The incentive behind the adaptation process of high-technology product: an empirical research

Author(s):  
Danilo Hamann ◽  
Maktoba Omar
2019 ◽  
Vol 9 (1) ◽  
pp. 38-42 ◽  
Author(s):  
Varadharajan Sridhar

There has been a constant debate over the last decade as to whether the Indian information technology sector should continue to be driven by services revenue or should the firms actively pursue in building high-technology products. Dr Prashant Joshi, former lead researcher at AT&T Research and IBM Thomas J. Watson Research Centre, New York, while returning to India in 2002, conceptualized that someday, the world would witness massive deployment of WiFi networks and that these networks require active 24 × 7 management. He incubated his start-up in Bangalore, India, with a vision to build a WiFi secure management product suite for global markets. The case outlines the evolution of Intelli-Fi networks from a humble beginning to a strong network management firm with installed base all around the world. The case highlights the technical and managerial challenges of the firm and its entrepreneur founder in building a world class product.


2013 ◽  
Vol 584 ◽  
pp. 303-306
Author(s):  
Ming Lin Zhang ◽  
Rong Hua Zhou

High-tech enterprises are established on the basis of high technology, technological innovation is the premise of survival and development of high-tech enterprises. In this paper, it summarizes the academic situation of technological innovation mode. At present, the research on the definition and characteristics of high-tech enterprises, technological innovation and technological innovation mode are mature, but in some other aspects the research is insufficient. For example, research on the relationship between high-tech enterprises and different innovation mode. Also, scholars focus on qualitative analysis, and seldom do quantitative empirical research.


2015 ◽  
Vol 7 (7) ◽  
pp. 168781401559367 ◽  
Author(s):  
Po-Yu Huang ◽  
Tian-Sheng Wu ◽  
Li-Jia Chen ◽  
Riga Saito ◽  
Chih-Lang Yu ◽  
...  

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