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Examines firm strategic positioning and industry dynamics in the wireless telecommunications industry, and the relationship between the two. The study tracks how a firm adjusts resources and capabilities over time to cope with the shifts affecting its industry. Offers insights on what factors drive collaboration of telecommunications firms across industrial borders. The study is based on data on the collaborative relationships of Vodafone Group Plc over a three‐year period. An examination of the motivation, resource contribution and partner industry of Vodafone’s collaborative relationships is provided, to illustrate the complexity of firm strategic responses to the processes shaping the industry. Investigates the key motives and resource needs that have driven Vodafone in its collaborative agreements, and how the company has repositioned itself for the changing environmental demands. Identifies and analyzes the relative importance of a set of collaborative motives in relation to partner industry and resources contributed to the relationships. Finally, the future direction of development of the wireless telecommunications industry is forecast.

In the 1990s, the Euro‐Nordic industry leaders in wireless communications enjoyed a period of explosive growth as the vision of the mobile Internet captured the market momentum. But the bursting of the Internet bubble, excessive 3G licence fees and the general industry downturn has dramatically affected Europe’s wireless future. This article examines the reasons for the success of Europe’s wireless communications in the 1990s, explains its vulnerabilities and draws lessons for the future.

The development of new communication technology such as 5G is now a solid choice for Industry 4.0. 5G in the fifth generation replaces the presently used mobile telecommunications networks. In every sector of modern life, this technology is designed to resolve the issue of the enormous rise in daily gadgets. 5G allows rapid data transfer and significantly improves the Internet of Things (IoT), which contains billions of devices. The purpose of this paper is to study the potential applications of 5G for Industry 4.0.

Relevant research publications from Scopus, Web of Science and Google Scholar were identified to accomplish the objectives of this paper. 5G for Industry 4.0 enables crucial communications such as wireless management of machines and robotics to unleash Industry 4.0’s full potential, including the considerable proliferation of IoT devices in 5G. This technology enhances quality control, increasing inspections that rely on real-time analysis for rapid and early detection.

In Industry 4.0, 5G technology provides high speed and flexibility connectivity which helps to enhance the entire manufacturing system. This paper briefs about 5G and different network technologies used in 5G. Advancements, associated features and specialties, and significant enablers of 5G for Industry 4.0 are discussed. Finally, the paper identifies and discusses eighteen 5G applications for Industry 4.0. 5 G-enabled robots are used in manufacturing to carry out extensive work to enhance connectivity.

5G is the next-generation communication technology, allowing numerous examples of inventive usage, including Industry 4.0. In line with its long-term vision of digitisation, 5G benefit the whole value chain, including consumers and businesses.

Chris Barnett, director of global business solutions for Rand McNally, was deliberating how Rand McNally should respond to the emergence of wireless technologies for its traditional business of providing static maps and route-planning services. As maps became electronic, interactive, mobile, and enhanced with value-added features, Rand McNally's mapping business was gravely threatened. The opportunities for Rand McNally weren't obvious, and the pace at which wireless technology would disrupt its traditional business was also unclear. Barnett was considering three opportunities: syndicate Rand McNally's brand and mapping content to popular Web sites, become a provider of value-added services to businesses, or focus on automobile manufacturers and try to forge relationships for providing in-car mapping services.

To discuss organizational design, potential responses to disruptive technologies, and market opportunity analysis in order to identify the kind of technology, organizational, and sales force restructuring required to align Rand McNally's organization with the new environment.

Anyone seeking an object lesson in the uncertainties of the business world needs to look no further than the telecommunications industry. Wireless communications increased massively during the late 1990s, a time when technology advanced at a bewildering rate. The value of companies using this technology soared during that period, but the story of the first few years of this century has been one of big hangovers for many players. Dot.coms have collapsed and even big names such as Deutsche Telekom and British Telecom have seen half of their market value disappear. On the stock market fortunes have, as they say, been made and lost.

The initial debate on mobile commerce (m‐commerce) was characterized by a high level of optimism, followed by a more nuanced and realistic approach. Still, m‐commerce is expected to constitute a significant future market worldwide. It is a new concept and is emerging in a context of few or no established norms, rules and standards. This article explores the move toward global rules and strategies for m‐commerce and the creation of a viable marketplace. In particular, it focuses on the relationship between initiatives to elaborate a coordinated strategy for m‐commerce in line with European regulatory requirements, on the one hand, and ambitions to promote technology and build global alliances in the world marketplace, on the other. These objectives, however, are often difficult to combine due to the variation in preferences among the corporate and standards organizations involved as a result of global competition and corporate activities in information and communications technology markets.

As wealth and income increase, so too does the desire and ability to communicate with others. Suggests the opposite conclusion: that the link between telecommunications access and income levels is a causality that runs in the opposite direction – increased telecommunications access leads to increases in incomes. Discrimination against such access for the less developed countries is one of the great disparities of the twenty‐first century.

Several studies on corporate reputation have proposed a customer‐based approach for assessing corporate reputation. Other studies proposed examining corporate reputation from the perspective of other primary stakeholder groups such as employees, investors or suppliers. Hence this paper aims to examine corporate reputation by considering both the customer's and the non‐customer's views.

This study was applied to the US wireless telecommunications industry. A random sample of 1,088 respondents composed of 518 customers and 570 representing the non‐customers, was generated for this study. The sample was randomly distributed by age, gender, income, education and geographic location.

The findings of this study revealed that the formation of perceptions about corporate reputation differ between customers and non‐customers. The dimension of emotional appeal is specific to the customer group and the dimension of vision and leadership is specific to the non‐customer group. Finally, social and environmental responsibility was not a significant element in forming the perceptions about corporate reputation for both customers and non‐customers.

The study does not incorporate the effect of variables such as change in price or service quality nor take the impact of mergers and acquisitions into consideration.

This study helped to identify the primary and secondary elements for managing a company's reputation.

This study contributes to the literature on corporate reputation by determining how customers and non‐customers form their perceptions. The model provides a comprehensive assessment on how perceptions about corporate reputation are formed and what are the subsequent outcomes of those perceptions.

The purpose of this paper is to describe common methods for evaluating the performance of wireless devices such as wireless sensors in harsh radio environments.

The paper describes how measurements of real‐world propagation environments can be used to support the evaluation process, then presents representative measurement data from multipath environments where sensor networks are likely to be deployed: a fixed‐infrastructure, process‐control environment (here an oil refinery), and a heavy industrial environment (here an automotive assembly plant).

Results on the characterization of multipath in the propagation channel are summarized and how these results may be used in the performance evaluation of sensor networks is discussed.

The paper describes measurement results from environments where little open‐literature data exists on point‐to‐point propagation, specifically high‐multipath environments. These highly reflective scenarios can present difficulties for deployment of sensor networks.

Illinois Superconductor Corp. a technology start-up, came up with an innovative new superconducting filter for use in cellular base stations. It needed to estimate the demand for its filters. The manager came up with a simple chain-ratio-based forecasting model that, while simple and intuitive, was too simplistic. The company had also commissioned a research firm to develop a model-based forecast. The model-based forecast used diffusion modeling, analogy-based forecasting, and conjoint analysis to create a forecast that incorporated customer preferences, diffusion effects, and competitive dynamics.

To use the data to generate a model-based forecast and to reconcile the model-based forecast with the manager's forecast. Requires sophisticated spreadsheet modeling and the application of advanced forecasting techniques.