Browsing by Author "Huang, Yufei"

Now showing 1 - 3 of 3
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    Dual-channel competition: the role of quality improvement and price-matching
    (Taylor & Francis, 2021-05-06) Avgerinos, Emmanouil; Xu, Jinpeng; Huang, Yufei ; Feng, Gengzhong; Chu, Feng; https://ror.org/02jjdwm75
    Quality improvement and price-matching are two commonly used competing strategies by the retailers. However, it is still unclear how the retailers should deliberate over the two strategies when selling in both online and o ine markets. In this paper, we consider two dual-channel retailers selling a substitutable product to consumers in both online and o ine markets. Especially, the retailers compete in the online market, and their o ine markets are exclusive to themselves. We establish a game-theoretical model to investigate the trade-o between quality improvement and price-matching in competition, and the impact on retailers' pro ts and consumer surplus in the dual-channel market structure. The analysis shows that, rst, a retailer should choose to improve its quality to avoid price competition when the online market is small; second, when retailers engage in price competition, the retailer with larger o ine market is more willing to adopt price matching, while the retailer with a small share of o ine market can be hurt; third, quality improvement can always increase the consumer surplus, while price-matching always hurts consumer surplus due to price collusion.
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    Team familiarity in cardiac surgery operations: The effects of hierarchy and failure on team productivity
    (SAGE Journals, 2019-10-01) Avgerinos, Emmanouil; Fragkos, Ioannis; Huang, Yufei; https://ror.org/02jjdwm75
    Project teams are regularly assembled by a variety of organizations in order to perform knowledge-intensive tasks. Previous shared experiences among their members can have a significant impact on team performance. In this study, we use a unique and detailed dataset of 6206 cardiac surgeries from a private hospital in Europe, property of an American non-profit organization, in order to examine how past shared experiences of individuals affect future team productivity. Using transactive memory system as theoretical framework, we first decompose overall team familiarity into horizontal familiarity (e.g. surgeon to surgeon) and hierarchical familiarity (e.g. surgeon to nurse) and find that the former one is more beneficial for team productivity than the latter one. Next, we observe that horizontal familiarity of high-power, high-status individuals has a higher impact on team productivity than the one among subordinate individuals. Finally, we investigate how past failure experiences of individuals in the same team can increase future team productivity more than past shared successes. Our results provide useful insights for managers who aim to increase team productivity via better team allocation strategies.
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    When marketing and manufacturing departments integrate: The influences of market newness and competitive intensity
    (Science Direct, 2018-11) Avgerinos, Emmanouil; Feng, Taiwen; Huang, Yufei ; https://ror.org/02jjdwm75
    Although the effect of marketing-manufacturing integration on new product development (NPD) performance has been extensively studied, the question about how this integration is affected during the different stages of NPD remains unclear, especially when a firm faces a new market. In this study, we use resource dependence theory as the theoretical framework and collect survey-based data from manufacturing firms in China to investigate how market newness can affect marketing-manufacturing integration during the different stages of NPD. Our results indicate that market newness has a positive relationship with marketing-manufacturing integration during NPD's different stages, with this relationship being stronger in the early stages than in the subsequent ones. We also examine the effect of such integration during the early stages of NPD on the integration on subsequent stages of NPD. Moreover, we further investigate the moderating role of competitive intensity on the positive effect of market newness on marketing-manufacturing integration. Our findings suggest that a positive moderating effect is more prominent during the early and the final stages of NPD than during the intermediate ones. Our results provide a dynamic perspective on marketing-manufacturing integration and highlight the need for matching the appropriate level of integration with the different NPD stages.