scholarly journals Technology cycles in the computer peripherals sector: a test of the demand heterogeneity theory

2021 ◽  
Author(s):  
Branko Olbina
Keyword(s):  
Mathematical Modeling ◽  
Product Differentiation ◽  
Product Innovation ◽  
Management Science ◽  
Science Literature ◽  
Technology Firms ◽  
The Face ◽  
Demand Heterogeneity ◽  
Fierce Competition ◽  
Technology Cycles

This study set out to test the claims of demand heterogeneity theory (Adner & Levinthal, 2001) regarding the dynamics of demand cycles in the personal computers graphics cards sector. The demand heterogeneity theory claims that technology firms continue to engage in product innovation in mature product classes and offer products featuring increasing performance at stable prices. Adner and Levinthal (2001) posit that the answer to this phenomenon lies in the demand context: technology that meets consumers' functionality and net utility thresholds leads to the emergence of technologically satisfied consumers. In the face of satiated technological needs, firms engage in product differentiation strategies and continued innovation due to fierce competition for technologically satisfied consumers. The consumers in turn enjoy additional functional benefits and luxurious bargains. The theory is based on mathematical modeling and remains empirically untested in the management science literature.

scholarly journals Technology cycles in the computer peripherals sector: a test of the demand heterogeneity theory

2021 ◽  
Author(s):  
Branko Olbina
Keyword(s):  
Mathematical Modeling ◽  
Product Differentiation ◽  
Product Innovation ◽  
Management Science ◽  
Science Literature ◽  
Technology Firms ◽  
The Face ◽  
Demand Heterogeneity ◽  
Fierce Competition ◽  
Technology Cycles

This study set out to test the claims of demand heterogeneity theory (Adner & Levinthal, 2001) regarding the dynamics of demand cycles in the personal computers graphics cards sector. The demand heterogeneity theory claims that technology firms continue to engage in product innovation in mature product classes and offer products featuring increasing performance at stable prices. Adner and Levinthal (2001) posit that the answer to this phenomenon lies in the demand context: technology that meets consumers' functionality and net utility thresholds leads to the emergence of technologically satisfied consumers. In the face of satiated technological needs, firms engage in product differentiation strategies and continued innovation due to fierce competition for technologically satisfied consumers. The consumers in turn enjoy additional functional benefits and luxurious bargains. The theory is based on mathematical modeling and remains empirically untested in the management science literature.

SPECIFICITY OF HOTEL SERVICE PERSONNEL MANAGEMENT

2020 ◽  
Vol 10 (10) ◽  
pp. 2522-2531
Author(s):  
A.K. Samadova ◽  
Keyword(s):  
Working Conditions ◽  
Stress Resistance ◽  
Staff Training ◽  
Personnel Selection ◽  
Main Task ◽  
Modern Methods ◽  
Hotel Service ◽  
The Face ◽  
Fierce Competition ◽  
Personnel Department

This article examines the effectiveness of management and quality improvement due to the various tools considered in the article; it gives recommendations for improving the efficiency of staff, training it for a new level and improve its qualifications and the efficiency of the hotel. In the face of fierce competition, hotel companies come up with and carry out new searches for modern methods of increasing competitiveness between hotel companies and creating demand for hotel services. One of the ways to make a hotel competitive is to enhance the hotel services in the enterprise. Hotel services directly depend on the competence of the staff, on their preparedness and stress resistance. In turn, the hotel company must contain satisfied employees to service hotel guests. Basically, the HR department monitors the number of personnel, their main task is to have as many employees in the company as should be in the staffing table. But now today it is important for the personnel department to achieve not only the timely filling of personnel, but to hire competent employees with good knowledge and qualifications. It is necessary to retain a good worker by offering and developing good working conditions, a system of motivation and quality management. As a result, an agreed personnel policy will be developed, which includes a system of personnel selection, training, improvement, personnel remuneration, as well as an established policy and subordination between management and subordinates. This article examines how, by applying different methods, to build good relationships between employees, to increase the motivation system, and to be a competitive hotel.

Strategical Reputation Management in PR

2017 ◽  
pp. 56-78
Author(s):  
Ayşe Kara ◽  
Hülya Ant
Keyword(s):  
Corporate Reputation ◽  
Reputation Management ◽  
Brand Value ◽  
Economic Crises ◽  
Business Operations ◽  
The Face ◽  
Fierce Competition

Corporate reputation, being one of the most important assets that affect the profitability of companies, creates a difference in helping companies to recover from economic crises, gain price advantage against their competitors, diversify their products in the face of fierce competition, and thus, raise their brand value. Non-predictable and sudden global or regional events may cause companies and organizations to make unplanned changes and these changes can inflict difficulties on business operations. This chapter addresses the sudden crises experienced by companies and illustrates their success or failure in managing these crises and the extent of reputation being affected in return. Examples are given to show how crises can be turned into opportunities when managed well and how they can lead to disaster when managed inappropriately.

Revisiting The Political Economy of Development in India

2020 ◽  
pp. 3-27
Author(s):  
Elizabeth Chatterjee ◽  
Matthew McCartney
Keyword(s):  
Political Economy ◽  
Rational Choice Theory ◽  
Choice Theory ◽  
The Political ◽  
Asian Studies ◽  
South Asian Studies ◽  
The Face ◽  
Political Economy Of Development ◽  
Fierce Competition ◽  
Analytical Tools

Pranab Bardhan’s 1984 book The Political Economy of Development in India (PEDI) has had enduring influence. For students of Indian political economy it quickly became a scholarly touchstone. In the years since publication, however, political economy has fallen out of favour in South Asian studies. The contributors to this volume revive class analysis to interrogate India’s great transformation since the 1980s. This chapter outlines Bardhan’s key analytical tools, his innovative fusion of Marxist and rational-choice theory, and his diagnosis of India’s deep collective-action problems as a result of fierce competition between dominant classes. It then surveys the chapters that follow, which together find striking continuities in contemporary Indian political economy in the face of three decades of liberalization.

Investigating Technology Commitment in Instant Messaging Application Users

2010 ◽  
Vol 22 (4) ◽  
pp. 70-94 ◽  
Author(s):  
Y. Ken Wang ◽  
Pratim Datta
Keyword(s):  
Social Psychology ◽  
Affective Commitment ◽  
Instant Messaging ◽  
Strong Support ◽  
Management Science ◽  
Science Literature ◽  
Research Model ◽  
Research And Practice ◽  
Continued Use ◽  
Technology Commitment

Although much research in the IS field has examined IS adoption, less is known about post-adoption behavior among IS users, especially when competing alternatives are available. Incorporating commitment theory from social psychology and management science literature, this paper proposes an IS continuance model that explains why some IS technologies enjoy continued use after adoption and others are often relegated to the basement as shelfware. This paper uses a technology commitment perspective to unravel why adopted technologies experience mixed success. Specifically, the authors argue that IS continuance may be best understood by investigating user commitment toward specific technologies. Three components of technology commitment, that is, affective commitment, calculative commitment, and normative commitment, are used to formulate a research model. The model is empirically tested in the context of instant messaging software. Results show a strong support for the model and explicate commitment differentials among users across different brands of instant messaging software. The study ends with a discussion of the results and their implications for research and practice.

Mahut Group: A Failed Case of Organizational Restructuring

2005 ◽  
Vol 09 (01) ◽  
pp. 1-23
Author(s):  
Ashok Som
Keyword(s):  
Production Capacity ◽  
Cement Industry ◽  
Top Management ◽  
Organizational Restructuring ◽  
Price Wars ◽  
The Face ◽  
Group A ◽  
Restructuring Process ◽  
Fierce Competition

Mahut Group (name disguised) was a family-owned business group that operated two cement companies, Heera and Moti (names disguised), in Gujarat, the Western part of India. Heera Cement had been making substantial losses since its inception and was currently under the consideration of Board of Industrial & Financial Reconstruction (BIFR). Moti Cement was also a loss-making company but the losses were not as substantial as that of Heera. Each of the cement companies, Heera and Moti, had a production capacity of 1.2 million tons of cement per annum. The Mahut Cement Group had about 1000 employees, out of which about 30 personnel were in the top management. As of 1999, both the cement companies competed with each other in addition to competing with other cement players operating in Gujarat. The cement industry was deregulated in India in the late 1980's which resulted in fierce competition and price wars among the cement firms. In the face of this fierce competition, the Group decided on a restructuring process, and hired an American consulting firm, in 1998, to find a "synergy" between the two companies, Heera and Moti, and help the two companies to turnaround. This case discusses the issues of the restructuring process and the various interventions undertaken by the top management of Mahut Group. The case discusses the recommendations of the consultant and the role of human resource management during the restructuring process.

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