Bigger and safer: the diffusion of competitive advantage

Research on the diffusion of technologies that give competitive advantage is needed to understand the role of technology in competition. Predictions on which firms first obtain useful technologies are made by cluster theory, which holds that the diffusion is geographically bounded, and network theory, which holds that adoption is more rapid in central network positions. These predictions can be evaluated using data on the diffusion of supplier innovations that give competitive advantage to firms in the buyer industry. Here, the diffusion of new ship types is studied using the heterogeneous diffusion model and data on shipping firm‐shipbuilder networks, showing that valuable innovations remain rare because they are not adopted by distant firms in geographical and network space. The strong influence of geographically dispersed interfirm networks on technology diffusion justifies a greater role of interorganizational networks in the theory of competitive advantage. Copyright © 2008 John Wiley & Sons, Ltd.     

Public Professional Accountability: A Conditional Approach

In the past decades, profession(al)s have increasingly been called to account. Several authors have reported that this increased public professional accountability, in the form of showing that professional conduct meets predefined standards or rules, has had severe negative consequences for professionals, their clients and society, and call for ‘intelligent’ forms of accountability; forms of accountability that may inform a wider public about professional conduct but do not harm it. In this paper, we propose a form of ‘intelligent’ public professional accountability. Taking Freidson’s (Professionalism. The third logic, Polity Press, Cambridge, 2001) notion of institutional ethics as a point of departure, we develop a form of accountability that seeks to account for the conditions required for professional conduct. The paper first discusses the current ‘dilemma of professional accountability,’ describes ‘ideal-type professional conduct’ and goes into the conditions it requires. Next, it shows what accounting for these conditions entails and that this form of accountability fits the criteria for intelligent accountability, as set by O’Neill (in: Morris and Vines (eds.) Capital failure: rebuilding trust in financial services, Oxford University Press, Oxford, 2014).     

Conceptualization and Integration of Marketing Intelligence: The Case of an Industrial Manufacturer

Purpose: The primary goal of this article was to conceptualize a systematic marketing intelligence process for industrial manufacturers because, up until now, such concepts have only been focused on consumer goods settings. Hence, this article investigates how marketing intelligence activities are developed and managed effectively in industrial markets.

Methodology/approach: The authors conducted a case study of Maschinenfabrik Reinhausen, a German based manufacturer of regulation technology for power transformers.

Findings: We found that a systematic marketing intelligence process should be based on the resource- and market-based view of strategy as well as on the market orientation construct. When implementing marketing intelligence, the integration of the sales force within the whole process is the crucial lever for an industrial company. The formalization of the process is necessary to ensure its continuity and acceptance; however, the varying intensity allows the necessary flexibility of the process.

Research implications: The constraints of the decisive process steps of marketing intelligence have to be further enhanced for industrial markets. It is important to find out how the integration of the sales force can best be designed to incorporate reward systems and motivation structures, and how to establish a corporate marketing-minded culture throughout the organization.

Practical implications: The important steps for a well implemented marketing intelligence process are a preparation phase, followed by the gathering, analysis, and dissemination of information. This article highlights the success factors for each process step. Above all, managerial and organizational commitment is necessary for the implementation of the whole process.

Originality/value/contribution: By focusing on the industrial manufacturing business, this study provides deep insights into a neglected area of research. Light needs to be shed on marketing intelligence in industrial markets, where the lack of traditional market research has to be compensated.     

Manual dishwashing process – a pre‐assigned behaviour?

Global studies have observed many techniques of manual dishwashing causing different levels of performance and using quite different amounts of water, energy, time and detergent. It is not known, however, if these techniques are pre‐assigned to a person and persist when dishes are washed under different conditions, or are adapted to the specific type of dish‐cleaning process. Here we explored this question in a study with 40 test subjects selected equally from Germany and East European countries by asking them to wash two place settings of dishes with different amounts of soil three times. The results showed that the test subjects did not adapt their washing‐up behaviour to the amount of soil. In general, no significant differences were found in the water, energy and detergent consumption for all test subjects. Only the time used by the German test subjects to wash the fully soiled dishes was significantly longer compared with the dishes with only a quarter the quantity of soil, and no significant difference was observed for all other parts. The only significant difference found between the level of soiling of the dishes was the cleaning result achieved: The less soiled the dishes were, the better the final cleaning result was, and this related to all test subjects. This lends support to the proposition that the consumers did not adapt their washing‐up behaviour to the specific circumstances of the dishwashing job to be done but retained some pre‐assigned behaviour.     

Vom Samariter zum Unternehmer

Zusammenfassung  Was tun, wenn ein ambulanter Pflegedienst zum Patienten wird? — Ein ambulanter Pflegedienst in der Rechtsform einer GbR erzielte im Zweijahresvergleich von 2006 zu 2007 deutlich schlechtere wirtschaftliche Ergebnisse. Es fehlten 42.950 € Umsatz im Vergleich zum Vorjahr. War hier noch etwas zu retten? *Vorstand – AnbieterVerband qualit?tsorientierter Gesundheitspflegeeinrichtungen AVG