Selling Time: Swatch Group and the Global Watch Industry

This illustrative case analyzes and evaluates Swatch Group and its core competencies and global strategies in the changing and highly segmented watch industry. Originating from Switzerland, the Group is a major watch manufacturer in the world with a unique brand portfolio that includes low priced as well as luxury watches such as Breguet, Blancpain, Longines, Rado, Omega, and the like. Swatch Group, formerly known as Socitéde Microélectronique et d'Horlogerie (SMH), sells its products through 500 Swatch watch shops, uses 15,000 retailers and 1,000 shop‐in‐shops, and over 140 kiosks in global markets. The Group is vertically integrated and supplies virtually all the components and parts for its line of watches. In 2009, Swatch Group's sales stood at $5.37 billion and the company continues to be an entrepreneurial entity with efficient research and development (R&D), creating many technological breakthroughs and marketing campaigns. Swatch Group is expected to grow in the coming years although the 2008 financial crisis, competition, and changing markets remain some of the major hurdles for the company. The article ends with selected developments and future changes that may impact the company in the coming years. © 2012 Wiley Periodicals, Inc.     

Alibaba: Entrepreneurial growth and global expansion in B2B/B2C markets

The purpose of this case-based research is to analyze and discuss Alibaba Group (hereafter Alibaba) and its entrepreneurial growth and global expansion in B2B/B2C markets. The paper uses company and industry-specific data and surveys to analyze a fast growing Chinese B2B/B2C firm and its internationalization and expansion in global markets. Findings of the work reveal that in a short time, Alibaba has become a major entrepreneurial icon and global player and continues to grow worldwide because of its well-planned business initiatives and B2B/B2C-based business models. The paper also provides implications in the area of international entrepreneurship and its related areas. International entrepreneurs need to learn from Alibaba’s fast growing business model and dynamic growth because of its competitive platforms and Web-based strategies which helped the company to target small and medium-sized enterprises (SMEs) in global markets. Within the areas of international entrepreneurship and international business, the paper also provides discussion which deals with the changing e-commerce industry and its future growth and developments.     

An analysis of political uncertainty and corporate investment cycles in Pakistan

Quality & Quantity - This paper documents the cycles in corporate investments around national elections in Pakistan from 2000 to 2016. It employed the investment-Q model as the baseline...     

Evolution of entrepreneurship and organizational configurations at Zildjian, 1623�C2010

This work uses a case-based research approach and Siggelkow’s (Acad Manag J 47:125–159, 2002) four-phase organizational configuration model to analyze Zildjian’s evolutionary growth and entrepreneurial initiatives in the global music industry. Zildjian is a unique and well-respected cymbal manufacturer that originated out of Turkey in 1623 and continues to be a major force in the music instruments sector. Turkey was a growing market during the periods of 1700 and 1800 that helped Zildjian to become an increasingly successful company. This also led to creating 13 generations of a successful family business. The work discusses Zildjian’s 387-year family genealogy and its growth within the domains of entrepreneurship, organizational configurations, and strategic inertia. The work finds that behind Zildjian’s marvelous expansion and well-known cymbals, there is a tightly knit family firm that continues to operate like an entrepreneurial venture, dealing with thousands of artists, musicians, educators, orchestras, and bands worldwide. As of 2011, the company may not be a large multinational corporation but its business model is a classic addition to the international entrepreneurship literature. Staunchly traditional in its family business, Zildjian thrives as a privately held company and protects its closely guarded metallurgical formula. The significance of this work lies in its unique methodology within the evolution of Zildjian’s entrepreneurial growth and organizational configurations.     

Disparate association between alliance social capital and the global pharmaceutical firm's performance

Some literature suggests that three dimensions of social capital—such as information volume, diversity and richness—have positive association with the firm's performance. However, these constructs and their implications cannot be taken for granted because they may not produce similar results in all contextual settings. The article develops and tests associations between dimensions of social capital and organizational performance in a multidimensional network system. This study provides an analysis on 252 pharmaceutical firms. The analysis shows disparate but insightful results. First, there is a positive association between information volume and the firm's performance. Second, there is a negative association between information diversity and the firm's performance. Third, there is no significant association between information richness and the firm's performance. Therefore, different dimensions of social capital had different links with the firm's performance. The paper provides some explanation and implications of these findings.     

The Relationship between Australian Mutual Fund Fees and Risk‐Adjusted Performance in Differing Economic Conditions

We find that Australian mutual fund investors should avoid high fee funds as these funds generate relatively low after‐fee risk‐adjusted returns both unconditionally and in weak economic conditions. This result is different from some of the previous findings which showed that US mutual funds with relatively high expense ratios may generate relatively higher risk‐adjusted returns during recessions relative to non‐recessions, although their unconditional alphas may be negative. We find some support for the Glode hypothesis in surviving Australian wholesale funds. High‐fee surviving Australian wholesale funds perform relatively strongly in both weak economic conditions and unconditionally. High‐fee funds in other types of Australian mutual funds generally do not perform strongly either in weak economic conditions or unconditionally. Amongst low‐fee funds, we commonly find that those that perform well unconditionally and well in weak economic conditions do charge more than those that perform well unconditionally and poorly in weak economic conditions. Amongst low‐fee funds, it is often true that those that perform poorly unconditionally but well in weak economic conditions can charge more than those that perform poorly unconditionally and poorly in weak economic conditions.     

EU's competition policy and the GE‐Honeywell merger fiasco: Transatlantic divergence and consumer and regulatory issues

This article discusses and analyzes the European Union's (EU's) competition policy and the 2001 General Electric‐Honeywell merger fiasco within the areas of global business and transatlantic issues. Based on a brief literature review of marketing, competition policy/antitrust law, vertical/horizontal integration, and global business, the article tries to explain those conditions that led to this failed merger. It is expected that in the coming years, the EU's competition policy and the United States' antitrust law will continue to differ and may create problems for those multinationals seeking large‐scale mergers and acquisitions in North America and Europe. © 2005 Wiley Periodicals, Inc.     

Transforming the colonial legacy: The future of the Pakistani University

The universities of Pakistan were established by the colonial British government in 1858 so as to produce educated Indians to serve in the expanding bureaucracy. As government and security were the major concerns of the colonial government they made the bureaucracy (ICS) and the military prestigious and efficient institutions while higher education remained subordinate, government-controlled and poor. Being unattractive, the universities could not attract the most competent students and remained medieval teaching institutions with almost no research. This continues in Pakistan because the ruling elites of Pakistan continue to govern the country in the colonial tradition of the past. In the last section certain changes are suggested to make the universities more academically competent.     

Real option as strategic technology uncertainty reduction mechanism: inter-firm investment strategy by pharmaceuticals

Whether pharmaceutical firms use the real option (RO) mechanism for strategic technology uncertainty reduction and whether the role of RO decreases when industrial technology progresses from research and development (R&D) to commercial activities in a product life cycle is discussed. The evidence confirms that pharmaceutical firms enter different in the external technology sourcing. Moreover, RO-based entry coefficients differ in sizes at different levels in the industrial value chain. The R&D entry stage is relatively greater than the clinical trials entry stage. However, contrary to the proposition that the commercial entry coefficient will be relatively lower; the results indicate that the commercial RO-entry stage appears to be relatively greater than both the R&D entry stage and the clinical trials entry stage. The overall RO-based entry in external technology sourcing appears to be a U-shaped curve along the product life cycle. The article highlights some theoretical and practical implications of these findings.