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Since the 1980s agricultural biotech investments by the public sector have increased substantially in both China and India. In the last two decades there has also been a dramatic increase in private section investment in agricultural biotechnology particularly in India. The promise of major benefits of Bt cotton identified in early socioeconomic studies of Bt cotton has proven to be true. Bt cotton has spread to at least 66% and 85% of total cotton areas of China and India, respectively – wherever bollworm is a major problem. Bt cotton continues to control bollworm in both countries, and farmers continue as major beneficiaries rather than biotech or seed companies. The major impacts have been yield increases in India and reduced pesticides consumption in China. In China, evidence also suggests that Bt cotton has suppressed the bollworm population so that non-Bt cotton growers and producers of other crops that are susceptible to bollworm are also benefitting.

The chapter also provides evidence that in the near future Bt rice and Bt eggplant could have major positive impacts by reducing pesticide use and farmers’ exposure to chemical pesticides and increasing yields. Both crops were approved for commercial production by government biosafety regulators, but are not yet available for commercial cultivation.

This paper aims to explore the challenges and opportunities faced by buying centers in small and medium enterprises (SME) manufacturing companies in view of recent technological changes and the virtualization of communication.

This study uses a qualitative approach with multiple case studies to portray complex realities within the buying centers in the manufacturing SME context. The authors selected five Italian companies to portray the diverse characteristics, practices and policies of relevant stakeholders before reaching saturation with the issues explored.

The authors find that interactions among buying center members are more effective with greater collaboration and exchange (as opposed to competition and a struggle for power). Virtual/hybrid relations require greater intra-group cooperation, whereas diverse backgrounds and collaborative interactions help the flexibility and performance of the buying center. Greater use of technology produces certainty and automation, but it may also cause overload and biases that can be solved with the ability to analyze and clear responsibility for decisions.

The authors studied only five Italian companies in this study. Future research in other countries with diverse cultural and socio-economic conditions and methods would help extend this research.

The findings would improve the understanding of the challenges of adopting new purchase process technologies that would help automate routine tasks, produce useful data and support decision-making.

Unlike prior studies, this study uses an exploratory design to study the evolution of buying centers in SMEs to seek deeper insights into the challenges and opportunities faced by SMEs because of the growing use of emerging technologies.

This paper aims to address the broad question of how organizations capture value from foresight exercises. Through a comparative case analysis, this paper looks at what firms do to make the information usable and create value. It explores factors that cause different firms to respond differently to the same trends. It analyzes the passenger car segment of the automobile industry and the response of six major firms to fossil fuel and changing environmental regulations through an analysis of their policies and strategic activities, such as new product development. It finds foresight to be an important link between firm capabilities and environmental changes.

This paper adopts the case approach to capture the linkage between the issue and the context (Yin, 1994) and uses multiple cases to explore the variables by comparing and contrasting the cases on key aspects (Eisenhardt and Graebner, 2007). As the paper ' s objective is to understand the similarities and differences between dominant firms in the sector, it chooses through theoretical sampling, six firms that have a presence in all the major regions of the world – two each from the USA, Europe and Japan – Ford, General Motors, Volkswagen, Renault, Toyota and Honda. This sample represents the firms and regions traditionally strong in the passenger car industry.

Thus, it is seen that the relationship that was posited in the conceptual model between the goal of the firms, the vision of the future and the nature of products and approach to technology/competence development seems to be valid. However, in addition, the paper perceives that some additional linkages that link between foresight and the goals and vision of the future seem to be influenced by the extent of uncertainty. In addition, the decisions regarding portfolio of products and approaches to technology and competence development seem to be also influenced by the perception of existing competencies and the external competitive context.

This paper was based on multiple cases created out of secondary information, hence the constructs used are those which are perceived and stated.

The paper could help firms understand decisions related to technology choices in field involving high levels of uncertainty and competition.

This paper could improve learning processes from foresight exercises, and enable strategic decisions to be taken on these.

Thus, this paper has explored the linkages between what firms perceive and state, and what is reflected in their actions. It has looked at this linkage from the perspective of foresight, and the strategic perspective of the firm. It has come up with additional issues and questions that influence this relationship. These can inform future research in this domain.

The purpose of this paper is to investigate how financial service providers cross‐sell combined bank and insurance service offerings in a business‐to‐business context with the aim of increasing understanding on the creation of corporate customer value through cross‐selling.

A qualitative study of eight providers, augmented with interviews among eight of their small and medium‐sized enterprise (SME) customers, form the empirical basis of the study.

Financial service providers anticipate a shift from separate sales events towards one‐stop shopping and from unilateral provision of non‐related products towards consideration of hybrid products in the SME segment. SME customers, who tend to acquire their banking and insurance services as non‐related products from separate providers, do not fully support these trends. The results are partly explained by the absence of customer loyalty programs and non‐existent provision of hybrid products in the business‐to‐business context.

The research is focused on the financial industry within one country and bound to SME customers, limiting the generalizability of the findings.

The results imply that financial service providers should develop their one‐stop shopping concept in the SME segment by creating a customer loyalty program that would reward customer companies according to the use of multiple products in their total portfolio. Additionally, the possibilities of introducing hybrid products solely for business customer use should be further investigated.

This study is the first to show how business customers perceive the value of cross‐buying bank and insurance services, presenting a reminder to managers about the importance of recognizing their SME customers' value expectations.

Applying both the dynamic capability and configuration theoretical perspectives, the paper showcases the role of network configuration and dynamics of hybrid offerings in both developed and emerging markets by high-tech firms.

The current paper uses an exploratory qualitative research methodology based on in-depth case studies of three Finnish high-tech firms operating in the medical technology industry globally.

The findings from the study showed that dynamic capabilities such as sensing and customer engagement along with internal coordination and adaptation capabilities are critical to the success of hybrid market offerings. Moreover, dynamic capabilities were found to be influential in those emerging and advanced international markets where case firms were less familiar with market dynamics. Moreover, the configuration of these capabilities within functional units and coordination of marketing and R&D activities can be effective for creating hybrid offerings in international markets. Ultimately, this was found to be the case even though target market selection for hybrid offerings was influenced by the level of convergence and fragmentation of the market.

Applying the configuration theory, this is one of the first studies to specifically analyze the differences in organizational network configuration changes in relation to hybrid market offerings in both developed economies and emerging economies. The findings contribute to hybrid market offering literature by pointing out that not only internal capabilities are important for enacting hybrid offerings, but the roles of ecosystems and knowledge centers are also extremely important to develop hybrid offerings. This paper also highlights the criticality of under-studied dynamic capabilities such as market sensing and customer engagement in the context of hybrid offerings in international markets. This showcases the wider role of ecosystems in enabling technology firms to develop hybrid offerings.

Objective – The current biotechnology revolution has been associated with newly developed genetic modifications (GM) that offer new prospects for increasing agricultural productivity. This has stimulated a rapid adoption of GM corn hybrids by U.S. farmers. Yet, there is concern about the structure of competition among biotech firms that own patents over GM traits. This chapter evaluates the spatial differences in pricing of biotech corn hybrids, with a focus on the fringe versus core regions of the U.S. Corn Belt.

Methods – The analysis examines how local conditions and market concentrations affect the pricing of GM corn hybrids in different locations.

Results – We find evidence of more extensive subadditive pricing in the fringe region. We also examine how both own- and cross-market concentrations affect prices across regions. For GM hybrids, the results show that market power is generally more prevalent in the core region compared to the fringe.

Conclusions – The evidence shows that the pricing of GM corn hybrids varies across space. The observed pricing schemes benefit farmers more in the fringe than in the core region of the Corn Belt.

The aim of this study is to identify and describe the factors associated with Nissan Company's electric vehicle (EV) development. In addition, Nissan's different commercialization strategies toward EV and HEV development will be discussed.

This study uses a descriptive case study approach to provide a deep understanding of successful or failed projects of Nissan. In this term, the company's green car development between 1996 and 2012 will be analyzed. Based on the market presence, Nissan's electric vehicle production trend is divided into two different generations with different characteristics. The gap between these two generations has a structural effect on the current state of Nissan's EV development.

One key factor behind Nissan's success and lead in the current electric vehicle market is the long-term experience with specific type of market structure, which has nurtured the company with a strong green vehicle development capability. The study shows that the electric vehicles market gap acted as a catalyst for later Nissan's successful cases. Also, the authors demonstrate how the dramatic shifts in Nissan strategies helped the company to revitalize its leadership as an electric car guru.

This study provides a better insight into the importance of early stage commercialization strategies in the re-born market of eco-friendly vehicles.

The COVID-19 pandemic has led to major sales strategy and process changes as many interactions migrated from face-to-face to virtual environments. The nature of the interactions changed, and sales firms, the sales function and salespeople created new processes to excel in virtual environments. As sales processes evolve further, this paper aims to focus on understanding the enduring shifts in sales strategy and processes. In addition, this study seeks to understand the characteristics of enduring shifts and how they are distinct from temporary shifts.

This qualitative analysis provides a comprehensive overview of the sales organizations and salespeople over the period from the start of the pandemic to early 2022. The authors interviewed 66 sales professionals from different countries and industries to better understand the temporary and enduring shifts in sales strategy and processes, adopting ad inductive and narrative approach.

There are four major findings. First, four key themes emerged: increased digitalization, resistance to digitalization, sales process changes and sales organization transformation. Second, changes are classified as temporary, permanent and accelerated changes. Third, some proposed changes were not supported. Finally, five findings were found that were not discussed in previous literature.

This paper finds distinctive findings that offer additional valuable insights that connect to and extend existing literature. These include emerging themes, classification shifts, unsupported proposed changes and unique findings.

We explore the driving forces behind the channel choices of the manufacturer and the platform by considering asymmetric selling cost and demand information.

This paper develops game-theoretical models to study different channel strategies for an E-commerce supply chain, in which a manufacturer distributes products through a platform that may operate in either the marketplace channel or the reseller channel.

Three primary models are built and analyzed. The comparison results show that the platform would share demand information in the reseller channel only if the service cost performance is relatively high. Besides, with an increasing selling cost, the equilibrium channel might shift from the marketplace to the reseller. With increasing information accuracy, the manufacturer tends to select the marketplace channel, while the platform tends to select the reseller channel if the service cost performance is low and tends to select the marketplace channel otherwise.

All these results have been numerically verified in the experiments. At last, we also resort to numerical study and find that as the service cost performance increases, the equilibrium channel may shift from the reseller channel to the marketplace channel. These results provide managerial guidance to online platforms and manufacturers regarding strategic decisions on channel management.

Although prior research has paid extensive attention to the driving forces behind the online channel choice between marketplace and reseller, there is at present few study considering the case where a manufacturer selling through an online platform faces a demand information disadvantage in the reseller channel and sales inefficiency in the marketplace channel. To fill this research gap, our work illustrates the interaction between demand information asymmetry and selling cost asymmetry to identify the equilibrium channel strategy and provides useful managerial guidelines for both online platforms and manufacturers.

Purpose – The objective of this chapter is to examine and provide new perspectives on the contributions of public and private R&D to biotech crop improvement.

Methodology/approach – The chapter examines a set of topics that have affected the way that research is undertaken on plant germplasm improvement and how it has changed with the genetically modified (GM) trait revolution.

Findings – Although the basic science providing the foundations for GM crops was undertaken in the public sector, GM traits and GM crop varieties have been developed almost exclusively by the private sector. The biotech events leading to GM traits are currently being developed largely by five companies – all having ties to both the chemical and the seed industries. The GM crop revolution started in North American in 1996 and has spread slowly to the largest developing countries that have large agricultural sectors, including Argentina, China, Brazil, and India, but not to Europe or Japan.

Practical implication – To shed new light on the economic reasons for private sector dominance in GM crop varietal development in selected crops but not in others.

Social implication – Shows how GM traits have contributed to technical change and declining real food prices.