Cloud Computing Models for Business

The idea of cloud computing is not a new one, it has been developed and discussed for many years. Cloud computing is a model which allows to get access to the network upon request from the set of adjustable computing services, such as infrastructure, applications and storages. Cloud services and data storage products allow their users to store and share any type of document and file from any device connected to Internet. There are several types of cloud services, which can be subdivided into: SaaS (Software as a Service), PaaS (Platform as a Service), IaaS (Infrastructure as a Service). Besides, there are several deployment models, such as public, residential, hybrid or community cloud. Cloud computing models are based on modern process paradigm, which offers new alternatives to the companies of various ranges for implementation of innovative business models. With the help of these new business models small companies will be able to use cloud computing platforms and to increase gradually their computation capacities and data storage capacities depending on the requirements in real time mode, which creates a unique opportunity for market competition. Keywords— cloud computing, IaaS, OpenStack, PaaS, SaaS.

Assessing the Antecedents and Consequence of Enterprise Transformation: A Quantitative Approach

With the negative impact of COVID-19, the continuous recession of economic globalization, and the increasing market competition, enterprise transformation gradually becomes the theme of enterprise management. Although more and more scholars and companies have paid attention to the importance of enterprise transformation, most of the research on it is still at the qualitative level of theoretical descriptions and lacks a comprehensive consideration and empirical research on its motivation and performance. In view of this, this study analyzes the overall driving effect of technological innovation and the internal and external environment on enterprise transformation from the perspective of its drivers and analyzes in depth its causes and consequences for different industries (construction and real estate industries). The study also analyzes the antecedents and consequences of enterprise transformation and its differences in different industries (construction and real estate). In this study, a sample of middle and senior management of 10 companies with a valid sample of 401 is collected. Structural equation modeling results indicate that competitive advantage, technological innovation, and market pressure significantly affect enterprise transformation, which is an antecedent of corporate performance. Further, the results of the multiple-group analysis also reveal some significant differences between the theoretical models of the construction and real estate communities. Finally, suggestions are made based on the findings.

How to Enhance the Green Innovation of Sports Goods? Micro- and Macro-Level Evidence From China’s Manufacturing Enterprises

This study aims to explore the driving factors of green innovation, and uses the micro- and macro-data from China’s sports goods manufacturing industries. In particularly, sports goods manufacturing enterprises are identified by the textual analysis of information disclosure, and the competitive environment faced by each enterprise is built through their unique closest rivals. Empirically, this study finds that competition and policy can promote green innovation in sports goods manufacturing industries, and industrial policy can moderate the role of product market competition in promoting green innovation. Considering the characteristics of the Chinese market, more industrial policies may intensify the competition among manufacturing enterprises, forcing such enterprises to obtain competitive advantages through innovation outcomes. It is worth noting that the association between product market competition and green innovation changes as financial constraints increase, and this may be caused by the impact of industrial policy on the interactions among enterprises. After implementing the strict environmental policy, product market competition and industrial policy can both promote green innovation. In high-polluting industries, sports goods manufacturing enterprises get more social attention and suffer from higher penalties for environmental violations, so that such enterprises will get more motivations from industrial policies to support green innovation. In addition, we also find that there is a significant inverted-U shape relationship between industrial policy and green innovation in sports goods manufacturing industries. As financial constraints increase, the non-linear relationship between product market competition and green innovation converts from a U shape relationship to an inverted-U shape relationship. Our findings can provide a better understanding of the investment of sports goods manufacturing enterprises in green innovation.

Supplier change, market competition and enterprise innovation

PurposeThe purpose of this paper is to study enterprise innovation in the perspective of external supplier relationship. On this purpose, this paper examines the impact of supplier change on enterprise innovation with the moderating role of market competition.Design/methodology/approachUsing 2012–2020 empirical data of Chinese listed manufacturing enterprises, this paper investigates the relationship among supplier change, market competition and enterprise innovation through a two-way interaction model.FindingsThe results show that supplier change has a negative impact on enterprise innovation. And market competition intensifies the negative relationship between supplier change and enterprise innovation. Additional analyses indicate that the main effect and the moderating effect are more significant when the enterprise is non-state-owned or has lower ownership concentration.Originality/valueThis paper studies enterprise innovation from the perspective of external stakeholders. It focuses on supplier relationship in a dynamic variation view, instead of the traditional static ones. Moreover, this paper explores the contingency effect of market competition and gives practical implications for managers to adjust innovation strategy flexibly.

Construction of Internet Business Innovation Network Model and Data Image Research under the Background of Game Theory

Facing the fierce market competition, enterprises not only need a deeper understanding and concept renewal in marketing theory but also need a set of standardized, practical, and efficient technical means and methods. Therefore, it is urgent to develop advanced marketing analysis tools and marketing decision-making methods. Based on game theory and neural network model, this study simplifies the existing research methods. By introducing different models, an image analysis and decision-making model based on game theory and neural network is constructed. It mainly aims at enterprise decision-making. The method used is to simulate various decision-making processes of enterprises by establishing neural network model and game model. At the same time, the image simulation of the model is carried out. The results show that the highest market share of the selected products is 36.1%, and the highest brand awareness is 9 points. The product with the second market share has better quality, 8 brand awareness points, and the highest dealer fee (2.3 yuan). Market share is less affected by product price and dealer expenses. The accuracy of the designed market share neural network model is 93%. This shows that the increase of market share is not realized simply by reducing the price but by increasing the profits of distributors and improving the brand image. Market leaders have the greatest revenue and profits. There is a positive correlation between the efforts of managers and the results achieved. Internet employees’ work effort is positively correlated with their basic salary. Different decisions have different effects on business models. The research of this paper provides a new idea for the innovation and development of Internet enterprise business model.

СИСТЕМАТИЗАЦІЯ ВИТРАТОУТВОРЮЮЧИХ ЧИННИКІВ ДЛЯ УПРАВЛІННЯ ВИТРАТАМИ ПІДПРИЄМСТВА НА ТАКТИЧНОМУ ТА СТРАТЕГІЧНОМУ РІВНЯХ

The article attempts to substantiate the key approaches to the systematization of cost-driving factors from the enterprise cost management perspective (tactical and strategic) and offers a definition to a factor concept. The study presents the existing scientific approaches to the classification of cost drivers as well as an interpretation of cost-driving factors. Groups of structural factors within internal and external environment that affect enterprise costing have been identified along with revealing the character of such influence, i.e. whether they provide a direct indirect effect on the company expenditures. Given the tactical and strategic management objectives, the authors suggest systematization of all cost drivers into two groups. In particular, tactical management covers the following factors: output scale, product range, company cost management methods, qualification of personnel, and depreciation accrual. Within the scope of this study, strategically critical factors are represented by organizational business pattern of production, technology level, lack of brand awareness for domestic products, inflation rate, average salary range, low solvency, high costs for raw materials and energy, high tolls, import dependency, strong market competition, low demand, lack of government support, excessive tax burden, frequent changes in tax legislation, high loan interest rates, unfavourable investment environment, poor networking between domestic enterprises in complementary industries, small share of medium-sized businesses or small business alliances. In addition, in the frameworks of strategic cost management, the study offers to classify the cost drivers into the following groups: economic, market- or tax-based, financial and systemic. Apart from that, the relationship between individual cost-driving factors has been revealed. The findings argue that strategic cost management has a number of limitations associated with certain challenges to attain accuracy in forecasting change in factors for successive periods.

Will the Governance of Non-State Shareholders Inhibit Corporate Social Responsibility Performance? Evidence from the Mixed-Ownership Reform of China’s State-Owned Enterprises

Fulfilling social responsibilities in order to sustain development has increasingly become a strategic choice for companies. Good corporate governance can guarantee high corporate social responsibility performance. This paper selects state-owned enterprises listed on the Shanghai and Shenzhen A-Share market from 2013 to 2019 as samples and uses a panel data OLS regression model to empirically test the impact of the governance of non-state shareholders on the social responsibility performance of state-owned enterprises from two aspects of shareholding: structure and high-level governance. The results show that, first, the governance of non-state shareholders helps to improve the social responsibility performance of state-owned enterprises; second, that mechanism analysis indicates that non-state shareholders improve the social responsibility performance of state-owned enterprises by improving the internal control quality; and third, the impact of the governance of non-state shareholders on the social responsibility performance of state-owned enterprises is heterogeneous in three aspects: the degree of marketization, the level of product market competition, and the corporate profitability. This paper not only helps to clarify the factors which influence the social responsibility performance of state-owned enterprises, but also enriches studies on the economic consequences brought by non-state shareholders through participating in the governance of state-owned enterprises.

The First Interchangeable Biosimilar Insulin: Insulin Glargine-yfgn

On March 23, 2020, all insulin products were reclassified as biologics instead of drugs under the Biological Price Competition and Innovation (BPCI) Act of 2009. This allows biosimilar insulin products to be manufactured when the patent expires for the reference biologic, sometimes called the originator or brand name product. A biosimilar product may not be substituted for the reference biologic at the pharmacy counter unless the biosimilar undergoes further switch trials to earn the designation as an interchangeable biosimilar. Insulin glargine-yfgn 100 units/mL is the first biosimilar insulin to attain interchangeable status with the reference insulin glargine. In the INSTRIDE 1 and INSTRIDE 2 trials, insulin glargine-yfgn has proven noninferiority regarding blood glucose reduction and adverse effect profile versus reference insulin glargine; even in the INSTRIDE 3 trial in which treatment of diabetes was switched between insulin glargine-yfgn and reference insulin glargine throughout the trial without statistically significant changes to glucose levels or adverse effects. Insulin glargine-yfgn may be substituted at the pharmacy counter without consultation with the prescriber, in accordance with state laws. In suit with other biosimilars, insulin glargine-yfgn’s list price is significantly lower than other insulin glargine products. This increases market competition leading to decreases in costs of other insulin glargine products. Many patients who could not previously afford insulin therapy may now have significantly improved access to treatment. Providers will need education to increase awareness of these new biosimilars and interchangeable biosimilar insulin products, cost benefits, and substitution allowances.