Internet Industry Competition Dynamics: Peering Limitations, Exposure, and Counter Strategies

The Internet industry is vertically integrated with Internet Backbone Providers (IBPs) and Internet Service Providers (ISPs.) Although there are many ISPs and IBPs in each stream, both markets are considered independent oligopolies in that there are a few dominant competitors in each market. It is generally accepted that the Internet industry structure has evolved into a four-tier hierarchical structure. The synergistic and codependent nature of the Internet industry is the key element in understanding the competitive environment in which both IBP’s and ISP’s cooperate. Peering is an efficient way to exchange traffic freely within the access tier, nevertheless competitive constraints limit within tier exchanges. This paper combines the value chain model, competitive force model and a game model to illustrate the interconnection competitive perspective between IBP and ISPs and demonstrate why peering is difficult in the local access market

Wal-Marts Dilemma In The 21st Century: Sales Growth Vs. Inventory Growth

Wal-Mart has been a leader in the retail industry since 1980s. In the 21st century, Wal-Marts RFID initiative is another innovation for Wal-Marts supply chain management. Wal-Marts recent business target in the 21Century is making a higher sales growth rate than inventory growth rate. Comparing with financial ratios of Wal-Marts competitors, Wal-Mart has significantly better ratios for days-in-inventory, inventory-sales-ratio, and cash-conversion-cycle. However, there is no significant evidence of better ratios for supply chain related profit ratio. Regression analysis reveals that while days-in-inventory has a similar effect on both sales growth rate and inventory growth rate, supply chain ratio has more effect on inventory growth rate than sales growth rate

SUPPLY CHAIN MANAGEMENT AND THE ROMANIAN TRANSITION

Supply Chain Management (SCM), defined here as the construction of productive systems spanning over organizational borders with suppliers and customers and integrated via human-based and information technology systems to satisfy final customer requirements, is introduced as a key concept to accelerate Romania’s economic transition as it approaches EU membership, as well as to develop a modern supplier network. We introduce SCM from a system perspective along three broad areas: input, operations, output and system integration activities. We close by introducing constraints to SCM implementation in Romania. The first major constraint involves a lack of appropriate physical and human capital. Modernization of antiquated equipment and training employees in modern operations practices are prime requisites. The second major constraint, and perhaps the more difficult to change, deals with a lack of social capital among Romanian firms and adapting to appropriate managerial and worker values and attitudes.Supply Chain Management; Social Capital; Transition Economy; Economic Development.

Logistics Sustainability?: Long Term Technology Investments and Integration

This study examines the investment in technology over time in an effort to achieve sustainability and secondarily to support green initiatives by minimizing environmental impacts. The literature suggests integrated supply chain contractors emphasize efficiency and flexibility which leads to organizational performance improvements. This study compares productivity changes in the logistics industry measures after significant RFID investments over time. Productivity ratios collected for the fiscal years of 2000-2013 from financial statements are used to investigate technology investments effects.Since 2003, many end users (Wal-Mart specifically) mandated the implementation of RFID technology as one part of a larger system in reaching long term sustainability objectives. Historically, B2B customers and retailers have either built in-house logistic systems or have relied on either shippers services, i.e., third party logistic suppliers (3PL) or independent fourth party logistic suppliers (4PL). Logistic companies that have invested in logistical technologies aimed at sustainability strategies have improved financial ratios during the period studied. Interestingly, companies who have not fully implemented technology enhancements because of logistic service type have not seen improvements in productivity at the same level as others in the supply chain during this same perio

Millennials’ CSR Adoption: A Stakeholder Approach and the Impact on Profit

Business education emphasizes an analytical approach to decision making and strategy development. However, certain factors, such as Corporate Social Responsibility (CSR), are challenging to quantify in corporate strategy. The consideration of CSR, including Environmental, Social, and Corporate Governance, by Boards of Directors, is among these difficult-to-quantify factors. Business schools now teach students to focus more on a CSR/stakeholder approach, in line with updated standards such as Advance Collegiate Schools of Business Standard 9, which has increased the focus on societal impact in curricula. The CSR/stakeholder approach has emerged as a global strategic management option but is not without challenges, including non-homogeneous CSR issues and potential greenwashing. Moreover, a measurable stakeholder approach might lead to decreased profitability. Individual differences, particularly among millennials, influence support for or against CSR initiatives. This paper evaluates these differences and their impact on decision-making, which will significantly influence society as millennials rise to leadership roles

Corporate Social Responsibility and Millennial\u27s\u27 Stakeholder Approach

Corporate Social Responsibility has evolved in recent decades in professional practice and law. This was predicted in a seminal work by Howe and Strauss. This paper describes this evolution and illuminates millennials\u27 philosophy and attitudes as more aligned with stakeholder theory than stockholder theory. The predicted millennial upheaval, as posited by Howe and Strauss, is evidenced by strong belief statements as interpreted by the raters in this study

Final Results of the IELSG-19 Randomized Trial of Mucosa-Associated Lymphoid Tissue Lymphoma: Improved Event-Free and Progression-Free Survival With Rituximab Plus Chlorambucil Versus Either Chlorambucil or Rituximab Monotherapy.

Purpose There is no consensus on the optimal systemic treatment of patients with extranodal marginal zone lymphoma of mucosa-associated lymphoid tissue. The IELSG-19 phase III study, to our knowledge, was the first such study to address the question of first-line treatment in a randomized trial. Patients and Methods Eligible patients were initially randomly assigned (1:1 ratio) to receive either chlorambucil monotherapy (6 mg/m2/d orally on weeks 1 to 6, 9 to 10, 13 to 14, 17 to 18, and 21 to 22) or a combination of chlorambucil (same schedule as above) and rituximab (375 mg/m2 intravenously on day 1 of weeks 1, 2, 3, 4, 9, 13, 17, and 21). After the planned enrollment of 252 patients, the protocol was amended to continue with a three-arm design (1:1:6 ratio), with a new arm that included rituximab alone (same schedule as the combination arm) and with a final sample size of 454 patients. The main end point was event-free survival (EFS). Analysis of chlorambucil versus the combination arm was performed and reported separately before any analysis of the third arm. Results At a median follow-up of 7.4 years, addition of rituximab to chlorambucil led to significantly better EFS (hazard ratio, 0.54; 95% CI, 0.38 to 0.77). EFS at 5 years was 51% (95% CI, 42 to 60) with chlorambucil alone, 50% (95% CI, 42 to 59) with rituximab alone, and 68% (95% CI, 60 to 76) with the combination ( P = .0009). Progression-free survival was also significantly better with the combination ( P = .0119). Five-year overall survival was approximately 90% in each arm. All treatments were well tolerated. No unexpected toxicities were recorded. Conclusion Rituximab in combination with chlorambucil demonstrated superior efficacy in mucosa-associated lymphoid tissue lymphoma; however, improvements in EFS and progression-free survival did not translate into longer overall survival

Erratum to: 36th International Symposium on Intensive Care and Emergency Medicine

[This corrects the article DOI: 10.1186/s13054-016-1208-6.]

The Influence of Change in Organizational Size, Level of Integration, and Investment in Technology on Task Specialization

Major changes in organizational structural paradigms have been occurring. Recent journal articles propose that the older philosophies of expanding organizations and increasing internal specialization are no longer viable means to enhance competitiveness as espoused in earlier journal articles. Downsizing, rightsizing, and business process reengineering have all been used as methods of accomplishing organizational work force reduction (OWFR) and enhancing organizational posture. It has been established that as organizations grow, specialization increases. Causes for OWFR have not been established nor have effects upon structure been studied. Previous structural factor studies have focused upon organizations engaged in end-game strategies done during periods of internal and economic growth. This study evaluates the impacts of OWFR and its relationship to the structural factor of specialization during a non-munificent economic period. Three independent variables, dis-integration, change in the number of employees, and change in technology, were used as measures to determine whether specialization decreased when organizations downsized. The dependent variable, specialization, was obtained through a pre-tested questionnaire. The three independent variables were obtained using the Compustat data base as a secondary source of information. The Compustat data was verified using data from Compact Disclosure. Questionnaires were mailed to fifty-one fully integrated oil companies. Forty were returned after three mailings yielding a response rate of seventy-eight percent. The unit of analysis for the data collected was the firm. The data were analyzed using multiple regression to determine the strength of the relationship between the variables. Results indicate a significant relationship between two of the independent variables and the dependent variable: dis-integration and specialization and change in the number of employees and specialization. Findings were insignificant for the third independent variable and the dependent variable: change in technology and specialization. Analysis of the quantitative results and the qualitative responses of the participants show that dis-integration and a change in the number of employees are both useful for measuring structural change for organizations engaged in organizational work force reduction

Shin, S., & Tucci, J. E. (2015). Wal-Mart\u27s Dilemma in the 21st Century: Sales Growth Vs. Inventory Growth

Wal-Mart has been a leader in the retail industry since 1980s. In the 21st century, Wal-Mart’s RFID initiative is another innovation for Wal-Mart’s supply chain management. Wal-Mart’s recent business target in the 21Century is making a higher sales growth rate than inventory growth rate. Comparing with financial ratios of Wal-Mart’s competitors, Wal-Mart has significantly better ratios for days-in-inventory, inventory-sales-ratio, and cash-conversion-cycle. However, there is no significant evidence of better ratios for supply chain related profit ratio. Regression analysis reveals that while days-in-inventory has a similar effect on both sales growth rate and inventory growth rate, supply chain ratio has more effect on inventory growth rate than sales growth rate