Digitalization and Development

This book examines the diffusion of digitalization and Industry 4.0 technologies in Malaysia by focusing on the ecosystem critical for its expansion. The chapters examine the digital proliferation in major sectors of agriculture, manufacturing, e-commerce and services, as well as the intermediary organizations essential for the orderly performance of socioeconomic agents. The book incisively reviews policy instruments critical for the effective and orderly development of the embedding organizations, and the regulatory framework needed to quicken the appropriation of socioeconomic synergies from digitalization and Industry 4.0 technologies. It highlights the importance of collaboration between government, academic and industry partners, as well as makes key recommendations on how to encourage adoption of IR4.0 technologies in the short- and long-term. This book bridges the concepts and applications of digitalization and Industry 4.0 and will be a must-read for policy makers seeking to quicken the adoption of its technologies

Digitalization and Development

This book examines the diffusion of digitalization and Industry 4.0 technologies in Malaysia by focusing on the ecosystem critical for its expansion. The chapters examine the digital proliferation in major sectors of agriculture, manufacturing, e-commerce and services, as well as the intermediary organizations essential for the orderly performance of socioeconomic agents. The book incisively reviews policy instruments critical for the effective and orderly development of the embedding organizations, and the regulatory framework needed to quicken the appropriation of socioeconomic synergies from digitalization and Industry 4.0 technologies. It highlights the importance of collaboration between government, academic and industry partners, as well as makes key recommendations on how to encourage adoption of IR4.0 technologies in the short- and long-term. This book bridges the concepts and applications of digitalization and Industry 4.0 and will be a must-read for policy makers seeking to quicken the adoption of its technologies

Emerging States at Crossroads

This book is open access under a CC BY-NC-ND license. This volume analyzes the economic, social, and political challenges that emerging states confront today. Notwithstanding the growing importance of the ‘emerging states’ in global affairs and governance, many problems requiring immediate solutions have emerged at home largely as a consequence of the rapid economic development and associated sociopolitical changes. The middle-income trap is a major economic challenge faced by emerging states. This volume regards interest coordination for technological upgrading as crucial to avoid the trap and examines how various emerging states are grappling with this challenge by fostering public-private cooperation, voluntary associations of market players, and/or social networks. Social disparity is another serious problem. It is deeply rooted in history in the emerging states such as South Africa and many Latin American countries. However, income distribution is recently deteriorating even in East Asia that was once praised for its high economic growth with equity. Increasing pressure for political opening is another challenge for emerging states. This volume argues that the economic, social, and political problems are interwoven in the sense that the emerging states need to build political consensus in order to tackle the economic and social difficulties. Democratic institutions have not always been successful in this respect

A German Digital Grand Strategy: Integrating Digital Technology, Economic Competitiveness, and National Security in Times of Geopolitical Change

This report systematically outlines the state of play in digital policy and Berlin's current policy approach. It provides 48 recommendations for strengthening Germany's efforts to build a confident, high-performing European digital economy embedded in an open, democratic, and rules-based digital order

De‑globalization, International Trade Protectionism, and the Reconfigurations of Global Value Chains

Peer reviewedPublisher PD

Exploring the factors that determine the success of global venture capital investing in the emerging markets of South East Asia using a grounded theory and case studies approach

EThOS - Electronic Theses Online ServiceGBUnited Kingdo

Customer relationship management as a cloud service empirical inductive analysis of cloud CRM implementation using salesforce as an example

Nowadays, companies must adapt to rapidly changing market situations. Technologies are con stantly evolving and impacting the cutting-edge Customer Relationship Management (CRM) systems. By implementing modern cloud CRM systems like Salesforce, companies can adapt to changing customer needs, which can help gather and effectively use data about their custom ers and stay competitive in the marketplace. This thesis examines how companies have mi grated their CRM systems to the cloud. It is based on the following three research questions: Which benefits and opportunities arise from the implementation of Salesforce? Which obsta cles and risks are companies facing during the change process? Which actions should be taken to achieve a successful implementation? In answering them, it explains which benefits, oppor tunities, downsides, and obstacles are faced by clients and consultants by the conversion to Salesforce compared to the on-premises solutions used to date. In addition, recommendations for action that have positively influenced the implementation and are thus considered to point the way for other implementation approaches are identified. Based on the results of in-depth interviews, this thesis inductively derives empirical results. In addition, existing information and theories on cloud-CRM implementation are drawn upon to analyze and elaborate on the insights gained in the interviews.Hoje em dia, as empresas sentem necessidade de se adaptar às situações de mercado em rápida mudança. As tecnologias estão em constante evolução e impactam os sistemas de última geração de Gestão de Relacionamento com o Cliente (GRC). Ao implementar sistemas modernos de GRC em nuvem, como o Salesforce, as empresas podem adaptar-se às neces sidades emergentes dos clientes, o que pode ajudar a organizar e usar com eficácia os dados sobre os seus clientes e a permanecerem competitivas no mercado. Esta tese examina como as empresas migraram os seus sistemas de GRC para a nuvem. A tese baseia-se nas três questões de pesquisa a seguir: Quais benefícios e oportunidades surgem com a implementação do Salesforce? Quais obstáculos e riscos as empresas enfrentam durante o processo de mudança? Quais ações devem ser tomadas para alcançar uma implementação bem-sucedida? Ao re spondê-las, explica que benefícios, oportunidades, desvantagens e obstáculos são enfrentados por clientes e consultores na conversão para o Salesforce em comparação com as soluções lo cais usadas até o momento. Para além disso, são identificadas recomendações de ações que influenciaram positivamente a implementação e, portanto, são consideradas para apontar o caminho para outras abordagens de implementação. Com base nos resultados de entrevistas, esta tese deriva indutivamente resultados empíricos. Para além disso, as informações e teorias existentes sobre a implementação do Cloud-GRC são utilizadas para analisar e elaborar os in sights obtidos nas entrevistas

Speed of entry as a new competitive asset in late-industrialization

Thesis (Ph. D. in Technology Economics and Policy)--Massachusetts Institute of Technology, Dept. of Urban Studies and Planning, 2008.Includes bibliographical references (p. 125-144).The object of this dissertation is to gain an understanding of the speed of entry into high-tech industries by "latecomers," private and national firms from late-industrializing countries. While entry is traditionally measured with R&D performance, we have approached it from the perspective of skill formation. Accordingly, we have investigated how some latecomers have quickly learned new skills and connected their existing technical knowledge with a new stock of knowledge, defining the speedy (latecomer) entrant as the first latecomer (for an initial entry) and the first-to-market (for subsequent entries), respectively. Specifically, we have conceptualized that a fast entry requires a continuous search for new markets and adaptation to a new environment. In this regard, the speed of entry into the high-tech industries, based on the experience in the mid-tech industries, indicates of dynamic capability and, accordingly, becomes a competitive asset in the context of late-industrializing countries. Theories in economics, management, or geography, which our hypotheses for speed of entry are drawn from, have explained factors or mechanism that enable a firm to perform better. We have first examined how literature envisages the effects of business groups, a form of firms prevalent particularly in late-industrializing countries, in association with speed of entry. However, relevant theories tend to compete and the overall theoretical predictions are not clear. Second, we have further reviewed literature in technology management and expected integration to occur both externally and internally when entry is executed. Third, given that the relevant theories highlight geographic proximity for generating externalities, we have suggested different measurements of geographic proximity for international learning, a distance from the headquarters of the partner firm and an international joint venture.(cont.) Based on the literature review, we have postulated that business groups, integration capability, and geographic proximity are significantly associated with the speed of entry by latecomers and have constructed three hypotheses: H1. Speed of entry by latecomers is related to business groups; H2. Speed of entry by latecomers is related to integration capability; and H3. Speed of entry by latecomers is moderated by the relationship between their integration capability and geographic proximity. In order to test these hypotheses, we have adopted two methodologies, which are case study and regression analysis. Next, we have selected the thin film transistor liquid crystal diode (TFT-LCD) and wireless handsets industries. The TFT-LCD and wireless handset industries tend to have complementary features: TFT-LCD has a relatively short history compared to other electronics industries and is capital-intensive. In contrast, the wireless handsets are consumer goods and connected with the telecommunication service industry. Reviewing the histories of both industries, we have identified latecomer entrants and have subsequently collected their data by accessing available archives and interviewing managers and engineers. From the case studies, we have found in the fast latecomers several interesting points regarding entry dynamics: first, the owners of these latecomers continuously tried to upgrade their industrial technologies into more sophisticated ones by closely benchmarking the Japanese firms. Second, the fast latecomers mobilized managerial know-how from their firms and properly redeployed it to the necessary posts. Third, while managerial knowledge was possible to acquire within a firm, technical knowledge had to be externally supplied; but acquisition of the updated technical knowledge was extremely difficult. Fourth, due to the difficulties, latecomers accessed whatever sources they could and used whatever channels were available.(cont.) Therefore, no single path to acquiring the necessary knowledge was dominant. Unique aspects in skill formation and knowledge acquisition by latecomers have also been observed: while acquiring technical knowledge from outside sources, both the first latecomer and the first-to-market successfully relocated their skills from prior industries to the new ones quickly, for example, from semiconductor manufacturing to TFT-LCD or from beeper/car phone/cordless phone manufacturing to wireless handsets. Finally, in the TFT-LCD industry, the first latecomer and the first-to-market took advantage of business cycles and aggressively increased capital investment during downturns. In the wireless handset industry, these latecomers, associated with the government research institute, developed an alternative communication technology and quickly mass-produced it. However, not all counter-cycle investment strategies by latecomers in the TFT-LCD industry succeeded. Similarly, not all governmental efforts to incubate technologies were successful. Based on findings from case studies, we have also empirically tested our hypotheses. A brief summary of our regression analysis is that our first hypothesis is partially supported. The factors related to business groups are not necessarily significantly related to becoming the first latecomer or to making subsequent entries (the first-to-market performance) fast. In contrast, our second hypothesis is supported. The result indicates that the first latecomer performance and the first-to-market performance require different types of integration capability. Specifically, becoming the first latecomer is determined by efficiency in external learning, while the speed of subsequent product entries is driven primarily by internal efficiency.(cont.) We interpret that the relative weight of external learning may decrease over time, once a latecomer has entered. Finally, our third hypothesis is partially supported. Geographic proximity to the headquarters of the partner firm increases speed of entry, perhaps by facilitating communication and diffusing best practices, but international joint venture between a latecomer and a leading incumbent firm does not necessarily enhance integration with sources and does not expedite speed of entry.by Jooyoung Kwak.Ph.D.in Technology Economics and Polic

Communicating Corporate Social Responsibility (CSR) in Indonesia; an empirical case study on Bali’s tourism industry

Diese Studie untersucht die Kommunikationspraxis der sozialen Unternehmensverantwortung in der Tourismusbranche auf Bali; (1) was ist das Ziel, die Zielgruppe, der Inhalt, der Kanal, die Integration und die Strategie, (2) die Beziehung zwischen den Unternehmensmerkmalen (Geschäftssektor, Größe, Management- und Eigentumsart sowie finanzielle Leistung) und der Kommunikation zur sozialen Unternehmensverantwortung, (3) und die Umweltfaktoren. Diese Studie testet drei Hypothesen; (1) Das Ziel ist Legitimität, das Publikum ist eine Gemeinschaft, Inhalt ist ein Beitrag zur Gesellschaft, der Kanal ist Social Media, Integration ist auf Fotos und mit Informationsstrategie, (2) es besteht ein Zusammenhang zwischen Unternehmensmerkmalen und der Kommunikation zur sozialen Unternehmensverantwortung, und (3) der Umweltfaktor ist ein kulturelles Merkmal. Diese Fallstudie wird in Bali, Indonesien mit einem Mixed-Method-Design des exploratory sequential design durchgeführt. Zunächst werden 13 halbstrukturierte qualitative Interviews mit Vertretern von 13 Unternehmen geführt. Das Ergebnis wird durch eine quantitative Umfrage unter 528 Unternehmen überprüft. Die Daten werden unter Verwendung einer one-way ANOVA mit Post-hoc-analyse, Hauptkomponentenanalyse und Pearson-Korrelationsanalyse analysiert. Das Ergebnis zeigt, dass die Kommunikationsziele der balinesischen Tourismusunternehmen in erster Linie darin bestehen, Werte zu schaffen und Werbung zu machen. Die Unternehmen kommunizieren Umwelt-, Ethik-, Mitarbeiter- und Gemeinschaftsinitiativen an das externe und interne Publikum, indem sie gedruckte, interaktive, elektronische und digitale sowie Berichtskanäle mit interaktiven und informativen Strategien verwenden, die von soziodemografischen Faktoren und Stakeholder-Drucks beeinflusst werden. Der Geschäftsbereich des Unternehmens hat eine Beziehung zu Ziel, Zielgruppe, Inhalt, Kanal und Strategie, jedoch nicht mit Integration. Die Unternehmensgröße steht in Beziehung zu Ziel, Zielgruppe, Inhalt, Kanal, Integration und Strategie. Sowohl Management- als auch Eigentumstypen haben eine Beziehung zu Ziel, Zielgruppe, Inhalt und Kanal, aber nicht zu Integration und Strategie. Die finanzielle Leistung hängt mit Ziel, Zielgruppe, Inhalt, Kanal und Integration zusammen, jedoch nicht mit der Strategie. Diese Studie hebt einige interessante Einblicke hervor. Erstens haben balinesische Tourismusunternehmen das Prinzip der Unternehmenskommunikation angewendet, indem sie Beziehungen zu internen, markt- und gesellschaftlichen Interessengruppen aufgebaut haben. Zweitens haben die Unternehmen mit dem offensichtlichen Einsatz interaktiver Kommunikationsstrategien erfolgreich das symmetrische Kommunikationsprinzip, Stakeholder-Engagement-Strategie, oder dialogische Öffentlichkeitsarbeit angewendet. Drittens wird soziale Unternehmensverantwortung als eine Form der Kommunikation betrachtet. Schließlich fungieren bestimmte Mitarbeiter (Reiseleiter, Frontliner) und lokale Mitarbeiter als Kommunikationskanäle der soziale Unternehmensverantwortung. Schlüsselwörter: Unternehmenskommunikation, Soziale Unternehmensverantwortung, Strategie, TourismusindustrieThis study investigates CSR communication practice in Bali tourism industry; (1) what is the goal, audience, content, channel, integration, and strategy, (2), the relationship between company characteristics (business sector, size, management and ownership type, and financial performance) and CSR communication, (3), and the environmental factors. This study tests three hypotheses; (1) the goal is legitimacy, audience is community, content is society contribution, channel is social media, integration is on photos, and with informing strategy, (2) there is a relationship between company characteristics and CSR communication, and (3) the environmental factor is culture characteristic. This case study is conducted in Bali, Indonesia with a mixed method approach of exploratory sequential design. First, 13 semi-structured qualitative interviews are conducted with representatives from 13 companies. The result is tested through a quantitative survey involving 528 companies. The data is analyzed by using one-way ANOVA with post hoc, main component analysis, and Pearson correlation analysis. The result indicates that Bali tourism companies’ CSR communication goal is mainly to create value and promotion. The companies communicate environment, ethical, employee, and community initiatives to the external and internal audience by using print, interactive, electronic & digital, and report channel with interactive and informative strategy influenced by socio-demographic and stakeholder pressures. Company’s business sector has a relationship with goal, audience, content, channel, and strategy but not with integration. Company size has a relationship with the goal, audience, content, channel, integration, and strategy. Both management and ownership types have a relationship with goal, audience, content, and channel but not with integration and strategy. Financial performance has a relationship with goal, audience, content, channel, and integration, but not with strategy. This study highlights some interesting insights. First, Bali tourism companies have applied the corporate communication principle by building relationships with internal, market, and society-based stakeholders. Second, with the apparent use of interactive communication strategy, the companies have successfully applied the symmetrical communication principle, stakeholder engagement strategy or dialogic Public Relations. Third, CSR is considered as a form of communication. Lastly, specific employees (tour guides, front liners) and local employees act as CSR communication channels. Keywords; corporate communication, corporate social responsibility (CSR), strategy, tourism industr