Question: Figure 2 is generated based on Figure 1. Do you think Figure 2 is a faithful representation based on their descriptions? If you were asked

Figure 2 is generated based on Figure 1. Do you think Figure 2 is a faithful representation based on their descriptions? If you were asked to correct it and improve it, what would you change and why?

Aggregate Dimensions Second-order Themes Learning from benchmarking practices Reflecting on innovative managerial issues Managerial cognition renewals . Strengthening social networks Managerial social capital development Building CBEC business teams . Building platform utilization capabilities Organizational CBEC capability building First-order Concepts Learning from Alibaba's executive training program Learning from benchmark CBEC companies Reflecting on the leadership role of executives Reflecting on the new management style Reflecting on the new gameplay of CBEC Establishing and participating in Alibaba-orchestrated CNC Contributing to activities organized by Alibaba Training team members to meet CBEC requirements Knowledge sharing within CBEC teams Building organizational and team culture Dedicating critical human resources for CBEC Analyzing Alibaba data to sense customer preferences Using Alibaba functionalities to stay close to customers Keeping pace with Alibaba's ever-changing services and rules Overcoming CBEC business barriers with value-added services Operating CBEC on multiple platforms Transforming offline channels Transforming to conducting business online using Alibaba Transforming from the domestic to the international market Improving on existing products and expanding product lines Building own brands Extending vertically along the value chain using CBEC Porting the CBEC capabilities horizontally to enter new industries Offering entrepreneurs opportunities for learning and reflecting Helping entrepreneurs connect with each other Educating CBEC business teams Inspiring Alibaba-like cultures in SMEs Supplying SMEs with customer and operation data Offering value-added services to lower business barriers Making and updating business rules Regulating CBEC through new certificates and new services Building business development capabilities . Transforming towards CBEC Transformation and strategic changes Exploring future strategic changes enabled by CBEC . Mentoring entrepreneurs and business teams Facilitating CBEC businesses growth The role of digital platform service providers Making rules for CBEC FIGURE 1 Data structure. CBEC = cross-border e-commerce; CNC = Chamber of Net Commerce; SME = small and medium enterprise Initial Conditions Dynamic Managerial Capabilities Building Organizational CBEC Capabilities Building Strategic Change Practices Inadequate managerial capabilities for CBEC Learning from benchmarking practices Building platform utilization capabilities Strengthening social networks Building CBEC business teams Transforming towards CBEC Gaps between investment on digital platforms and poor performance Exploring future strategic changes enabled by CBEC Reflecting on innovative managerial issues Building business development capabilities Role of Digital Platform Service Providers Mentoring Facilitating Rule-making

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