Markets for technology (why do we see them, why don't we see more of them and why we should care)

This essay explores the nature, the functioning, and the economic and policy implications of markets for technology. Today, the outsourcing of research and development activities is more common than in the past, and specialized technology suppliers have emerged in many industries. In a sense, the Schumpeterian vision of integrating R&D with manufacturing and distribution is being confronted by the older Smithian vision of division of labor. The existence and efficacy of markets for technology can profoundly influence the creation and diffusion of new knowledge, and hence, economic growth of countries and the competitive position of companies. The economic and managerial literatures have touched upon some aspects of the nature of these markets. However, a thorough understanding of how markets for technology work is still lacking. In this essay we address two main questions. First, what are the factors that enable a market for technology to exist and function effectively? Specifically we look at the role of industry structure, the nature of knowledge, and intellectual property rights and related institutions. Second, we ask what the implications of such markets are for the boundaries of the firm, the specialization and division of labor in the economy, industry structure, and economic growth. We build on this discussion to develop the implications of our work for public policy and corporate strategy

Towards a dynamic rule-based business process

IJWGS is now included in Science Citation Index Expanded (SCIE), starting from volume 4, 2008. The first impact factor, which will be for 2010, is expected to be published in mid 201

Connecting the World of Embedded Mobiles: The RIOT Approach to Ubiquitous Networking for the Internet of Things

The Internet of Things (IoT) is rapidly evolving based on low-power compliant protocol standards that extend the Internet into the embedded world. Pioneering implementations have proven it is feasible to inter-network very constrained devices, but had to rely on peculiar cross-layered designs and offer a minimalistic set of features. In the long run, however, professional use and massive deployment of IoT devices require full-featured, cleanly composed, and flexible network stacks. This paper introduces the networking architecture that turns RIOT into a powerful IoT system, to enable low-power wireless scenarios. RIOT networking offers (i) a modular architecture with generic interfaces for plugging in drivers, protocols, or entire stacks, (ii) support for multiple heterogeneous interfaces and stacks that can concurrently operate, and (iii) GNRC, its cleanly layered, recursively composed default network stack. We contribute an in-depth analysis of the communication performance and resource efficiency of RIOT, both on a micro-benchmarking level as well as by comparing IoT communication across different platforms. Our findings show that, though it is based on significantly different design trade-offs, the networking subsystem of RIOT achieves a performance equivalent to that of Contiki and TinyOS, the two operating systems which pioneered IoT software platforms

A Knowledge Transfer Partnership - the development of a Bespoke Enterprise Resource Planning System in the UK

Abstract. A Knowledge Transfer Partnerships (KTP) is a UK-wide programme designed to enable businesses to improve their competitiveness, productivity and performance. A KTP achieves this through the forming of a Partnership between a business and an academic institution. The aim is to enable businesses to access skills and expertise from academics and embed this knowledge in their businesses in order to develop the business. The knowledge sought is embedded into the business through a project, or projects, undertaken by a recently qualified person (known as the Associate). Part funding is provided by the government towards the Associate’s salary and towards the release of an Academic supervisor who works a half a day a week at the company. KTPs can vary in length from 6 months to three years, depending on the needs of the business and the desired outcomes. Therefore a KTP enables new capability to be embedded into the business and has benefited and continues to benefit a wide range of businesses across many sectors in the UK, including micro sized, small and large businesses across many sectors. This paper describes a Knowledge Transfer Partnership project between the University of Hertfordshire and a small and medium sized enterprise (SME) based in Cambridgeshire, UK.Final Accepted Versio