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This article outlines the history of logic in China from 1949 to 2019. Firstly, it presents a rough picture of Chinese logic before 1949 using broad brushstrokes. Secondly, it divides the whole process of development into two stages. In the first 30 years from 1949 to 1979, Chinese logic made some achievements, but also went along some detours, and its overall situation was unsatisfactory. In the latter 40 years from 1979 to 2019, due to Deng Xiaoping's reform and opening up, many Chinese logicians went abroad for academic visits or to study degrees in foreign universities or research institutes, gradually became familiar with and even integrated into the international mainstream of logic teaching and research, and ushered in the great flourishing of logic in China we see today. Finally, it draws four lessons from this process of development, as follows. 1) Let politics and academia live in peace, by respecting and adhering to the idea of academic freedom. 2) Academic advances cannot be achieved in isolation from the world, so we should fully embrace the international academic community, while insisting on our own independent thinking. 3) We should always adhere to the policy of "letting a hundred flowers blossom and a hundred schools of thought contend", so that different academic viewpoints and tendencies can be improved and developed in their mutual collision. 4) We should cultivate academic self-confidence, gradually make the change from pure follow-up learning to original work in some fields of logic.

PurposeBoth foreign and local companies frequently name their brands in foreign language on the market of developing countries, and some of them choose to disclose the brands' country of origin to consumers. The purpose of this research is to investigate the joint effects between the practices of disclosing the actual country of origin of the brands and the language of the brand names on consumers' purchase intention for foreign brands and local brands in developing countries.Design/methodology/approachThe proposed hypotheses were tested in two studies, namely an experiment and a field experimental survey, with stimuli from two product categories.FindingsThe results of the two empirical studies with Chinese participants consistently demonstrate that revealing the actual country of origin of the brands undermines consumers' purchase intention for local brands that use foreign brand names, but does not impact consumers' purchase intention for foreign brands that use local brand names.Originality/valueThis research first investigates the effects of adapting the brand names into local language of developing countries for brands from developed countries on consumers' purchase intention, which provides new insight into the literature on foreign branding and country of origin effects as well as practical implications for brand managers.

The electric vehicle (EV) market in China is booming, but Western manufacturers are struggling to deploy their models in the world's largest automotive market. However, carbon credits generated by EV sales are necessary for the survival of their gasoline car business in this market. Thus, what are the high potential strategic opportunities for foreign manufacturers?In collaboration with Renault and based on five missions in China between 2012 and 2016, this CIFRE research first draws a state of the art of the opaque EV market in China, a market generated top-down by government initiatives and bottom-up by a low-cost and illegal EV market (Micro EV). We make a typology of models, usages, prices and deployment territories. While the subsidized market – except for premium cars – fails to appeal to consumers, it is instead at the bottom of the official market and within the illegal Micro EV market that a natural market is developing, with more than a million Micro EV sold, without purchase incentives, to private owners since 2009.In this specific institutional context and taking into account this double product and market uncertainty, we build on innovative design theories to develop a theoretical framework for strategic exploration based on the systematic combination of strategic variables and their evaluation. We identify two innovative routes not yet engaged by foreign manufacturers: "electric carsharing" and "low-cost VE".On the "electric car sharing" side, we compare Autolib' (Paris) and United Journey (Shenzhen), two self-service stations-based systems that seem to pave the road to the mobility of the future and definitely attract the attention of Chinese authorities because of the technologies involved. However, in addition to the fragility of the business models, this opportunity seems difficult for foreign firms to pursue due to local protectionism and the complexity of public-private partnerships in China, often based on networks of informal institutions.On the "low cost EV" side, we are deepening our ...

The electric vehicle (EV) market in China is booming, but Western manufacturers are struggling to deploy their models in the world's largest automotive market. However, carbon credits generated by EV sales are necessary for the survival of their gasoline car business in this market. Thus, what are the high potential strategic opportunities for foreign manufacturers?In collaboration with Renault and based on five missions in China between 2012 and 2016, this CIFRE research first draws a state of the art of the opaque EV market in China, a market generated top-down by government initiatives and bottom-up by a low-cost and illegal EV market (Micro EV). We make a typology of models, usages, prices and deployment territories. While the subsidized market – except for premium cars – fails to appeal to consumers, it is instead at the bottom of the official market and within the illegal Micro EV market that a natural market is developing, with more than a million Micro EV sold, without purchase incentives, to private owners since 2009.In this specific institutional context and taking into account this double product and market uncertainty, we build on innovative design theories to develop a theoretical framework for strategic exploration based on the systematic combination of strategic variables and their evaluation. We identify two innovative routes not yet engaged by foreign manufacturers: "electric carsharing" and "low-cost VE".On the "electric car sharing" side, we compare Autolib' (Paris) and United Journey (Shenzhen), two self-service stations-based systems that seem to pave the road to the mobility of the future and definitely attract the attention of Chinese authorities because of the technologies involved. However, in addition to the fragility of the business models, this opportunity seems difficult for foreign firms to pursue due to local protectionism and the complexity of public-private partnerships in China, often based on networks of informal institutions.On the "low cost EV" side, we are deepening our knowledge of the illegal micro EV market. A field survey in Shandong Province characterizes the market as well as the regulatory scenarios of its legalization. This market responds to real mobility needs in Chinese lower-tier cities. These territories' socio-technical environments demonstrate strong compatibility with EV. There are fewer gas stations and public transportation systems than in big cities, and parking is easier. Micro EV are charged thanks to conventional 220 V outlets – which essentially solves the problem of charging infrastructures – and allow a true proximity mobility that is more efficient than electric two-wheelers. But the forces in favor of legalizing the Micro EV market have the potential to destroy it, injecting technology and standards, and thus raising prices. An opportunity, it seems, for Western players mastering design-to-cost methodologies.Finally, we characterize the globalization of Renault's EV program in China, within the triple alliance with Nissan and the Chinese partner Dongfeng, as well as the organizational ambidexterity that accompanies it. After attempts to "exploit" the existing EV range in China, the President of the Renault-Nissan Alliance initiates the launch of an "exploratory" project, Kwid EV, a low-cost EV for China. This is the opportunity for this research to contribute to the initial hypotheses about the lower-end of the Chinese EV market and to characterize the lineage hybridization that takes place at Renault, between the EV lineage (European EV) and the low-cost lineage (Kwid in India), between two disjoined parts of the organization. The world becomes a testing ground for networked innovation, with test markets like China. Then, the goal is to make this first shot succeed before reversing the innovation. ; Le marché du véhicule électrique (VE) en Chine est en pleine effervescence, mais les constructeurs occidentaux peinent à y déployer leurs produits. Pourtant, les crédits d'émissions carbone générés par les ventes de VE sont nécessaires à la survie de leur business de véhicules thermiques dans ce marché. Dès lors, quelles sont les pistes stratégiques à fort potentiel pour les constructeurs étrangers ?En collaboration avec Renault et basée sur cinq missions en Chine entre 2012 et 2016, cette thèse CIFRE dresse d'abord un état de l'art de l'opaque marché du VE en Chine, à la fois généré top-down par des initiatives gouvernementales et bottom-up par des VE low-cost et illégaux, les Micro VE. Nous réalisons une typologie des modèles, des usages, des prix et des territoires de déploiement. Alors que le marché subventionné – hors haut de gamme – ne parvient pas à séduire les consommateurs, c'est en bas du marché officiel et chez les Micro VE illégaux qu'un marché naturel se développe, avec plus d'un million de Micro VE vendus sans aides à l'achat à des particuliers depuis 2009.Dans ce contexte institutionnel spécifique et face à cette double incertitude produit et marché, en appui sur les théories de conception innovante, nous développons un cadre théorique d'exploration stratégique basé sur la combinaison systématique de variables stratégiques et leur évaluation. Nous identifions ainsi deux pistes innovantes et non encore engagées par les constructeurs étrangers : « l'autopartage électrique » et le « VE low-cost ».Sur le volet « autopartage électrique », nous comparons Autolib' (Paris) et United Journey (Shenzhen), deux systèmes en libre-service basés sur des stations qui semblent pointer vers la mobilité du futur et attirent l'attention des autorités chinoises. Toutefois, en plus de la fragilité des modèles d'affaires, cette piste semble difficile à poursuivre pour les acteurs étrangers dû aux protectionnismes locaux et à la complexité des partenariats publics-privés en Chine, souvent basés sur des réseaux d'institutions informelles.Sur le volet « VE low cost », nous approfondissons les connaissances sur le marché illégal des Micro VE. Une enquête de terrain approfondie dans la province du Shandong permet de caractériser le marché ainsi que les scenarios réglementaires de sa légalisation. Ce marché répond à des besoins véritables de mobilité dans les villes chinoises de rang inférieurs. Ces territoires montrent des environnements sociotechniques à forte compatibilité avec le VE. Il y a peu de stations essence, de transports publics et le stationnement y est facile. Les Micro VE sont chargés sur prises 220 V classiques – ce qui résout le problème d'infrastructures de charge – et permettent une véritable mobilité de proximité plus performante que les deux roues électriques. Mais les forces en faveur d'une légalisation du marché des Micro VE ont le potentiel de le détruire, injectant de la technologie et des normes, et donc augmentant les prix. Une opportunité, semble-t-il, pour les acteurs occidentaux maîtrisant le design-to-cost.Enfin, nous caractérisons la globalisation du programme VE de Renault en Chine, au sein de la triple alliance avec Nissan et le partenaire chinois Dongfeng, ainsi que l'ambidextrie organisationnelle qui l'accompagne. Après des tentatives « d'exploitation » de la gamme VE existante en Chine, le président de l'Alliance Renault-Nissan initie un projet « d'exploration », Kwid EV, un VE low cost pour la Chine. C'est l'occasion pour cette thèse de contribuer aux hypothèses initiales sur le bas du marché VE Chine et de caractériser l'hybridation de lignée qui s'opère chez Renault, entre lignée VE (Europe) et lignée low-cost (Kwid en Inde), entre deux parties de l'organisation auparavant disjointes. Le monde devient ainsi un terrain d'expérimentation pour l'innovation en réseau, avec des marchés tests comme la Chine. Il s'agit alors de réussir le premier coup avant d'innover à l'envers.

The electric vehicle (EV) market in China is booming, but Western manufacturers are struggling to deploy their models in the world's largest automotive market. However, carbon credits generated by EV sales are necessary for the survival of their gasoline car business in this market. Thus, what are the high potential strategic opportunities for foreign manufacturers?In collaboration with Renault and based on five missions in China between 2012 and 2016, this CIFRE research first draws a state of the art of the opaque EV market in China, a market generated top-down by government initiatives and bottom-up by a low-cost and illegal EV market (Micro EV). We make a typology of models, usages, prices and deployment territories. While the subsidized market – except for premium cars – fails to appeal to consumers, it is instead at the bottom of the official market and within the illegal Micro EV market that a natural market is developing, with more than a million Micro EV sold, without purchase incentives, to private owners since 2009.In this specific institutional context and taking into account this double product and market uncertainty, we build on innovative design theories to develop a theoretical framework for strategic exploration based on the systematic combination of strategic variables and their evaluation. We identify two innovative routes not yet engaged by foreign manufacturers: "electric carsharing" and "low-cost VE".On the "electric car sharing" side, we compare Autolib' (Paris) and United Journey (Shenzhen), two self-service stations-based systems that seem to pave the road to the mobility of the future and definitely attract the attention of Chinese authorities because of the technologies involved. However, in addition to the fragility of the business models, this opportunity seems difficult for foreign firms to pursue due to local protectionism and the complexity of public-private partnerships in China, often based on networks of informal institutions.On the "low cost EV" side, we are deepening our knowledge of the illegal micro EV market. A field survey in Shandong Province characterizes the market as well as the regulatory scenarios of its legalization. This market responds to real mobility needs in Chinese lower-tier cities. These territories' socio-technical environments demonstrate strong compatibility with EV. There are fewer gas stations and public transportation systems than in big cities, and parking is easier. Micro EV are charged thanks to conventional 220 V outlets – which essentially solves the problem of charging infrastructures – and allow a true proximity mobility that is more efficient than electric two-wheelers. But the forces in favor of legalizing the Micro EV market have the potential to destroy it, injecting technology and standards, and thus raising prices. An opportunity, it seems, for Western players mastering design-to-cost methodologies.Finally, we characterize the globalization of Renault's EV program in China, within the triple alliance with Nissan and the Chinese partner Dongfeng, as well as the organizational ambidexterity that accompanies it. After attempts to "exploit" the existing EV range in China, the President of the Renault-Nissan Alliance initiates the launch of an "exploratory" project, Kwid EV, a low-cost EV for China. This is the opportunity for this research to contribute to the initial hypotheses about the lower-end of the Chinese EV market and to characterize the lineage hybridization that takes place at Renault, between the EV lineage (European EV) and the low-cost lineage (Kwid in India), between two disjoined parts of the organization. The world becomes a testing ground for networked innovation, with test markets like China. Then, the goal is to make this first shot succeed before reversing the innovation. ; Le marché du véhicule électrique (VE) en Chine est en pleine effervescence, mais les constructeurs occidentaux peinent à y déployer leurs produits. Pourtant, les crédits d'émissions carbone générés par les ventes de VE sont nécessaires à la survie de leur business de véhicules thermiques dans ce marché. Dès lors, quelles sont les pistes stratégiques à fort potentiel pour les constructeurs étrangers ?En collaboration avec Renault et basée sur cinq missions en Chine entre 2012 et 2016, cette thèse CIFRE dresse d'abord un état de l'art de l'opaque marché du VE en Chine, à la fois généré top-down par des initiatives gouvernementales et bottom-up par des VE low-cost et illégaux, les Micro VE. Nous réalisons une typologie des modèles, des usages, des prix et des territoires de déploiement. Alors que le marché subventionné – hors haut de gamme – ne parvient pas à séduire les consommateurs, c'est en bas du marché officiel et chez les Micro VE illégaux qu'un marché naturel se développe, avec plus d'un million de Micro VE vendus sans aides à l'achat à des particuliers depuis 2009.Dans ce contexte institutionnel spécifique et face à cette double incertitude produit et marché, en appui sur les théories de conception innovante, nous développons un cadre théorique d'exploration stratégique basé sur la combinaison systématique de variables stratégiques et leur évaluation. Nous identifions ainsi deux pistes innovantes et non encore engagées par les constructeurs étrangers : « l'autopartage électrique » et le « VE low-cost ».Sur le volet « autopartage électrique », nous comparons Autolib' (Paris) et United Journey (Shenzhen), deux systèmes en libre-service basés sur des stations qui semblent pointer vers la mobilité du futur et attirent l'attention des autorités chinoises. Toutefois, en plus de la fragilité des modèles d'affaires, cette piste semble difficile à poursuivre pour les acteurs étrangers dû aux protectionnismes locaux et à la complexité des partenariats publics-privés en Chine, souvent basés sur des réseaux d'institutions informelles.Sur le volet « VE low cost », nous approfondissons les connaissances sur le marché illégal des Micro VE. Une enquête de terrain approfondie dans la province du Shandong permet de caractériser le marché ainsi que les scenarios réglementaires de sa légalisation. Ce marché répond à des besoins véritables de mobilité dans les villes chinoises de rang inférieurs. Ces territoires montrent des environnements sociotechniques à forte compatibilité avec le VE. Il y a peu de stations essence, de transports publics et le stationnement y est facile. Les Micro VE sont chargés sur prises 220 V classiques – ce qui résout le problème d'infrastructures de charge – et permettent une véritable mobilité de proximité plus performante que les deux roues électriques. Mais les forces en faveur d'une légalisation du marché des Micro VE ont le potentiel de le détruire, injectant de la technologie et des normes, et donc augmentant les prix. Une opportunité, semble-t-il, pour les acteurs occidentaux maîtrisant le design-to-cost.Enfin, nous caractérisons la globalisation du programme VE de Renault en Chine, au sein de la triple alliance avec Nissan et le partenaire chinois Dongfeng, ainsi que l'ambidextrie organisationnelle qui l'accompagne. Après des tentatives « d'exploitation » de la gamme VE existante en Chine, le président de l'Alliance Renault-Nissan initie un projet « d'exploration », Kwid EV, un VE low cost pour la Chine. C'est l'occasion pour cette thèse de contribuer aux hypothèses initiales sur le bas du marché VE Chine et de caractériser l'hybridation de lignée qui s'opère chez Renault, entre lignée VE (Europe) et lignée low-cost (Kwid en Inde), entre deux parties de l'organisation auparavant disjointes. Le monde devient ainsi un terrain d'expérimentation pour l'innovation en réseau, avec des marchés tests comme la Chine. Il s'agit alors de réussir le premier coup avant d'innover à l'envers.

Zhao (2008) presents an interesting "all-or-nothing monitoring" result for a multitask moral hazard agency problem with partial effort observation. We argue that the optimal contract based on the non-verifiable observation of the agent's effort in Zhao (2008) can be regarded as a limitation on the incentive schemes available to the principal. I then propose some arguably more appropriate approaches for analyzing such agency problems. (D82, D86, M54)

AbstractWe study information disclosure in a dynamic multi‐agent research contest, where each agent privately searches for innovations and submits his best to compete for a winner‐takes‐all prize (Taylor, 1995). Different disclosure policies on the agents' submissions induce different equilibrium behavior, making the design of disclosure a useful instrument for contest sponsors. We analyze and compare various information disclosure policies in the contest with finite or infinite horizons. With an endogenously chosen prize, the public disclosure policy, where submissions are revealed immediately, implements the sponsor's first‐best research plan and is an optimal policy in the infinite horizon.