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Shanghai, China

China Europe International Business School is a world top-ranked business school located in Shanghai, China.Established under an agreement between the Chinese government and the European Commission in Shanghai in November 1994, CEIBS was the first business school in mainland China to offer a full-time MBA, an Executive MBA and a wide range of Executive Development programs. All three programs are ranked in the world's Top 30 by the Financial Times. In 2012, CEIBS began offering a part-time MBA in Finance and coordinated with IESE Business School to launch a PhD Program. To 2014, CEIBS has graduated more than 14,000 MBA and EMBA students and provided management training for over 90,000 executives.The school's predecessor, the China-EC Management Institute , was launched in Beijing in 1984. After CEIBS was formally established in 1994 in Beijing in collaboration with its partners European Foundation for Management Development and Shanghai Jiao Tong University, it later moved to Minhang in Shanghai. Today, CEIBS has its main campus in Shanghai's Pudong district. It also has a campus in Beijing as well as facilities in Shenzhen and Accra, Ghana. Wikipedia.

Huo B.,Zhejiang University | Zhao X.,China Europe International Business School | Zhao X.,South China University of Technology | Zhou H.,University of New Hampshire
Production and Operations Management

Information sharing in supply chains has become an important topic over the past decade. This study uses data from 617 Chinese manufacturing firms to investigate the relationships among competitive environments, supply chain information sharing (SCIS), and supply chain performance. The results of structural equation modeling analysis show that (i) international competition is positively related to all three types of SCIS whereas local competition is not significantly related to any of the three types, (ii) internal information sharing is positively related to external information sharing with suppliers and customers, and (iii) internal information sharing and information sharing with customers are positively related to superior supply chain performance, whereas supplier information sharing is not significantly related to performance. The findings enhance our understanding of the relationships among competitive environment, SCIS, and supply chain performance in Chinese manufacturing settings. © 2013 Production and Operations Management Society. Source

Kim N.,Hong Kong Polytechnic University | Atuahene-Gima K.,China Europe International Business School
Journal of Product Innovation Management

While the need for research on the market-learning efforts of a firm in relation to its new product development is continuously emphasized, the empirical results on this issue reported so far have been mixed. The current study contends that the inconclusive nature of the empirical evidence is mostly due to the existence of different dimensions of organizational market learning - exploratory and exploitative - and to possible different routes by which these learning dimensions are linked to new product performance. More specifically, this study argues that exploratory market learning contributes to the differentiation of the new product because it involves the firm's learning about uncertain and new opportunities through the acquisition of knowledge distant from existing organizational skills and experiences. By contrast, this study posits that exploitative market learning enhances cost efficiency in developing new products as it aims to best use the currently available market information that is closely related to existing organizational experience. This study provides empirical support for this two-dimensional scheme of organizational market learning and its consequent effects on two components of new product advantage: new product differentiation and cost efficiency. Further, given that the effectiveness of firms' strategic efforts is contingent upon the nature of the market environment, the current study examines the moderating effects of environmental dynamism and market competitiveness for this market learning - new product advantage relationship. This study is based on survey data from 157 manufacturing firms in China that encompass various industries. The empirical findings support the two-dimensional market learning efforts that increase new product differentiation and cost efficiency, respectively. The study confirms that exploratory market learning becomes more effective under a turbulent market environment and that exploitative market learning is more contributive when competitive intensity is high. It also suggests that because of their differential direct and moderating effects on new product advantage either exploratory or exploitative market learning may not be used exclusively, but the two should be implemented in parallel. Such learning implementations will help to secure both the feature and cost-based new product advantage components and will consequently lead to the new product success. The current study attempts to contribute to greater clarity and better understanding of how market learning influences new product success as it theoretically identifies and empirically validates the two forms of new product advantage as the conceptual mediator between market learning and new product performance. © 2010 Product Development and Management Association. Source

Lockstrom M.,China Europe International Business School | Schadel J.,Supply Chain Management Institute | Harrison N.,Macquarie University
Journal of Supply Chain Management

This paper presents the results of an empirical analysis of the current practices of, and key challenges to, domestic supplier integration in the Chinese automotive industry from the buyer's perspective. The results are based on case interviews with thirty automotive firms from various countries of origin with manufacturing operations in China. The research findings indicate that domestic supplier integration in terms of joint product development and advanced production planning activities between buyers and suppliers currently takes place to a relatively low extent. The study results also reveal that a lack of critical supplier capabilities as well as buyer-side constraints act as inhibiting factors. © 2011 Institute for Supply Management, Inc.™. Source

Zhao X.,South China University of Technology | Zhao X.,China Europe International Business School | Li Y.,South China University of Technology | Flynn B.B.,Indiana University
International Journal of Production Economics

A product recall can be viewed as a firm's worst nightmare. Although the long-term damage to brand equity and company reputation may be difficult, if not impossible, to quantify, the short-term impact on shareholders' wealth is readily estimable. While many studies have examined this issue in the Western context, little is known about the financial impact of a product recall announcement in China. To advance the knowledge about the financial impact of a product recall announcement, we explore this issue using event study methodology. In general, our findings are congruent with previous research that product recalls result in negative abnormal returns. Interestingly, however, we found that Chinese companies suffered from greater financial losses than their Western counterparts did. This study also provides evidence that the Chinese food industry experiences a more severe stock market reaction than the automobile industry and that a passive recall strategy was associated with a more negative stock market reaction than a proactive recall strategy. We conclude with several future research avenues for global research on product recalls. © 2012 Elsevier B.V. All rights reserved. Source

Atuahene-Gima K.,China Europe International Business School | Wei Y.,Oklahoma State University
Journal of Product Innovation Management

Problem solving, a process of seeking, defining, evaluating, and implementing the solutions, is considered a converter that can translate organizational inputs into valuable product and service outputs. A key challenge for the product innovation community is to answer questions about how knowledge competence and problem-solving competence develop and sustain competitive advantage. The objective of this study is to theoretically examine and empirically test an existing assumption that problem-solving competence is an important variable connecting market knowledge competence with new product performance. New product projects from 396 firms in the high-technology zones in China were used to test the study's theoretical model. The results first indicate that problem-solving speed and creativity matter in new product innovation performance by playing mediator roles between market knowledge competence and positional advantage, which in turn sustains superior performance. This new insight suggest that mere generation of market knowledge and having a marketing-research and development (R&D) interface will not affect new product performance unless project members have the ability to use the information and to interact to identify and solve complex problems speedily and creatively. Second, these results suggest that different market knowledge competences (customers, competitors, and interactions between marketing and R&D) have distinct impacts on problem-solving speed and creativity (positive, negative, or none), which underscore the need to embrace a more fine-grained notion of market knowledge competence. The results also reveal that the relative importance of some of these relationships depends on the perceived level of turbulence in the environment. First, competitor knowledge competence decreases problem-solving speed when perceived environmental turbulence is low but enhances problem-solving speed when perceived turbulence is high. Second, competitor knowledge competence has a positive relationship with new product performance when the environmental turbulence is high but no relationship when the environmental turbulence is low. Third, the positive relationship between problem-solving speed and product advantage is stronger when the perceived environmental turbulence is high than when it is low, which implies that problem solving is more important for creating product advantage when environmental turbulence is high and change is fast and unpredictable. Fourth, the negative relationship between problem-solving speed and new product performance is stronger when the perceived environmental turbulence is high than when it is low, which means that problem-solving speed is more harmful for new product performance when change is fast and unpredictable. And fifth, the positive relationship between product quality and new product performance is stronger when perceived environmental turbulence is low than when it is high, which implies that product quality may more likely lead to new product performance when the environment is stable and changes are easy to predict, analyze, and comprehend. © 2010 Product Development & Management Association. Source

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