The growth dynamics of the Internet and the long wave theory

The phenomenal growth of Internet users is slowing down and we expect to approach a world limit in the next decade of about 14% of the world population. On the basis of a historical analysis this basic innovation is placed in the context of the Kondratieff cycles (K-waves) and the associated Generational-Learning model. A quantitative analysis using logistic growth curves allows us to evaluate its growth dynamics and to assert that the Internet is coming to the end of the 4th K-wave downswing or innovation structural phase and will then embark on the 5th K-wave upswing or consolidation structural phase. The debate about the future of the K-wave pattern is considered, specifically the factors bearing on the continuation or alteration of the pattern and the trajectory.     

Deliberation revisited

Because the consumer is the focus of all marketing activities, knowledge of his/her behavior is one of the most important aspects of marketing. Empirical studies are needed to determine, how consumer arrives at decision to make a particular purchase, what kind of deliberation exhibited by consumers and correlates of deliberation are analyzed.     

Semi-quantitative risk assessment method for product management

The workshop presented a semi-quantitative risk assessment technique that can be used to judge the total risk on all undesired consequences/events for a product manufacturing operation. The technique requires an experienced team to judge risk utilizing a numerical rating system that, although arbitrarily chosen, is self consistent and provides a relative assessment of product manufacturing risk. Once calculated, the risk is compared to the product's net income for making risk management and product planning decisions. The workshop included an exercise where all participants could try the technique.     

Total quality management as competitive advantage: A review and empirical study

Total Quality Management (TQM) has become, according to one source, ‘as pervasive a part of business thinking as quarterly financial results,’ and yet TQM's role as a strategic resource remains virtually unexamined in strategic management research. Drawing on the resource approach and other theoretical perspectives, this article examines TQM as a potential source of sustainable competitive advantage, reviews existing empirical evidence, and reports findings from a new empirical study of TQM's performance consequences. The findings suggest that most features generally associated with TQM—such as quality training, process improvement, and benchmarking—do not generally produce advantage, but that certain tacit, behavioral, imperfectly imitable features—such as open culture, employee empowerment, and executive commitment—can produce advantage. The author concludes that these tacit resources, and not TQM tools and techniques, drive TQM success, and that organizations that acquire them can outperform competitors with or without the accompanying TQM ideology.     

A study of coordination in three research settings

The present paper reports findings from a study on coordination in three research settings—academic, cooperative-government, and industrial—and discusses their implications for research management. The study ascertains the relationship between coordination and research effectiveness, and examines how coordination operates and is attained in research settings. Two hypotheses regarding the relationship between coordination, research effectiveness, and integration of research staff are advanced and tested on research groups in the three research settings mentioned above. The results support the hypotheses and indicate that the relationships occur very generally regardless of the setting in which the research is conducted. The findings are discussed in terms of their implications for research management and in particular the attainment of coordination in research settings.     

Identifying and appraising how managers install strategy

Cases were profiled to identify tactics used by strategic managers to implement strategy and to determine which tactic was the most effective in promoting adoption. Analysis revealed that four archetype tactics were used almost exclusively. An ‘interventionist’ approach had the best results but was used in only one case in five. ‘Persuasion’ and ‘participation’ were next most effective tactics, and ‘edicts’ the least effective. The implications of these findings for strategic management practice and the needs for further research are discussed.     

Nature Tourism Seminar

On the 10th and 11th November 1992, a two-day seminar on nature tourism was held at the Whitianga campus of the Bay of Plenty Polytechnic in New Zealand. The seminar attracted over 80 people from the northern half of New Zealand and included tourism operators, local government representatives, academics and interested members of the local community. Dr C. Michael Hall describes the objectives of this regional forum as well as the lessons learnt.