IRPN: Innovation & Strategy (Topic)最新文献

{"title":"Firm Matching in the Market for Technology: Business Stealing and Business Creation","authors":"Pere Arqué-Castells, Daniel F. Spulber","doi":"10.2139/ssrn.3041558","DOIUrl":"https://doi.org/10.2139/ssrn.3041558","url":null,"abstract":"We propose an empirical framework for studying the prevalence of business creation and business stealing in technology transfers from the effect of technological overlap and product market overlap. We estimate the model on a new dataset that tracks interactions in the market for technology between publicly held US companies. Product market overlap has a negative effect on matching patterns that is suggestive of business stealing while technological proximity has a positive effect that is consistent with business creation. We assess the relevance of IP rights in deterring undesirable technology adoptions and discuss the suitability of alternative strategies of technology exchange.","PeriodicalId":139554,"journal":{"name":"IRPN: Innovation & Strategy (Topic)","volume":"42 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-08-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"126571513","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"The Pursuit of Original Equipment Manufacturer Strategy: Insights from an Asian Country","authors":"Jarunee Wonglimpiyarat","doi":"10.1111/radm.12299","DOIUrl":"https://doi.org/10.1111/radm.12299","url":null,"abstract":"The automotive sector is the major industry of Thailand's economy. This paper discusses the national strategy of Thailand toward the Detroit of Asia. In particular, the study analyses the pursuit of original equipment manufacturer (OEM) strategy in the Thai automotive industry, based on Porter's Diamond Model. A qualitative approach was adopted, using semi-structured interviews to understand the reasons behind Thailand's adoption of OEM strategy and its decisions in not following other strategic approaches. The findings provide important lessons to other developing economies in terms of adopting the right strategies to improve the national performance and competitiveness. The case of Thailand is clearly evident that the Thai government chooses not to develop its own brand (OBM strategy) but pursue the OEM path to strengthen its automotive industry.","PeriodicalId":139554,"journal":{"name":"IRPN: Innovation & Strategy (Topic)","volume":"61 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2018-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"129640115","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Eco-Strategies and Firm Growth in European SMEs","authors":"Elisenda Jové‐Llopis, Agustí Segarra‐Blasco","doi":"10.2139/ssrn.3094276","DOIUrl":"https://doi.org/10.2139/ssrn.3094276","url":null,"abstract":"This study investigates the effects of eco-strategies on firm performance in terms of sales growth in an extensive sample of 11,336 small and medium-sized enterprises (SMEs) located in 28 European countries. Our empirical results suggest that not all eco-strategies are positively related to better performance, at least not in the short term. We find that European companies using renewable energies, recycling or designing products that are easier to maintain, repair or reuse perform better. Those that aim to reduce water or energy pollution, however, seem to show a negative correlation to firm growth. Our results, also, indicate that high investment in eco-strategies improves firm growth, particularly in new members that joined the EU from 2004 onwards. Finally, we observe a U-shaped relationship between eco-strategies and firm growth, which indicates that a greater breadth of eco-strategies is associated with better firm performance. However, few European SMEs are able to either invest heavily or undertake multiple eco-strategies, thus leaving room for policy interventions.","PeriodicalId":139554,"journal":{"name":"IRPN: Innovation & Strategy (Topic)","volume":"2 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2017-12-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"115555896","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"The Last and Next 10 Years of Foresight","authors":"O. Saritas, Derrick Ababio Anim","doi":"10.2139/ssrn.3089649","DOIUrl":"https://doi.org/10.2139/ssrn.3089649","url":null,"abstract":"This study investigates trends in Foresight and establishes how the changing global landscape has affected the Foresight activities over the last decade. The strategies these countries have adopted to counter the effects and make the best of these changes have also been examined. Key issues discussed in the paper cover the drivers of the trends in the past and next decade and their future implications for Foresight. The study identifies trends in Foresight through case studies. Five leading countries in Foresight have been selected for analysis including Finland, the UK, Germany, Japan and Russia. A set of indicators have been designed for the purpose of benchmarking national Foresight activities of these five countries. Among the indicators are: the contextual landscape, scope of the exercise, regularity of using Foresight for policy formulation, funding mechanisms, scale of participation as well as use and implementation. The results of the study show that, Foresight activities have changed in content, context and process over the last ten years. First, Foresight has moved from large scale national activities and become narrower in scope with attempts to focus on specific grand challenges, sectors or technologies. Second, in the quest to provide a broader picture of the social environment within which the results of the study will be implemented in order to ensure robust STI policy, Foresight exercises have become more extensive by involving more social stakeholders and expert consultations. Also, technological applications have shortened the entire Foresight process as new tools have been created for gathering and processing data, eliciting opinions, and disseminating them widely. This is a result of more intensive use of technologies and electronic platforms for the purpose of Foresight studies. Recent Foresight literature lacks a comprehensive overview of the changing landscape of policy making, motivations for organizing Foresight activities and processes of implementing Foresight. The present study aims to fill this gap with a holistic analysis of the context, content and process of Foresight activities in the past 10 years, and discusses possible transformations in the next 10 years.","PeriodicalId":139554,"journal":{"name":"IRPN: Innovation & Strategy (Topic)","volume":"61 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2017-12-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"125437717","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Idea Selection in Suggestion Systems: A Thematic Similarity Perspective","authors":"Julia K. Froehlich, M. Hoegl, M. Gibbert","doi":"10.1111/radm.12154","DOIUrl":"https://doi.org/10.1111/radm.12154","url":null,"abstract":"The literature on the fuzzy front-end of innovation, and in particular on suggestion systems, has focused mainly on organizational aspects and individual characteristics of submitters. We take a different approach and focus on the idea itself. To differentiate different ideas, we build on recent research in cognition that distinguishes two types of similarities: feature-based, taxonomic similarity, and context-based, thematic similarity. We operationalize the type of similarity in terms of idea character (‘thematicness’) and idea presentation (scenario and experiential proximity) with idea evaluation. Data were obtained from the suggestion system of the research and development department of a multinational manufacturer of consumer goods. We identify significant, positive relationships for all characteristics with idea evaluations. We discuss our findings in the context of bounded creativity approaches, derive theoretical and practical implications, and recommend avenues for future research.","PeriodicalId":139554,"journal":{"name":"IRPN: Innovation & Strategy (Topic)","volume":"19 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2016-11-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"133978743","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Buy America: An Analysis of U.S. Domestic Preference Legislation for the North American Strategy for Competitiveness","authors":"J. Dean, S. Gullo, Rachel Marsh, Charles Edward Andrew Lincoln IV, M. Sankey","doi":"10.2139/SSRN.2780156","DOIUrl":"https://doi.org/10.2139/SSRN.2780156","url":null,"abstract":"Every Congress since 1933 has enacted domestic preference legislation mandating that the federal government favor U.S. Products in contracting. The Buy American Act of 1933 is the first and most comprehensive piece of domestic preference legislation. It was initially enacted with the purpose of protecting U.S. Industries and jobs during the Great Depression. The Buy American Act, as well as the other forms of domestic preference legislation, gives preference to domestic goods in federal procurement.This analysis recommends implementing a policy that is politically feasible, improves economic efficiency, and does not skew the distribution of wealth among the stakeholders.It finds that expanding trade agreements so that exempt countries have increased access to U.S. Federal procurement would reduce the Buy American Act’s scope and economic inefficiencies, while avoiding a direct confrontation with the Act's supporters. This is accomplished by increasing countries’ exemptions to the legislation to include lower value contracts.The benefit of the recommended policy, lowering the thresholds for the exemptions so that the producers operating in the 129 exempt countries are able to pursue more United States federal contracts, is that it avoids strong political opposition from beneficiaries of the legislation. It also sidesteps the argument that domestic procurement is necessary for national security by leaving the Berry Amendment of 1941, which applies stringent requirements to the Department of Defense, in place. However, our analysis indicates that domestic producers, low-wage workers, and labor unions are likely to openly oppose this policy. Ways to compensate those harmed by the recommended policy changes should be researched. In order to make an alternative policy politically feasible and equitable, policy makers should incorporate these crucial stakeholders into the process of developing alternatives.","PeriodicalId":139554,"journal":{"name":"IRPN: Innovation & Strategy (Topic)","volume":"11 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2016-05-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"128232208","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Licensing Contracts: Control Rights, Options and Timing","authors":"Pascale Crama, B. D. Reyck, Niyazi Taneri","doi":"10.2139/ssrn.2270168","DOIUrl":"https://doi.org/10.2139/ssrn.2270168","url":null,"abstract":"Research and development (RD the innovator may, under certain conditions, prefer to grant launch control rights or buyout options to the marketer despite the fact that both terms restrict its downstream actions. We demonstrate that a menu of contracts is not necessary to address the adverse selection problem because the menu can be replicated by a single option contract. We show that timing, through renegotiation or delayed contracting, as well as the careful allocation of control rights and options can have a significant influence on the value of collaborative R&D. We provide recommendations on the optimal contract structure and timing based on two project char...","PeriodicalId":139554,"journal":{"name":"IRPN: Innovation & Strategy (Topic)","volume":"32 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2015-10-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"128902542","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Pricing in the Digital Economy: A Quantitative Study of Just Noticeable Differences in the Services Industry","authors":"S. Vastani, D. Straub","doi":"10.2139/ssrn.2676180","DOIUrl":"https://doi.org/10.2139/ssrn.2676180","url":null,"abstract":"Price is a key management lever for firm performance (McKinsey 2002) and a key determinant of purchasing decision for a consumer (Bishop 1984, Doyle 1984, Sawyer and Dickson 1984, Schechter 1984). However, customers do not remember the exact price but have a band of prices that are acceptable (Monroe 1973) (Olson 1976) (Monroe 1969). Globally, online sales for both products and services are on the rise and are projected to increase by 10% annually to $370 billion by 2017 (Lomas 2013). This quantitative field study uses three and half years of online non-contractual transactional and customer level data from a B2C company in the service industry. Two phased investigations are conducted. First, we determine the pricing threshold range using price increase and decrease. We then examine the difference in price threshold between service and consumer goods industry. Theoretically, the study furthers the conceptual understanding of the pricing thresholds in the service industry. The use of real customer level data is a methodological contribution of this study. Third, this research confirms that customer purchase frequency does not have a linear relationship to price and that certain magnitude of price change results in higher magnitude customer losses. These findings are key to predicting demand post pricing action and understanding consumer behavior to maximize profitability.","PeriodicalId":139554,"journal":{"name":"IRPN: Innovation & Strategy (Topic)","volume":"71 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2015-09-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"127388828","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"The Road Not Taken: Competition and the R&D Portfolio","authors":"Igor Letina","doi":"10.2139/ssrn.2289189","DOIUrl":"https://doi.org/10.2139/ssrn.2289189","url":null,"abstract":"This article examines the effects of market structure on the variety of research projects undertaken and the amount of duplication of research. A characterization of the equilibrium market portfolio of R&D projects and the socially optimal portfolio is provided. It is shown that a merger decreases the variety of developed projects and decreases the amount of duplication of research. An increase in the intensity of competition among firms leads to an increase in the variety of developed projects and a decrease in the amount of duplication of research.","PeriodicalId":139554,"journal":{"name":"IRPN: Innovation & Strategy (Topic)","volume":"24 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2015-08-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116736370","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Mass Customization and Guardrails: 'You Can't Be All Things to All People'","authors":"E. Çil, Michael S. Pangburn","doi":"10.2139/ssrn.2634208","DOIUrl":"https://doi.org/10.2139/ssrn.2634208","url":null,"abstract":"A mass customization (“customer as designer”) strategy enables a firm to yield a closer match between its products and customer tastes. A mismatch between those tastes and the delivered product implies a cost to the consumer. Rather than assume all products, other than the one purchased, are immaterial to the customer, we consider the brand-level issue of mismatch between customers’ tastes and the firm’s full range of products. To this end, we permit consumers’ utility to depend upon the distance between their ideal point and the limits of the firm’s product varieties, which we refer to as guardrail products. Mass customization can thus reduce product-specific “fit” costs yet exacerbate brand-level fit. In the absence of brand-level costs, the firm extracts maximal revenue from consumers by offering a range of varieties to cover all possible consumer tastes at a uniform price We show that considering a brand level cost implies that the firm should limit the breadth of the mass customization region to be less than full market coverage. More interestingly, we also find that the firm should optimally implement a differential pricing scheme for those product varieties at the outer extremes of its product line, catering to those consumers with more extreme tastes. Given that a continuum of prices will likely not be practical in application, we also consider the more pragmatic approach of a set of fixed (non-customized) products to serve customers at the taste extremes, with a corresponding set of (lower) fixed prices. We prove this heuristic solution performs close to optimal.","PeriodicalId":139554,"journal":{"name":"IRPN: Innovation & Strategy (Topic)","volume":"20 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2015-07-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"126934209","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}