Match your innovation strategy to your innovation ecosystem

High-definition televisions should, by now, be a huge success. Philips, Sony, and Thompson invested billions of dollars to develop TV sets with astonishing picture quality. From a technology perspective, they've succeeded: Console manufacturers have been ready for the mass market since the early 1990s. Yet the category has been an unmitigated failure, not because of deficiencies, but because critical complements such as studio production equipment were not developed or adopted in time. Under-performing complements have left console producers in the position of offering a Ferrari in a world without gasoline or highways--an admirable engineering feat, but not one that creates value for customers. The HDTV story exemplifies the promise and peril of innovation ecosystems--the collaborative arrangements through which firms combine their individual offers into a coherent, customer-facing solution. When they work, innovation ecosystems allow companies to create value that no one firm could have created alone. The benefits of these systems are real. But for many organizations the attempt at ecosystem innovation has been a costly failure. This is because, along with new opportunities, innovation ecosystems also present a new set of risks that can brutally derail a firm's best efforts. Innovation ecosystems are characterized by three fundamental types of risk: initiative risks--the familiar uncertainties of managing a project; interdependence risks--the uncertainties of coordinating with complementary innovators; and integration risks--the uncertainties presented by the adoption process across the value chain. Firms that assess ecosystem risks holistically and systematically will be able to establish more realistic expectations, develop a more refined set of environmental contingencies, and arrive at a more robust innovation strategy. Collectively, these actions will lead to more effective implementation and more profitable innovation.     

Share of wallet's role in customer profitability

Understanding the financial contribution customers make to their organisations is an initial step in customer relationship management. Set in the banking industry, this paper examines the strength of ‘share of wallet’ as a proxy variable for measuring customer profitability. Data from a study of 1,100 personal retail banking customers of a New Zealand regional bank were used in combination with the bank's own customer contribution data for each of those respondents. Results indicate that although share of wallet might be used as a proxy for customer contribution at a macro level of customer classification, details of specific financial relationships customers have with their main bank are still necessary. Nevertheless, share of wallet ought to become a standard entry in a bank's customer database.     

Import Demands for Norwegian Farmed Atlantic Salmon and Wild Pacific Salmon in North America,Japan and the EC

Import demands for Atlantic and Pacific salmon are estimated for Japan, the European Community and North America. Cross-price elasticities indicate that wild high-valued Pacific salmon (chinook. coho and sockeye) and farmed Atlantic salmon are substitute goods in the marketplace. This finding implies that movements in the prices of both fanned and wild salmon can be caused by supply or demand changes in the market for either type of salmon. This result in turn has important implications for future markets and prices of fanned and wild salmon in Canada and the United States La demande à l'importation pour le saunion de l'Atlantique et du Pacifique esl eslimée pour le Japon, la CEE et l'Amerique du Nord. Les valeurs d'elaslicité croisée montrenl que le saumon “sauvage” du Pacifique hautement prisé (chinook, coho et sockeve) et le saumon d'elevage de l'Atlantique peuvent se substituer l'un à l'autre sur le manhé. Cette consultation signifie quedes mouvements dans les prix des deux types de saunion peuvent étre causés par des fluctuation de l'offre et de la demande affectant l'un ou l'autre type. Cela comporte d'imponantes répercussions pour I'avenir sur le manhé el sur les prix du saumon tant sauvage que d‘élevage au Canada et aux États-Unis     

Can Ethical Organizational Character Be Stimulated and Enabled?: “Upbuilding” Dialog As Crisis Management Method

Crisis management can be simultaneously a content specific problem solving process and an opportunity for stimulating and enabling an organizations ethical tradition. Crisis can be an opportunity for ethical organizational development. Kierkegaardian upbuilding dialog method builds from within the internal ethical tradition of an organization to respond to crises while simultaneously adapting and protecting the organizations tradition. The crisis itself may not be a directly ethical crisis, but the method of responding to the crisis is built upon the ethical foundations of an organizations tradition. A limitation of this method is that it may be less applicable to organizations with questionably ethical traditions. The concept of upbuilding dialog is derived from Kierkegaard, but here is applied to organizational crisis management. The method is illustrated and discussed in the context of a wrongful death crisis of the Dana- Farber Cancer Institute, a nonprofit organization, and an economic survival crisis at Ben and Jerrys, a business organization.     

On the Least Core and the Mas-Colell Bargaining Set

We show that the least core of a TU coalitional game with a finite set of players is contained in the Mas-Colell bargaining set. This result is extended to games with a measurable space of players in which the worth of the grand coalition is at least that of any other coalition in the game. As a consequence, we obtain an existence theorem for the Mas-Colell bargaining set in TU games with a measurable space of players. Journal of Economic Literature Classification Number: C71.     

The adoption of strategic marketing practices： A comparison between New Zealand and Chinese manufacturers

This article compares the extent to which ten basic ＂textbook＂ strategic marketing practices are being used among manufacturing firms in New Zealand and China. Data was collected via questionnaire and a total of 145 and 89 usable responses were received from firms employing more than 50 people in each country respectively. The results indicate that many of the basic strategic marketing practices which are typically advocated in the mainstream academic literature have been similarly and quite widely adopted by manufacturers in both countries. However, the results also suggest that, albeit in different areas, there is still scope for manufacturers in both New Zealand and China to embrace strategic marketing more fully.     

How does political connection affect firm financial distress and resolution in China?

We examine the impact of political connections on firm performance, financial distress, and its resolution in China, a country where government influence over stock markets has been demonstrated to be considerable. Our findings suggest that over 1999 to 2015, although political connections had limited impact on the emergence of financial distress, such connections assisted distressed firms in gaining increments to debt financing and contributed to a higher likelihood of recovery. This indicates that Chinese authorities follow market economy principles, and only intervene in firms’ operations after they fall into financial distress. In addition, central and local government political connections have different impacts on distress recovery. We conduct additional analyses on differences in distress outcomes for various ownership (State-owned enterprises, SOEs, and non–SOEs) and sample sub-periods (1999–2007 and 2008–2015). Our results are robust to potential endogeneity issues and to alternative measures of financial distress.     

MUTUAL FUND PORTFOLIO CHOICE IN THE PRESENCE OF DYNAMIC FLOWS

We analyze the implications of dynamic flows on a mutual fund's portfolio decisions. In our model, myopic investors dynamically allocate capital between a riskless asset and an actively managed fund which charges fraction‐of‐fund fees. The presence of dynamic flows induces “flow hedging” portfolio distortions on the part of the fund, even though investors are myopic. Our model predicts a positive relationship between a fund's proportional fee rate and its volatility. This is a consequence of higher‐fee funds holding more extreme equity positions. Although both the fund portfolio and investors' trading strategies depend on the proportional fee rate, the equilibrium value functions do not. Finally, we show that our results hold even if investors are allowed to directly trade some of the risky securities.