A small country's high-tech dilemma: the challenge facing new technology-based firms in Norway

Judging from their profit trends, new technology-based firms have not been very successful in Norway. After ten or more years of activity, fewer than half a dozen has accumulated profits over £1 million. Those that risked large initial investments in order to standardize an innovative new technology enjoyed the greatest amount of success. Most firms were able to develop a prototype, but many had great difficulties gearing up for production. Insufficient financing and know-how were the main problems. Firms have had more problems with production than with marketing, but very few seem prepared for the costs and challenges of an international marketing effort. Most lacked a clear marketing strategy or business plan. Financing was often a problem: there was little private investment, and equity capital was often scarce with a mean debt to equity ratio of less than 30%. Most firms received some sort of public funding, usually in support of product development, but so far it has had little impact on profit trends. A multi-national follow-up study with access to a larger data base would provide many more insights.     

To invest or not to invest: strategic decision making toward investing in training and development in Korean manufacturing firms

This study draws on the literature on strategic choice theory and training and development (T&D) to explore the theoretical mechanisms that explain the strategic decisions of top management, thereby leading to the T&D investment of firms. The current theoretical framework was examined using cross-lagged data collected from 163 Korean manufacturing companies at three time points over a five-year period. Results confirmed that firm performance and environmental change exert significant effects on top management strategic orientation toward T&D, which in turn, lead to financial resource allocation to T&D. The analysis also demonstrated that the effect of top management strategic orientation toward T&D on actual financial investment in T&D is stronger when the current level of human capital is high but not when it is low. This study provides meaningful practical and theoretical insights into the firm-level strategic decisions on T&D investment in organizations.     

Organization HRD and technology: towards a bureaucratic theory of strategic control

In this study, an investigation is conducted of the relationships between technology and training as attributes of strategic control. It is argued that, when the means of production become more technology oriented, smaller firms will be more ready to train and develop existing workers. Larger firms, by contrast, may tend to emphasize training but more of a generic type rather than ‘tailor made’.     

Strategic interventions of management accountants: everyday practice of British and German brewers

A popular stereotype has it that German firms are somehow ‘long-term strategically oriented’ and British firms focus on short-term financial gain. Analysing ethnographic material from British and German brewers, this paper explores how management accountants in the two countries conceive of their relationship with processes of strategic formulation and how they seek to mobilize strategic arguments in their day-to-day contacts with operational management. The focus of this study is not on the strategy debates which one might expect among senior management, but on routine interaction between management accountants and managers in which the mundane events of organizational life are made to happen in the name of loftier ‘strategic’ priorities. From observations of such interaction and management accountants' reflections on them, contrasting ways of integrating management accounting expertise with operational knowledge of the firm are suggested for the British and German brewers studied. Those contrasts are developed by drawing on the relationship between time and the possibility for strategic intervention more generally.     

In search of the changing role of the corporate human resource function in the international firm

There has been considerable research on the issues of board-level representation by personnel/HR directors and senior HR managers' involvement in strategic decision making. Since the early 1990s there has been a growing interest in international HRM, reflecting the growing recognition that the effective management of human resources internationally is a major determinant of success or failure in international business. There is also evidence that HR constraints often limit the effective implementation of international business strategies. More recently, it has been argued that the more rapid pace of internationalization and globalization leads to a more strategic role for HRM as well as changes in the content of HRM. Yet, while there have been some attempts to integrate international corporate strategy and human resource strategy, surprisingly, the role of the corporate human resources function has been neglected, particularly in the context of the international firm. This article seeks to redress the balance. The question addressed is: what is the role of the corporate HR function in the international firm? To answer these questions empirical research was conducted in thirty UK international firms. We found an emerging agenda for corporate HR in international firms which focuses on senior management development, succession planning and developing a cadre of international managers. We conceptualize this as a strategic concern with developing the core management competences of the organization, and argue that it can be usefully analysed from the perspective of the learning organization.     

A PROCESS STUDY OF NEW TECHNOLOGY ADOPTION IN SMALLER MANUFACTURING FIRMS*

Based on longitudinal case studies of new technology adoption in five smaller Canadian manufacturing firms, this article develops an inductive process model that views the technology adoption process as a partially nested set of three parallel and interacting sub-processes that are different in nature: the strategic commitment process, the technology choice process and the financial justification process. These processes are themselves intertwined with other strategic decision processes in the firm, and influenced by a dynamic set of contextual elements that interact with one another over time. the study underlines the problems associated with a narrow conception of technology adoption as a ‘decision’while showing how various process models from the literature are useful in understanding different parts of the overall process of adoption     

Institutionalizing environmental performance in US industry: Is it happening and what if it does not?

A historical review of the ways business organizations in the United States have responded to demands that they improve their environmental performance reveals two clear outcomes: firms that effectively institutionalize improved environmental performance can garner significant strategic advantages for their efforts, and firms that do not often suffer severe legal consequences. Thus, institutionalization is a pivotal organizational process which determines whether a firm's environmental performance results in improved operating efficiency and market opportunities or in increased legal and regulatory hassles. In this paper, we use a survey and case-law review to investigate the degree to which improved environmental performance is being institutionalized in US firms and to determine what the potential legal consequences are for firms that fail to achieve such institutionalization. Our findings suggest that firms in US industry have made considerable efforts to institutionalize improved environmental performance, but they still have a long way to go. Unfortunately, our findings also suggest that failing to effectively institutionalize environmental performance has the potential for dire consequences, such as jail terms for strategic managers for environmental violations by subordinates. © 1998 John Wiley & Sons, Ltd and ERP Environment.     

A global study of graduate management of technology programs

In the last decade, the field of technology management has attracted considerable attention from practitioners and scholars. The rapid emergence of powerful and innovative technologies in manufacturing, computing, telecommunications and the life sciences, such as biotechnology are making the strategic management of technology, a critical task in virtually all organizations. Reflecting this trend, several universities offer graduate programs in the management of technology (MOT). These programs have originated from various academic schools and disciplines (business, engineering, public policy) creating considerable diversity of focus, themes emphasized, courses, and student backgrounds. The rise of these programs, in part, reflects the growing need for managers and technologists who are able to understand, contribute to, and manage a wide variety of technology-based programs and organizations. This paper presents the results of a global study of graduate MOT programs. Over fifty (50) universities participated in the research reported in this paper. Findings related to research trends, curriculum developments, staffing, program implementation, and program emphases are examined. Several recommendations are advanced for universities considering initiating or further developing their MOT program. In addition, observations about the future direction of the field are made.     

WHO REALLY WANTS TO BE A MILLIONAIRE? ESTIMATES OF RISK AVERSION FROM GAMESHOW DATA

This paper estimates the degree of risk aversion from one of the most popular TV gameshows ever. The format of the show is straightforward; it involves no strategic decision making; we have a large number of observations; and the prizes are cash, which is paid immediately and covers a large range: from £100 up to £1 million. We provide non‐parametric estimates of the utility function and then we test some parametric restrictions. We find that, although the restriction to CRRA utility is statistically rejected, a log function approximates the utility function quite well over a large range of potential winnings. Copyright © 2013 John Wiley & Sons, Ltd.     

Technology exploitation in the context of open innovation: Finding the right ‘job’ for your technology

In light of the recent economic crisis, many industrial firms attempt to capture additional value from their technologies by means of open innovation strategies. Besides acquiring external technology, many firms therefore increasingly try to license their own technology to other firms either exclusively or in addition to its application in their own products. This article shows that technology licensing offers important strategic benefits beyond generating licensing revenues, which underscore the need for an integrated management of technology licensing activities. Therefore, this article extends the concept of job-related markets that was recently developed in the managerial literature. A ‘job’ is the fundamental problem that a customer needs to resolve in a particular situation. Managers may transfer this job-related understanding to technology licensing activities because the right ‘job’ for a technology may be outside a firm’s boundaries, and it may help firms to identify additional licensing opportunities. On this basis, the article presents the concept of an integrated technology exploitation roadmap, which allows firms to use the job-related markets to integrate technology licensing in their strategic planning processes. An example of a machinery firm shows how this roadmap may contribute to strengthening a firm’s licensing business.     

Information systems and technology sourcing strategies of e-Retailers for value chain enablement

In the e-Retail industry, a well-designed IT infrastructure is essential in creating a tightly integrated value chain and delivering high quality service. With intense competition for market share and profits, information systems and technology (IST) sourcing decisions are becoming increasingly important to e-Retail firms to support continued growth and market responsiveness. Drawing on the contingency theory, we examine organizational and environmental factors that influence an e-Retailer's IST sourcing strategy of make versus buy in enabling its value chain activities, and we also look at firm-level performance impacts of IST sourcing decisions that involve bundling across value chain activities. We test the proposed model and hypotheses using a panel data set of 307 firms over the period of 2006–2010. The results show that firms that make transformative IT investments tend to source a smaller portion of IST for their e-Retail value chain activities than firms that pursue automate or informate as their strategic role for IT investment. Capabilities are positively associated with IST sourcing. Firms experienced in e-Retail are more likely to build rather than buy their IST. In addition, we find mimicking behavior for IST sourcing among firms in the same merchandizer category. We find that IT strategic role is strongly associated with growth metric, whereas sourcing decisions predominantly impact operational performance measures. There is partial evidence that alignment between IT strategic role and IST sourcing decisions results in better performance effects. Moreover, complementary IST sourcing of synergistic marketing and sales activities positively impacts Web sales and conversion rate, but the sourcing combination of logistics, operations, and sales activities is associated with lower Web sales and conversion rate.     

迷思和重构：高校教师绩效管理体系的研究

绩效管理作为高校管理的核心内容之一,无论对组织还是个人均具有重要作用。当前,高校教师的绩效管理存在的问题主要表现在：教师的业绩目标与高校组织的战略目标背离,考核定位出现偏差,绩效考核内容与标准雷同等。因此,应从对绩效管理的再认识、业绩管理循环的构建等方面来重构一体化的教师绩效管理体系,由此发挥业绩管理的积极作用,实现高校的战略目标和教师的自我效能感。     

The role of the research university in the spin-off of high-technology companies

A new type of university—industry relationship has developed in the 1980s that centers around the process of technology transfer from research universities to private firms. One expression of this new, closer relationship is the several university—industry research centers in microelectronics, of which the Microelectronics and Computer Technology Corporation (MCC) in Austin, Texas is the most noted example. The universities, private companies, and federal, state, and local governments all seem to benefit from the new university—industry relationships, but certain problems may accompany these benefits. The main hope-for result of industry—university collaboration is the rise of high-technology spin-off firms. The information technologies produced by the microelectronics industry are driving the Information Society.     

Benefits and Strategic Outcomes: Are Supplemental Retirement Plans and Safer Driving Related in the U.S. Trucking Industry?

We suggest that a firm's benefits can relate to important organizational outcomes that have strategic implications. We propose a number of mechanisms that could relate benefits to strategic outcomes, including the notion that benefits can help attract and retain the type of employees who are most likely to perform in ways consistent with the firms’ strategies. We illustrate this with the case of supplemental retirement benefits in an actual setting, the long‐haul trucking industry. We report positive organization‐level relationships associated with the management choice of offering these benefits. Our results show that firms offering supplemental retirement plans engage in significantly safer driving practices, as measured by the proxy of driver insurance costs, as hypothesized. These findings show that benefits can be related to outcomes that have strategic implications for the firm. By showing that retirement plans may be of value to organizations, we help to bridge the academic‐practitioner divide and provide motivation and guidance for additional work on this important but underresearched topic. © 2015 Wiley Periodicals, Inc.     

The determinants of hiring older workers: UK evidence

This is the first research using UK establishment data to examine the relationship between back loading of compensation, training and the hiring of older workers. Recognizing that many firms employ older workers but do not hire older workers, we argue this may reflect strategic deferred compensation or the role of specific human capital. Using the combined establishment and employee data of the 1998 WERS, we identify that firms which defer compensation hire a smaller share of older workers and present somewhat weaker evidence that firms which require greater specific human capital also hire a smaller share of older workers.     

The R&D Investment–Uncertainty Relationship: Do Strategic Rivalry and Firm Size Matter?

This paper uses a real options perspective to augment a standard research and development (R&D) investment model and implement a firm‐level empirical analysis to assess the practical significance of market uncertainty and its interactions with strategic rivalry and firm size. We use a measure of firm‐relevant market uncertainty along with panel data and find that firms invest less in current R&D as uncertainty about market returns increases. The effect of firm‐specific uncertainty on R&D investment is smaller in markets where strategic rivalry is likely to be more intense. Furthermore, holding access to financing constant, the effect of uncertainty on R&D investment is attenuated for large firms. Copyright © 2012 John Wiley & Sons, Ltd.     

Using learning networks to help improve manufacturing competitiveness

Innovation which requires the acquisition of new or improved technologies involves a technical and managerial learning process and it raises the policy question of how best to encourage and enable relevant learning. The absence or lack of experience in this domain is a particular problem for smaller firms (SMEs) and for enterprises in economies in transition—such as in the countries of the former Soviet Union or in eastern Europe. Successful technology transfer requires considerable management expertise as well as the availability of suitable solutions. This paper reports on one experimental approach used on a pilot basis in Romania to facilitate the absorption of `new' manufacturing practices, which involves the development of `learning networks' as an aid to this process.     

Integrating Sustainability into Firms' Processes: Performance Effects and the Moderating Role of Business Models and Innovation

Innovation has been widely regarded as a panacea for sustainable development, but there remains considerable uncertainty about how it will lead to a more sustainable society. We analyze the role of innovation and business models for the link between the integration of sustainable management with other corporate functions and the economic and environmental performance of companies. Drawing on survey data in the manufacturing sector, we apply structural equation modeling to compare differences between business models and the role of different stakeholder groups in a moderation analysis. We find a positive association of the integration of strategic issues and environmental management with the economic and environmental performance of firms. The results also suggest differences in the link between integration and economic and environmental performance, respectively, depending on the type of business model or innovation pursued, and that secondary stakeholders influence sustainability integration. Copyright © 2011 John Wiley & Sons, Ltd and ERP Environment.     

Learning in owner-managed small firms: Mediating artefacts and strategic space

The authors focus on the way in which owner-managers in smaller firms improve their businesses through the creation of ‘strategic space’. The term ‘strategic space’ refers to the process by which owner-managers are able to access resources, motivation and capability to review existing practices. The starting point is the owner-manager's human capital and their capacity to engage in critical reflection about their business. We highlight three concepts central to the creation of strategic space, first, social capital, which refers to the network relationships that provide access to a wide range of resources and information. Second, absorptive capacity, which describes the way in which organizational members identify, acquire and utilize knowledge from external sources. Third, mediating artefacts, which represent existing knowledge but also facilitate the translation and transformation of understanding within and between communities of practice. This process is essential to the renewal of knowledge and knowing within firms. The contribution this paper makes is to bring together these elements – human and social capital, absorptive capacity and mediating artefacts – to offer a conceptual model that illustrates the mechanism by which owner-managers create strategic space. This model provides a deeper understanding of the evolution of knowledge in smaller organizations.