嘉宾简介：

Professor Jay B. Barney is an internationally renowned scholar in Strategic Management. He is currently the Presidential Professor of Strategic Management and holds the Lassonde Chair of Social Entrepreneurship at the Eccles School of Business, University of Utah. Professor Barney received his Ph.D. from Yale University and has received honorary doctoral degrees from universities in Sweden, Denmark, and Spain. In 2025, he received the Rosenblatt Award, one of the highest academic honors at the University of Utah, in recognition of his outstanding scholarly contributions.

Professor Barney’s research focuses on the sources of competitive advantage, strategic management, and organizational theory. He is one of the leading scholars of the Resource-Based View (RBV) of the firm. His work has been cited more than 270,000 times, making him one of the most influential scholars in the field of strategic management worldwide. He is a Fellow of the Academy of Management and the Strategic Management Society. He has served as a visiting scholar at Peking University, INSEAD, Saiid Business School at the University of Oxford, and Harvard Business School, and has acted as an advisor and consultant to more than 50 companies worldwide. His research has had a profound impact on both the development of strategic management theory and managerial practice.

讲座简介：

 Periodically, a new technology emerges that has the potential to fundamentally alter the way business is done.Examples of such technologies include the steam engine, telephones, personal computers, and the internet.Artificial Intelligence seems to have this same business-altering potential.However, technologies that have the potential for these kinds of profound effects tend to diffuse among firms in an economy fairly rapidly, if only because firms that fail to invest in these technologies run the risk of being left behind with a competitive disadvantage.This suggests that the application of technologies like artificial intelligence, while likely to profoundly affect how a firm operates, are not—by themselves--likely to be a source of sustained competitive advantage.Many believe that several attributes of AI suggest that this technology will not suffer this "competitive parity" equilibrium, including the idea that firms can develop their own proprietary AI technology, that firms may control proprietary datasets that can be analyzed with AI, and so forth.This paper suggests that these various attributes of AI are not likely to be sources of sustained competitive advantage and that, if anything, some attributes of AI make it less likely for this technology, by itself, to be a source of sustained competitive advantages then other previous business-altering technologies.None of this suggests that investing in AI is unimportant, and that AI in combination with other firm resources and capabilities cannot be a source of sustained competitive advantage.It does suggest that AI, by itself, will rarely be a source of such advantage.