推动共同富裕进程中行业协会商会的新定位

在扎实推动全体人民共同富裕的新阶段,我国行业协会商会应当重新定位自身功能。已有研究认为,不同场景下的行业协会商会功能分别受到会员逻辑、影响逻辑、公共逻辑的型塑,但少有文献探讨上述三种不同逻辑融合如何影响行业协会商会的常态化功能发挥。文章构建了“行业协会商会在会员逻辑、影响逻辑与公共逻辑融合驱动下推动共同富裕”的分析框架。基于案例研究发现,我国行业协会商会通过组织联盟与数字化改革等方式促进会员逻辑、影响逻辑与公共逻辑的融合：坚持以会员逻辑为基础核心,激发各类会员的活力和能力,推动经济高质量发展;以公共逻辑为价值主导,追求社会公共利益,提升基层社会治理能力;以影响逻辑为有力支撑,提升政府治理效能,支持高质量经济发展与高水平社会治理,进而推动共同富裕的实质性进展。行业协会商会推动共同富裕实践有利于形成共同富裕社会格局、优化共同富裕治理体系。     

大学生创业素质的调查与研究

大学生创业素质培养是高等学校21世纪面临的新挑战。针对性的调查结果表明,创业素质是大学生综合素质的一个重要方面,但目前我国大学生的创业素质的基本状况不容乐观。     

Low Power,First Offers,and Reservation Prices: Weak Negotiators are Self-anchored by Their Own Alternatives

Although most scholars recommend making the first offer in negotiations, recent research and practitioners' experience have uncovered a second-mover advantage in certain situations. In the current article, we explore this first- versus second-mover dynamic by investigating the circumstances under which negotiators would make less favorable first offers than they would receive were they to move second, focusing on the effects of negotiation power in the form of alternatives. Additionally, we examine the effects of low power on reservation prices and whether these effects could be mitigated using an anchor-debiasing technique. In Study 1, we manipulated negotiators' power in the form of the best alternative to the negotiated agreement and examined its effect on first offers and reservation prices. Our results showed that low-power negotiators would receive more favorable first offers than they would have made themselves when facing either low- or medium-power counterparts. Also, our results suggest that low-power negotiators had less favorable reservation prices than their medium- and high- power counterparts. In Study 2, we investigated whether this effect would persist in the face of anchor-debiasing techniques. Our results showed that while anchor-debiasing techniques did improve their first offers, low-power negotiators would still benefit from making the counteroffer rather than moving first. Our findings uncover the disadvantageous effects of low power on first-offer magnitude while offering practical advice to negotiators.     

Business model–dynamic capabilities and open innovation initiatives in research-intensive organisations: A case of Australia's national science agency

Publicly funded national science agencies create value as innovation catalysts and through their scientific and research missions, they tackle wicked problems. Understanding how dynamic capabilities and business model innovation enable research-intensive organisations to seize the market in the mission is key to translating bold new science that has impact. We qualitatively explore how Australia's national science agency—the Commonwealth Scientific Industrial Research Organisation (CSIRO)—has pursued open innovation to support business model–dynamic capabilities in an evolving publicly funded landscape. We reflect on the value of open innovation initiatives that have allowed the CSIRO to ambidextrously pursue world-class science while achieving impact.

Points for practitioners

• Dynamic capabilities and business model innovation are strategic tools for publicly funded national science agencies seeking to seize the market in the mission.
• We examine a case of business model–dynamic capabilities in CSIRO.
• Open innovation has been important for CSIRO as part of an ambidextrous approach.