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The paper aims to report on the future of mobile computing and R&D activities in the state of Bremen.

The Mobile Research Center in Bremen, Germany, provides results from interdisciplinary scientific research for the creation of economic value by partners from industry.

The paper finds that, through the MRC and its partners, a national and international brand is being developed with respect to excellent research and to the transfer of research in the area of mobile solutions.

This paper outlines technology and research activities in Bremen, which promotes itself as the mobile city, a trademark standing for innovation and supporting in innovative ways the necessary structural changes in the economy. It will be of interest to those in the field of R&D.

The purpose of this paper is to discuss the current state of the “paperless office” and explore how likely it is that libraries will be administered by librarians in paperless offices in the near future.

This paper surveys the literature on forecasts for the paperless office to determine whether library operations and offices could be as paperless as some of their collections might be in the near future.

The paperless office was once seen as inevitable, but is looking less far less likely given how we access and organize documents, how we read and understand information, and how we analyze what we read online and in print. Nonetheless, certain routine library operations would lend themselves almost immediately to paperless storage and retrieval processes and systems.

More research is required on records management systems in libraries with a view to establishing largely paperless operations in the future. Implications for future research involve the establishment of processes and the testing of systems which would most easily lend themselves to standard library operations.

Recent research on reading and cognitive function indicates that there are certain practical implications involved in doing away with paper entirely. Nonetheless, certain routine library functions could be made paperless operations once practical considerations such as the choice of systems, establishment of work flow, policies and processes have been realized.

The paper makes the case for more research and exploration of the viability of paperless or near‐paperless library operations.

This paper presents a dynamic model for e‐business strategy derived from the results of a longitudinal analysis of enterprise resource planning (ERP) enabled organisations.

This involved a study of 11 international ERP‐enabled organisations over a four‐year period using multiple interviews and extensive secondary data collection. Three separate research models were used to analyse different stages of e‐business growth and the results of this multi‐stage analysis consolidated into a staged model of e‐business transformation (eBT).

The model focuses on realising the benefits of B2B interaction through the alignment of ERP with different e‐business strategies, increasing emphasis on employee empowerment and successful management of value alliances.

The findings provide practical guidance to managers implementing e‐business systems through integrated ERP implementations.

The study demonstrates the application of a comprehensive research model based on three previously validated research frameworks for e‐business strategy.

Firms increasingly integrate a wide range of actors in the early ideation and concept creation phases of innovation processes leading to the collection of a large number of ideas. This creates the challenge of filtering the most promising ideas from a large number of submissions. The use of external stakeholders into the evaluation and selection of submissions (i.e. open evaluation (OE)) might be a viable alternative. The purpose of this paper is to provide a state-of-the-art analysis on how such OE systems are designed and structured.

Since OE is a new phenomenon, an exploratory qualitative research approach is adopted. In all, 122 instances of OE in 90 innovation contest cases are examined for their design elements.

This research reveals that OE systems are configured in many different ways. In total, 32 design elements and their respective parameters are identified and described along the six socio-technical system components of an OE system. This study allows for a comprehensive understanding of what OE is and what factors need to be taken into consideration when designing an OE system.

Scholars and professionals may draw insights on what design choices to make when implementing OE.

The comprehensive analysis performed in this study contributes to research on open and user innovation by examining the concept of OE. In particular, it extends knowledge on design elements of OE systems.

Introduction Although Japan and the European countries involved in computing are at opposite ends of the Eurasian land mass and the cultures are even further apart, Europe is more familiar to the Japanese than some may imagine. Spanish, Portuguese, and Dutch traders visited Japan in the 16th and 17th centuries and were the first break in Japan's long isolation from the rest of the world. Jesuit missionaries from the same nations followed the traders, as they did in other parts of the world. Later, occasional traders from other countries, including Britain, appeared in Japanese ports; while they were not permitted to settle, they were received with a courtesy that is surprising in the light of the aggressive empire‐building of so many Western countries, which was frightening to the Japanese leaders.

This paper contributes to extant knowledge by highlighting the complementarity‐based nature of coopetition strategy and its impact on collective strategies for value generation among actors.

Data collection draws on three cases encompassing three empirical contexts. A theoretical lens that enables a focus on contemporary inter‐organisational markets as organised behaviour systems manifesting network structures is adopted. Business strategy is operationalised as an exchange strategy with an emphasis on the exchange effectiveness achieved when some value is produced in cooperation with significant others.

The results show that managerial leadership and development of trust are the key success factors. Furthermore, this hybrid level of inter‐organisational relationship encompassing both competition and cooperation – coopetition – fosters collective intelligence through information and knowledge sharing.

This paper concludes that, due to contemporary inter‐organisational exchange often being governed by the “visible hand” of the process of networking, today's environment is different from the environment firms used to encounter in the past. From a managerial perspective, the findings demonstrate the multifaceted nature of coopetition. Additional work on the impact of the concept of coopetition strategy on business practice is needed to add to this valuable endeavour.

The existing studies are primarily concerned with arm's‐length exchange (competition), a dynamic situation in which several actors are vying for scarce resources and/or producing and marketing similar products or services. Comparatively little research has focused on inter‐organisational dynamics, which entails both cooperation and competition. This paper demonstrates that participating in inter‐firm networks has become increasingly popular to enhance corporate entrepreneurship.

While there are similarities in the patterns of expansion between the television, semiconductor and computer industries, there are likely to be important differences. These will derive from the fact that ten years' experience of overseas marketing and manufacture of the former two industries can now be put to good use in the strategy for international expansion of computers.