Kinesthetic teaching is an approach to providing demonstrations to a robot in Learning from Demonstration whereby a human physically guides a robot to perform a skill. In the common usage of kinesthetic teaching, the robot's trajectory during a demonstration is recorded from start to end. In this paper we consider an alternative, keyframe demonstrations, in which the human provides a sparse set of consecutive keyframes that can be connected to perform the skill. We present a user-study (n = 34) comparing the two approaches and highlighting their complementary nature. The study also tests and shows the potential benefits of iterative and adaptive versions of keyframe demonstrations. Finally, we introduce a hybrid method that combines trajectories and keyframes in a single demonstration.

The importance of external knowledge acquisition for innovation by firms is well established. In particular, there has been an increasing focus on the two distinct modes of firms’ external search strategies, which have a differential effect on their learning and innovation: search breadth and depth. By applying organizational ambidexterity lens, we hypothesize that pursuing high levels of both external search strategies is beneficial to achieve a balance between exploitative and explorative innovation, which, in turn, has a positive impact on the firm’s innovation performance. We also hypothesize that, even among the firms that maintain high levels of both search strategies, firms with higher absorptive capacity better achieve a balance between both modes of innovation, thereby producing higher performance. The findings on a multi-industry sample of Koran manufacturing firms confirm our hypotheses and imply that it is essential for firms to develop capabilities for different modes of external search activities in conjunction with internal absorptive capacity for superior innovation performance.

This work examines how the strategic choice and performance of late movers are influenced by the top management team's external ties, inside and outside the firm's industry. Using a multiyear sample of firms from the computer industry, we found that intra-industry trade-association ties of top managers led to the adoption of a resource-imitation strategy by late movers while extra-industry importation and professional-association ties led to the adoption of a resource-substitution strategy. We also found that trade association ties had a negative effect on the performance of late movers using resource-substitution, while top managers' service on other firms' boards had a positive influence on the performance of those firms. Our findings not only confirm the importance of the role of fit in strategy and performance, but they also highlight the importance of the management and control of boundary-spanning activities. Copyright (c) Blackwell Publishing Ltd 2008.

IntroductionEver since Berle

The importance of corporate responsibility for society and environments is emphasized by increasing influence of firms on various stakeholders. Firms strengthen environmental, social, and governance (ESG) activities, which are critical elements for sustainable management. However, there are inconsistent findings on the relationship between ESG activities and firms’ financial performance in prior studies because of the lack of full consideration of internal mechanisms and external conditions. To overcome this limitation, this study investigates the mediating effect of non-financial performance and the moderating effect of the institutional environment on the relationship between firms’ ESG activities and their financial performance in a unified moderated mediation model. Samples for empirical analyses were collected by a survey from 304 small and medium-sized Chinese manufacturers. The results of a mediation analysis reveal that each ESG activity has a positive effect on firms’ financial performance, and the impact of ESG activities on financial performance is completely mediated by non-financial performance. The results of a moderated mediation analysis further indicate that the mediating effect varies depending on the level of institutional pressure from the government, consumers, and competitors. The study suggests the need for interdisciplinary research in sustainable management and institutional theory and emphasizes the importance of sustainable management for performance improvement in a changing environment.