and how the business model can be designed, redesigned, reorganised and managed, providing Goldwind with opportunities to offer new service and maintenance solutions that fit customers’ strategic expectations and needs as well as stake holders’ expectations in a life-cycle perspective.I have chosen an action research approach, influenced by grounded theory and participatory approach, to develop a new “Open and Seamless Complementary Collaborative Business Model” focusing on service and maintenance for Goldwind. This model emphasises that service and maintenance operations should be seamlessly shared between Goldwind, its customers and third-party service providers in a way that considers customers’ strategic desires, capabilities and the best way to complement the capabilities of customers in the life cycle of wind turbine operations, from designing wind farms to repowering and recycling old systems.My research case is the organisational field that is centered by Goldwind, including political, institutional and regulatory actors. By an extensive analysis of the dynamics of business model innovation of Goldwind in the institutional system that Goldwind is embedded in from its inception to today, I have reached following conclusions:Chinese political, institutional and business actors co-created and co-shaped China’s wind power industry and the largest wind turbine manufacturer through mutual understanding and actions based on continual dialogue that is still going on.There is a specific “Symbiotic Business Model” in China in general and in the Chinese wind power context.- Symbiotic relationships exist in two dimensions: horizontal and vertical. The horizontal symbiotic relationship refers to the seamless complementary collaboration along the industry value chain. The vertical symbiotic relationship refers to political, institutional and business actors co-create, co-develop and co-achieve social, political and economic targets.- The symbiotic relationship is achieved via ongoing dialogue between political and business actors by using regulatory tools with the support of institutional actors.- Specific informal social network-based trust-building mechanism plays a complementary role that supports the smooth functioning of the symbiotic business model for the co-development of the Chinese wind power industry.- There are plural logics in the symbiotic business model, and multiple logics are absorbed in the symbiotic business model through the senior managers’ cognitive model and carried out in the strategic choices of the enterprise in the business model design and implementation.My observation is that by 2019, almost 85% of the new business model is being implemented in Goldwind’s practice.

  • Public defence: 2019-10-04 10:00 O125, Halmstad
    Correa da Cunha, Henrique
    Halmstad University, School of Business, Engineering and Science, Centre for Innovation, Entrepreneurship and Learning Research (CIEL).
    Asymmetry and the moderating effects of formal institutional distance on the relationship between cultural distance and performance of foreign subsidiaries in Latin America2019Doctoral thesis, monograph (Other academic)
    Abstract [en]

    This study investigates how Cultural and Formal Institutional distances and their interaction affect the performance of multinational foreign subsidiaries in Latin America. It is shown that using Kogut and Singh (1988) index or attributing the positive and negative signals to distances in opposite directions fail to capture asymmetric effects as it assumes either symmetry or opposing symmetry. To overcome such limitations, I propose an alternative measurement, which allows capturing the asymmetric effects of distances on the performance of foreign subsidiary firms. To test the main research question, I run a panel data model including 1466 subsidiaries, being 1216 from developed and 250 from developing countries, totaling 168 combinations of different home and host countries for a period ranging from 2013 to 2015.Cultural Distance is measured using Hofstede (1980) dimensions and Formal Institutional distances are calculated using the six World Governance Indicator’s variables. Findings show that when the direction of cultural and formal institutional distances is included, the effects on performance are in fact asymmetric. Moreover, not all formal institutional distances affect in a negative manner the performance of developed country subsidiaries operating in less developed countries as these firms seem to know how to interpret and respond to different regulatory quality conditions in the host countries. Latin American firms are in advantage when dealing with formal institutional distances while being affected in the same manner by cultural distances if compared to other emerging market firms from outside Latin America. Emerging market firms are affected in a positive manner while operating in less developed countries and in a negative way when institutions in the host country are superior to its home country. Finally, results show that formal institutional distance positively moderates the relationship between cultural distance and performance particularly when formal institutional distance is towards less developed countries. It can be concluded that despite the fact that cultural values remain fairly stable over time, the contextual changes in terms of formal institutions (and formal institutional distances among countries) will modify the way cultural distance affects the performance and the competitiveness of firms around the world.