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　　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, competitors, 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 analysis. 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 analysis 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)

(XYS20131130)

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