Suchergebnisse

AbstractRetraction: Zhao, Xiaoyu (2022). "Chinese nationalism during the COVID‐19 pandemic: Conciliatory and confrontational discourses". Nations and Nationalism. https://doi.org/10.1111/nana.12813. The above article, published online on January 4, 2022 in Wiley Online Library (http://onlinelibrary.wiley.com/), has been retracted by agreement between the journal Editors‐in‐Chief, John Breuilly, Daphne Halikiopoulou, John Hutchinson and Eric Kaufmann, the Association for the Study of Ethnicity and Nationalism, and John Wiley and Sons Ltd. The retraction has been agreed due to unattributed overlap between this article and the following master's thesis available on the National University of Singapore's digital institutional repository, ScholarBank@NUS, "Not all nationalists are zealots: a discourse analysis of Chinese nationalism among Zhihu users" by Guo, Binglian, posted on 31 July 2019.

The Asia-Pacific rebalancing strategy has been the core of America's global policy adjustment since the Obama Administration came into office. While this strategy has been the subject of great controversy since its implementation, it has made some progress and clearly generated benefits. Most importantly, it has strengthened the US strategic influence and strategic presence in the Asia-Pacific region, which has brought some pressure on China's rise. This article holds that as the rebalancing strategy continues to progress, the USA has faced more increasing costs, including the huge financial pressures, the entrapment of regional alliances, the rising of the Sino– US strategic distrust, the abortion of the Trans-Pacific Partnership and the failure of strategic retrenchment in a global scale. These costs finally outweighed the benefits of the strategy. Therefore, from the perspective of cost–benefit, the grand strategy of rebalancing towards the Asia-Pacific was unsuccessful. Given this, the USA Asia-Pacific strategy may shift to limited retrenchment to maintain its strategic interests and hegemonic position while minimizing the strategic costs in the near future.

Purpose
This study aims to investigate account managers' dual embeddedness (customer and internal embeddedness) in solution co-creation. The authors examine the mediating role of two-way matching between suppliers and customers and the moderating role of customer requirement complexity.

Design/methodology/approach
The authors use a questionnaire to collect data from 566 account managers of supplier companies in China and conduct hypothesis testing through multiple linear regression analysis and bootstrapping.

Findings
The findings demonstrate that customer and internal embeddedness are distinct with different dimensions and are positively related to solution co-creation performance. Customer and internal embeddedness affect solution co-creation performance through two-way matching in the customer requirement definition and solution integration phases, respectively. The interaction term of customer and internal embeddedness indirectly affect solution co-creation performance through two-way matching, and customer requirement complexity strengthens this main effect.

Originality/value
To the best of the authors' knowledge, this study is the first to examine dual embeddedness at the individual level and distinguish between the customer and internal embeddedness of account managers by different dimensional classifications. The authors clarify the difference and relationship between customer and internal embeddedness in solution co-creation and investigate the mediating and moderating roles of two-way matching and customer requirement complexity, respectively. This study expands the theoretical research on social embeddedness theory and business-to-business solutions and provides useful insights into the solution co-creation practice for account managers and suppliers.

Purpose
The purpose of this study is to examine supplier–customer capabilities in solution co-creation and how they are matched from a relational process perspective.


Design/methodology/approach
Using a qualitative approach, the authors identified 20 sets of supplier–customer capability matches by conducting in-depth interviews with 34 matched informants and retrieving suppliers' archival data (project documents and success stories).


Findings
The authors identified 20 capability matching sets (21 supplier and 23 customer capabilities) and developed a process-based model of bilateral capabilities that match at the organizational level in solution co-creation. The authors reveal their match forms (complementarity and compatibility) and offer suggestions for future research.


Research limitations/implications
This paper is qualitative; quantitative studies are required for testing and extending the initial conclusions.


Practical implications
This study guides the supplier and customer to cultivate different capabilities at different stages of solution co-creation and alerts them to the importance of capability complementarity and compatibility.


Originality/value
To the best of the authors' knowledge, this study is the first to introduce the bilateral perspective into dynamic capability research in the context of solution co-creation. The authors discuss the abilities the supplier and customer must possess at different stages and how they match dynamically. The analysis extends the research on solution-specific capabilities and dynamic matching, offering useful implications for solution co-creation in practice.

PurposeThis study aims to investigate the new connotations, key antecedents, outcomes and contingency factors of value-based selling (VBS) in the context of business to business (B2B) industrial marketing.Design/methodology/approachThis study develops a comprehensive conceptual framework of VBS by analyzing and synthesizing the existing literature on VBS and associated solutions.FindingsThe paper describes the research streams of VBS; proposes a comprehensive conceptual framework consisting of the factors influencing VBS at the organizational, individual, customer and environmental levels, together with 12 research propositions; and provides an agenda for future research.Research limitations/implicationsThe paper is conceptual; empirical studies are required for examining the suggested propositions and agenda.Practical implicationsVBS is a process-oriented sales approach that involves multiple value creation and plays a crucial role in industrial solution selling. The successful implementation of VBS depends on the micro-foundations of an organization's dynamic capabilities and considers the influence of individual, customer and environmental factors.Originality/valueTo the best of the authors' knowledge, this study is the first to introduce value co-creation and dynamic capability theory into VBS research in the context of industrial marketing. It discusses the antecedents, outcomes and contingency factors of VBS in detail in the form of a comprehensive research framework and proposes a future research agenda. These discussions expand the theoretical research on VBS and provide useful implications for B2B marketing practice.