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To provide a theoretical explanation of why outsourcing relationships are inherently dynamic, in that the dependence of each party upon the other inevitably changes over time and thus so too will the power asymmetries between the parties.

Our approach is theoretical and draws upon insights from resource dependence theory, transaction cost economics, and the resource-based view of the firm, to focus on the power asymmetries between the focal firm undertaking the outsourcing and its suppliers. We illustrate our arguments using a longitudinal case study of the evolving relationship between Apple and the Foxconn Technology Group.

For supplier firms, the message is to upgrade, develop distinctive resources and capabilities, and diversify the customer base. Otherwise, suppliers will forever be condemned to low operating margins and the threat of being replaced by cheaper, more agile rivals. For focal firms, the message is not to rest on your laurels. The potency of isolating mechanisms may well dissipate, suppliers will no doubt strive to lessen their positions of dependence and competitors will inevitably emerge, with the result that once-profitable outsourcing arrangements may quickly erode.

We highlight the crucial role played by isolating mechanisms to underpin power asymmetries in outsourcing relationships, and thus enable focal firms to appropriate the rents from externalized value chain activities. We argue that the efficacy of many isolating mechanisms will tend to dissipate over time as competitors emerge to imitate successful strategies and products, and as resource and capability asymmetries erode.

A product manager at Apple examines the past, present, and future of the PC industry in September 2011 in the wake of Steve Jobs's resignation and HP's announcement that it was exiting the PC industry in favor of enterprise software solutions and consulting. The protagonist thinks through current forces in the PC industry, including market share trends, mobile computing, ultrabooks, and cloud computing services—as well as the position of the Mac in Apple's product portfolio—and is faced with making a decision about the future of the Mac.

The purpose of this paper is to explore the phenomena of Apple iPhone jailbreaking, a novel scenario where a company actively oppresses and discourages the co-creation of value and customisation of its products by loyal consumers.

This paper conducted a qualitative content and thematic analysis of online jailbreaker discourse to understand the motivations and reasons driving consumers to resist a brand to which they remain extremely loyal.

Three themes explain jailbreaker motivations: enhanced experience, individual right of self-expression and anti-hegemony. Further two themes explain the differing motivations driving hacktivists to create the “exploits” that are subsequently used by jailbreakers (liberating the masses; status and notoriety). Finally, an integrative conceptual model is provided to showcase how disparate theories of consumer behaviour are synthesised during this novel phenomena.

In contrast to previous work, the consumer activists featured in this paper are devoted to the brand and product they are resisting. Rather than switching to an alternative brand, these jailbreakers and hacktivists remain loyal to the product in a genuine effort to help the brand. Even more interesting is the brand actively oppressing these loyal consumers’ attempts to modify and, in some cases, improve their products. Overall, this paper highlights the contradictory relationship between Apple and some of its consumers and demonstrates how brand loyalty, dissatisfaction, resistance/activism and co-creation can co-exist within the same consumer–brand relationship.

The University of Michigan's Information Technology Division, with the help of 21 corporate partners, created a city‐wide multivendor information network to support the EDUCOM'89 conference. This article discusses the origins of InfoNet; describes the system as the users experienced it; looks behind the scenes at how it was developed; and summarizes what was learned from creating the system on a tight timeline.

This is the sixth article on social science, humanities, news and general (SSH) databases in a continuing series of articles summarising and commenting on new database products. There are two companion articles, one covering science, technology and medicine (STM) which appeared in the August 1995 issue (Online & CDROM Review, vol. 19 issue 4) and the other covering business and law (BSL) which will appear in the December issue of this journal (Online & CDROM Review, vol. 19 issue 6). The articles are based on the newly appearing database products in the Gale Directory of Databases. The Gale Directory of Databases (GDD) was created in January 1993 by merging Computer‐Readable Databases: A Directory and Data Sourcebook (CRD) together with the Directory of Online Databases (DOD) and the Directory of Portable Databases (DPD).

Recent US federal court rulings have provided new guidance on the use of economic models of bargaining in estimating reasonable royalty damages in patent cases. After reviewing relevant case law and providing an overview of the bargaining range approach, we describe one analytic method (the Rubinstein Bargaining Model) for developing a quantitative starting point with which to divide a bargaining range and explain how it can be tied, at least in part, to the facts and circumstances of the parties around the time of the Hypothetical Negotiation. We also describe how this approach can be used in conjunction with an analysis of other quantitative and qualitative factors related to the bargaining power of the parties, to help estimate reasonable royalty damages.

The purpose of this paper is to report on an inductive research that analyzes the unique decisions of three firms that shape their business model and, consequently, provide a competitive advantage.

Given the paucity of prior research on the effect that a firm’s business model has on its competitive advantage, addressing the research question warrants an in-depth qualitative study. The study requires explicitly capturing decisions from a firm’s chosen business model and how these decisions are linked to its competitive advantage. The authors take on an inductive research approach to study three longitudinal case studies of organizations that have either successfully implemented their adopted business model or are implementing unique business models.

First, the authors identify nine different theoretically grounded propositions based on decisions taken by the firms the authors studied, which shape their business model and give them a competitive advantage. Second, the authors look at these decisions in an integrated manner and categorize these into structural decisions and strategic decisions. Third, the authors extend an existing line of thought that predominantly views the business model as complementary to a firm’s product or service innovation. The authors emphasize on the criticality of the business model as a higher level construct formed from multiple structural and strategic decisions that, eventually, become a source of competitive advantage.

The findings help to identify a possible theoretical explanation of newer forms of organization, evolving from product, process or service innovation, combined with their unique business model. They help in guiding practitioners to identify sources of competitive advantage through the innovative business models.

This paper takes a critical look at the meaning of corporate social responsibility (CSR) based on the available literature on the subject matter. As CSR is an evolving concept both in meaning and practice, this study aims to highlight CSR actions of the world's six largest organizations (Google, Twitter, Amazon, Apple, ExxonMobil and Walmart). The purpose of choosing these organizations and their CSR adoption was to examine the business-society relationship and the role of key stakeholders in establishing this association.

This study examined CSR through the case study approach and provides valuable insights by showing that CSR is a connecting link between business and society. Specifically, the authors took a crucial look at various contentious, often ambiguous definitions, theoretical framework, brief historical development, issues and controversies surrounding it, the role of CSR in community development and summing it up with the future direction and managerial implications.

This study observed that there are some developmental strategies taking place today which are relevant to the issue at stake, such as: contributing to the world economy, corporations donating or engaging in a wide range of philanthropic gestures now than ever and contributing to the beauty of the society by meeting rising community expectations.

By analyzing the worlds' 6 largest companies' CSR initiatives, this study provides valuable insights by showing that CSR is a connecting link between business and society and is based on win-win collaborations between civil society, business, investors and government. These companies' CSR initiatives have been mostly unexplored in past studies.

Apple Ships System 7. Apple Computer, Inc. announced that it is shipping System 7, the much anticipated upgrade to the Macintosh operating system and the most significant enhancement to Macintosh since its introduction in 1984.