Innovation remains the catchword at General Electric Co., but the means of its achievement depend not only on developing new products or services, it depends also on a plan. As…
Abstract
Innovation remains the catchword at General Electric Co., but the means of its achievement depend not only on developing new products or services, it depends also on a plan. As the company passes $27 billion in sales and $1.5 billion in earnings, G.E.'s widely publicized strategic‐planning system has led the company to invest in everything from ultrasonic cardiac scanners to high‐technology robots and information systems. Planning Review asked Steve M. Cohen, a Review contributing editor, to talk about G.E.'s strategy with William E. Rothschild, staff executive for corporate planning development. Excerpts from their discussion follow.
Malcolm W. Pennington and Steve M. Cohen
Michael Porter, considered by corporate managers and business analysts to be one of strategic planning's leading theorists, is a professor of business policy at the Harvard…
Abstract
Michael Porter, considered by corporate managers and business analysts to be one of strategic planning's leading theorists, is a professor of business policy at the Harvard Business School. Author of the recent bestseller Competitive Strategy and guest columnist for The Wall Street Journal, Professor Porter is noted for his heady stock of insightful planning theories. Here, in an interview conducted by Planning Review Senior Editor Malcolm W. Pennington and Managing Editor Steve M. Cohen, Professor Porter candidly discusses his entry into the field of strategic planning and the application of his theories to specific industries.
Government regulation or deregulation, a volatile economy, new social attitudes, changing foreign‐trade relationships — today these and a host of other external issues are…
Abstract
Government regulation or deregulation, a volatile economy, new social attitudes, changing foreign‐trade relationships — today these and a host of other external issues are spoiling even the most carefully crafted strategies. Both planners and managers now recognize the far‐reaching effects of such external changes on company profits; yet they are frequently unable to anticipate those externalities most likely to influence their particular lines of business.
Alexandra L. Ferrentino, Meghan L. Maliga, Richard A. Bernardi and Susan M. Bosco
This research provides accounting-ethics authors and administrators with a benchmark for accounting-ethics research. While Bernardi and Bean (2010) considered publications in…
Abstract
This research provides accounting-ethics authors and administrators with a benchmark for accounting-ethics research. While Bernardi and Bean (2010) considered publications in business-ethics and accounting’s top-40 journals this study considers research in eight accounting-ethics and public-interest journals, as well as, 34 business-ethics journals. We analyzed the contents of our 42 journals for the 25-year period between 1991 through 2015. This research documents the continued growth (Bernardi & Bean, 2007) of accounting-ethics research in both accounting-ethics and business-ethics journals. We provide data on the top-10 ethics authors in each doctoral year group, the top-50 ethics authors over the most recent 10, 20, and 25 years, and a distribution among ethics scholars for these periods. For the 25-year timeframe, our data indicate that only 665 (274) of the 5,125 accounting PhDs/DBAs (13.0% and 5.4% respectively) in Canada and the United States had authored or co-authored one (more than one) ethics article.
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Aim of the present monograph is the economic analysis of the role of MNEs regarding globalisation and digital economy and in parallel there is a reference and examination of some…
Abstract
Aim of the present monograph is the economic analysis of the role of MNEs regarding globalisation and digital economy and in parallel there is a reference and examination of some legal aspects concerning MNEs, cyberspace and e‐commerce as the means of expression of the digital economy. The whole effort of the author is focused on the examination of various aspects of MNEs and their impact upon globalisation and vice versa and how and if we are moving towards a global digital economy.
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Mark J. Zbaracki, Lee Watkiss, Cameron McAlpine and Julian Barg
James G. March rejected relevance as a criterion for social science research, but he was concerned about the social implications of social science models. He argued that a focus…
Abstract
James G. March rejected relevance as a criterion for social science research, but he was concerned about the social implications of social science models. He argued that a focus on truth alone as a criterion for evaluating models meant that social scientists miss the implications of their models for beauty and justice. Here, we explore all three criteria to see what they bring to the practice of building social science models and how they interact in the models and in the world. We argue that the choices that social scientists make about these three criteria shape what they select to study in the models, what they see in the world, and what they imagine for the world. We also argue that how social scientists approach truth, beauty, and justice has implications for how they understand and engage the world.
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Jon Drabenstott, Sherman Hayes, Tjalda Belastock, John Laucus, David Cohen, Gary Ross, Barbara J. McNally, Jerilyn K. Oltman and Steve Marquardt
Contributors from five libraries address the expectations and realities of their automation projects, including: staff impact, costs and funding, time and schedules, users…
Abstract
Contributors from five libraries address the expectations and realities of their automation projects, including: staff impact, costs and funding, time and schedules, users, computer support, vendors, and consultants. Some keys to success include: very clear political objectives at the beginning of the project; careful definition of the project structure; a well‐prepared automation plan; carefully‐considered, contractual commitments with a vendor; and flexibility and adaptability.
Bismark Duodu and Steve Rowlinson
The purpose of this paper is to advance new insights into how internal and external social capital (SC) facets influence exploratory and exploitative innovation directly, and…
Abstract
Purpose
The purpose of this paper is to advance new insights into how internal and external social capital (SC) facets influence exploratory and exploitative innovation directly, and indirectly through absorptive capability (AC), by drawing on the relational and knowledge-based views.
Design/methodology/approach
The paper empirically tests the developed model using 135 survey responses from managers in construction contractor firms. Data were factor analysed, and path estimates determined using partial least squares structural equation modelling to test the hypotheses.
Findings
The results reveal that each social capital (SC) facet has direct benefits for both exploratory and exploitative innovation. The findings also show a mix of full and partial mediation paths between the facets of SC and innovation types through AC.
Originality/value
Extant research linking SC facets with innovation categories is fragmented. Added to this fragmentation is the dearth of studies linking both intra-firm and inter-firm SC with exploratory and exploitative innovation in firms. This paper makes a novel contribution by testing a model of the direct and indirect links (through AC) between internal and external SC and both exploratory and exploitative innovation in the context of construction contractor firms. The findings show how both facets of SC are necessary for exploratory and exploitative innovation. It reveals the types of relationships and capabilities necessary for specific innovation objectives.