Commercializing Nascent Technology: The Case of Laser Diodes at Sony

To develop really new products, a company often needs to get a handle on really new technologies. Although some breakthrough products simply combine existing technologies in novel ways, other innovations require the successful commercialization of nascent technologies. In other words, such innovations depend on entirely new structures and methods that have been demonstrated in a research environment but have not yet been refined to the point where they are ready for production. The path from nascent technology to full-scale production presents numerous managerial challenges that must be overcome if a company is to develop really new products that involve really new technologies. Samuel Wood and Gary Brown discuss these challenges, and they describe methods for managing the successful commercialization of nascent technologies. They illustrate these methods by examining Sony's commercialization of laser diodes—semiconductor devices that play an important role in the operation of CD players and other optical disk readers. They divide the process of commercializing nascent technology into three stages: appropriation, implementation, and manufacture. The first stage—appropriation—involves monitoring, assessing, and capturing new technologies. Sony handles this stage with a small, loosely structured research organization, separate from the development organization. In this stage, management must ensure that the objectives pursued by the research organization support the development organization's long-term goals. To foster coordination between research and development, Sony employs such network-building techniques as internal research symposia and technology expositions, orientation periods for researchers, transferring managers between research and development, and transferring researchers to development and other functions. The implementation stage involves transferring knowledge to development, as well as refining the technology to the point where it is reproducible, testable, and documented. Sony facilitates technology commercialization by transferring project team members from research to development and making those people responsible for implementation. To reach the final stage, manufacture, the firm must find the means for developing and refining mass production tools and procedures. Meeting this challenge requires close interaction and integration between process and production engineers.     

An investigation of ingratiation as a career management strategy: evidence from Singapore

In spite of the recognition that career politics, and therefore ingratiation, is widely used to manage careers, there is a dearth of empirical studies on ingratiation as a career management strategy. Consistent with Ferris and Kacmar's (1988) suggestion, the study reported here investigated the conditions (defined by situational variables, career concerns and personality variables) under which ingratiation is used as a career management strategy. Data were obtained through a structured questionnaire from professional employees (N = 214) in public and private sector organizations in Singapore.

Factor analysis of the 21-item career concerns scale revealed four solutions representing internal and external career concerns. The results of the hierarchical regression revealed that situational variables explained most of the variance in ingratiation, followed by career concerns and personality variables. Among the individual variables, task ambiguity, supervisor reward power, managerial responsibility and need for achievement were significant while personal success approached significance. Internal career concern of autonomy development was unrelated to ingratiation. Of the interaction terms, only supervisor reward power and Machiavellianism approached significance. Directions for future studies are suggested.     

Modelling the Ecological Comorbidity of Acute Respiratory Infection,Diarrhoea and Stunting among Children Under the Age of 5 Years in Somalia

The aim of this study was to assess spatial co‐occurrence of acute respiratory infections (ARI), diarrhoea and stunting among children of the age between 6 and 59 months in Somalia. Data were obtained from routine biannual nutrition surveys conducted by the Food and Agriculture Organization 2007–2010. A Bayesian hierarchical geostatistical shared component model was fitted to the residual spatial components of the three health conditions. Risk maps of the common spatial effects at 1×1 km resolution were derived. The empirical correlations of the enumeration area proportion were 0.37, 0.63 and 0.66 for ARI and stunting, diarrhoea and stunting and ARI and diarrhoea, respectively. Spatially, the posterior residual effects ranged 0.03–20.98, 0.16–6.37 and 0.08–9.66 for shared component between ARI and stunting, diarrhoea and stunting and ARI and diarrhoea, respectively. The analysis showed clearly that the spatial shared component between ARI, diarrhoea and stunting was higher in the southern part of the country. Interventions aimed at controlling and mitigating the adverse effects of these three childhood health conditions should focus on their common putative risk factors, particularly in the South in Somalia.     

Mergers and synergism—some chance-constraint perspectives

This paper presents a single-period model in which profit-maximizing firms, subjected to externally imposed risk-constraints, can generate synergistic benefits through merger. It is shown that those effects depend upon several conditions and assumptions, whose reflection of the real world can vary from one case to another. The model provides some important theoretical insights to understanding the conflicting empirical results of several recent studies concerning synergistic benefits.