北京邮电大学经济管理学院长江学者郑大昭抄袭论文
该教授的论文 (论文 C)
(C) “Con?guring quality management and marketing implementation
and the performance implications for industrial marketers”,
Industrial Marketing Management 41 (2012) 1284–1297.
http://www.sciencedirect.com/science/article/pii/S0019850112001289 抄袭如下文章
(AK) Atuahene-Gima, Kwaku and Ko, Anthony. "An empirical
investigation of the effect of market orientation and entrepreneurship
orientation alig", Organization Science, Jan-Feb 2001 Issue
http://orgsci.journal.informs.org/content/12/1/54.full.pdf (DC) Adamantios Diamantopoulos and John W. Cadogan.
"Internationalizing the market orientation construct: an in-depth
interview approach", Journal of Strategic Marketing, 3/1996
http://www.tandfonline.com/doi/abs/10.1080/09652549600000002#.UlyffPEW20w http://www.tandfonline.com/doi/pdf/10.1080/09652549600000002 (PO) P. M. Podsakoff and Organ. "Self-Reports in Organizational
Research:
Problems and Prospects", Journal of Management, 12/01/1986
http://jom.sagepub.com/content/12/4/531.abstract http://www.cob.unt.edu/slides/paswan/busi6280/PodsakoffOrgan%201986.pdf 点入上述link 可直接对比确认下面的抄袭细节：
*(C): 48 - 50th line, right side in page 1286 (a few line above
section
2.5) *
*(“Based on this notion, Chakravarthy (1982) develops a framework
of organizational adaptive states that has speci?c implications for
structure and strategy.”) *
抄自
(AK): page 57, left side, 7-th line.
* (C): footnote 7 in page 1287*
* (“First, after much effort, no secondary source that provides
detailed data re?ecting the theoretical constructs was located. Second,
Zahra and Covin (1993) noted that few secondary sources provide
details that allow one to measure accurately constructs pertaining to
innovation or strategic orientation of the ?rm. Third, prior research
provides well-developed, valid, and reliable scales for the constructs
in the study (Covin and Slevin 1989, Jaworski and Kohli 1993). Fourth,
several studies indicate that perceptual measures have high
correlation with objective measures of product innovation and have the
added advantage of facilitating comparisons among ?rms in different
industries (Ancona and Cadwell 1992, Zahra 1993, Zahra and Covin
1993).”) *
抄自
(AK): middle of right side, in page 62
*(C) paper: page 1292, from 11th line to 27th line in right side
in that page (17 lines!!!) (“Marketing implementation in the two ?rms
is high. They take a broad approach to generate market intelligence,
encompassing nearly all the aspects of their business operations,
including information on customers, compes, and the broader
business environments such as government regulations and technology
levels in their industrial sectors.
The two ?rms employ some form of customer survey on a continuing
basis to integrate the voice of customers in the products and services
they offer, and to track their performance with regard to customer
satisfaction. As the two?rms are highly dependent upon their daily
interactions with customers, they rely on the ef?ciency and speed of
their communication systems to ensure a timely response to customer
needs and requirements of the marketplace. The emphasis on the
multi-directionality of information ?ow is apparent in both ?rms.
There is a stress on facilitating channels of communication between
various functions, and market intelligence is not con?ned to the upper
management level or distributed vertically in an ad hoc manner in the
two ?rms.”) 抄自 (DC) paper: page 30, 5th line. page 20, 34th line.
page 34, 38th line to 40 line. page 35, 4th line (to 6th line)
(C) paper: page 1293, left side, from 25th to 32nd lines (“they
are themselves highly reliant upon these functional areas for advice,
resources, and information. ... Both ?rms display low responsiveness
to market intelligence and tend to focus their responses on their
current customers only. In short, they are often reacting to changes
taking place in the markets, without suf?cient market knowledge to
consistently design and implement strategies that are proactive.”) 抄
自 (DC) paper: page 37, 2nd line. page 40, 2nd line and 12th line .
(C): page 1288, footnote 16 (“In this procedure, we enter all of the
variables of interest into a factor ysis. Following this, we
examine the results of the un-rotated factor solution to determine the
number of factors that are necessary to account for the variance in
the variables. The basic assumption of this technique is that if a
substantial amount of common method variance is present, either (a) a
single factor will emerge from the factor ysis or (b) one
“general” factor will account for the majority of the covariance in
the independent and criterion variables (Greene & Organ, 1973). This
method has been widely deployed in organizational research (e.g., Lai,
2009).”) 抄自
(PO) paper: page 536, 18th line (7 lines was copied)*
*抄 460 words! *
(论文 C) 有政府资助
Grants Council of the Hong Kong Special Administrative Region,
China (GRF PolyU 5440/09H)
