Search results
1 – 10 of over 1000
This article demonstrates the value of adding a learning and adaptation component into the decision-making process.
Abstract
Purpose
This article demonstrates the value of adding a learning and adaptation component into the decision-making process.
Design/methodology/approach
By reviewing the case of Kodak’s decision not to focus its investments in digital technology in the 1980s the article introduces The Learning and Adaptation Decision Process, a model enables a firm to reassess analysis about future market disruptions and opportunities
Findings
Organizations need decision processes that are designed to be reviewed and rethought so they continue to provide fresh insight into how to prepare for disruptions and opportunities. This example shows how Kodak could have used its considerable resources to expedite its own digital camera technology, purchased companies with leading edge digital technology, put a digital technology-minded management team in place and lead the industry into the realm of mass market digital photography.”
Practical implications
A learning and adaptation approach might have helped Kodak take advantage of an opportunity to survive the disruption of its market and to avoid the eventual bankruptcy of the firm.”
Originality/value
The model introduced in this article can help leaders in a wide variety of industries review critical decisions, identify problematic outcomes, anticipate disruptions and prepare sooner for opportunities.
Details
Keywords
Like it or not, change is inevitable if you are to survive. Far better to instigate change than allow other people to inflict it on you. To anticipate the future has to be good…
Abstract
Like it or not, change is inevitable if you are to survive. Far better to instigate change than allow other people to inflict it on you. To anticipate the future has to be good to allow time to implement change rather than having to react to it. This appears quite simple, but is it? This special themed issue of Management Decision contains a number of examples of how organizations have managed change. Lessons can be learned from other industries than your own with regard to best practice and basic principles which can then be applied to your own organization..
When Eastman Kodak decided to change from a traditional organization aligned by function to a focus on customers and corporate success, it recognized the fact that teams…
Abstract
When Eastman Kodak decided to change from a traditional organization aligned by function to a focus on customers and corporate success, it recognized the fact that teams outperform individuals. At a recent Management Summit conference held in London, Henri‐Dominique Petit, vice‐president and general manager, European, African and Middle Eastern region, explained how cross‐functional teams are established to empower people and the company as a whole.
Details
Keywords
Abdulwahed Mo. Khalfan and Abdulridha Alshawaf
Presents first an overview of a case study exploring the information systems/information technology (IS/IT) outsourcing phenomenon in the public sector of Kuwait where the data…
Abstract
Presents first an overview of a case study exploring the information systems/information technology (IS/IT) outsourcing phenomenon in the public sector of Kuwait where the data collection for this study was carried out. The primary data on IS/IT outsourcing practices were collected by means of survey questionnaire and semi‐structured interviews supported by organisational documentation. Several public sector institutions, including the Ministry of Public Health, participated in the investigation. Second, this paper seeks to develop a conceptual contingency model for the successful implementation of IS/IT outsourcing arrangements in the context of Kuwait. The model addresses many interacting variables, from national culture and social factors through contractual issues. Argues that it is necessary to take account of all these variables to ensure successful implementation of IS/IT outsourcing arrangements. The study findings suggest that there will be an increasing utilisation of IS/IT outsourcing services in the public sector of Kuwait, particularly at its main component, the public health care sector.
Details
Keywords
Constance E. Bagley and Gavin Clarkson
This paper focuses on two related questions at the intersection of antitrust and intellectual property law. First, under what circumstances must the holder of a patent or a…
Abstract
This paper focuses on two related questions at the intersection of antitrust and intellectual property law. First, under what circumstances must the holder of a patent or a copyright or the owner of a trade secret allow others to use that intellectual property? Second, under what circumstances can the holder of an intellectual property right use that right to make it difficult for another party to succeed in a related market? These questions have vexed antitrust and intellectual property scholars alike ever since the Federal Circuit ruled in 2000 that patent holders “may enforce the statutory right to exclude others from making, using, or selling the claimed invention free from liability under the antitrust laws,” a ruling that directly contradicted the Ninth Circuit ruling that antitrust liability could be imposed for almost identical conduct, depending on the motivations of the patent holder. The various proceedings in United States v. Microsoft only added fuel to the firestorm of controversy.After briefly retracing the jurisprudential path to see how this situation arose, we propose a solution that primarily involves a variation on the real property concept of adverse possession for the intellectual property space along with a slight extension of the Essential Facilities Doctrine for industries that exhibit network effects. We examine, both for firms with and without market power, how our proposal would resolve the situations presented by large fixed asset purchases, the introduction of entirely new products, and operating systems with network effects. We also demonstrate how our proposal could be applied in the European antitrust enforcement context.
Robert W Crandall and Kenneth G Elzinga
While the popular image of the Sherman Act is that of a “trust-busting” statute, conduct remedies have been more common than structural relief. This paper evaluates the effect on…
Abstract
While the popular image of the Sherman Act is that of a “trust-busting” statute, conduct remedies have been more common than structural relief. This paper evaluates the effect on economic welfare of conduct remedies that have resulted from ten prominent Sherman Act monopolization cases. In general, we find that in some cases the behavioral relief has had no consequence other than the cost of litigation and cost of compliance; in other cases, the remedies probably reduced consumer welfare. Cases studied are United Shoe Machinery, AT&T, Std. Oil of California, IBM, United Fruit, Kodak, Safeway, GM, Jerrold, and Blue Chip Stamp.
When your eye spots one of the myriad of green or amber bottles on grocery store shelves, what company produced that bottle polymer?
Liang Wang, Eric Ping Hung Li and Xiaoya (Sara) Ding
The process of building dynamic capabilities remains understudied, although deliberate learning is posited to be the key to developing and maintaining dynamic capabilities in…
Abstract
Purpose
The process of building dynamic capabilities remains understudied, although deliberate learning is posited to be the key to developing and maintaining dynamic capabilities in turbulent environments. Based on the case study of Kodak’s responses to the shift from traditional to digital technology in the imaging industry (1993-2011), the purpose of this paper is to examine the role of managerial cognition in building dynamic capabilities.
Design/methodology/approach
The paper employs case study and qualitative method approach.
Findings
The results reveal that, when facing environmental turbulence, deliberate learning is subject to routine disruptions through entrepreneurial activities, and these organizational routines and activities are determined by organizational schema. Organizational schema itself is updated as a result of managers’ ongoing interpretation of the organization’s fit with the environment. The study findings contribute to the organizational studies and management literature by highlighting the role of managerial cognition into the microfoundation of dynamic capabilities.
Originality/value
The results demonstrate managerial cognition, and organizational schema in particular, as a microfoundation of dynamic capability.
Details
Keywords
At one time, a manufacturer's supply base was determined solely through competitive bids and price. Manufacturers worked to beat down prices without regard to overall cost, while…
Abstract
At one time, a manufacturer's supply base was determined solely through competitive bids and price. Manufacturers worked to beat down prices without regard to overall cost, while suppliers focused entirely on making as much money as possible off manufacturers. For years, US manufacturers and suppliers lingered in this uneasy, antagonistic relationship.
Conventional wisdom says that diverse organisations perform better. However, this is not always the case. Diverse teams that are not inclusive are unable to leverage their…
Abstract
Purpose
Conventional wisdom says that diverse organisations perform better. However, this is not always the case. Diverse teams that are not inclusive are unable to leverage their diversity, and thus will not reap its benefits. The purpose of this paper is to show that organisations that exhibit inclusive behaviour and inclusive leadership can leverage diversity to reap its multiple positive benefits.
Design/methodology/approach
This paper draws on various examples from different sectors, including Kodak, the US Armed Forces and NASA, to analyse the effects of sameness on teams. It also draws on the author’s own experience and the most recent peer-reviewed research to look at the effects of inclusive management, not just diversity.
Findings
This paper shows that there is ample evidence that diverse teams often perform better, and that they only perform better when led inclusively. The combination of diverse teams and inclusive management can lead to increased innovation and productivity and better decision-making.
Originality/value
This important reframing of the value of inclusion and not just diversity is insightful for the CEO and C-suite leaders, as well as essential for human resource managers or anyone who makes decisions about hiring, promotions or team composition.
Details