Robert F. Gallagher, Rosemond Desir and Lumina S. Albert
It is recommended that students apply the arguments of resource-based theory to analyze the potential strategic partnership that the case focuses on. The resource-based view…
Abstract
Theoretical basis
It is recommended that students apply the arguments of resource-based theory to analyze the potential strategic partnership that the case focuses on. The resource-based view suggests that strategic partnerships between firms have the potential to create value when resources are pooled together. Scott Crump faces a decision-making situation wherein he analyses the value-creation potential of the original equipment manufacturer partnership with Hewlett-Packard (HP). In addition, contrasting the cultural environments within both organizations would bring in greater complexity and depth to the reflections, analyses and discussions. Often research experts explore these concepts in isolated streams of research. However, in real-world scenarios, these aspects must be integrated for a more comprehensive decision making to take place. It is also recommended for students to analyze how founder characteristics and resources imprint organizations with certain enduring “imprints” that determine strategic outcomes for the firm in unique ways.
Research methodology
For the development of this case, the authors interviewed the top management at Stratasys including Scott Crump, Founder and CEO. The authors also interviewed former and current employees of Stratasys, HP, other experts in the printing industry and existing customers in the 3D printing industry. The company made internal documents available to the authors including financial statements, internal meeting presentations, company forecasts and assessment tools. All interviews were recorded and analyzed to obtain and include multiple perspectives from various stakeholders. The authors also conducted extensive online research on the 3D printing industry and utilized data from news articles, interviews and other relevant press materials.
Case overview/synopsis
Scott Crump, Founder of Stratasys, a company that developed and sold 3D printers, had always envisioned a future when it would be commonplace for a 3D printer to be on the desk of every engineer. HP approached him with a proposal that had the potential to make that dream come true. Crump knew that Stratasys did not need to partner with HP for a financial reason, but he loved the idea of the technology becoming a standard method for creating parts universally. The case highlights a true-life account of a firm’s founder considering an important strategic alliance and analyzing the ramifications of taking on or refusing this partnership.
Complexity academic level
This case has applications in strategic management and small business management courses at both undergraduate and graduate levels. It also contains critical areas of decision making relevant to an advanced strategic management course that focuses on manufacturing strategy or strategic alliance decision making. This case would be relevant to MBA, Executive MBA or Masters of Science in Accountancy level students as well. Specifically, it is intended for use in courses involving topics such as mergers and strategic partnerships, negotiation and leadership, risk analysis, financial statement analysis, financial modeling and market analysis.
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Emily Walton and Denise L. Anthony
Racial and ethnic minorities utilize less healthcare than their similarly situated white counterparts in the United States, resulting in speculation that these actions may stem in…
Abstract
Racial and ethnic minorities utilize less healthcare than their similarly situated white counterparts in the United States, resulting in speculation that these actions may stem in part from less desire for care. In order to adequately understand the role of care-seeking for racial and ethnic disparities in healthcare, we must fully and systematically consider the complex set of social factors that influence healthcare seeking and use.
Data for this study come from a 2005 national survey of community-dwelling Medicare beneficiaries (N = 2,138). We examine racial and ethnic variation in intentions to seek care, grounding our analyses in the behavioral model of healthcare utilization. Our analysis consists of a series of nested multivariate logistic regression models that follow the sequencing of the behavioral model while including additional social factors.
We find that Latino, Black, and Native American older adults express greater preferences for seeking healthcare compared to whites. Worrying about one’s health, having skepticism toward doctors in general, and living in a small city rather than a Metropolitan Area, but not health need, socioeconomic status, or healthcare system characteristics, explain some of the racial and ethnic variation in care-seeking preferences. Overall, we show that even after comprehensively accounting for factors known to influence disparities in utilization, elderly racial and ethnic minorities express greater desire to seek care than whites.
We suggest that future research examine social factors such as unmeasured wealth differences, cultural frameworks, and role identities in healthcare interactions in order to understand differences in care-seeking and, importantly, the relationship between care-seeking and disparities in utilization.
This study represents a systematic analysis of the ways individual, social, and structural context may account for racial and ethnic differences in seeking medical care. We build on healthcare seeking literature by including more comprehensive measures of social relationships, healthcare and system-level characteristics, and exploring a wide variety of health beliefs and expectations. Further, our study investigates care seeking among multiple understudied racial and ethnic groups. We find that racial and ethnic minorities are more likely to say they would seek healthcare than whites, suggesting that guidelines promoting the elicitation and understanding of patient preferences in the context of the clinical interaction is an important step toward reducing utilization disparities. These findings also underscore the notion that health policy should go further to address the broader social factors relating to care-seeking in the first place.
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Bradley Z. Hull and Scott J. Allen
The authors describe an exploratory analytical tool called The 5Ps Leadership Analysis (Personal Attributes, Position, Purpose, Practices/Processes, and Product) as a heuristic…
Abstract
The authors describe an exploratory analytical tool called The 5Ps Leadership Analysis (Personal Attributes, Position, Purpose, Practices/Processes, and Product) as a heuristic for better understanding the complexities of leadership. Using The 5Ps Leadership Analysis, the authors explore the leadership of General Robert E. Lee of the Confederate Army of Northern Virginia and General George B. McClellan of the Union Army of the Potomac—more specifically, the leadership of the two generals on September 17, 1862 during the Battle of Antietam. The paper concludes with suggestions for application in the classroom.
At a recent inquest upon the body of a woman who was alleged to have died as the result of taking certain drugs for an improper purpose, one of the witnesses described himself as…
Abstract
At a recent inquest upon the body of a woman who was alleged to have died as the result of taking certain drugs for an improper purpose, one of the witnesses described himself as “an analyst and manufacturing chemist,” but when asked by the coroner what qualifications he had, he replied : “I have no qualifications whatever. What I know I learned from my father, who was a well‐known ‘F.C.S.’” Comment on the “F.C.S.” is needless.
The purpose of this article is to present an overview of the history and development of transaction log analysis (TLA) in library and information science research. Organizing a…
Abstract
The purpose of this article is to present an overview of the history and development of transaction log analysis (TLA) in library and information science research. Organizing a literature review of the first twenty‐five years of TLA poses some challenges and requires some decisions. The primary organizing principle could be a strict chronology of the published research, the research questions addressed, the automated information retrieval (IR) systems that generated the data, the results gained, or even the researchers themselves. The group of active transaction log analyzers remains fairly small in number, and researchers who use transaction logs tend to use this method more than once, so tracing the development and refinement of individuals' uses of the methodology could provide insight into the progress of the method as a whole. For example, if we examine how researchers like W. David Penniman, John Tolle, Christine Borgman, Ray Larson, and Micheline Hancock‐Beaulieu have modified their own understandings and applications of the method over time, we may get an accurate sense of the development of all applications.
Robin Edelbroek, Pascale Peters and Robert J. Blomme
This study aims to contribute to the open innovation (OI) literature by investigating the transitions between three phases in the OI process (i.e. idea generation, idea promotion…
Abstract
Purpose
This study aims to contribute to the open innovation (OI) literature by investigating the transitions between three phases in the OI process (i.e. idea generation, idea promotion and idea realization) and how these are moderated by different forms of shared leadership (i.e. transactional, and transformational) as perceived by participants in the OI process.
Design/methodology/approach
The authors tested a set of hypotheses using moderated mediation PLS-SEM models on a bootstrapped sample of OI participants (N = 173).
Findings
The authors found a direct relationship between idea generation and realization, as well as indirectly through idea promotion. This study implies that the promotion of ideas by participants can be beneficial in inter-organizational OI teams, as promotion of ideas provides a linkage between the generation of ideas and the idea realization phase. However, while shared leadership has been shown to be beneficial in conventional teams, the authors found evidence that this may not be the case in inter-organizational OI teams. Higher levels of shared transformational leadership from colleagues with whom employees do not share the same organizational background may hamper the promotion of ideas.
Originality/value
In contrast to the mainstream view, the authors found significant evidence that transformational shared leadership negatively moderates the direct relationship between idea generation and the promotion of ideas and the indirect relationship between idea generation and realization via idea promotion.