Is there early take-off phenomenon in diffusion of IP-based telecommunications services?

Traditionally, the diffusion of telecommunications services has been considerably affected by the presence of critical mass and network externalities, and thus has shown the so-called “late take-off” phenomenon. However, as telecommunications networks evolve from circuit switching to packet switching, especially IP networks, and thus enabling diverse new services, it seems these traditional telecommunications diffusion patterns are changing. By comparing the diffusion of IP-based services with those of circuit-based services and durable goods, we have found the late take-off phenomenon is not involved in the diffusion of newly introduced IP-based services. Moreover, we concluded that the diffusion of IP-based services is much faster than that of durable goods, thus showing an “early take-off” phenomenon. Based on this empirical result, we suggest that telcos (telecommunications companies) and (ISPs) Internet service providers should pay as much attention to the growth stage as the introduction stage in their development, in order for their IP-based services to be successful in the market.     

The global “war for talent”

In this paper we examine the “global war for talent,” the factors that impact it, and organizations' responses to it. Using a comprehensive search of more than 400 contemporary academic and business press articles, the paper reviews relevant research and reassesses the “talent war.” We posit that the dominant approaches to the “talent war” based on a scarcity state of mind and action, often characterized by a tactical and exclusive top talent or “star” focus, are being challenged by the emergence of a more evolutionary paradigm. This new paradigm adopts more strategic, innovative, cooperative and generative approaches which we describe as creative ‘talent solutions.’ The paper also highlights implications for future research, teaching and development in the field.     

When small is not enough: How to save entrepreneurs from themselves

This article goes beyond the traditional celebration of Entrepreneurship to focus on why Entrepreneurship is not enough. First, entrepreneurial companies that have overcome the start-up difficulties, must become “professionalized” in order to consolidate their gains and face a period of stable growth. This, as is well-known, is not easy. But there is another, even harder problem: in becoming “professional”, most companies lose the entrepreneurial spirit that made them successful in the first place. In an ever-changing world, with more and more international competition in the face of Europe's unification in 1992, a company that loses its entrepreneurial sparkle is just waiting for dismissal. This article analyzes the main causes of that “hardening of the arteries” and their proven remedies.     

What does the new boss think?: How new leaders' cognitive communities and recent “top-job” success affect organizational change and performance

Leader succession often occurs because a performance decline highlights the need for change within an organization. When this need is especially high, successors are likely to be drawn from different cognitive communities than those of the replaced incumbents. Successors representing different cognitive communities carry out more change immediately after succession. This increased, rapid change will be most effective when the new leaders have had successful recent “top-job” experience. When successors lack recent top-job success, too much change too soon will actually hurt performance. We find moderate support for these relationships using panel data from the USA's National Football League.     

An integrated micro- and macrolevel discussion of global green issues: “It isn't easy being green”

Two key issues arising from globalization of world markets are the impact of business activities on the environment and threats to sustainable development. These issues are usually referred to as “green” issues. This paper presents a detailed discussion of global green issues in the context of a number of environments that include the socioeconomic, political, technological, and competitive arenas. The discussion is based on an attempt to integrate two conceptual models by Maslow (Maslow, A., 1954. Motivation and Personality. Harper & Row, New York) and Cateora (Cateora, P.R., 1983. International Marketing, 4th. ed. Irwin, Chicago, IL). The goal is to bring together both a microlevel perspective of the individual consumer and a macrolevel perspective of business through analysis in multiple environments that are affected by green issues. This integration is viewed conceptually as a recursive system of mutually reinforcing causes and effects at the micro- and macrolevels.The leitmotiv throughout the paper is that “it isn't easy being green,” either for consumers, activists, corporate leaders and managers, or public policymakers. Practical examples are presented to support and illustrate the discussion. The main finding is that a new approach is needed to business in general through a new dominant social paradigm (DSP) and to international business in particular in order to achieve both sustainable development and sustainable consumption. In conclusion, the importance of individual responsibility and action by consumers and managers alike is underlined.     

A Fig Leaf for The Naked Corporation

The implementation of the Sarbanes-Oxley Act in the United States and the German Law of transparency and disclosure (TransPuG) lead to a claim for more disclosure of information with the goal of a “naked corporation” such that all information is available to the (potential) investors. In this article we pick up this debate and present arguments that the “naked corporation” does not offer an efficient degree of disclosure, as we have to distinguish between more and better information. Concerning the latter the new regulations are critical. Cognitive limitations and bounded rationality highlight the risk of information overload. Asymmetric information illustrates that self induced disclosure can do better than a mandatory one. Therefore the legislator should not be asked for specific informational contents but for regulations on the way of information provision.JEL Codes: K22, G34, D82     

A comparison of three weight elicitation methods: good, better, and best

This paper compares the properties and performance of three weight elicitation methods. It is in effect a “second round contest” in which the Bottomley et al. (2000) champion, direct rating (DR), locks horns with two new challengers. People using DR rate each attribute in turn on a scale of 0–100, whilst people using Max100 first assign to the most important attribute(s) a rating of 100, and then rate the other attributes relative to it/them. People using Min10 first assign the least important attribute(s) a rating of 10, and then rate the other attributes relative to it/them.The weights produced by Max100 were somewhat more test–retest reliable than DR. Both methods were considerably more reliable than Min10. Using people's test–retest data as attribute weights on simulated alternative values in a multi-attribute choice scenario, the same alternative would be chosen on 91% of occasions using Max100, 87% of occasions using DR, but only 75% of occasions using Min10. Moreover, the three methods are shown to have very distinct “signatures”, that is profiles relating weights to rank position. Finally, people actually preferred using Max100 and DR rather than Min10, an important pragmatic consideration.     

Why communities of practice succeed and why they fail

A specific form of intra-organizational networks – a community of practice (COP) – is increasingly regarded as an important structure within organizations. This network structure is well suited for the development and sharing of knowledge and practices across divisions. Our research explores the most salient reasons for the success and failure of such networks. An investigation of 57 COPs from major European and US companies led to the discovery of 10 “commandments” that lead to the successful development and sharing of best practices. It also identified five main reasons for failure.     

A fuzzy approach to qualitative cross impact analysis

This paper proposes a fuzzy approach to qualitative cross impact analysis. Cross impact analysis is seeking to find both direct and indirect relationships of variables relying on experts’ decisions to structure and formalize judgmental forecasting. The knowledge is often uncertain or fuzzy when dealing with future events. In addition, experts prefer to use linguistic terms or fuzzy values in their predictions. Therefore, a qualitative cross impact analysis is represented in terms of fuzzy relationships. Four different approaches including crisp binary, crisp rated, fuzzy linguistic and fuzzy rated are applied to a specific case—the security appliances sector. The results are then compared depending on the variables’ characteristics. The fuzzy approaches reveal different results than the crisp ones. The fuzzy rated approach makes it possible to “infer in a wider perspective” from the results and pick out hidden variables. On the other hand, the results of the fuzzy linguistic approach help in deciding for variables where indecision is high in other approaches. Finally, in contrast to crisp approaches, the fuzzy approaches are more successful in representing uncertainty.     

The role of culture in technology management research: National Character and Cultural Distance frameworks

Management research exploring the role of national culture on topics such as management style, strategy, and firm performance can broadly be divided into two categories. Studies that attempt to compare and contrast the impact of culture on organizations in different cultures have been labeled as “National Character” studies. These studies attempt to determine how specific cultural attributes affect actions, strategies and performance. The second type of culture study focuses on the interactions between two firms embedded in different national cultures. These studies look at the impact of “Cultural Distance” on the ability of organizations to successfully interact. It is this latter area which is becoming increasingly important to technology management in the “Flat World” of the 21st Century. Research propositions for technology management for each of the two frameworks are developed.     

Technology management: Fundamental issues for engineering education?

Although technology management has been a subject of concern in recent years, its importance to the technical community is not well established. The fundamental implications of technology management for the engineering profession is explored. A definition of technology is sought that best communicates the full implications of the term. In particular, the importance of knowing “how to apply” in contrast to understanding the “scientific fundamentals” is developed as a basis for defining technology.It is concluded that the current attention being given to technology management has significant fundamental implications for engineering and business education. Technology management is shown to focus attention on the importance of decision making processes for engineers and managers. It is concluded that including decision making as a fundamental engineering process may provide a new basis for structuring the “non-science” part of engineering curricula and provide a link between engineering and business curricula. Coupling this with a recognition of the differing characteristics of what is defined as Science Knowledge and Application Knowledge may provide a new paradigm for better preparing engineering students for entering professional practice and also provide a new basis for planning professional development and life long learning.     

Operations research from the viewpoint of general systems theory

This paper examines the operations research process from the viewpoint of General Systems Theory. The components of the OR process and the relations between them are critically examined. The five components are: (1) the “reality” of the problem situation, (2) the conceptual model of the problem situation, (3) the scientific model of the conceptual model, (4) the solution to the scientific model, and (5) the implementation of the solution. The paper argues that we have sub-optimized both our knowledge (study) and our application of the OR process. That is, there have been extremely few studies and applications of OR which have concerned themselves with OR from a whole systems point of view. The paper argues that without a whole systems perspective OR can neither be understood nor effectively applied.     

Dynamic performance of a hybrid inventory system with a Kanban policy in remanufacturing process

In this paper we study a hybrid system with both manufacturing and remanufacturing. The inventory control strategy we use in the manufacturing loop is an automatic pipeline, inventory and order based production control system (APIOBPCS). In the remanufacturing loop we employ a Kanban policy to represent a typical pull system. The methodology adopted uses control theory and simulation. The aim of the research is to analyse the dynamic (as distinct from the static) performance of the specified hybrid system. Dynamics have implications on total costs in terms of inventory holding, capacity utilisation and customer service failures. We analyse the parameter settings to find preferred “nominal”, “fast” and “slow” values in terms of system dynamics performance criteria such as rise time, settling time and overshoot. Based on these parameter settings, we investigate the robustness of the system to changes in return yield and the manufacturing/remanufacturing lead time. Our results clearly show that the system is robust with respect to the system dynamics performance and the remanufacturing process can help to improve system dynamics performance. Thus, the perceived benefits of remanufacturing of products, both environmentally and economically, as quoted in the literature are found not to be detrimental to system dynamics performance when a Kanban policy is used to control the remanufacturing process.     

Fuzzy quality-team formation for value added auditing: A case study

Value-added (quality) auditing is emerging as one of the most powerful tools for continuous quality improvement, with the introduction of the ISO 9001:2000 and ISO 19011 standards that focus team-based audits, proper auditor skills, process auditing, and effectiveness, etc. Formation of an effective quality audit team (QAT) based on the required auditor skills is therefore the initial stage of the value added auditing. QATs audit organizations at different locations with varying auditing requirements in order to evaluate an organization's own quality system (first party part audits according to IEC9001 Clause 8.2.2). The QAT consists of a lead auditor and one or more auditors that have the required skills in varying levels for the execution of an audit. For a successful audit, the formation of a QAT is vital since each audit team must at least fulfill the minimum requirements and skills needed for a specific audit. In this case study, a fuzzy mathematical-programming model and a solution algorithm based on “simulated annealing” is proposed for the formation of QATs. This is one of the first attempts in the literature to form this kind of teams analytically. Example problems are also solved in the paper to present the application of the proposed approach.     

Just-in-time purchasing: an empirical study of operational practices, supplier development and performance

This paper examines the role of supplier development in establishing and managing efficient buyer–supplier operational links. The paper develops and assesses a measurement instrument for “operational” and “supplier development” just-in-time purchasing practices, followed by an examination of the relationships between the two sets, and an investigation into whether the use of “operational” and “supplier development” practices has a bearing on higher plant performance. A plant-level survey was carried out on a sample of electronics and machinery plants. The study empirically:

• documents the close connection between the buyer–supplier operational link and the buyer’s practices for supplier development;

• demonstrates that recourse to supplier development programs and their nature depend on the kind of vendor–vendee operational connection;

• test whether different plant performance outcomes result from the implementing of different “operational” and “supplier development” practices. It demonstrates that better-performing plants exhibit more advanced design and logistic links with sources, more formalised vendor-rating and ranking procedures, greater use of organisational devices for supplier-organisational integration and place greater importance on supplier assistance and training.

The Termination of State-Run International Trade Programs in California: Perspectives on Contributing Factors and Future Policy Options

The paper examines developments that led to the termination of California’s major state-run international trade programs managed by the now defunct Technology, Trade and Commerce Agency and provides perspectives on future policy options. Study findings indicate that what the academic literature refers to as “theory failure” and “implementation failure,” along with deficiencies in leadership and organizational culture, must be seen as the major reasons for the programs’ elimination.     

Acquiring technological competencies through inter-organizational collaboration: An organizational learning perspective

Firms are becoming increasingly sophisticated in their technology strategies and are procuring know-how through a variety of collaborative methods including licensing agreements, joint ventures, minority investments, and equity acquisitions. This paper examines the relationship between an organization's learning capability and inter-organizational collaboration in acquiring technological competencies. Organizational learning is posited to be a mediating mechanism through which technological competencies are developed via varying levels of organizational interaction. A general model is developed which suggests an “efficient fit” relationship between an organization's ability to learn, characteristics of the technology, and mode of inter-organizational collaboration. The concept of a “learning gap” is introduced, and managerial implications are suggested. Finally, propositions are developed to facilitate future empirical research.     

Developing new innovation models: Shifts in the innovation landscapes in emerging economies and implications for global R&D management

Over the past two decades, there has been a substantial shift in the global innovation landscape. Multinationals from developed economies are increasingly globalizing their R&D activities and are developing an “open innovation” model to source innovations from outside the firm, including from emerging economies such as those in Asia. In addition, emerging economy firms, which traditionally have played a secondary role in the global innovation landscape, have now begun to catch up in developing their own innovative capabilities. This study explores the implications of this new innovation landscape for CEOs of multinationals and emerging economy firms, as well as for international management scholars and educators. While the multinationals might appropriate rents from their existing capabilities and source new ones in emerging economies, they may be threatened by weak intellectual property rights regimes and unintended knowledge spillovers to local firms, creating potential competitors. Firms in the emerging economies can learn from and catch up with investing multinationals, but to do so they need to develop their own innovative capabilities and move from a process to a product focus and from imitation to innovation.     

Reconsidering the exploration of power distance: an active case study approach

In this paper, we present what we call an “active case study” and we theorize specifically on the relevance hereof for an exploration of power distance (as conceptualized by Hofstede (Culture's Consequences: International Differences in Work-Related Values, Sage, Beverley Hills, CA, 1980)). As Hofstede conceives it, the notion of “power distance” enables an understanding of the predominant ideas about inequality prevalent in a (national) culture, which in turn infuse work relationships. An active case study approach—as we elucidate in the paper—implies an acknowledgement on the part of those organizing the research of the manner in which their intervention might affect the way “respondents” experience their work relationships. We suggest that our proposed active case study approach offers novel possibilities for exploring power distance and should be added to the repertoire of approaches used to examine this in organizational life. We develop our argument in this regard by offering a detailed account of the application of this approach to a Taiwanese organization (the Kaohsiung Harbor Bureau in Taiwan).     

Brain circulation, diaspora, and international competitiveness

Drawing upon findings of several studies, this paper examines the interrelationships between brain circulation or “triangular human talent flow”, ethnic diasporas (specifically, the Chinese and Indian diasporas), and a country’s international competitiveness. Globalization, the lowering of immigration and emigration barriers to the movement of people, and the emerging concept of boundaryless careers have all contributed to the phenomenon of brain circulation. Brain circulation replaces the traditional concepts of brain drain versus brain gain because of the growing mobility of human talent across international boundaries. Implications, both theoretical and practical, are then discussed.