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High‐technology markets are characterized by rapid evolution that alters the emphasis existing in some traditional marketing decisions. This article examines the nature of these markets and suggests certain factors for special consideration in the pricing decision. First, it relates the economic, technological, and competitive factors that affect the firm's objectives. Then, it examines these factors and offers alternative strategies in view of high‐technology dynamics.

Considering the strikingly high number of new products and services that are withdrawn from the market very soon after launch, the aim of this paper is to study how early market survival is affected by decisions regarding a particular launch tactic, i.e. the configuration of the adoption network through which the innovation is commercialized. The paper also investigates how the impact on early market survival of this launch tactics depends on the maturity of the technology underlying the new service.

The conceptual model relating the variables “size of the adoption network”, “brand awareness of the organizations comprised in the adoption network”, “maturity of the underlying technology” and “early market survival” is tested in the empirical setting of the Italian mobile value added services (VAS) market, utilizing a longitudinal dataset which includes more than 28,000 new VAS launched between 2003 and 2007.

The paper shows that increasing the number of external organizations involved in the adoption network is a particularly effective tactical decision for new services based on very novel technologies, whereas building an adoption network that involves organizations with high brand awareness in the eyes of prospective customers positively impacts the early market survival of services relying on mature technologies.

Besides providing practical insight to product and marketing managers seeking to maximize the chances of early survival of the services they are responsible for, the paper has interesting implications for launch decisions and diffusion of innovation research.

The purpose of this paper is two‐fold: to discuss the key factors determining foreign direct investment (FDI) intra‐industry spillovers and to examine the presence and the extent of these spillovers in Switzerland, by testing them for the services/construction industry, where there is currently a scarcity of evidence.

The assessment of spillovers calls for a detailed analysis of these effects according to the mechanisms by which they occur (namely, the increase in competition, demonstration effects, and worker mobility), and whether the size and the extent of spillovers depend on the interaction between their mechanisms and the existing technological capacities of domestic firms.

The regression results are affirmative, in that domestic firms with high technological capacities appear to gain spillover benefits from FDI heightening competition, while mid‐ and low‐technology firms benefit a lot from demonstration effects. In addition, spillovers for high‐ and mid‐technology firms appear to be largely co‐determined by the level of their human capital. Only domestic firms that invested heavily in absorptive capacity benefit from spillovers.

The evidence on spillover effects has not yet been conclusive. Hence, this paper proposes some components for a research agenda on FDI and intra‐industry spillovers.

The study provides insights for Swiss policy makers about how to promote the beneficial spillover effects of FDI.

The process of spilling over is correctly described in a more satisfactory model and then the impact of this process is accurately identified.

Nowadays, sustainable, clean, inclusive, innovative, and smart mobility in addition to urban transformation is required to achieve sustainable development as a path to preserve the world for future concerns and improve quality of life at the present, even to be kept up with growing citizens' needs. Mobility as an infrastructure component plays fundamental roles in urban transformation, and economic development. In this chapter, and based on the 5^th wave theory, related theories, models, and concepts, modern, clean, and inclusive mobility founded on high future of 4th technologies (which is called 5th technologies), digitalization, smartness, sustainability, and CSR 2.0 strategies is declared as proper clean mobility technologies to create sustainable and smart cities. Such smart cities are able to deal with challenges made by rapid, unplanned urbanization and globalization to achieve sustainable development. In this research, roles of inclusive and smart mobility systems as path to create modern and sustainable urban areas to make the world more sustainable and livable for living are declared. Literature reviews, case studies, interviews, and questionaries are applied as main methods to recognize inclusive and modern mobility and its roles in urban transformation to achieve sustainable development. This chapter is based on know-how and do-how of the author Prof. Hamid Doost on sustainability such as cooperating with Danish Sustainable Platforms Company, working with Erasmus Plus as an academic leader in Germany since 2017, cooperating with Copenhagen's former mayor and researching on sustainability. In this chapter, impact of sustainable mobility, sustainable buildings, and smart cities on CSR 2.0 and social responsibility, how these parameters improve sustainable development and sustainability in social responsibility, corporate social responsibility (CSR), and how social responsibility could influence humanities are explored.

Many manufacturers are transforming into manufacturing service industry to enhance their value creation. Adopting the value‐added chain model, this study aimed to conduct four case studies, including Acer, Giant, TSMC and Eternal, to verify the high‐valued strategies and the common characteristics of service provisions.

Four case studies, including Acer, Giant, TSMC and Eternal, were conducted to verify the high‐valued strategies and the common characteristics of service provisions. Specifically, these companies are selected from different industry and value chain position to enhance the robustness of the research findings.

This study concluded that the manufacturing firms strengthen their position as system integrator. The provision of high‐valued services is orientated toward the integration of the value chain stages according to the industry and business model. The companies are going to upstream or downstream, outsource non‐core manufacturing activities, and sell some manufacturing assets. The high‐valued service strategies provided the manufacturing firms with new approaches to compete in a rapidly changing economy. The findings also provided the direction for the emerging economies in confronting with industrial structure transformation.

This study focuses on the transformation of four manufacturing firms toward providing high value‐added services. The results conclude that manufacturing firms can integrate forward and backward stages in the value‐added chain, and provide the knowledge‐based services including R&D, marketing, information system, branding, financial and after‐sale services to enhance the market value of their products. This study argues that the high value‐added service strategies can be a great opportunity for the manufacturers.

Original equipment manufacturers offer maintenance services such as remote diagnostics to extend their portfolio. The purpose of this paper is to empirically investigate requirements and expectations regarding remote services (RSs) for maintaining complex high-tech equipment from a users’ point of view.

A qualitative interview study based on 30 interviews and observations at 11 organizations in the healthcare industry was conducted in order to get a holistic understanding of requirements and expectations of the new service technology.

This study shows that the focus on providing high-technology services is not sufficient to increase customer's usage, soft factors such as personal interaction, integration, and individualization are main expectations for customers in the medical equipment industry. The expectations are concentrated in seven propositions.

The interviews were conducted only in the healthcare industry. Even though is it possible to generalize the findings and transfer them to other sectors, a large-scale empirical survey should be conducted in different industries to verify the qualitative results.

A framework for manager and service provider is set up that can help to improve the service offerings according to specific customer expectations.

The paper provides an original perspective on a new service technology that facilitates remote maintenance of complex high-tech equipment. Through in-depth interviews, the author generates valuable insights that help to advance RS technologies.

The purpose of this paper is to examine factors that affect Palestinian customers’ use of online banking services.

An empirical study was conducted using a questionnaire in order to test the hypotheses. The questionnaire was distributed to 500 respondents selected by the participating banks. A total of 369 complete questionnaires were returned. The study’s independent variables include technology adoption propensity, customers’ value for online personalization, customers’ privacy concern, e-trust, technological leadership and loyalty. Palestinian customers’ usage of online banking services is the dependent variable.

The results of the model tested clearly suggest that the use of online banking services is influenced, respectively, by the technological leadership, e-trust, e-loyalty, customers’ value for online personalization, customers’ concern for privacy and propensity of technology adoption. Finally, this paper suggests that policy makers should develop a prioritized hierarchy of actions in developing the effective use of bank’s online services, based on the t- and p-values of the latter mentioned factors.

One limitation of the study is relying on self-reported cross-sectional data collection, rather than longitudinal surveying. Despite such limitation, the study provides the Palestinian banking sector with recommendations to promote online banking services based on the empirically identified factors affecting such service adoption.

Palestinian banks should promote the adoption of online banking services by supporting personalization of services, privacy and trust. Customers should always be informed that their bank is among the first banks to introduce the latest state-of-the-art online services. Technology innovative and diverse online services should be offered by banks to attract customers.

Although numerous research studies have studied the factors affecting customers in using electronic and online banking services, few studies have considered such usage in the developing countries, such as Arab countries in general and Palestine in particular. This is the first study to examine the factors affecting the adoption of online banking services in Palestine. This study provides empirical evidence to fill in the gap by providing a deeper understanding of the factors affecting the usage of online banking services in the country. The findings of this study can help decision makers in the Palestinian banks to develop practical plans that might accelerate and expand the adoption of online banking emphasizing personalized and trusted services offered with high level of security and privacy.

The ideas expressed in this work are based on those put into practice at the Okuma Corporation of Japan, one of the world′s leading machine tool manufacturers. In common with many other large organizations, Okuma Corporation has to meet the new challenges posed by globalization, keener domestic and international competition, shorter business cycles and an increasingly volatile environment. Intelligent corporate strategy (ICS), as practised at Okuma, is a unified theory of strategic corporate management based on five levels of win‐win relationships for profit/market share, namely: ,1. Loyalty from customers (value for money) – right focus., 2. Commitment from workers (meeting hierarchy of needs) – right attitude., 3. Co‐operation from suppliers (expanding and reliable business) – right connections., 4. Co‐operation from distributors (expanding and reliable business) – right channels., 5. Respect from competitors (setting standards for business excellence) – right strategies. The aim is to create values for all stakeholders. This holistic people‐oriented approach recognizes that, although the world is increasingly driven by high technology, it continues to be influenced and managed by people (customers, workers, suppliers, distributors, competitors). The philosophical core of ICS is action learning and teamwork based on principle‐centred relationships of sincerity, trust and integrity. In the real world, these are the roots of success in relationships and in the bottom‐line results of business. ICS is, in essence, relationship management for synergy. It is based on the premiss that domestic and international commerce is a positive sum game: in the long run everyone wins. Finally, ICS is a paradigm for manufacturing companies coping with change and uncertainty in their search for profit/market share. Time‐honoured values give definition to corporate character; circumstances change, values remain. Poor business operations generally result from human frailty. ICS is predicated on the belief that the quality of human relationships determines the bottom‐line results. ICS attempts to make manifest and explicit the intangible psychological factors for value‐added partnerships. ICS is a dynamic, living, and heuristic‐learning model. There is intelligence in the corporate strategy because it applies commonsense, wisdom, creative systems thinking and synergy to ensure longevity in its corporate life for sustainable competitive advantage.

Charts an increase in the total stock of high technology firms over the 1987 to 1991 period in the UK, as well as the employment contribution of firms over the same period. Finds that total employment in high technology firms declined over this period. However, the employment contribution of small high technology firms, particularly those engaged in technology‐based services activities increased. The employment contribution of this group was unable to offset the major employment losses made by large high technology firms (those with 100 or more employees) and firms engaged in more “conventional” activities in the wider economy, Claims that policy makers should continue to encourage the formation, survival and development of a growing and diverse stock of new and small high technology firms in the UK.