PROD: Empirical (Product) (Topic)最新文献

{"title":"How Antitrust Really Works: A Theory of Input Control and Discriminatory Supply","authors":"Ramsi Woodcock","doi":"10.31235/osf.io/jcxgy","DOIUrl":"https://doi.org/10.31235/osf.io/jcxgy","url":null,"abstract":"------->Antitrust law and policy today are a semi-coherent welter of legal and economic doctrines. Immanent in them, however, is a structure of great simplicity and utility. The concept at the heart of the antitrust laws is the linear supply chain, consisting of an essential input, a downstream market in which competition is harmed through the discriminatory supply of the input to downstream firms, and consumers who pay higher prices for finished products as a result of the discriminatory behavior. Antitrust attacks this problem of the discriminatory supply of inputs in two ways. First, it seeks to prevent any one intelligence from taking control over the input, because absent such centralized control, competition from input suppliers eliminates any attempt at discrimination. Stopping the centralization of control over inputs is not always possible, however, because sometimes centralized control improves the quality of the input, and antitrust follows an implicit rule of “innovation primacy,” which holds that any act that plausibly improves the product likely does more good for consumers than any resulting increase in prices harms them, and so the act must be immune from antitrust scrutiny. ------->Second, antitrust regulates attempts by input controllers to use their power to increase their profits other than by charging what they know to be the highest possible prices for their products given their level of knowledge of consumer willingness to pay. Profits can be increased in this way by only three routes, each of which involves discrimination by the input controller in the supply of inputs to downstream firms. The input controller can discriminate in favor of firms that improve the final product ultimately sold to consumers and so increase consumers’ willingness to pay. The input controller can discriminate in favor of downstream firms that supply the input controller with information about consumer willingness to pay, enabling the input controller better to choose its prices to maximize its profits. And the input controller can discriminate against downstream firms that refuse to give the input controller access to profits that the firms have in turn extracted from consumers. The doctrine of innovation primacy protects discrimination that improves the final product sold to consumers, but not discrimination that facilitates information acquisition or the disciplining of refractory downstream firms. ------->This analysis resolves numerous longstanding conundrums in antitrust, including (1) whether antitrust picks winners (it must), (2) whether picking winners limits consumer sovereignty (impossible, because whenever a firm discriminates in the supply of inputs, the firm picks winners, and antitrust, which does no more than challenge such discrimination, therefore only ever substitutes its judgment for that of firms, never for that of end consumers), (3) whether antitrust should have a monopoly power requirement (it should, but the requirement s","PeriodicalId":287331,"journal":{"name":"PROD: Empirical (Product) (Topic)","volume":"27 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2021-02-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"122040222","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":"Realized Absorptive Capacity and Entrepreneurial Universities’ Organizational Change: The Role of Process Innovation Practices","authors":"Jing A. Zhang, Zhimin Wang, Conor O’Kane","doi":"10.1111/radm.12366","DOIUrl":"https://doi.org/10.1111/radm.12366","url":null,"abstract":"Although essential to all institutions, organizational change is a complex and high risk activity. In this paper, we examine how organizations develop and implement capabilities to facilitate organizational change. Drawing on the dynamic capability perspective and a ‘resourcing’ synergy view, we investigate how realized absorptive capacity in terms of transformation and exploitation capability directly affects organizational change, and how process innovation practices act as an effective mechanism that link transformation and exploitation capability with organizational change. To distinguish our analysis, we focus on both an emerging organizational form and an emerging economy context. Specifically, on the basis of a questionnaire survey of 316 academics from entrepreneurial universities in Malaysia, we find that both transformation and exploitation capability are facilitators of organizational change. However, the relationship of transformation capability with organizational change is fully mediated by process innovation practices, while the relationship between exploitation capability and organizational change is partially mediated by process innovation practices. Our research therefore contributes to the dynamic capability perspective of organizational change and absorptive capacity by highlighting the importance of integrating organizational transformation and exploitation capability with process innovation practices in different ways to facilitate organizational change. Our findings and accompanying discussion on how process innovation practices can generate moves towards universities that are more entrepreneurial will also be of interest to university managers and policy makers.","PeriodicalId":287331,"journal":{"name":"PROD: Empirical (Product) (Topic)","volume":"51 5","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-11-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"113942110","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":"University‐Industry Collaboration and Front‐End Success: The Moderating Effects of Innovativeness and Parallel Cross‐Firm Collaboration","authors":"Oliver Gretsch, Edmund Christian Salzmann, Alexander Kock","doi":"10.1111/radm.12385","DOIUrl":"https://doi.org/10.1111/radm.12385","url":null,"abstract":"Collaboration with science‐based and/or market‐based partners is a promising means for firms’ R&D groups to leverage complementary expertise and resources to generate innovative results. However, R&D managers face the dilemma which partner type to choose in different innovative contexts and whether to focus on one partner type or to integrate both types in early stage R&D. Using survey data from 166 heads of R&D groups, this study investigates university–industry collaboration’s impact on front‐end success depending on the degree of innovativeness and the interaction with other industry partners. The results confirm an overall positive relationship between university–industry collaboration and front‐end success. However, innovativeness increases complexity in this relationship. Parallel collaboration with firms and universities can have a mixed impact on front‐end success depending on the degree of innovativeness. This simultaneous collaboration with firms and universities strengthens front‐end success for more radical innovations, while parallel collaboration activities for more incremental innovations do not necessarily strengthen front‐end success. These findings imply that both collaboration types should be used simultaneously in the front end of radical innovation and that firms could reduce complexity by focusing on either firms or universities as partners for incremental innovations.","PeriodicalId":287331,"journal":{"name":"PROD: Empirical (Product) (Topic)","volume":"6 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-07-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"127861791","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 Effect of Management Control Systems and Practices on Product Innovation: Literature Review","authors":"A. Abdallah, A. Farghaly, Ahmed el Sebaay","doi":"10.2139/ssrn.3334327","DOIUrl":"https://doi.org/10.2139/ssrn.3334327","url":null,"abstract":"This paper reviews 26 articles dealing with the relationship between management control systems or practices and product innovation. The reviews are classified into three categorizations. These are (a) the types of management control, (b) the design and use mode of management control and (c) the practices of management control. The purposes of this paper are (1) to present the status of the research in this area in terms of variables, research methods, and Key findings. (2) and Identifying research gaps and suggest future researches. The paper indicates an increased research interest in this era during the review period (1990–2017). By analyzing the categorizations, it becomes evident that there are research gaps are noted as follow: (1) previous studies have focused primarily on formal control systems, not on the informal control systems, (2) They fail to Provide understanding of how combinations of controls (the effect of supplements or complements) can be combined to enhance product innovation, (3) reviews does not consider environmental conditions that both influence the use and moderate the effects of controls.","PeriodicalId":287331,"journal":{"name":"PROD: Empirical (Product) (Topic)","volume":"19 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-02-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121873925","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":"Product Variety and Vertical Integration","authors":"Yue Maggie Zhou, X. Wan","doi":"10.1002/SMJ.2540","DOIUrl":"https://doi.org/10.1002/SMJ.2540","url":null,"abstract":"In vertical relationships the potential for scale economy in manufacturing often calls for specialization and outsourcing. Specialization, however, depends critically on the stability of the task and contractual environment. In a highly uncertain environment the need for frequent mutual adjustments favors integration instead of outsourcing. To evaluate vertical relationships in value chains where one stage competes on product variety under great uncertainty and the other stage competes on scale, we compare operations data at about 300 distribution centers within a major soft-drink bottler before and after it was integrated into an upstream firm. We find that vertical integration improved coordination for the integrated firm by aligning incentives and reducing strategic information asymmetry, but it worsened coordination for upstream rivals who shared the same downstream facilities.","PeriodicalId":287331,"journal":{"name":"PROD: Empirical (Product) (Topic)","volume":"17 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2016-07-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"125902368","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":"Nanotechnological Innovations & Business Environment for Indian Automobile Sector : A Futuristic Approach","authors":"Sreeramana Aithal, S. Aithal","doi":"10.5281/ZENODO.62030","DOIUrl":"https://doi.org/10.5281/ZENODO.62030","url":null,"abstract":"The Indian auto industry is one of the largest in the world with an annual production of 23.37 million vehicles in FY 2014-15, following a growth of 8.68 per cent over the last year. The automobile industry accounts for 7.1 per cent of the country's gross domestic product (GDP). Moreover, the growing interest of the companies in exploring the rural markets further aided the growth of the sector. Several initiatives by the Government of India and the major automobile players in the Indian market are expected to make India a leader in the world by 2020. The industry produced a total of 23,366,246 vehicles including passenger vehicles, commercial vehicles, three wheelers and two wheelers in April-March 2015 as against 21,500,165 in April-March 2014, registering a growth of 8.68 percent over the same period last year. Indian automobile industry is trying to make a breakthrough in improving the efficiency, durability and cost of vehicles using nanotechnology solutions along with decreasing the pollution by using hydrogen fuel or electric engines. In this paper, we have discussed the effect of nanotechnology innovations on Indian automobile sector in order to solve the problems in automobile efficiency, durability, cost, and environmental pollution. The paper also contains the discussion on the impact of these innovations on economical, political and renewable energy sector of the country.","PeriodicalId":287331,"journal":{"name":"PROD: Empirical (Product) (Topic)","volume":"27 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2016-05-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121948362","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":"Robust New Product Pricing","authors":"B. Handel, Kanishka Misra","doi":"10.2139/ssrn.2307991","DOIUrl":"https://doi.org/10.2139/ssrn.2307991","url":null,"abstract":"We study the pricing decision for a monopolist launching a new innovation. At the time of launch, we assume that the monopolist has incomplete information about the true demand curve. Despite the lack of objective information the firm must set a retail price to maximize total profits. To model this environment, we develop a novel two-period non-Bayesian framework where the monopolist sets the price in each period based only on a nonparametric set of all feasible demand curves . Optimal prices are dynamic as prices in any period allow the firm to learn about demand and improve future pricing decisions. Our main results show that the direction of dynamic introductory prices (versus static prices) depends on the type of heterogeneity in the market. We find that (1) when consumers have homogeneous preferences, introductory dynamic price is higher than the static price; (2) when consumers have heterogeneous preferences and the monopolist has no ex ante information, the introductory dynamic price is the same as the static price; and (3) when consumers have heterogeneous preferences and the monopolist has ex ante information, the introductory dynamic price is lower than the static price. Furthermore, the degree of this initial reduction increases with the amount of heterogeneity in the ex ante information.","PeriodicalId":287331,"journal":{"name":"PROD: Empirical (Product) (Topic)","volume":"67 8","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2014-05-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"131893993","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":"Hidden Structure: Using Network Methods to Map System Architecture","authors":"Carliss Y. Baldwin, Alan MacCormack, J. Rusnak","doi":"10.2139/ssrn.2277795","DOIUrl":"https://doi.org/10.2139/ssrn.2277795","url":null,"abstract":"In this paper, we describe an operational methodology for characterizing the architecture of complex technical systems and demonstrate its application to a large sample of software releases. Our methodology is based upon directed network graphs, which allows us to identify all of the direct and indirect linkages between the components in a system. We use this approach to define three fundamental architectural patterns, which we label core–periphery, multi-core, and hierarchical. Applying our methodology to a sample of 1286 software releases from 17 applications, we find that the majority of releases possess a “core–periphery” structure. This architecture is characterized by a single dominant cyclic group of components (the “Core”) that is large relative to the system as a whole as well as to other cyclic groups in the system. We show that the size of the Core varies widely, even for systems that perform the same function. These differences appear to be associated with different models of development – open, distributed organizations develop systems with smaller Cores, while closed, co-located organizations develop systems with larger Cores. Our findings establish some “stylized facts” about the fine-grained structure of large, real-world technical systems, serving as a point of departure for future empirical work.","PeriodicalId":287331,"journal":{"name":"PROD: Empirical (Product) (Topic)","volume":"98 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2014-04-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"124889833","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":"Exploration and Exploitation in Product and Process Innovation in the Chemical Industry","authors":"Manuel Bauer, J. Leker","doi":"10.1111/radm.12012","DOIUrl":"https://doi.org/10.1111/radm.12012","url":null,"abstract":"Achieving a well‐balanced innovation portfolio is an often advocated goal for R&D managers, but guidelines how to achieve this are scarce in the innovation and management literature. In this study, we investigate the effects that balancing R&D budget allocation between exploratory and exploitative innovation activities has on new product performance. Furthermore, we distinguish between product and process exploratory and exploitative innovation activities offering a new and highly relevant contingency perspective on the requirement to balance exploratory and exploitative innovation activities within a portfolio. In doing so, we integrate these two important dimensions of innovative activity in a framework that can help senior managers to decide how to allocate scarce R&D resources within an innovation portfolio to maximize returns. Based on a unique data set of objective, internal financial accounting data from strategic business units in the chemical industry, we found not only that new product performance is enhanced through the simultaneous pursuit of exploratory and exploitative innovation activities (i.e., they are complementary) which holds true for product and process innovation alike. But we are also able to show that in process innovation, exploration requires more funding to achieve maximal performance when compared to product innovation. An imbalance of exploration and exploitation has less severe consequences than in product innovation efforts. Our study design that is based on firm‐internal R&D budget data allows R&D managers to directly compare their budget allocation practice with our findings that are derived from a wide range of business units in one of the main process industries. Furthermore, our results have important implications for the practice of R&D budget allocation, since they highlight how product and process innovation efforts differ with respect to their impact of the exploration–exploitation balance on new product performance relationship.","PeriodicalId":287331,"journal":{"name":"PROD: Empirical (Product) (Topic)","volume":"14 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2013-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"122559896","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 Role of Innovation Efficiency and Labor Productivity in Inventory Turnover Performance","authors":"Jianer Zhou, Hsiao-Hui Lee, Po-Hsuan Hsu","doi":"10.2139/ssrn.1921926","DOIUrl":"https://doi.org/10.2139/ssrn.1921926","url":null,"abstract":"Intangible resources play an increasingly influential role in today’s business operations, but how they affect inventory management remains underexplored in the literature. This paper associates a firm’s inventory-turnover performance with its capabilities of utilizing the intangible resources of innovation and human capital, approximated here by innovation efficiency and labor productivity, respectively. Using a dataset of all non-service U.S. public firms, we show that inventory turnover is positively correlated with both measures and that the vintage of innovations weakens the effect of innovation efficiency on inventory turnover. Our industry-level analysis suggests the existence of a learning-curve effect (innovative firms are more skillful in managing inventory turnover) and of an innovation spillover effect (firms in an innovative industry are more likely to have a superior inventory performance).","PeriodicalId":287331,"journal":{"name":"PROD: Empirical (Product) (Topic)","volume":"18 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2011-10-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"115345097","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}