Search results

This study proposes targeted modernization of the Department of Defense (DoD's) Joint Forces Ammunition Logistics information system by implementing the optimized innovative information technology open architecture design and integrating Radio Frequency Identification Device data technologies and real-time optimization and control mechanisms as the critical technology components of the solution. The innovative information technology, which pursues the focused logistics, will be deployed in 36 months at the estimated cost of $568 million in constant dollars. We estimate that the Systems, Applications, Products (SAP)-based enterprise integration solution that the Army currently pursues will cost another $1.5 billion through the year 2014; however, it is unlikely to deliver the intended technical capabilities.

This paper deals with the organizing of interactive product development. Developing products in interaction between firms may provide benefits in terms of specialization, increased innovation, and possibilities to perform development activities in parallel. However, the differentiation of product development among a number of firms also implies that various dependencies need to be dealt with across firm boundaries. How dependencies may be dealt with across firms is related to how product development is organized. The purpose of the paper is to explore dependencies and how interactive product development may be organized with regard to these dependencies.

The analytical framework is based on the industrial network approach, and deals with the development of products in terms of adaptation and combination of heterogeneous resources. There are dependencies between resources, that is, they are embedded, implying that no resource can be developed in isolation. The characteristics of and dependencies related to four main categories of resources (products, production facilities, business units and business relationships) provide a basis for analyzing the organizing of interactive product development.

Three in-depth case studies are used to explore the organizing of interactive product development with regard to dependencies. The first two cases are based on the development of the electrical system and the seats for Volvo’s large car platform (P2), performed in interaction with Delphi and Lear respectively. The third case is based on the interaction between Scania and Dayco/DFC Tech for the development of various pipes and hoses for a new truck model.

The analysis is focused on what different dependencies the firms considered and dealt with, and how product development was organized with regard to these dependencies. It is concluded that there is a complex and dynamic pattern of dependencies that reaches far beyond the developed product as well as beyond individual business units. To deal with these dependencies, development may be organized in teams where several business units are represented. This enables interaction between different business units’ resource collections, which is important for resource adaptation as well as for innovation. The delimiting and relating functions of the team boundary are elaborated upon and it is argued that also teams may be regarded as actors. It is also concluded that a modular product structure may entail a modular organization with regard to the teams, though, interaction between business units and teams is needed. A strong connection between the technical structure and the organizational structure is identified and it is concluded that policies regarding the technical structure (e.g. concerning “carry-over”) cannot be separated from the management of the organizational structure (e.g. the supplier structure). The organizing of product development is in itself a complex and dynamic task that needs to be subject to interaction between business units.

The purpose of this paper is to illustrate and argue for the necessity of deconstructing the entrepreneurship concept by analyzing entrepreneurial orientation (EO) at various levels of the business model.

Literature review supplemented with five illustrative cases.

A business model approach to entrepreneurship enables identification of the component of the business model in which entrepreneurship was started. This has several implications for analysis of the EO-performance relationship and for the identification of antecedents to EO.

The EO of firms has generally been analyzed at a generic level, i.e. the concept has been used to measure and analyze the overall entrepreneurship of firms. In this paper, the authors argue that EO can be present in various dimensions of a business and that firms can be entrepreneurial in certain areas and conservative in other areas.

This paper aims to identify the differentiated paths followed by firms to innovate in business models, among four different strategic postures and also to determine the innovation interactions between business model components, among strategic postures. The authors intend to highlight the differentiated patterns of business model innovation (BMI) in each strategic posture and provide guidance to small and medium enterprises (SMEs) managers regarding the suitable alignments of business model components when they innovate in their business model.

The research model developed and tested in this work uses a composite model that borrows from the logic of Miles and Snow’s cycle of adaptive strategic choices as well as Demil and Lecocq’s perspective of permanent change within and between components of a business model. The authors’ model is designed first to encompass the differentiated patterns characterizing the relationships between the strategic posture of defender, prospector and analyzer profiles and the related innovation attributes of their business model components. The study was conducted with independent French manufacturing SMEs ranging from 10 to 250 employees in size and having revenues below €50m (European Commission, 2007). The analysed sample includes 169 firms from 14 sectors representative of French manufacturing SMEs.

Results confirm the differentiated propensity to adopt specific BMI behaviours among strategic postures. The authors also highlight the differentiated interactions between and within BMI components. These results suggest that SMEs tend to leverage specific BMI components related to their entrepreneurial, engineering and administrative choices. Thus, firms tend to evolve in a posture-specific, path-dependent dynamic consistency in which BMI attributes interact towards a limited set of alternatives, thus anchoring the new business model into strategic choices. It has been shown that the predictability of strategy–BMI alignment is contingent on the level of fit between empirically derived strategic profile attributes and Miles and Snow’s ideal profile attributes.

This paper investigates strategy–BMI alignments without addressing such alignments from the standpoint of firm performance. Still, performance from a BMI perspective lies in the ability of the firm to sustain the dynamic consistency of its business model components by identifying the effects of change in interactions between and within components on overall BM performance. Further studies should explore dynamic consistency as a means for firms to generate and maintain performance by innovating in their business model when facing specific contingencies. The conceptual framework designed for the present research seems appropriate for conducting such an investigation on the performance implications of strategy–BMI fit.

This research offers insights regarding manufacturing SMEs seeking guidance when changing business strategy. Indeed, by combining Miles and Snow’s configurational framework of strategic postures with Demil and Lecocq’s RCOV BM framework, the authors provide insights that can bridge the gap between intended strategy and realized strategy. The authors suggest that when realizing new strategic choices, SMEs should favour behaviours of BMI that are likely to fit the new intended strategic posture. Accordingly, the authors introduce a set of field-based BMI alignments specific to firms’ strategic posture to support the strategic management of innovation in SMEs.

By unravelling the alignments between strategic posture and business model innovation, this work contributes to enlightening the dynamics of Miles and Snow’s adaptive cycle. Indeed, viewing Miles and Snow’s typology from the configurational perspective of BMI provides a clearer picture of the adaptive cycle through which BMI reflects the path-dependent process of the formation of the firm’s strategic posture through the transformation of its business model.

The purpose of this research is to establish an evaluation model for business value of a company's existing patents portfolio to improve the performance of the technology development and the company’s competitiveness through identifying the right direction for technology development.

This research targets 11 leading companies in ten manufacturing industries and one e‐business industry and evaluates their existing patents portfolios. This research developed a core business model set by using clustering and classification. For comparative analysis, this research sets NAVER as a leading company and DAUM as a following company in e‐business industry.

This research proposes nine business model components to evaluate a patent from business perspectives. Second, by evaluating a company's existing patents portfolio in view of business model components, this research proposes the importance of business model components and developed six core business models. Through these role models, companies can analyze the directions for development in the future and find companies with similar characteristics.

This research develops a methodology to provide the direction for technology development of a company by evaluating technologies through the patents portfolio of a company rather than evaluating the value of a single patent. It is different from previous research that evaluates R&D from technology perspectives; this research takes account of the business value of technologies by developing tools in view of business model components.

Bankruptcy is a financial failure of a business or an organization. Different kinds of bankruptcy prediction techniques are proposed to predict it. But, they are restricted as techniques in predicting the bankruptcy and not addressing the associated activities like acquiring the suitable data and delivering the results to the user after processing it. This situation demands to look for a comprehensive solution for predicting bankruptcy with intelligence. The paper aims to discuss these issues.

To model Business Intelligence (BI) solution for BP the concept of reference model is used. A Reference Model for Business Intelligence to Predict Bankruptcy (RMBIPB) is designed by applying unit operations as hierarchical structure with abstract components. The layers of RMBIPB are constructed from the hierarchical structure of the model and the components, which are part of the reference model. In this model, each layer is designed based on the functional requirements of the Business Intelligence System (BIS).

This reference model exhibits the non functional software qualities intended for the appropriate unit operations. It has flexible design in which techniques are selected with minimal effort to conduct the bankruptcy prediction. The same reference model for another domain can be implemented with different kinds of techniques for bankruptcy prediction.

This model is designed using unit operations and the software qualities exhibited by RMBIPB are limited by unit operations. The data set which is applied in RMBIPB is limited to Indian banks.

A comprehensive bankruptcy prediction model using BI with customized reporting.

There are a number of traditional business strategy theories that have been used to discuss business‐to‐business (B2B) e‐commerce strategy: Transaction Cost Economics, Resource‐Based View, Porter’s Market Forces Theory, and Channel Theory. However, there currently exists no comprehensive framework linking these theories into a method to rigorously assess value delivery strategies, and in particular to determine how to maximise the impact of the Internet as a value delivery channel. This paper answers this shortcoming by introducing a framework that draws together the main theories of strategic choice in a systematic fashion. In particular, the paper examines how different ways of delivering the same form of value (rather than particular products) from producer to customer may allow exploitation of the desirable features of the Internet to different degrees. By using a novel distribution business model from a real‐life case study to illustrate this framework, the paper uncovers several novel ways the Internet can enhance B2B strategy. The main contribution of the paper is the development of a formal, semi‐quantitative model of value delivery strategy evaluation, which can be used as a starting point for practical evaluation of strategy choices in particular settings, and also as a theoretical tool for discussing the role of the Internet in B2B e‐commerce in a more rigorous way.

This article aims to examine the concept of business model innovation and to discuss the design of the key elements. Based on a detailed case study of Nespresso, it seeks to outline how business model innovation can be implemented successfully.

Based on a theoretical conceptualization of a business model, the authors conduct an in‐depth case study to draw conclusions for a successful implementation of a business model innovation.

A business model innovation comprises five components: an innovative, unique positioning, a consistent product and service logic, an appropriate value creation architecture, an effective sales and marketing logic and a profit formula that works. Success is based upon a unique, innovative and coherent design of the business model's components.

Based on Nespresso's business model, this paper illustrates what a business model innovation is, what its components are and how they should be designed to create and capture value.

The purpose of this paper is to study the impact of market orientation on a companyµs business performance in a service industry using one of the emerging markets as a research setting.

The examination of two recognized MKTOR and MARCOR market orientation concepts in this paper led to the development of a market orientation model in a service industry that considers the local specifics of doing business. The model was tested in a study of 133 businesses that operate in a Russian service industry. The data analysis was completed to investigate and measure the impact of the market orientation level on a company’s business performance.

The data analysis following the field study determines that market orientation delivers a positive impact on the company’s overall business performance.

Inter-functional coordination should receive broad attention from company management, as this market orientation element is the most vital for business performance – especially in service industries. Accompanying model elements also provide leverage to business performance that should not be overlooked. Synchronized utilization of the market orientation model elements has a very positive impact on the company’s business.

This research paper contributes to an array of publications dedicated to market orientation in one of the most multifaceted emerging markets, the Russian Federation. It is also the first time that the market orientation concept has been applied by service industry organizations in Russia.

The purpose of this paper is to evaluate the international position of Estonia among the member states of the EU and countries closely associated with the EU, from the perspective of the effect of research and development (R & D) policy on innovation activities in the business sector.

Based on existing scientific research literature on the relationships between R & D policy and business sector R & D activities and innovation performance, a set of indicators describing R & D policy measures was created for the business sector. Using principal component analysis (PCA) method, independent robust dimensions of R & D policy were brought out. After eliminating the problem of multicollinearity in R & D policy indicators, robust multiple regression models were conducted to present a comprehensive empirical description of the shaping of business sector R & D and innovation activities in the sample of investigated countries.

Based on the literature, the influences of R & D policy measures on business sector R & D activities and innovation performance were systemised; public R & D policy dimensions were empirically defined; the intensity of R & D policy influence on business sector R & D activities was estimated; the differences between real and prognostic values of business sector performance indicators in Estonia were calculated in order to characterise the efficiency of Estonian R & D policy and the influence of the socioeconomic environment.

The lack of comparable data describing R & D policy and R & D activities and innovation performance in the business sector limits the comprehensiveness of the analysis (i.e. the number of analysed indicators).

The assessment and comparative analysis of the influence of R & D policy components on business sector R & D activities and innovation performance in different countries makes it possible to identify directions for increasing the efficiency of R & D policy under the specific influence of the socioeconomic environment, especially in new member states of the EU.

Using the PCA method significantly increased the robustness of the macro-quantitative description of R & D policy dimensions. By combining the set of new synthetic R & D policy indicators created by the PCA with the multiple regression analysis method, a significant increase in the robustness of model coefficients (i.e. the assessments of influence intensity) was achieved. These robust models create the basis for reliable empirical assessment of the influence of R & D policy and a comparative analysis of the results.