Electronic commerce investments, the resource-based view of the firm, and firm market value

Firms have embraced electronic commerce as a means of doing business, either because they see it as a way to improve efficiency, grow market share, expand into new markets, or because they view it as essential for survival. Recent research in the United States provides some evidence that the market does value investments in electronic commerce. Following research that suggests that, in certain circumstances, the market values noninnovative investments as well as innovative investments in new products, we partition electronic commerce investment project announcements into innovative and noninnovative to determine whether there are excess returns associated with these types of announcements. Apart from our overall results being consistent with the United States findings that the market values investments in electronic commerce projects, we also find that noninnovative investments are perceived as more valuable to the firm than innovative investments. On average, the market expects innovative investments to earn a return commensurate with their risk. We conclude that innovative electronic commerce projects are most likely seen by the capital market as easily replicable, and consequently have little, if any, competitive advantage period. On the other hand, we conclude from the noninnovative investment results that these types of investments are seen as being compatible with a firm's assets-in-place, in particular, its information technology capabilities, a view consistent with the resource-based view of the firm.

Miként befolyásolják a stratégiai gondolkodásmódok a vállalat innovativitását? (How can strategic mindsets influence innovative capability of the firm?)

A stratégiai gondolkodásmód a szervezetben működő egyének olyan kognitív sémáinak összessége, melyek alapjaiban befolyásolják a szervezet üzleti lehetőségeivel kapcsolatos feltevéseiket, valamint ezáltal a vállalati stratégiát és innovációt. Jelen tanulmány egy koncepcióalkotó munka, mely négy alapvető stratégiai gondolkodásmódot azonosít, amelyek mindegyike sajátos módon kapcsolódik az innovációhoz. Későbbi empirikus vizsgálathoz kapcsolódóan három feltevést azonosít, melyek a következőek: 1. Minél dinamikusabb a vállalat stratégiai gondolkodásmódja, annál radikálisabb innovációs kezdeményezéseket támogat. 2. Időben a vállalatok (a stabilitásra való törekvésük miatt) a statikusabb stratégiai gondolkodásmód felé mozdulnak el. 3. Minél konzisztensebb a vállalat stratégiai gondolkodásmódja, annál nagyobb mértékben kerül megvalósításra a tervezett stratégia. _____ Strategic mindset is the sum of those cognitive patterns of a group of individuals in an organization which fundamentally influence their assumptions about business opportunities. Four types of strategic mindsets can be distinguished which fundamentally influence the strategy and innovation capability of the firm. This paper is a conceptual framework which describes three assumptions such as 1. the more dynamic strategic mindset results the more radical innovation strategy; 2. in time strategic mindsets become more static; and 3. the more consistent strategic mindsets inside the firm, the greater possibility of the intended strategy is implemented. By this way it is a first step of a future research examining why start-up companies can lose their innovation capability and why large firms can keep it?

Agility of the firm : customer's perspective

Agility is emerging as an important determinant of success and achieving sustained competitive advantage in hyper-competition. Whilst the digital natives are on the rise, ubiquitous technologies, networks and associated systems are increasingly weaving themselves into the very fabric of everyday life of both individuals and corporations. With a global shift towards “everywhere retailing”, ubiquitous contemporary information systems such as mobile CRM systems (C-CRMS) are evolving. Unlike in traditional CRMS, customers are becoming an important user group in this new paradigm. Draws on agility literature, this study examine how customers’ use of C-CRMS influence firm’s customer sensing capability, firm’s customer responding capability, and how customer-perceived firm’s responsiveness influence customers use of C-CRMS. Following the notions of agility we theorized firm’s customer agility from customers’ standpoint where we use customers’ use of C-CRMS and customer-perceived firm’s responsiveness for sensing and responding components of agility respectively. This research-in-progress paper investigates how C-CRMS facilitates firm’s customer agility, and reports the approach pursued in adopting sense and response measures of customer agility taking the customers perspective derived through extant literature.

Constitutive Regulation of the Firm: occupational health and safety, dismissal, discrimination and sexual harassment

As many other chapters in this book have noted, until recently labour lawyers have tended not to draaw on regulatory scholarship. In this chapter we look at certain areas of labour law through a particular kind of regulatory lens - regulation that requires firms to reconstitute their management processes and procedures, perhaps even their organisational cultures. In particular, we examine the kinds of regulatory demands made on firms by legal rules in four areas of labour law: (i) occupational health and safety (OHS)regulation; unfair dismissal law; equal opportunity (EO) and (iv) sexual harassment law.

Lovell's Business and Professional Directory of the Province of Ontario, for 1882, Alphabetically arranged as to Places, Names, Business and Professions, with a Classified Business Directory of the City of Montreal (1882)

Business directory for the Province of Ontario for the year 1882.

A Moral Stakeholder Theory of the Firm

To be a coherent and genuinely alternative conception to the shareholder model, any moral stakeholder theory must meet the following conditions: (1) It must be an ethical theory; (2) It must identify a limited group as stakeholders; (3) The group must be identified on morally relevant grounds; (4) Stakeholder claims must be non-universal; (5) And not held against everyone. A principle for identifying the stakeholder is suggested as a person who has much to lose – financially, socially, or psychologically – by the failure of the firm. The emerging picture contrasts sharply with the conventional conception of the firm.