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Briefly reviews previous literature by the author before presenting an original 12 step system integration protocol designed to ensure the success of companies or…
Briefly reviews previous literature by the author before presenting an original 12 step system integration protocol designed to ensure the success of companies or countries in their efforts to develop and market new products. Looks at the issues from different strategic levels such as corporate, international, military and economic. Presents 31 case studies, including the success of Japan in microchips to the failure of Xerox to sell its invention of the Alto personal computer 3 years before Apple: from the success in DNA and Superconductor research to the success of Sunbeam in inventing and marketing food processors: and from the daring invention and production of atomic energy for survival to the successes of sewing machine inventor Howe in co‐operating on patents to compete in markets. Includes 306 questions and answers in order to qualify concepts introduced.
This study aims to explore the strategies of Xerox Corporation (Xerox) in the copier industry, as its inception to date. In particular, it examines the process of Xerox’s…
This study aims to explore the strategies of Xerox Corporation (Xerox) in the copier industry, as its inception to date. In particular, it examines the process of Xerox’s creating platform advantage (the capability to engender an increasing future and continuing success of new innovations or businesses). The study provides insights on Xerox’s pursuit of specific strategies in managing technological innovations in the midst of fierce market competition.
The research study uses a case study methodology to explore the strategic foresight of Xerox servitization. The study develops the new methodological tool to analyse the process of technology platform and business platform creation. The model can be applied to any industry to understand the pursuit of strategies in high-tech based market competition.
The analyses of Xerox’s strategies, as its inception to date, have revealed the process of platform creation (technology platform and business platform), which enabled Xerox to enjoy a continuing advantage. The results have shown that the pursuit of specific strategy is motivated by risk considerations as much as by a search for profit. Xerox has continually upgraded its platforms to get ready for the competition under the digital transformation of servitization.
The main contribution of this research study is the development of a new methodological framework, which can be used to analyse the process of platform creation in any industry. The new framework introduces a dynamic concept (rather than a static concept generally found in the previous literature) of technology and business platforms. This research study contributes to the body of knowledge in the areas of strategic management of innovation.
Develops an original 12‐step management of technology protocol and applies it to 51 applications which range from Du Pont’s failure in Nylon to the Single Online Trade…
Develops an original 12‐step management of technology protocol and applies it to 51 applications which range from Du Pont’s failure in Nylon to the Single Online Trade Exchange for Auto Parts procurement by GM, Ford, Daimler‐Chrysler and Renault‐Nissan. Provides many case studies with regards to the adoption of technology and describes seven chief technology officer characteristics. Discusses common errors when companies invest in technology and considers the probabilities of success. Provides 175 questions and answers to reinforce the concepts introduced. States that this substantial journal is aimed primarily at the present and potential chief technology officer to assist their survival and success in national and international markets.
The growth of organized labor during the latter part of the nineteenth century triggered an organizational impulse on the part of employers across the country. Although…
The growth of organized labor during the latter part of the nineteenth century triggered an organizational impulse on the part of employers across the country. Although some employers’ associations began as “negotiatory” bodies engaged in collective bargaining, the vast majority of them shifted toward a more “belligerent” approach. Academic scholarship has generally focused on the belligerents at the national level. Recently, some scholars have begun to study organized employers at the community level, but they continue to feature the more typical staunchly anti-union associations. This study of Columbus, Ohio's master printers’ association reveals a different pattern of local labor relations during the years between 1887 and 1960 – an association that had generally smooth bargaining relationships with craft unions. Columbus’ conservative and sheltered economy enabled the longstanding cooperative shared printing craft culture to thrive. But changes in Columbus’ economy, shifts in larger patterns of industrial relations, the hard-line influence of the national employers’ association, and technological changes altered the context of local labor relations. The result was that, by 1960, the Columbus association sought the upper hand in labor relations by becoming a more traditional and belligerent employers’ association. This story of “latecomers” adds to our understanding of organized employer behavior under different historical periods and circumstances.
The ‘Office of the Future’, ‘Office Technology’, ‘Word Processing’, ‘Electronic Mail’, ‘Electronic Communications’, ‘Convergence’, ‘Information Management’. These are all…
The ‘Office of the Future’, ‘Office Technology’, ‘Word Processing’, ‘Electronic Mail’, ‘Electronic Communications’, ‘Convergence’, ‘Information Management’. These are all terms included in the current list of buzz words used to describe current activities in the office technology area. Open the pages of almost any journal or periodical today and you will probably find an article or some reference to one or more of the above subjects. Long, detailed and highly technical theses are appearing on new techniques to automate and revolutionize the office environment. Facts and figures are quoted ad nauseam on the high current cost of writing a letter, filing letters, memos, reports and documents, trying to communicate with someone by telephone or other telecommunication means and, most significant of all, the high cost of people undertaking these never‐ending tasks. The high level of investment in factories and plants and the ever‐increasing fight to improve productivity by automating the dull, routine jobs are usually quoted and compared with the extremely low investment in improving and automating the equally tedious routine jobs in the office environment; the investment in the factory is quoted as being ten times greater per employee than in the office. This, however, is changing rapidly and investment on a large scale is already taking place in many areas as present‐day inflation bites hard, forcing many companies and organizations to take a much closer look at their office operations.
Magnetic tape units provide personal computer users with an economical and simple method to safeguard files stored on hard disks. We will take a look at currently‐available tape units, but first it seems appropriate to describe briefly the role these units play, and to consider some alternative types of equipment.
The purpose of this paper is to present an exhaustive review of research studies and activities in the inkjet printing of conductive materials.
This paper gives a detailed literature survey of research carried out in inkjet printing of conductive materials.
This article explains the inkjet printing process and the various types of conductive inks. It then examines the various factors that affect the quality of inkjet printed interconnects such as printing parameters, materials and substrate treatments. Methods of characterising both the inkjet printing process and the electrical properties of printed conductive materials are also presented. Finally relevant applications of this technology are described.
Inkjet printing is currently one of the cheapest direct write techniques for manufacturing. The use of this technique in electronic manufacturing, where interconnects and other conductive features are required is an area of increasing relevance to the fields of electronics manufacturing, packaging and assembly. This review paper would therefore be of great value and interest to this community.
It is recommended that students apply the arguments of resource-based theory to analyze the potential strategic partnership that the case focuses on. The resource-based…
It is recommended that students apply the arguments of resource-based theory to analyze the potential strategic partnership that the case focuses on. The resource-based view suggests that strategic partnerships between firms have the potential to create value when resources are pooled together. Scott Crump faces a decision-making situation wherein he analyses the value-creation potential of the original equipment manufacturer partnership with Hewlett-Packard (HP). In addition, contrasting the cultural environments within both organizations would bring in greater complexity and depth to the reflections, analyses and discussions. Often research experts explore these concepts in isolated streams of research. However, in real-world scenarios, these aspects must be integrated for a more comprehensive decision making to take place. It is also recommended for students to analyze how founder characteristics and resources imprint organizations with certain enduring “imprints” that determine strategic outcomes for the firm in unique ways.
For the development of this case, the authors interviewed the top management at Stratasys including Scott Crump, Founder and CEO. The authors also interviewed former and current employees of Stratasys, HP, other experts in the printing industry and existing customers in the 3D printing industry. The company made internal documents available to the authors including financial statements, internal meeting presentations, company forecasts and assessment tools. All interviews were recorded and analyzed to obtain and include multiple perspectives from various stakeholders. The authors also conducted extensive online research on the 3D printing industry and utilized data from news articles, interviews and other relevant press materials.
Scott Crump, Founder of Stratasys, a company that developed and sold 3D printers, had always envisioned a future when it would be commonplace for a 3D printer to be on the desk of every engineer. HP approached him with a proposal that had the potential to make that dream come true. Crump knew that Stratasys did not need to partner with HP for a financial reason, but he loved the idea of the technology becoming a standard method for creating parts universally. The case highlights a true-life account of a firm’s founder considering an important strategic alliance and analyzing the ramifications of taking on or refusing this partnership.
Complexity academic level
This case has applications in strategic management and small business management courses at both undergraduate and graduate levels. It also contains critical areas of decision making relevant to an advanced strategic management course that focuses on manufacturing strategy or strategic alliance decision making. This case would be relevant to MBA, Executive MBA or Masters of Science in Accountancy level students as well. Specifically, it is intended for use in courses involving topics such as mergers and strategic partnerships, negotiation and leadership, risk analysis, financial statement analysis, financial modeling and market analysis.
The Howard Shuttering Contractors case throws considerable light on the importance which the tribunals attach to warnings before dismissing an employee. In this case the tribunal took great pains to interpret the intention of the parties to the different site agreements, and it came to the conclusion that the agreed procedure was not followed. One other matter, which must be particularly noted by employers, is that where a final warning is required, this final warning must be “a warning”, and not the actual dismissal. So that where, for example, three warnings are to be given, the third must be a “warning”. It is after the employee has misconducted himself thereafter that the employer may dismiss.