Enterprise systems’ life cycle in pursuit of resilient smart factory for emerging aircraft industry: a synthesis of Critical Success Factors’(CSFs), theory,knowledge gaps,and implications

The research aims to investigate business value critical success factors (CSFs) of enterprise systems (ES) through their life cycle in pursuit of resilient smart factory for emerging aircraft industry. This article provides an extensive literature analysis of past 22 years based on conscientious criteria of authors: (i) who have published strategic content relevant to CSFs, (ii) received more than 300 citations and (iii) concurrently published two or more papers relevant to ES CSFs. The most cited strategic CSFs were termed as classical CSFs. The 22 CSFs were identified, validated and synthesised for better understanding of success across life cycle by aircraft industry experts. The top 10 empirically verified CSFs have numerous differences with past generic classical CSFs. This article canvases real insights of two distinct views: process and variance approaches of the ES CSFs. The process approach, which is a neglected research area, facilitates the researchers for identification of ES life cycle process coupled with a view of resource deployment when it is needed the most. While the variance approach facilitates practitioners and researchers in finding out which resource (CSF) is relatively more important. The significant findings for ES life cycle can help the practitioners and researchers to make rational decisions throughout the ES life cycle.     

Roles of Public Capital in Pakistan's Economy: Productivity, Investment and Growth Analysis

This study analyzes the role of public capital in Pakistan's economy, tracing the relationship between productivity of public capital and economic growth. We estimate a production function, with public capital as an inputs. The results indicate that the productivity (output elasticity) of aggregate as well as different components of public capital are sufficiently high. We also analyze substitutability and complementarity between public and private capital by estimating investment functions, revealing that public capital has worked as a substitute for private investment. The net effect of public capital on the national economy is analyzed by estimating reduced forms, with the result that public capital has a positive net effect on national product. The growth analysis shows that the contribution of public capital is declining over time.     

Cultural distance and its implication for the duration of the international alliance in a high technology sector

This study examines the role of cultural distance in the duration of an international alliance in a high technology sector. The general view is that cultural distance between international partners can hamper the duration of the alliance. We propose the alternative argument that cultural distance can be a source of the alliance duration. We use cultural distance based on widely perceived five cultural dimensions (Hofstede et al., 2010). Overall, the result supports the proposition. The distance based on masculinity, uncertainty avoidance and long-term orientation tends to increase the duration of the alliance. The distance based on power distance and individualism tends to decrease the duration of the alliance. Nevertheless, the composite measure based on all five dimensions also shows a positive effect on the duration of the alliance. The study concludes that learning alliances prefer diversity of knowledge sources. Knowledge transfer is a context dependent phenomenon. The diversity of the context delays knowledge transfer. Therefore, learning alliances tend to be longer when there is a cultural distance between international partners. The article notes some implications and limitations for the future research.     

全球股市低迷 亚洲首当其冲

一年前，当信贷危机在美国和欧洲刚刚崭露头角时，许多投资者都将亚洲股票视为了天堂。时至今日，全球股市经历了6个多月的下跌，而亚洲市场的跌幅位居前列。     

Security analyst firm reputation and investors’ response to forecasted stocks in the biotechnology sector

ABSTRACT

Stock analyst reputation bridges the gap between technical knowledge of the high-technology and the investor's response to its stock, implying that the reputation of the stand-alone analyst serves this purpose. However, global firms have a stronger influence on their stock analysts than do small firms with 2 personnel. Does firm reputation affect the individual analyst and attract investor attention to forecasted stocks? Evidence from SAFs (security analyst firms) in the biotechnology sector supports this question and proposition. Four moderators (interactive predictors of organisational reputation) show positive correlations. They are the SAF's age, size, performance, and media coverage. These organisational level measures contribute to the institutional theory compared to the literature that focuses on the individual analyst without their organisations. In line with institutional theory, we make three explicit points. First, high uncertainty in the biotechnology sector turns investors to the organisational legitimacy and reputation of the analyst. Second, the organisational age, size, performance and media coverage of the security firm reduces uncertainty of the investor in the biotechnology sector. Third, the reputation of security firm flow to its individual analysts as well as from the individual analyst to the security firm. Thus, the organisational context matters in a social setting.     

Moral and Ethical Antecedents of Attitude Toward Counterfeit Luxury Products: Evidence from Pakistan

Counterfeiting a universal problem is influencing marketers and consumers across the world. Despite its severity, earlier researchers have not paid much attention to it especially in the perspective of moral and ethical aspects. Researchers generally have established the influence of ethical/moral aspects along with social-personal factors on attitude toward counterfeiting luxury products (CLPs). They have not entirely explored the influence of moral aspects on CLPs. Thus, the aim of this study is to ascertain the influence of ethical issues on attitude toward CLPs in the context of theory of planned behavior and theory of reasoned action.     

Kraft's acquisition of Cadbury: Was it an amicable transatlantic merger or a hostile takeover?

This case‐based research evaluates and discusses Kraft's 2009–2010 acquisition of the UK‐based Cadbury, which turned into a bitter fight and a hostile takeover. As both firms have a rich history and distinct brand identities, the merger came to the attention of the global media and public on both sides of the Atlantic. Drawing on the merger's lengthy negotiations and the two companies' distinctive corporate cultures, this article analyzes the merger and its chaotic negotiations and developments. The merger was opposed in the United Kingdom because of Kraft's harsh approach of targeting an iconic British brand that had been in business for over 150 years. Eventually, both companies did compromise in an amicable manner and concluded a friendly tie‐up. The postmerger period reveals that Kraft's acquisition was a part of its future reorganization and expansion in global markets. This case‐based research also provides academic and practical implications for international business managers as well as multinational corporations.     

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...     

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.