360buy.com (Renamed JD.com in 2013)

360buy.com started its B2C business in 2004. Since then, the company has experienced a remarkable increasing rate of over 200% for seven consecutive years. This record has been hardly seen in the entire Chinese e-commerce industry. In 2011, the company has become one of the Top 3 B2C companies in China with more than 5.07 billion U.S. dollars sales per year and 36.8% market share (excluding B2C platform companies). Nowadays, the company has more than 40 million users and around 6,000 suppliers offering a comprehensive list of high quality products. Around 300,000 customer orders are processed daily with more than 50 million page views performed.

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The Emergence of Social Media in Crisis Response: The Case of Thailand Flood

The 2011 flooding in Thailand was the worst flooding crisis in five decades that swamped through 65 of Thailand’s 77 provinces. Throughout the course of the flood, social media emerge as the alternative path for people in Thailand to access up-to-date and accurate information, reconnect with families and friends, offer mutual supports and sustain a feeling of security. However, the usefulness of social media remained obscure when information credential was in question, access was an issue and knowledge was deficient. This case serves as the doorway for discussion of the adoption of social media in crisis as well as its associated opportunities and challenges..

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Haier: Achieving Flexibility in the E-commerce Era

It was February 10th, 2013 and also the Chinese New Year. Most employees at Haier Group (Haier) were enjoying the holiday and the Haier Industrial Park seemed extraordinarily empty. Mr. Zhou, the EVP and also the CMO of Haier, did not go for the vacation and was standing alone in front of his office windows. As one of the primary decision makers, he had to figure out the next year’s strategy of the electronic mall in a week. Should he reinforce the extant mass customization strategy or turn to the individual customization strategy? He had been wavering between the two options for almost two months. When this issue came to his mind, he could not help thinking about the development of Haier as well as the Chinese home appliance industry.

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Towards A Two-Sided Online Platform: The Case of China’s Largest Online Ticketing Firm

China’s ticketing industry has undergone rapid growth over the past decade. Since the advent of the widespread digital distribution of music, music record labels have reported a considerable decline in sales. This turmoil in the music industry has caused record companies and artists worldwide to rely on live performance as their main source of revenue, which resulted in an abundance of performances and concerts.

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E-Government Enabled Service Transformation at the Central Provident Fund Board

In Singapore, all working citizens, together with their employers, are required by law to contribute a percentage of their monthly income to the Central Provident Fund (CPF), a social security savings plan established in 1955 for the purpose of providing financial security for the people of Singapore in their retirement. Today, the CPF has evolved into a comprehensive social security savings package that encompasses the retirement, healthcare, home ownership, family protection and asset enhancement needs of Singaporeans. The money in a citizen’s CPF account can be used for housing, insurance, healthcare and investment prior to retirement, and when the citizen retires, he/she would receive a monthly retirement stipend paid out from their own accumulated CPF savings.

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Capability Deployment in Crisis Response: A Case Study of Asian Tsunami Disaster

The Asian Tsunami Disaster case study illustrates how an organization may improvise and deploy resources and capabilities in response to crisis. The fact that crises may not repeat themselves and a given crisis solution might not be directly applicable to another crisis represents radical shifts in routines. As such, an organization may have to improvise when putting together a set of resources and capabilities in response to crisis. The case study highlights several resources and capabilities and suggests how these resources and capabilities may be mobilized during dynamic crisis situations.

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Leveraging Digital Business Ecosystems for Enterprise Agility: The Tri-logic Development strategy of Alibaba.com

According to the latest statistics from the web traffic tracking agency Compete, Alibaba is one of the world’s largest B2B e-commerce portals with over 2.6 million unique visitors per month. Alibaba’s business centers on providing a trading platform that connects international buyers to millions of small-medium enterprises (SMEs) in China that supply a kaleidoscopic array of products, ranging from agricultural products to aircraft parts. But since its inception, Alibaba has diversified into a wide range of businesses ranging from a consumer-to-consumer (C2C) online auction website (Taobao), an Internet portal (Yahoo China), an online review website for lifestyle products and services (Koubei), and an online advertising trading platform (Alimama). Incidentally, according to the web traffic tracking agency Alexa, these spin-offs, together with Alibaba, are all among the top 100 most popular websites in China, a considerable achievement that belies Alibaba’s humble origins.

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Enabling Agility through Routinized Improvisation in IT Deployment: The Case of Chang Chun Petrochemicals

Chang Chun Petrochemicals (CCP) is the oldest petrochemical firm in Taiwan. It started as Chang Chun Plastics Co in 1949 for the purpose of manufacturing a form of engineering plastic known as the Phenolic Molding Compound. Over the years, CCP gradually increased the variety of its product offerings and expanded its production facilities to meet the increasing demands of the global market as its business grew exponentially through joint ventures and technology licensing. Today, CCP is an international company that provides a broad range of products from engineering plastics and electronic chemicals to molding materials. CCP owns more than 10 subsidies, with Chang Chun Petrochemical Co, Chang Chun Plastics Co and Dairen Corporate being the three major ones. By 2007, CCP had successfully built business relationships with more than 15,000 customers located in 111 countries and offered more than 100 categories of products. It currently has more than 4,500 employees worldwide and an annual revenue of about US$4.6 billion, making it the one of the largest privately-owned petrochemical firms in the country.

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Shanghai Tobacco: Evolutionary Sensemaking in Enterprise Applications Implementation

The history of the modern tobacco industry in China can be traced over a hundred years when a group of American traders established the first cigarette factory in the city of Tianjin in 1891. Although domestic cigarette production began in the city of Guangzhou just eight years later, foreign tobacco firms maintained their market leadership in the Chinese tobacco industry for over 50 years until the Communist Revolution led to the founding of the People’s Republic of China (PRC) in 1949. In the immediate years following the establishment of the PRC, all the existing tobacco firms were brought under government control as the Chinese government sought to unify the tobacco industry under a system of centralized management and monopolistic operations. It was these circumstances that led to the birth of STC. The initial manifestation of STC was a private tobacco firm named Etsong Tobacco Company that was subjected to a government takeover in 1952. It was renamed Shanghai Cigarette Factory when it became the largest and only cigarette factory of the city of Shanghai in 1960.

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Neusoft & SAP China: Managing Boundary Spanning in IT Outsourcing

Neusoft: The company is a leading IT service provider in China, with 15,000 staff and 9,000 clients. Less than 2 decades ago, the company was merely a startup incubated at Northeast University with fewer than 10 people – two university professors and their graduate students.

SAP China: SAP is an internationally renowned IT service provider, with 47,000 employees and clients in over 120 countries. It has multiple subsidiaries across the world, each with their own dynamics. This study focuses on the China subsidiary, which was set up in 1997 to support clients in Asia Pacific and Japan, with the primary focus on Japan

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