Anatomy of Learning-from-Exporting: Role of foreign knowledge acquisition

The essence of learning-from-exporting can be thought of as a process in which exporters absorb international knowledge spillovers and feed it back to their innovation efforts. Learning-from-exporting is often difficult to observe because it is conditional on at least two efforts: information gathering from foreign markets and zealous R&D. We exploit unique survey data to explicitly analyze the contribution of these activities to exporters' innovation. We find that gathering information from foreign markets significantly raises exporters' probability of succeeding in technology upgrades or new product developments, along with their R&D activities. While learning about the latest foreign technology and competitor products is at the core of such knowledge acquisition, international marketing activities, such as gathering feedback from foreign customers or information on the taste and needs of foreign customers, is also associated with a significant contribution. The importance of foreign knowledge acquisition is also confirmed for exporters that do not serve high-income markets or those that supply intermediate goods. Although it is likely that the acquisition of foreign knowledge contributes to exporters' innovation strategies, such as where to allocate R&D resources, it does not seem to raise the marginal effectiveness of R&D.

Investigating the Relationship Between an IT Project Manager\u27s Emotional Intelligence and the Customer\u27s Perception of Success

This research focuses on the intersections of Project Management, Information Technology (IT), and Emotional Intelligence. The Project Management Institute (PMI) created the Project Management Professional (PMP) certification, which is one of the most highly regarded and sought after professional certifications (Project Management Institute 2005, p. 15-18). This certification acknowledges the holder as a knowledgeable practitioner in Project Management. The purpose behind Project Management is to obtain requirements, sometimes fluid at best, and develop solutions that are traceable by schedule and cost controls. This approach allows a Project Manager to monitor and control the project through successful completion. However, the PMI also notes that the main aspects of the Project Manager\u27s job are team leadership and communication. These aspects provide the art of Project Management. The Standish Group published an article noting that less than 20 percent of IT projects are successful. Some of this failure is due to the dynamic nature of IT projects. This research focuses on the question of whether or not an IT Project Manager\u27s Emotional Intelligence influences the customer\u27s perception of project success. In this research, ninety-two IT projects were evaluated. The evaluation included project demographics and the use of the Emotional Quotient Inventory (EQ-i) to assess the IT Project Manager\u27s Emotional Quotient and the five subscales (Intra-Personal, Inter-Personal, Stress Management, Adaptability, and General Mood). A separate customer satisfaction survey was sent to the projects\u27 customers. A total of fifty-six complete datasets were used in this research. The results showed no statistical correlation between the EQ-i scales Interpersonal, Intrapersonal, Stress Management, and Adaptability scores and the customer\u27s perception of project success. A marginal negative statistical correlation, at the 0.1 level, was discovered between an IT Project Manager\u27s Total EQ score and the customer\u27s perception of project success. A strong negative statistical correlation, at the 0.01 level, was discovered between the EQ-i scale General Mood and the customer\u27s perception of project success. These findings are important to the practitioners of Project Management in the IT field because they help managers understand how customers\u27 perceptions influence a project\u27s success. Additional research opportunities are addressed in the final chapter

The Role of CEO's prior experience on Innovation - A contingency perspective

Master'sMASTER OF SCIENCE (BUSINESS

Forecasting for Marketing

Research on forecasting is extensive and includes many studies that have tested alternative methods in order to determine which ones are most effective. We review this evidence in order to provide guidelines for forecasting for marketing. The coverage includes intentions, Delphi, role playing, conjoint analysis, judgmental bootstrapping, analogies, extrapolation, rule-based forecasting, expert systems, and econometric methods. We discuss research about which methods are most appropriate to forecast market size, actions of decision makers, market share, sales, and financial outcomes. In general, there is a need for statistical methods that incorporate the manager's domain knowledge. This includes rule-based forecasting, expert systems, and econometric methods. We describe how to choose a forecasting method and provide guidelines for the effective use of forecasts including such procedures as scenarios.forecasting, marketing

Assessing the Impact of Organizational Practices on the Productivity of University Technology Transfer Offices: An Exploratory Study

We present quantitative and qualitative evidence (field research) on university technology transfer offices (TTOs). These offices negotiate licensing agreements with firms to commercialize university-based technologies. A stochastic frontier production function framework is used to assess the relative productivity of 113 university TTOs. Our field research provided a useful reality check on the specification of the econometric model. The empirical findings imply that licensing activity is characterized by constant returns to scale. Environmental and institutional factors appear to explain some of the variation in TTO efficiency. Relative productivity may also depend on organizational practices in university management of intellectual property, which potentially attenuate palpable differences in the motives, incentives, and organizational cultures of the parties to licensing agreements. Unfortunately, there are no existing data on such practices, so we rely on inductive, qualitative methods to identify them. We present detailed information on our use of these methods. This information may be useful to economists who are contemplating fieldwork. Based on 55 interviews of managers/entrepreneurs and administrators at five research universities, we conclude that the most critical organizational factors are likely to be reward systems for faculty, TTO staffing and compensation practices, and actions taken by administrators to extirpate informational and cultural barriers between universities and firms.

The Limits of Lending:Banks and Technology Adoption Across Russia

We exploit historical and contemporaneous variation in local credit markets across Russia to identify the impact of credit constraints on firm-level innovation. We find that access to bank credit helps firms to adopt existing products and production processes that are new to them. They introduce these technologies either with the help of suppliers and clients or by acquiring external know-how. We find no evidence that bank credit also stimulates firm innovation through in-house R&D. This suggests that banks can facilitate the discussion of technologies within developing countries but that their role in pushing the technological frontier is limited