1,288 research outputs found
Travel Agencies: From online channel conflict to multi-channel harmony
The adoption of Internet as a distribution channel and a privileged e-commerce tool has pressed Travel Agencies
(TAs) to a latent channel conflict. Our main interest is to understand how the traditional independent travel agencies
in Portugal deal with the online channel. We suggest that TAs have to develop an innovative business model based on the
online and offline complementary channels, in order to achieve a multi-channel harmony
Managing Supplier Integration into Product Development: A Literature Review and Conceptual Model
Industrial clusters, Regional agglomerations, Technological learning, Technological capability, Knowledge spillovers, Regional innovation systems
Industry clockspeed and competency chain design : an introductory essay
Cover title. "March 1996."Includes bibliographical references (leaf 6).Supported in part by the International Center for Research on the Management of Technology (ICRMOT).Charles H. Fine
Industry Clockspeed and Competency Chain Design: An Introductory Essay
Appeared in proceedings of the 1996 Manufacturing and Service Operations
Management Conference, Dartmouth College, Hanover, New Hampshire June 24-25, 1996, pp. TBA.This paper introduces the notion of industry clockspeed to classify
industries by an aspect of their dynamic characteristics. The clockspeed
framework suggests a dynamic theory of the firm where the "inner core"
competency of an organization is the ability to continually design and
assemble of chains of competencies to deliver value to the marketplace
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Make-buy decisions in the face of radical innovations.
Some research in the area of make-buy decisions for new technologies suggests that it is a good
idea for a company to pursue a fairly rigorous “make” policy in the early days of a potentially
disruptive innovation. Other studies prescribe exactly the opposite, promoting instead a “buy”
strategy. This lack of convergence points to the fact that the scheme of categorization used to
analyze make-buy decisions in the face of radical innovations is not yet complete. Accordingly,
this thesis builds upon prior work on make-buy decisions and disruptive technologies, and
constructs two new hypotheses by introducing evidence from research in the areas of (1) supplier
relationships and (2) industry clockspeed.
Using a three-phase research design involving both case studies and a survey, this research shows
that close relationships between customer firms and principal suppliers that are built on trust and
personal relationships do not play an important long-term role in the development of radical
innovations. Thus, while previous research in this area underlines the value of these relationships
during the day-to-day operations of a business, this evidence draws into question whether they are
helpful in the face of a radical innovation.
The results also show that an industry’s clockspeed has no significant bearing on the success or
failure of any particular make-buy strategy for a radical innovation. Because many of the
prescriptive frameworks and strategic formulas put forward in the literature for make-buy
decisions involving radical innovations are based on observations from fast clockspeed industries,
this conclusion effectively broadens the potential applicability of prior research in this area
Beating Competitors to International Markets: The Value of Geographically Balanced Networks for Innovation
Being able to launch new products internationally is critical for technology-based ventures to recoup the high costs of R&D and to exploit their innovations fully. Despite the widely recognized importance of networks within the innovation development process, there appear to be contrasting viewpoints as to whether local or foreign network partners contribute more in the race to internationalize. Drawing on the theoretical underpinnings of comparative advantage, we propose and empirically confirm that ventures pursuing a balance of local and foreign network connections for the development of an innovation are able to bring the product more rapidly into the international marketplace. Furthermore, both innovation complexity and industry clockspeed heighten the importance of geographic network balance to the speed of product internationalization
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