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Aim of the present monograph is the economic analysis of the role of MNEs regarding globalisation and digital economy and in parallel there is a reference and examination of some legal aspects concerning MNEs, cyberspace and e‐commerce as the means of expression of the digital economy. The whole effort of the author is focused on the examination of various aspects of MNEs and their impact upon globalisation and vice versa and how and if we are moving towards a global digital economy.

This paper aims to study how three incumbent mobile network operators (MNOs) in Germany forecasted, framed and responded in terms of their strategy to the emergence of the wireless local area network technology (W‐LAN) and how they interpreted this potential technological disruption in their own strategic context.

Drawing on empirical evidence from case studies conducted with these three major MNOs in Germany using the theoretical framework of disruptive technology, the results were then evaluated in a cross‐case analysis to study how these firms interpreted and reacted to the potential disruptiveness of W‐LAN. To meet this objective, an explorative, multiple and holistic case study design was utilized. Data was collected by the combination of information gained through semi‐structured interviews with key informants and background information that were publicly available. Interviews were conducted with company representatives using a semi‐structured interview guide. Information gathered from the interview, documentation and direct observations was transposed into a content analysis framework to enable easy analysis of the information gathered for each company.

As a result, significant differences for the respective MNOs between their perception of W‐LAN as a potential disruptive technology, their strategic development processes inside the organisation to understand the potential impact of W‐LAN on their respective business model, and to enforce an appropriate response strategy and structural implementation were identified. The results indicated that corporate representatives from each incumbent interpreted potentially disruptive technologies like W‐LAN from a different perspective and direction depending primarily on the strategic and structural context and their organisation's resources, processes, and values. The findings also identified that practitioners inside the organisation were aware about the disruptive technology concept but however did not react in accordance with the theory. Forecasting results and categorisation that prove wrong can still lead to taking the right action since it seems to provide better results than non‐forecasting and inactivity due to a lack of awareness of potential risks.

Because of the chosen research approach, the research results may lack generalisation and need to be further studied in a larger number of cases with different technologies and industries.

For managers and forecasters the study indicates that they should consider the impact of the heterogeneity in firms when formulating a response strategy based on their respective perception of the impact of a potential disruptive technology on their business. They should also be considerate about the consistency between their motivation to respond, the strategic development processes inside their organisation supporting the development of the response strategy and the subsequent structural implementation. Threat‐framing seemed to be a key factor in unlocking resources even in the face of sustaining technological change and can be activated by threatening forecasts.

The consideration of incumbent heterogeneity in different framing settings and the resulting innovation categorisation with respect to the organisational actions and outcomes was not studied before.

The purpose of this paper is to distinguish and describe knowledge management (KM) technologies according to their support for strategy.

This study employed an ontology development method to describe the relations between technology, KM and strategy, and to categorize available KM technologies according to those relations. Ontologies are formal specifications of concepts in a domain and their inter‐relationships, and can be used to facilitate common understanding and knowledge sharing. The study focused particularly on two sub‐domains of the KM field: KM strategies and KM technologies.

”KM strategy” has three meanings in the literature: approach to KM, knowledge strategy, and KM implementation strategy. Also, KM technologies support strategy via KM initiatives based on particular knowledge strategies and approaches to KM. The study distinguishes three types of KM technologies: component technologies, KM applications, and business applications. They all can be described in terms of ”creation” and ”transfer” knowledge strategies, and ”personalization” and ”codification” approaches to KM.

The resulting framework suggests that KM technologies can be analyzed better in the context of KM initiatives, instead of the usual approach associating them with knowledge processes. KM initiatives provide the background and contextual elements necessary to explain technology adoption and use.

The framework indicates three alternative modes for organizational adoption of KM technologies: custom development of KM systems from available component technologies; purchase of KM‐specific applications; or purchase of business‐driven applications that embed KM functionality. It also lists adequate technologies and provides criteria for selection in any of the cases.

Among the many studies analyzing the role of technology in KM, an association with strategy has been missing. This paper contributes to filling this gap, integrating diverse contributions via a clearer definition of concepts and a visual representation of their relationships. This use of ontologies as a method, instead of an artifact, is also uncommon in the literature.

The purpose of this paper is to show how accelerated technology innovations lead to shorter product lifecycles, and consumers often face the dilemma of choosing between keeping the existing product and upgrading to a new version. They may enact certain coping strategies to deal with the stress and uncertainty. Based on the work of Mick and Fournier, this study aims to propose a set of coping strategies, which include refusal, delay, extended decision‐making, and pretest.

Based on a survey of consumers regarding the 3G mobile phones, the authors test the effects of coping strategies within the framework of the technology acceptance model.

The results of canonical analyses suggest that coping strategies have significant influence on consumers' product beliefs, which in turn mediate the effects of coping strategies on consumers' attitude toward adoption and their purchase intention.

Coping strategies help better understand consumers' adoption of new technology products and furnish meaningful implications for marketing technology products to today's tech‐savvy consumers.

This study develops measures of coping strategies and provides an empirical test of their effect on product beliefs and behavioral intentions with respect to consumers' decision whether to upgrade to a new technology product.

This paper aims to present an overview of the findings of a study aimed at investigating industry‐specific factors that influence the success of technology implementation in construction organisations. These include: the identification of a need, proposal procedures, benefit identification/evaluation, formulation of implementation strategies, implementation barriers, change management and overall implementation evaluation.

A semi‐structured interview‐based approach is adopted to identify the industry‐specific factors that influence the success of technology implementation in construction organisations. The findings are discussed and recommendations to industry for potential improvements are given.

The extent to which successful technology implementation can be achieved, ultimately depends on the degree to which changes are planned, managed and evaluated. Therefore, technology implementation within construction organisations is not so much a technological problem as it is a human behavioural one.

As technology implementation ultimately consists of changes in practices being made, the fundamental issues regarding technology implementation strategies are well aligned with those of change management. As a result, it is vital that human behavioural and emotional issues are addressed if successful technology implementation is to be achieved.

An investigation into the industry‐specific factors which have resulted in the perception that the construction industry is lagging behind other industries in the uptake of new technologies.

In the context of the digital economy, information technology (IT) investment has become a necessary way for enterprises to transform digitally. However, why and how IT investment can enhance digital transformation is lacking in the literature. Based on the resource-based view (RBV), this study explored the impact mechanism of IT infrastructure on the digital transformation of enterprises from the perspective of the digital transformation strategy. Further, this study examined the moderating role of top management on the relationships between IT infrastructure and digital transformation strategy and between digital transformation strategy and enterprise's digital transformation.

Through a questionnaire survey of Chinese enterprises, 180 sample data were collected, and the partial least squares-structural equation modeling (PLS-SEM) method was used to test the hypothesis.

Digital transformation strategy fully mediates the relationship between IT infrastructure and enterprise digital transformation. Furthermore, top management has a significant positive moderating effect on the relationship between IT infrastructure and digital transformation strategy, as well as the relationship between digital transformation strategy and digital transformation.

This study explores the moderating role of top management in the relationship between IT and enterprise performance, as well as the mediating role of digital transformation strategy in the relationship between IT infrastructure investment and digital transformation performance. As a result, the study adds significantly to the body of knowledge on IT business value, digital transformation and strategic management. The authors' findings can help update managers' perceptions of IT value and provide theoretical guidance on deriving digital transformation performance from IT infrastructure investments.

Due to rapid technological evolution driven by display manufacturers, the television (TV) market of flat panel displays has been fast growing with the advancement of digital technologies in broadcasting service. Recently, organic light-emitting diode (OLED) successfully penetrated into the large-size TV market, catching up with light-emitting diode (LED)-liquid-crystal display (LCD). This paper aims to investigate the market penetration of OLED technologies by determining their technology adoption rates based on a diffusion model.

Through the rapid evolution of information and communication technology, as well as a flood of data from diverse sources such as research awards, journals, patents, business press, newspaper and Internet social media, data mining, text mining, tech mining and database tomography have become practical techniques for assisting the forecaster to identify early signs of technological change. The information extracted from a variety of sources can be used in a technology diffusion model, such as Fisher-Pry where emerging technologies supplant older ones. This paper uses a comparison-based prediction method to forecast the adoption and diffusion of next-generation OLED technologies by mining journal and patent databases.

In recent years, there has been a drastic reduction of patents related to LCD technologies, which suggests that next-generation OLED technology is penetrating the TV market. A strong industry adoption for OLED has been found. A high level of maturity is expected by 2026.

For OLED technologies that are closely tied to industrial applications such as electronic display devices, it may be better to use more industry-oriented data mining, such as patents, market data, trade shows, number of companies or startups, etc. The Fisher-Pry model does not address the level of sales for each technology. Therefore, the comparison between the Bass model and the Fisher-Pry model would be useful to investigate the market trends of OLED TVs further. Another step for forecasting could include using industry experts and a Delphi model for forecasting (and further validation).

Fisher-Pry growth curves for journal publications and patents follow the expected sequence. Specially, journal publications and patents growth curves are close for OLED technologies, indicating a strong industry adoption.

The purpose of this paper is to review and analyse Vision 2023: the Turkish National Technology Foresight project. The paper aims to review the process of conducting the project, how it was implemented afterwards and how it compares to other national technology foresight projects

Through a literature search, a process framework was conducted. The analysis was then conducted in four phases. First a process review, second a comparative review, third content review and finally a post project review. Expert interviews and site visits to Turkish State Planning Organization and TUBITAK (Scientific and Technical Research Council of Turkey) helped the authors to collect the data on Vision 2023 including how it was established, which areas were involved and what the recommendations were. Finally an expert panel was organized as part of a recent Portland International Conference on Management of Engineering and Technology. This included experts involved in the project as well as leading researchers who have been analyzing this project. This panel helped to validate the results.

Processes used in the Turkish project were similar to the other national projects, however lack of political ownership and change in leadership had been blocking the recommendations coming out of this project from being implemented. A second effort is required to modify the results of the first one and to establish political ownership and leadership. Several other national projects had multiple rounds before solid actions were taken. Industry needs to be a part of the effort as the panelists indicated that several key corporations were missing in the first project.

The project provides comparative details on running national technology foresight projects. This should be useful for those responsible for planning similar projects.

The paper reviews the project implementation process and what happened after the implementation providing feedback on what should have been done or should be done in similar foresight projects.

The purpose of this paper is to test the positive effect of strategy‐technology integration on performance in comparison with the impact of other types of strategies.

General conclusions are drawn and strategic implications derived from a survey of 355 UK manufacturing companies which had expressed interest in the introduction of new computer‐based technology.

It was found that the companies with strategy‐technology integration showed better financial and operational performance. Strategies of technology leadership and market orientation were also associated with enhanced financial performance. However, a number of organisational conditions were found to be necessary for the pursuit of these strategies.

Further research is needed to examine the process and structure in which strategy technology can be better integrated.

Firms should strive to achieve strategy‐technology integration to maximise the benefits of adopting new technologies.

The empirical research presented in this paper fills a gap in the existing literature.

This study addresses the implications of smart city development paths (techno-centric and human-centric) by investigating the evolution of a city strategy, focusing on how different actors in a dialogue centred on strategic planning documents for Saint Petersburg, Russia, visualised the smart city and then made it calculable.

The authors conducted a case study based on a documentary analysis supported by ethnographic elements relying on the smart city conceptual proposals, the approved city strategy and the artifacts of expert discussions leading to the strategy implementation plan.

Through the lens of dialogue theory, the authors show how government and non-government actors in different organisational settings devised techno-centric smart city calculations, which arose despite an initial human-centric vision.

While the case study allowed the study to illustrate the depth and richness of the context of the authoritarian Russian state where the role of citizens in public decision-making is rather limited, different and even contrasting results could be produced in other contexts.

There is a gap between a smart city vision and its grounding in calculations. Thus, the human-centric elements require special attention, and the organisation of the dialogue on smart city strategy must enable plurality of voices besides those of government actors.

The case suggests viewing the human-centric and techno-centric perspectives not as dichotomous, but rather emerging consecutively throughout the journey from an initial strategic vision to its implementation in the city's calculations.