Jorge Carneiro, Geraldine Tonoli, Talita Barbosa Matos Peixoto, Rafael Magalhães Costa, Fábio de Matos Domingues, Carlos Falcão Maranhão and Paulo David Tostes dos Santos
The purpose of this paper is to offer instructors a real managerial dilemma faced by a prestigious Brazilian jewelry company as it decides how it should expand into two Asian…
Abstract
Purpose
The purpose of this paper is to offer instructors a real managerial dilemma faced by a prestigious Brazilian jewelry company as it decides how it should expand into two Asian countries: China and South Korea.
Design/methodology/approach
The authors followed guidelines for developing teaching cases as those suggested by Gill's (2011) seminal contribution, Informing with the Case Method.
Findings
Since this is a teaching case, there are no “findings” in the usual sense of the word related to traditional empirical studies.
Research limitations/implications
Data for the case came mainly from the stated visions and opinions of the firm's spokesperson and may reflect his own particular (though influential) views. The authors also used public secondary data from consulting companies, market research firms and business magazines. Although these accounts may be partial, this is not a severe limitation since a teaching case is expected to provide some information, but not a full set of information, in order to better reflect real managerial situations.
Practical implications
This case study may help students understand and “live trough” a real managerial dilemma, related to international expansion to a rather distinct environment from those the firm has been accustomed to.
Originality/value
This teaching case brings relevant material for in-class discussion of a successful emerging market firm that has successfully paved its way into developed Western markets and now seeks to expand into Eastern lands. Decisions related to strategic positioning and international marketing make the core of the managerial dilemmas that the firm has to face.
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Laura Cousens, Kathy Babiak and Trevor Slack
This paper explores the adoption of a relationship marketing paradigm by the National Basketball Association. A contextualist framework was used to explore the context, content…
Abstract
This paper explores the adoption of a relationship marketing paradigm by the National Basketball Association. A contextualist framework was used to explore the context, content and processes of this change that evolved over a 17-year time period. Personal interviews were conducted with leaders of this league and over 80 documents were reviewed and content analyzed. The results of this study provide insights into relationship marketing and organizational change for sport managers.
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Patricia A Simpson and Linda K Stroh
Utilizing the 1995 Adult Education Interview compiled by the National Center for Education Statistics, this study examined the determinants of training participation among adult…
Abstract
Utilizing the 1995 Adult Education Interview compiled by the National Center for Education Statistics, this study examined the determinants of training participation among adult female employees. Drawing on Sterns’s (1986) model of individual decision-making about training, we hypothesized that baby boomer cohorts of women would have higher rates of training participation than younger and older cohorts of women. This hypothesis was confirmed by results on age group variables. We also confirmed that both mandatory continuing education requirements and technological innovation in clerical occupations increased the likelihood of overall training participation among baby boomers, while only mandatory continuing education requirements significantly affected the overall training likelihoods of older and younger cohorts. Findings for disaggregated categories of training suggest that employer-support may be critical to female training participation, especially in lower wage occupations.
In a dynamic environment where underlying competition is “for the market,” this chapter examines what happens when entrants and incumbents can instead negotiate for the market…
Abstract
In a dynamic environment where underlying competition is “for the market,” this chapter examines what happens when entrants and incumbents can instead negotiate for the market. For instance, this might arise when an entrant innovator can choose to license to or be acquired by an incumbent firm (i.e., engage in cooperative commercialization). It is demonstrated that, depending upon the level of firms’ potential dynamic capabilities, there may or may not be gains to trade between incumbents and entrants in a cumulative innovation environment; that is, entrants may not be adequately compensated for losses in future innovative potential. This stands in contrast to static analyses that overwhelmingly identify positive gains to trade from such cooperation.
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Rasmus Koss Hartmann, Andre Spicer and Anders Dahl Krabbe
Why is the quality of innovation-driven entrepreneurship seemingly declining? We argue the growing Entrepreneurship Industry and the way it has transformed entrepreneurship as an…
Abstract
Why is the quality of innovation-driven entrepreneurship seemingly declining? We argue the growing Entrepreneurship Industry and the way it has transformed entrepreneurship as an activity are important, under-appreciated explanations. By leveraging the Ideology of Entrepreneurialism to mass-produce and mass-market products, the Entrepreneurship Industry has made possible what we term Veblenian Entrepreneurship. This is entrepreneurship pursued primarily as a form of conspicuous consumption, and it is fundamentally different from the innovation-driven entrepreneurship that it emulates and superficially resembles. Aside from lowering average entrepreneurial quality, Veblenian Entrepreneurship has a range of (short-run) positive and (medium- and long-run) negative effects for both individuals and society at large. We argue that the rise of the Veblenian Entrepreneur might contribute to creating an increasingly Untrepreneurial Economy. An Untrepreneurial Economy appears innovation-driven and dynamic but is actually rife with inefficiencies and unable to generate economically meaningful growth through innovation.
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Anne W. Fuller and Marie C. Thursby
This chapter presents a framework for evaluating commercialization strategies available to start-up innovators operating in high-technology industries. The chapter uses a stream…
Abstract
This chapter presents a framework for evaluating commercialization strategies available to start-up innovators operating in high-technology industries. The chapter uses a stream of research relating to three major considerations for commercialization strategies: intellectual property rights’ strength; requisite complementary assets; and licensing/alliance transaction costs. The authors describe the options available to the innovator and explain how the attractiveness of alliances increases with the strength of the innovator's IPR position and the cost of acquiring complementary assets. The four distinct commercialization environments defined by these factors then are related to the likelihood an innovator will commercialize an invention through cooperation or competition. The chapter then applies the framework to five case studies of start-up innovators in a major research university's business incubator.
Briana Sell Stenard, Marie C. Thursby and Anne Fuller
This chapter presents a framework for evaluating commercialization strategies available to start-up innovators operating in high-technology industries. We consider strategies…
Abstract
This chapter presents a framework for evaluating commercialization strategies available to start-up innovators operating in high-technology industries. We consider strategies ranging from head-on competition with incumbent firms to cooperation. Cooperation can manifest in a variety of alliances, including licensing, OEM relationships, R&D contracts, and joint ventures. We then relate the use of these strategies to alliance transaction costs, the need for complementary assets, and the firm’s intellectual property position. This chapter draws heavily on recent research showing that patterns of cooperation and competition vary markedly across industry sectors, with some form of cooperation with incumbents almost assuredly necessary in healthcare/medical technology. We emphasize the endogenous, dynamic nature of firm choices, and we illustrate the major principles with two case studies of start-up innovators commercializing university-based inventions. One company has developed several medical devices and the other electronics hardware and software. We follow the companies over a 10-year period, showing the evolution of strategy from cooperation to competition.