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GTE's Smart CampusSM. Today's college‐bound students are growing up in a quickly evolving world of electronic information access. From the telephone, radio, cable TV, and personal computers, they are already accustomed to receiving and interacting with electronic data through these communications resources.
The question under the focus is how an MNC manages the increasing demands for corporate social responsibility when entering and expanding in a market. Based on business…
The question under the focus is how an MNC manages the increasing demands for corporate social responsibility when entering and expanding in a market. Based on business network, the study develops a view highlighting the four concepts of learning, commitment, legitimacy and trust for studying of socio-political relationships. The view is employed for analysis of the experiences of a Korean MNC's entry into the Chinese market. The case illustrates that the Korean MNC, Samsung Electronics, has behaved proactively by large commitment in several long- and short-term projects towards the society. Besides the theoretical view, the study contributes new knowledge on how the MNC's activities have enabled the firm to transfer learning, commitment, legitimacy and trust from socio-political relationships to business relationships. Further, it adds new knowledge on how corporate social responsibility plays a critical role in a successful entry, thereby building up a stable market position.
Sharp Corporation, established in 1912, has always tried to identify unique niches that its competitors do not enter, while at the same time continuing to pursue…
Sharp Corporation, established in 1912, has always tried to identify unique niches that its competitors do not enter, while at the same time continuing to pursue innovation and knowledge creation in those niches. The liquid crystal display (LCD) business is a typical example of Sharp's strategy and innovation. Sharp developed the first successful LCD product – a pocket calculator with a small black and white LCD in 1973 – and since then the company has released a series of unique products with LCDs, including PDAs and camcorders. In 1998, in the face of increasing competition in the traditional cathode-ray tube (CRT) TV market, Katsuhiko Machida, the company's new president and strategic leader, announced his vision of upgrading all bulky CRT televisions sold in the domestic market to flat screen LCD sets by 2005. This vision was bold, since Sharp was the first producer of color CRT TVs and its business was still profitable at the time. However, Machida as strategic leader, predicted tough price competition in the CRT business in the future and began to mobilize Sharp's employees to gain and sustain competitive advantage in the new market.
Edward Hastings Chamberlin, a great innovator in economic theory,has been badly served by his “followers”, who have“blanked” and “distorted” his message. Today itis the…
Edward Hastings Chamberlin, a great innovator in economic theory, has been badly served by his “followers”, who have “blanked” and “distorted” his message. Today it is the Chicago critics of monopolistic competition, not his self‐appointed followers at Harvard, who are developing an economics of industrial organisation that more nearly captures the spirit of Chamberlin′s work. Chamberlin′s central insight was that quality dimensions and other means of product differentiation are essential elements (in addition to nominal prices) in the analysis of how economic markets actually work. Although Chamberlin initially tried to fit his theory into the conventional mould of Marshallian economics, with predictably unsatisfactory results, this should not be allowed to obscure the novelty and robustness of his contribution.
The essay points out a common thread that runs through law-and-economics business law scholarship. Working largely independently of each other, economically oriented…
The essay points out a common thread that runs through law-and-economics business law scholarship. Working largely independently of each other, economically oriented scholars working in different areas have argued that the law should focus on the interests of a single constituency – shareholders in corporate law, creditors in bankruptcy law, and consumers in antitrust law. Economic analysts thus have rejected arguments advanced by “progressive” scholars working in each of these areas that the law should instead concern itself with the full range of constituencies affected by business activity. The law-and-economics single constituency claim rests in part on skepticism about judicial competence, but the underlying premise is an objection to the use of law for redistributive purposes. The primary value is efficiency, defined in terms of market-generated outcomes. It is argued here that this political commitment implies a strong tendency toward maintenance of the existing distribution of wealth, and that even more importantly, the single constituency claim may actually have redistributive implications. In each of these areas of business law, however, a regressive program favors owners of capital against those who are generally less well off, such as workers and small-business owners.
This study aims to refocus the analysis of global political economies using concepts from studies on Varieties of Capitalism (VoC) to track Taiwan’s rise in the Thin Film Transistor Liquid Crystal Display (TFT-LCD) industry. Taiwanese electronics firms began to outpace their competitors from Japan in TFT-LCD industry’s competition from about the year 2000.
Drawing on depth interviews and analysis of secondary source material, newspaper and magazine.
A time factor that helps determine advantage and/or disadvantage of high-tech industry in Japan and Taiwan. Stable organizational structure and less talent mobility in the Japanese TFT-LCD firms may well have been an advantage initially in the transformation process from US firms’ experimental technologies to tacit mass production technologies, but proved to be a disadvantage in the subsequent competition with more mobile talent in Taiwanese firms eager to standardize mass production techniques. Japanese firms’ rigid organizational structure could not keep pace to the market-oriented technology strategy in the global TFT-LCD industry, lost competitive advantage in a rapid pace.
VoC literature should be focused to highlight two insights. The first is the premise of institutional forms specific to national models of capitalism. Patterns of technology transfer appear critical in the innovation process, and differ markedly between Taiwan and Japan. Second, the VoC literature suggests comparative institutional advantage.
Through the comparative analyses between Taiwanese capitalism model and Japanese counterparts, we can understand the reason and process of the rise of Taiwan in global TFT-LCD market.
There is limited insight concerning a firm’s remedy choice after a product recall. This study aims to propose that failure severity and brand equity are key antecedents of…
There is limited insight concerning a firm’s remedy choice after a product recall. This study aims to propose that failure severity and brand equity are key antecedents of remedy choice and provides empirical evidence for a non-linear relationship between pre-recall brand equity and the firm’s remedy offer that is moderated by severity.
This study uses field data for 159 product recalls from 60 brands between January 2008 to February 2020 to estimate a probit model of the effects of failure severity, pre-recall brand equity and remedy choice.
Firms with higher and lower pre-recall brand equity are less likely to offer full (vs partial) remedy compared to medium level pre-recall brand equity firms. Failure severity moderates this relationship positively, i.e. firms with low and high brand equity are more sensitive to failure severity and then select full instead of partial remedy.
This research reconciles contradictory arguments and research results about failure severity as an antecedent of remedy choice by introducing brand equity as another key variable. Future research could examine the psychological process of managerial decision-making through experiments.
This study increases the awareness of the importance of remedy choice during product-harm crises and can help firms and regulators to better understand managerial decision-making mechanisms (and fallacies) during a product-harm crisis.
This study theoretically and empirically advances the limited literature on managerial decision-making in response to product recalls.
Kimberly B. Boal examines what companies and strategic leaders can do to enhance knowledge acquisition, retention, and dissemination. In doing so, he explores how leaders create environments where people throughout the organization utilize both strong and weak network relationships in the pursuit of finding, exploiting, and protecting new knowledge and ideas. Kazuo Ichijo then hones in on how strategic leaders at electronics manufacturer Sharp Corporation developed processes, systems, and structures that allowed the company to build and exploit its knowledge of and competence in LCD technology.