Willingness-to-engage in technology transfer in industry-university collaborations

Formal collaboration between universities and industries is a recent phenomenon. Currently the role of an industry-university collaboration (IUC) is to close the gap between industry and academia. This study aims to analyze the willingness to engage in technology transfer (TT) in IUCs from the three vantage points of the technology transferor (university), the technology transferee (industry), and the TT intermediary institute. This study mainly observes the pairwise relationships between influencing variables and sub-variables and willingness to participate in TT in an IUC. From the vantage point of universities, this study shows that the “transferor's incentive” and “capability of transferor” variables positively influence willingness to participate in TT in an IUC. From the vantage point of industry, the results indicate that “capability of transferee” and “incentive for establishing technological resources” have major influences on willingness to participate in TT in an IUC. From the vantage point of TT intermediary institutes, the results show that “intermediary's fundamental resources” and “intermediary's transferring process” have a positive impact on willingness to participate in TT in an IUC.     

Underdog consumption: An exploration into meanings and motives

Marketers frequently position business concerns - whether brands, teams, or stores - as the non market-dominant entity (or the “underdog”). This article examines the motives for underdog support through in-depth interviews and a focus group. Findings suggest that underdog consumers support underdogs out of empathy, as a way to ensure the maintenance of equal opportunity in competition, and as a way to provide personal inspiration. Some motives for underdog support can be interpreted to be anti-consumption (or, at least, anti-corporate) in nature. On the other hand, many underdog consumers support and identify with underdogs not necessarily as a way to keep the top dog down, but as a means to keep the little guy competing. Rather than solely “vote-against” behavior, “vote-for” behavior is very evident as well.     

Outsourcing support functions: Identifying and managing the good, the bad, and the ugly

Outsourcing the purchase of components or “hard goods” is not a new phenomenon: it is known as the “buy” portion of a company's common make-or-buy decisions. In the current service-oriented economy, however, make-or-buy decisions are now often do-or-buy decisions that reflect the strategic question of whether outside entities should be hired to perform significant support service activities. Support functions such as information technology and customer service can be outsourced to provide many organizational benefits. Companies frequently point to the cost savings for labor and training, but also cite the benefits of releasing corporate resources for alternative uses and allowing the business to focus on its core competencies. Outsourcing support functions is not simple, though, and companies must manage the related strategic, quantitative, and qualitative risk factors. This article discusses some of the potential risks that must be faced when a company outsources internal support functions, and describes how the Committee of Sponsoring Organizations of the Treadway Commission's Enterprise Risk Management (ERM) model can assist in managing and controlling these risks.     

From clear to complicated: Buying and selling accounting services post Sarbanes-Oxley

While much has been said and written about the effect of the 2002 Sarbanes-Oxley Act (SOX), one consequence of the new regulation that has been largely neglected is the law's dramatic impact on how audits are bought and sold in the United States. Prior to SOX, the process was clear and simple: accounting firm partners would meet with the publicly held client company's C-level executives to complete the exchange. When SOX was passed, Congress took the buying decision out of the hands of the client company's executives and placed it in the hands of the company's external audit committee. As this inter-disciplinary research will explain, this change—and other similar changes emanating from the “independence” provisions in SOX—has forever complicated the client-auditor exchange. Based on the literature in business-to-business selling, this research proposes two models—one centered around the concept of a “buying center” and another around “selling team” theory—in an effort to advance thinking in this area, and help both client companies and accounting firms operate in this new environment.     

Export diversification: How much does the choice of the trading partner matter?

This paper studies how a country's export diversification varies across destination markets. It develops an extension of the Romalis (2004) model which yields two testable predictions. According to the first, exports between similarly endowed countries (“South–South” and “North–North”) are more diversified than exports between differently endowed countries (“South–North” and “North–South”). The second implication is that, for given countries' production patterns, low bilateral trade costs lead to greater export diversification. These predictions find empirical support in a panel of 102 trade partners and 4998 HS-6 industries over the period 1995–2007. Results show that similarities between trading partners in physical capital, land and human capital endowments per worker are associated with more diversified bilateral exports. Exports are also more diversified when bilateral trade costs are relatively low.     

Franchisor strategy and firm performance: Making the most of strategic resource investments

A key decision for entrepreneurs in many retail and service firms is whether, and how much, to use franchising. If the decision is made to franchise, the actor may assume one of two “identities” or tactics: (1) the “chain builder,” who uses a blend of company and franchised outlets, and (2) the “turnkey,” who sells business opportunities but does not own any outlets. To benefit from their chosen strategy, franchisors must put resources in place to support it. We argue that franchisors use the chain building strategy to strike a balance between standardization and innovation by building resources that foster trust and encourage knowledge sharing with franchisees. In contrast, for turnkeys, a valuable set of operational routines is the critical strategic resource. To better appreciate how franchisors choose between the chain builder and turnkey strategies, we gathered survey information from 263 franchisors. Via this data, and as described herein, we learned that franchisors perform better when they invest in resources that best support their selected strategy.     

Product and process productivity: Implications for quality choice and conditional exporter premia

We develop a model of international trade with two dimensions of firm heterogeneity. The first dimension is “process productivity”, which is how we denote the standard concept of productivity as modeled in the literature. The second one is “product productivity”, defined as firms' ability to develop high-quality products spending small fixed outlays. The distinction between these two sources of productivity, together with the assumption that iceberg trade costs decrease with quality, delivers various conditional exporter premia as theoretical predictions. Conditional on size, exporters sell higher quality products, charge higher prices, pay higher input prices and higher wages, and use capital more intensively. Some of these predictions had already been documented in the empirical literature but lacked a theoretical framework for properly interpreting them. We conduct systematic tests of these predictions using manufacturing establishment data for India, the U.S., Chile, and Colombia, and find strong support for the model.     

Impact of positioning strategies on service firm performance

This research examines the application of positioning strategies of retail service firms in Texas. Four in-depth qualitative case studies and covert observation methods provide candid subterranean insight into retail positioning in a dynamic marketplace. “Branding”, “service”, “value for money” and, to a lesser extent, “reliability” and “attractiveness” positioning strategies emerge as the most dominant positioning strategies, although emphasis placed on each varies from firm to firm. Furthermore, all of the firms achieve acceptable sales and favorable consumer perceptions when employing these positioning strategies. Desired profits, return on investment (ROI), and market share are associated with these positioning strategies although not as “sales” and favorable “consumers' perceptions”. The results further show that the pursuit of multiple positioning strategies relates to multiple performance indicators. The paper concludes by providing normative suggestions and discussing theoretical and managerial implications.     

Paving the way for “distinguished marketing”

Over the last six decades, marketing concepts, tools, and knowledge have gone through tremendous developments. A general trend toward formalization has affected orientation and decision making and has clarified the relationship between marketing efforts and performance measures. This evolution has received strong support from concurrent revolutions in data collection and research techniques. This article outlines the formalization of the marketing discipline and proposes steps that will pave the way for future developments in marketing, toward what I call “distinguished marketing”.     

Impact of component supplier branding on profitability

In recent years, many business-to-business (B2B) component supplier (CS) firms have added branding to their marketing toolbox. By extending the logic of ingredient branding to B2B components, they aim to create “pull” from B2B end customers by building a strong CS brand image among their customers' customers. In contrast with the established “push” approach of building strong relationships with original equipment manufacturers (OEMs), it is unclear whether and under which conditions CS branding is a worthy strategy. On the one hand, anecdotal evidence suggests that suppliers can leverage strong CS brand image in negotiations with increasingly powerful OEMs to enhance their financial performance. On the other hand, many B2B managers believe that branding does not work in their industry context and erodes profitability. We build a data set consisting of survey measures and archival data across a broad set of industries. Our results indicate that the financial outcomes of CS branding largely depend on the characteristics of the CS and OEM industries. Unlike dyadic OEM–CS relationships, which enhance profitability invariably across industry contexts, CS branding is effective only in well-defined situations. CS branding initiatives can enhance return in CS industries with substantial levels of product differentiation and technology intensity. However, unfavorable results may arise in industry contexts in which OEM–end customer relationships or OEM brands are important.     

Read my lips: The role of information transmission in multilateral reform design

Context-specific knowledge is crucial to crafting multilateral reform programs. Nonetheless local knowledge often consists of unverifiable information, thus the quality of countries' reports depends on the conflict of interests faced by the recipient and the multilateral. We compare the performance of a “delegation-scheme” against a “centralization-scheme.” We find that recipients' discretion in the choice of reforms (delegation) should only be increased when the countries' local knowledge is strictly more important than the multilateral's information. Conversely, a reduction in the conflict of interests may lead the multilateral in to allowing the recipient less freedom in designing reforms (centralization). Our empirical results support these theoretical predictions.     

The current and future sales impact of a retail frequency reward program

This research presents an empirical study of the impact of a retail frequency reward program on store sales. We examine both the “points pressure,” or short-term impact, and the “rewarded behavior,” or long-term impact. The points-pressure impact is due to forward-looking customers increasing their purchase levels in order to earn the reward. The rewarded-behavior impact is evidenced as purchases above baseline levels after an individual has received a reward and could result from either behavioral learning reinforcement or positive affect resulting from the reward. We investigate a turkey reward program that awarded free turkeys to shoppers who accumulated the required sales levels during an 8-week period. We find both a points-pressure and rewarded-behavior impact. These effects are statistically significant and managerially relevant in that the program is apparently profitable. The points-pressure impact is especially strong among customers who do not place value on frequent shopper programs that in general deliver immediate price discounts. The key implications are that frequency reward programs of the form, “buy x, then receive xx” can be profitable, are segmentation strategies, and can complement a store's overall frequent shopper program.     

Contingency as an entrepreneurial resource: How private obsession fulfills public need

Borrowing from Rorty (1989:37), this article portrays the entrepreneurial process as a mechanism through which “private obsession” fulfills “public need.” It begins with an argument that a deeper understanding of contingency can enhance management scholarship in general and entrepreneurship in particular. It continues with an examination of contingency and entrepreneurial opportunity and then uses six narratives to show how both personal and historical contingencies become resources in the entrepreneurial process. A depiction of possible alternative responses (counterfactuals) for each narrative illustrates how entrepreneurs tend to take a resourceful, rather than an adaptive or a heroic stance toward contingency. A discussion of American Pragmatism provides theoretical support for contingency's role in the entrepreneurial process. The paper concludes with a literature review and a look at how this view of entrepreneurial contingency illuminates the temporal context in management scholarship, among other implications for both research and practice.     

Why trucks jump: Offshoring and product characteristics

In this paper, we study the role of vertical product differentiation in the decision to allocate production between domestic and foreign plants. To do so, we examine the first wave of light-truck offshoring to Mexico that occurred due to substantially lower post-NAFTA trade barriers and a coincident increase in US demand for light trucks. In contrast to the typical assumption, but similar to many other industries, the need for additional capacity was accommodated by investment in both the US and Mexico for the same models of light trucks. Using a new dataset that details the extent of offshoring and domestic production within models, we document sharp differences in how capacity was utilized. Specifically, within models, we find that automakers offshored varieties which tend to be older in design vintage, lower scale, and less complex to produce. In contrast, we find that varieties “inshored” to newer capacity in the US exhibit the opposite characteristics. This highlights the important role of vertical differentiation and the associated variation in production complexity for the sorting of production across borders. A product with a large degree of vertical differentiation may provide scope for a firm to maximize profits by “inshoring” the more complex varieties while offshoring the less complex versions.     

Integrating qualitative and quantitative theoretical perspectives in applied advertising research

This review synthesizes the qualitative theoretical framework employed in Kennedy and McGarvey (in this issue), and posits a research paradigm to integrate and balance both qualitative and quantitative (“Q-Q”) methods in study design using “parallel perspective analysis” as shown in Table 1. Integrating both research perspectives enabled Kennedy and McGarvey to construct a phenomenological “story” of human movement in pet-related consumption attitudes and behavior during the last century, while maintaining a high level of empirical rigor. The method for quantifying a Q-Q research study can be used to develop future balanced research by scholars and practitioners concerned with capturing contextual phenomena in empirically rigorous consumer research.     

Foreign direct investment,institutional quality,economic freedom and entrepreneurship in emerging markets

This study investigates the relationship between foreign direct investment, institutional quality, economic freedom, and entrepreneurship in emerging markets. The research compares the capacity and appetite for business creation among high-income, low-income and emerging countries. The results are based on a panel study of data, from 2004 to 2009 for 87 countries, using as its source “The World Bank Entrepreneurship Snapshots” to look at the connection between business creation, institutional quality, market freedom and foreign direct investment (FDI). The findings reveal a strong positive relationship between institutional quality and business generation in all three of the above categories. The freedom to create businesses and invest has an impact on business generation in emerging countries, while the influence of international trade appears more important as a spur to the genesis of business in low-income countries. Finally, there is a direct and significant relationship between FDI and business development in emerging countries. This result is consistent with “the spillover theory of entrepreneurship” (,  and ).     

Essential research in technology management

Now that we live in a world full of cutting-edge breakthroughs, technology management seems to be particularly essential. The Journal of Business Research has published a special issue entitled “Essential Research in Technology Management.” This special issue includes 11 papers. Six of them are from the 2007 Chinese Society for Management of Technology Annual Meeting and Conference held at Feng Chia University, Taiwan, while the other five are invited. All of them went through double-blind reviews and revisions. These papers contribute to various perspectives of technology management in different countries.     

Marketing: Who's really minding the store globally?

In today's highly competitive global marketplace, firms have increasingly turned to outsourcing. In fact, it is not just “blue collar” jobs being outsourced, but “white collar” jobs, as well. Even marketing, “the window to the company's worldwide customer base,” is feeling outsourcing pressures. This article takes a look at the corporate implications of outsourcing global marketing functions and reports the findings of a telephone survey conducted among U.S. and Canadian marketing executives. U.S. firms were found to outsource marketing activities more frequently than Canadian firms, often at the expense of control and customer satisfaction.     

The determinants of cross-border equity flows

We explore a new panel data set on bilateral gross cross-border equity flows between 14 countries, 1989-1996. We show that a “gravity” model explains international transactions in financial assets at least as well as goods trade transactions. Gross transaction flows depend on market size in source and destination country as well as trading costs, in which both information and the transaction technology play a role. Distance proxies some information costs, and other variables explicitly represent information transmission, an information asymmetry between domestic and foreign investors, and the efficiency of transactions. The geography of information is the main determinant of the pattern of international transactions, while there is weak support in our data for the diversification motive, once we control for the informational friction. We broaden the scope of our results by presenting some evidence linking the results on equity transactions to equity holdings.