Beyond Nolan’s Nine-stage Model - Evolution and Value of the Information System of a Technical Office in a Furniture Factory

This paper reviews the evolution of information systems. Nolan’s Model has been reviewed and a new Smart Era seems to be arising. The model has been used to analyse the development stages of a technical office’s information system in a furniture factory. The necessarily changing business model in the company throughout the ages has been analysed from the perspective of the contribution of the technical office’s information system to its main business process

Accelerated Internationalisation by Emerging Multinationals: the Case of White Goods Sector

The emergence of a "second wave" of developing-country multinational enterprises (MNEs) in a variety of industries is one of the characterizing features of globalization. These new MNEs did not delay their internationalisation until they were large, as did most of their predecessors, and often become global as a result of direct firm-to-firm contracting. Many grow large as they internationalise conversely, they internationalise in order to grow large. This is a striking pattern which, if confirmed, indicates that enterprises from developing countries have pursued distinctive approaches to internationalisation. It is a further interesting hypothesis to investigate to what extent such firms, born as suppliers of established incumbents, have leveraged on their "latecomer" status to accelerate their internationalisation. This paper documents how emerging MNEs may follow quite different patterns to reach, or at least approach, global competitiveness. In particular, it investigates how three latecomer MNEs pursued global growth through accelerated internationalisation combined with strategic and organizational innovation. Haier (China), Mabe (Mexico) and Arcelik (Turkey) emerged as Dragon Multinationals in the large home appliances (so-called "white goods") industry. This is a producer-driven global value chain, characterized by mature technology and rapid delocalization to developing countries, where not only input costs are lower, but demand growth rates are higher - giving a decided latecomer advantage to these MNEs. Haier, Mabe and Arçelik leveraged their strategic partnership with established MNEs to upgrade their operations, evolving from the production of simple goods, into new product lines developed through their own design, branding and marketing capabilities. The recipe of their success has been the ability to treat global competition as an opportunity to build capabilities, move into more profitable industry segments, and adopt strategies that turn latecomer status into a source of competitive advantage. At the same time, their experiences show that there are many strategies and trajectories for going global.Internationalisation; latecomer; MNEs; white goods; Haier; Arcelik; Mabe

Accelerated Internationalisation by Emerging Multinationals: The Case of the White Goods Sector

The emergence of a "second wave" of developing-country multinational enterprises (MNEs) in a variety of industries is one of the characterizing features of globalization. This paper documents how emerging markets' MNEs (EM-MNEs) may follow quite different patterns to reach, or at least approach, global competitiveness. In particular, it investigates how three EM-MNEs pursued global growth through accelerated internationalization combined with strategic and organizational innovation. Haier (China), Mabe (Mexico) and Arçelik (Turkey) emerged as multinationals in the large home appliances (so-called "white goods") industry. The recipe for the success of these firms seems to lie in their ability to treat global competition as an opportunity to build capabilities, move into more profitable industry segments, and adopt strategies that turn latecomer status into a source of competitive advantage. At the same time, their experiences show that there are many strategies and trajectories for going global, consistent with a pluralistic conceptualization of globalization.The emergence of a "second wave" of developing-country multinational enterprises (MNEs) in a variety of industries is one of the characterizing features of globalization. This paper documents how emerging markets' MNEs (EM-MNEs) may follow quite different patterns to reach, or at least approach, global competitiveness. In particular, it investigates how three EM-MNEs pursued global growth through accelerated internationalization combined with strategic and organizational innovation. Haier (China), Mabe (Mexico) and Arçelik (Turkey) emerged as multinationals in the large home appliances (so-called "white goods") industry. The recipe for the success of these firms seems to lie in their ability to treat global competition as an opportunity to build capabilities, move into more profitable industry segments, and adopt strategies that turn latecomer status into a source of competitive advantage. At the same time, their experiences show that there are many strategies and trajectories for going global, consistent with a pluralistic conceptualization of globalization.Refereed Working Papers / of international relevanc

A Survey on Economic-driven Evaluations of Information Technology

The economic-driven evaluation of information technology (IT) has become an important instrument in the management of IT projects. Numerous approaches have been developed to quantify the costs of an IT investment and its assumed profit, to evaluate its impact on business process performance, and to analyze the role of IT regarding the achievement of enterprise objectives. This paper discusses approaches for evaluating IT from an economic-driven perspective. Our comparison is based on a framework distinguishing between classification criteria and evaluation criteria. The former allow for the categorization of evaluation approaches based on their similarities and differences. The latter, by contrast, represent attributes that allow to evaluate the discussed approaches. Finally, we give an example of a typical economic-driven IT evaluation

Industrial evolution and national institutional advantage: a comparative analysis of the photovoltaic industry in Germany, China and South Korea

A number of alternative economic and economic geography theories have been developed to account for the divergence of national political economy and industrial dynamics. These include the varieties of capitalism, developmental state, neo-Schumpeterian innovation, and Gerschenkronian catching-up theories. In this thesis I shall argue that in these theories a core and often shared concept of "institutional advantage" plays a central role in explaining different economic performances across nations. This concept is elaborated as a means of examining the causal relationships between institutional advantages and four necessary functions (market creation, capital mobilisation, process innovation and cost reduction) in the development of the photovoltaic (PV) industry of Germany, China, and South Korea. The development of these industries is examined in detail on the basis of empirical evidence in the form of archival and interview based data. Two main conclusions are reached. Firstly, domestic market creation is not a generally necessary condition for the development of a local PV industry at a national level. China's PV industry grew fast without a sufficient domestic market unlike in Germany. However, domestic market creation is important, because the domestic PV industry, national support policy and the domestic market are interrelated. Secondly, capital mobilisation is a core function in establishing the PV industry. In the 2000s, Korea failed to establish its local PV industry despite an institutional advantage in creating domestic markets, mainly due to the fact that it had an institutional disadvantage in mobilising capital. However, Germany and China succeeded in mobilising capital in their PV sectors, governments playing a decisive role in facilitating the raising of funds in both cases. This research contributes to a better understanding of the nature of industrial dynamics in the context of institutional configurations of a national political economy, broadening the usage of "institutional advantage" by applying this concept to comparative analysis on the national PV trajectories. Moreover, from the perspective of the social system, four necessary functions for the PV industry have been proposed and investigated

Accelerated Internationalisation by Emerging Multinationals: the Case of White Goods Sector

The emergence of a "second wave" of developing-country multinational enterprises (MNEs) in a variety of industries is one of the characterizing features of globalization. These new MNEs did not delay their internationalisation until they were large, as did most of their predecessors, and often become global as a result of direct firm-to-firm contracting. Many grow large as they internationalise conversely, they internationalise in order to grow large. This is a striking pattern which, if confirmed, indicates that enterprises from developing countries have pursued distinctive approaches to internationalisation. It is a further interesting hypothesis to investigate to what extent such firms, born as suppliers of established incumbents, have leveraged on their "latecomer" status to accelerate their internationalisation. This paper documents how emerging MNEs may follow quite different patterns to reach, or at least approach, global competitiveness. In particular, it investigates how three latecomer MNEs pursued global growth through accelerated internationalisation combined with strategic and organizational innovation. Haier (China), Mabe (Mexico) and Arcelik (Turkey) emerged as Dragon Multinationals in the large home appliances (so-called "white goods") industry. This is a producer-driven global value chain, characterized by mature technology and rapid delocalization to developing countries, where not only input costs are lower, but demand growth rates are higher - giving a decided latecomer advantage to these MNEs. Haier, Mabe and Arçelik leveraged their strategic partnership with established MNEs to upgrade their operations, evolving from the production of simple goods, into new product lines developed through their own design, branding and marketing capabilities. The recipe of their success has been the ability to treat global competition as an opportunity to build capabilities, move into more profitable industry segments, and adopt strategies that turn latecomer status into a source of competitive advantage. At the same time, their experiences show that there are many strategies and trajectories for going global

Accelerated Internationalisation by Emerging Multinationals: the Case of White Goods Sector

The emergence of a "second wave" of developing-country multinational enterprises (MNEs) in a variety of industries is one of the characterizing features of globalization. These new MNEs did not delay their internationalisation until they were large, as did most of their predecessors, and often become global as a result of direct firm-to-firm contracting. Many grow large as they internationalise conversely, they internationalise in order to grow large. This is a striking pattern which, if confirmed, indicates that enterprises from developing countries have pursued distinctive approaches to internationalisation. It is a further interesting hypothesis to investigate to what extent such firms, born as suppliers of established incumbents, have leveraged on their "latecomer" status to accelerate their internationalisation. This paper documents how emerging MNEs may follow quite different patterns to reach, or at least approach, global competitiveness. In particular, it investigates how three latecomer MNEs pursued global growth through accelerated internationalisation combined with strategic and organizational innovation. Haier (China), Mabe (Mexico) and Arcelik (Turkey) emerged as Dragon Multinationals in the large home appliances (so-called "white goods") industry. This is a producer-driven global value chain, characterized by mature technology and rapid delocalization to developing countries, where not only input costs are lower, but demand growth rates are higher - giving a decided latecomer advantage to these MNEs. Haier, Mabe and Arçelik leveraged their strategic partnership with established MNEs to upgrade their operations, evolving from the production of simple goods, into new product lines developed through their own design, branding and marketing capabilities. The recipe of their success has been the ability to treat global competition as an opportunity to build capabilities, move into more profitable industry segments, and adopt strategies that turn latecomer status into a source of competitive advantage. At the same time, their experiences show that there are many strategies and trajectories for going global

The new class in Vietnam

PhDVietnam has posted impressive gains in growth of output, exports and poverty reduction over the last twenty years. The standard explanation of this sustained success views Vietnam‟s transition from socialism to capitalism as an extension of markets and removal of obstacles to their efficient operation. This view of transition is based on a particular view of the origins of capitalism, in which capitalism emerges due to the expansion of trade, technology and the removal of obstacles to the natural tendencies of human interaction. However, this view of the origins of capitalism cannot explain the uniqueness of capitalism as a distinct historical social formation. A Marxist framework will be used, stressing the emergence of a new social division of labour based on the emerging class relation between capital and labour. This transformation forces a shift to accumulation through the market, requiring capitalists to operate under the market imperative in order to survive. This will be combined with Djilas (1957) and the concept of communist bureaucracies as a New Class in order to investigate the emergence of capitalism in Vietnam. The research question is how does the appearance and reproduction of the New Class provide insight into the development of a specifically Vietnamese capitalism? Data on Vietnam‟s largest 200 firms will be analyzed through the New Class lens to explore the transformation occurring in Vietnam

"Go West and Grow Up With the Country": A Study of German and Irish Immigrant Communities in the American Midwest, 1850-1900

This thesis compares German and Irish immigration to the American Midwest by examining migrant settlement in two of its cities during the period from 1850 to 1900. Concentrating on ethnically German and Irish communities in Fort Wayne, Indiana and St Louis, Missouri, this thesis examines these immigrant communities from a state of transition to settlement and ultimately assimilation through economic, social, cultural, political and religious lenses. By exploring the German and Irish migrant groups in this manner, the diversity of the immigrant experience becomes apparent. Simultaneously, the varying spatial constraints of a smaller city such as Fort Wayne as well as the challenges which faced immigrant communities in larger, significantly more developed urban centres like St Louis is also examined. Five available decennial US Federal Census schedules from 1850 to 1900 provide the framework for this study. Through the analysis and interpretation of the information contained therein, an immigrant profile establishing demographic, residential and economic trends specific to each community is constructed. Specific case studies utilised throughout this study chart the progression and in some instances domination of one immigrant community over the other in their host cities. This dual combination of quantitative and qualitative analysis personifies the immigrant experience German and Irish communities in the America Midwest during the second half of the nineteenth century

The Advocate - Dec. 3, 1959

Original title (1951-1987)--The Advocate: official publication of the Archdiocese of Newark (N.J.)