Product Development Strategy and Organizational Learning: A Tale of Two PC Makers

The personal computer (PC) marketplace in the US presents a dizzying array of component suppliers and products. No single firm dominates the industry with a complete package of hardware and software components. Although one company's operating systems and general-purpose applications are installed on most PCs in the US, the other system components—processors, memory, storage devices, display adapters, monitors, specialized applications, and so on—come from any number of sources. David T. Methe, Ryoko Toyama, and Junichiro Miyabe point out that the PC industry in Japan also exhibits this decentralized nature. However, they also note that despite the decentralized network structure of the Japanese PC industry, one company—NEC—was able to achieve a dominant market share. To provide insight into the key issues involved in the management of complex technology, they contrast NEC's strategic approach to product development and organizational learning with the approaches taken by Fujitsu—the firm that placed a distant second in this market. Despite matching NEC in terms of technological capabilities, financial resources, and managerial talent, Fujitsu never managed to threaten NEC's dominance of the PC market in Japan. Fujitsu continually emphasized technological leadership, even at the expense of protecting its installed base. Poor coordination of resources and product development efforts resulted in incompatibilities among Fujitsu's various products, and the company failed to foster close relationships with suppliers of such key technologies as software and peripherals. NEC's PCs did not enjoy the advantages of first-to-market status or technological leadership. Instead, NEC achieved market dominance by finding the combination of product technologies that met the needs of the greatest number of consumers. Throughout almost 20 years of competition in the PC industry, NEC successfully maintained consistency and backward compatibility across its product lines. NEC also recognized the importance of third-party software developers, and carefully cultivated relations with these firms as a source of competitive advantage. In other words, NEC struck the right balance between three key factors: technological innovation, motivation of third-party developers of software and peripherals, and service to its installed base of customers.     

为什么日中需要货币合作——经济上的要求和地缘政治含义

东亚汇率稳定机制的必要性 在东亚,民间企业活动推动了经济一体化.一体化的经济要求汇率的稳定.但是,目前东亚地区仍不存在构筑汇率稳定机制的政治意愿.目前仍在扩大的世界经济不平衡导致新一轮货币危机时,将有可能迫使东亚构筑汇率稳定机制.     

How do Scores of DIT and MJT Differ? A Critical Assessment of the Use of Alternative Moral Development Scales in Studies of Business Ethics

The construct of Cognitive Moral Development (CMD) has drawn much attention in the study of business ethics for over two decades. The Defining Issues Test (DIT) has made a significant contribution to the literature as an easy-to-administer CMD instrument, and the Moral Judgment Test (MJT), an alternative scale, has also been used widely especially in Europe. The two scales differ in their approaches to measuring CMD, focusing on stage preference (DIT) and stage consistency (MJT), yet empirical comparisons have been scarce. The present research empirically compares the two scales in terms of their correspondence with ethical ideology as a reference scale, and it demonstrates a clear distinction between the DIT and the MJT. Although they both aim to measure CMD, their dissimilar approaches lead to distinctly different implications.     

On Persistent Demand Shortages: A Behavioural Approach

We incorporate two sets of behavioural assumptions, fairness concerns and insatiable desire for money, into a dynamic optimization model to illuminate how they can generate persistent aggregate demand shortages. We obtain the conditions for persistent unemployment and temporary unemployment. Policy implications differ significantly between the two cases. A monetary expansion raises private consumption under temporary unemployment but not under persistent unemployment. A fiscal expansion may or may not increase short‐run private consumption but crowds out long‐run consumption under temporary unemployment. Under persistent unemployment, however, a fiscal expansion always increases private consumption. The “paradoxes of toil and flexibility” also appear.     

The effects of fishery harbor-based brands on the brand equity of shore fish: An empirical study of branded mackerel in Japan

In Japan, some fishery cooperative associations use their fishery harbor names as a brand to differentiate their own shore fish. Most notable is the branding of mackerel. In this paper, we analyze the effects of branding using a discrete/continuous model. The results are as follows. First, there is first-mover advantage in the branding of mackerel. For instance, unlike other brands of mackerel, Seki-saba as the pioneering brand can increase its brand equity. Second, other brands have opposing effects that increase and decrease the brand equity of the pioneering brand. We find the former is strongest in the early stages of fishery branding when there are few competing brands of mackerel, while the latter becomes stronger in later stages when many other brands emerge.     

Seniority bias in a tournament

The paper presents a model where the probability of promotion tends to increase with seniority (overall labor market experience) without relying on the accumulation of general human capital. To this end, we consider the optimal design of a tournament (a relative compensation scheme) between two agents with different time horizon, the young and the old, in an overlapping generations framework. When the principal can only imperfectly monitor each agent’s effort level, the difference in time horizon leads to the ex post difference in the marginal value of effort between the two agents. In this case, the optimal tournament necessarily involves a bias towards the old agent. Within this framework, we also examine the relationship between: (1) the monitoring accuracy and the optimal bias; and (2) the value of outside options and the optimal bias.     

Hierarchies Versus Committees: Communication and Information Acquisition in Organizations

In most firms workers are divided asymmetrically in terms of authority and responsibility. In this paper, we view the asymmetric allocations of authority and responsibility as essential features of hierarchy and examine why hierarchies often prevail in organizations from that perspective. A key departure is that we consider a case where the authority relationship is defined only by the allocation of responsibility through contingent contracts. Within this framework, we show that the contractual arrangement that allocates responsibility asymmetrically often emerges as the optimal organizational form, which gives rise to the chain of command pertaining to hierarchical organizations.     

Ability transmission,endogenous fertility and educational subsidy

In this study, we attempt to investigate how educational subsidy, childcare allowance and family allowance affect economic growth and income distribution on the basis of simulation models which incorporate intergenerational ability transmission and endogenous fertility. The simulation results show that financial support for higher education can both increase economic growth and reduce income inequality, especially if the abilities of parent and child are closely correlated. In contrast with educational subsidy, raising childcare allowance or family allowance has limited impacts on growth and income inequality.     

Considering the Role of Affect and Anticipated Emotions in the Formation of Consumer Loyalty Intentions

Ajzen and Sheikh ( 2013 ) recently challenge calls for adding explicit measures of emotions or affect as independent constructs into the Theory of Reasoned Action (TRA). This assertion has potentially significant theoretical and operational implications for marketers in terms of parsimony and insight. The specific questions of whether or not the addition of anticipated forms of emotions and/or hedonic attitudes to traditional attitude‐based models meaningfully contributes to understanding loyalty intention formation in a retail marketing setting are empirically assessed in this research. Results suggest that, consistent with the arguments of Perugini and Bagozzi ( 2001 ), the independent addition of anticipated emotions (AEs) to attitude models such as the TRA, Theory of Planned Behavior, and Model of Goal‐Directed Behavior (MGB) can be justified in terms of model fit with data, predictive validity (?R²), and efficacy in explanation. Interestingly, however, and consistent with the theoretical arguments underlying the TRA, the models receiving the most overall support appear to be models wherein Attitude_Overall mediates the contributions of positive and negative AEs on endogenous variables such as Desires and Intentions_Loyalty. While it remains up to the individual marketer which perspective to embrace given the observed gains reported herein, the present research also supports the notion that the addition of hedonic attitude forms and/or AEs can offer an overall net gain for many marketers. The managerial and research implications of the results are discussed.