scholarly journals Competitive Revenue Strategies in the Medical Consumables Industry: Evidence from Human Resources, Research and Development Expenses and Industry Life Cycle

2021 ◽  
Vol 18 (6) ◽  
pp. 3180
Author(s):  
Jianxiong Chen ◽  
Chung-Cheng Yang
Keyword(s):  
Life Cycle ◽  
Human Resources ◽  
Research And Development ◽  
Competitive Advantage ◽  
Growth Stages ◽  
Maturity Stage ◽  
Investment Strategies ◽  
Market Uncertainty ◽  
Total Revenue ◽  
Industry Life Cycle

This study attempted to explore the competitive advantage strategies of the medical consumables industry (MCI) from the perspectives of human resources, research and development (R&D) and the industry life cycle. As one of the essential branches of modern medical device industry, the MCI has developed rapidly in recent years as global demand for medical consumables has shown continual growth, but it also faces market uncertainty. This study took Taiwan’s small/medium medical consumables enterprises (SMMCEs) as a sample, and used the translog revenue function to study the competitive advantage of the MCI through human resource and R&D investment strategies and the stage characteristics of the industry life cycle curve. The results showed that the various human resources and R&D expenses of the small/medium medical consumables industry (SMMCI) can interact with each other to influence total revenue and that the SMMCI needs more varied types of human resources to enhance its competitive advantage. The total revenue of the SMMCI decreased as education inputs rose, but it increased along with increases in the number of employee and R&D inputs. Observed from the life cycle curve of the SMMCI, total revenue increased rapidly during the startup and growth stages, increased slowly during the maturity stage, and decreased during the decline stage. Finally, we put forward competitive advantage strategies and management suggestions for medical consumables enterprises (MCEs). We are the first to document the life cycle curve and competitive advantage strategies of the MCI, thereby contributing to the related literature.

scholarly journals Aligning tourism area life cycle and product life cycle in avoiding decline stage

2021 ◽  
Vol 4 (1) ◽  
pp. 9-14
Author(s):  
Farid Said ◽  
Jujuk Ferdianto ◽  
Muhammad Sultan Hali
Keyword(s):  
Higher Education ◽  
Life Cycle ◽  
Human Resources ◽  
Product Life Cycle ◽  
Group Discussion ◽  
Tourism Industry ◽  
Maturity Stage ◽  
Product Life ◽  
Vocational Higher Education ◽  
Good Preparation

The peak of the tourism industry in West Nusa Tenggara before the COVID-19 pandemic suggested that its position was already in the stagnation stage according to TALC (Tourism Area Life Cycle). Also, the stage can be aligned with PLC (Product Life Cycle) which is known as the maturity stage. This research extracted opinions from tourism industry stakeholders by using multiple FGD (Focus Group Discussion) and summarized the result into a recommendation to avoid the declining stage of the tourism industry, especially in West Nusa Tenggara. One of the main conclusive answers is optimizing e-tourism at an innovative pace. However, this step does not only need good commitment, support, and collaborative intention from whole stakeholders but also good preparation from local human resources to support its sustainability. This preparation should be fulfilled by local vocational higher education in West Nusa Tenggara which is known as Tourism Polytechnic Lombok.

When firms mature: keeping the ho-hum at bay and embracing change

2017 ◽  
Vol 38 (5) ◽  
pp. 12-17
Author(s):  
Candace TenBrink ◽  
Betsy Gelb
Keyword(s):  
Life Cycle ◽  
Mature Stage ◽  
Maturity Stage ◽  
Growth Strategies ◽  
Content Type ◽  
Industry Life Cycle ◽  
Life Cycle Theory ◽  
Unique Approach ◽  
Organizational Maturity ◽  
Practical Implications

Purpose This paper aims to offer a research-based assessment of why mature firms in mature industries may struggle to survive. The basic issues explored are major hurdles to the dynamic path that the contingency theory would predict. Design/methodology/approach By examining dozens of studies through the lens of organizational and industry life cycle theory, the authors investigate how organizational maturity itself thwarts better choices. Findings Environmental shifts in the marketplace, rigid policies, lengthy procedures and internally focused politics often hinder change. Research limitations/implications Limited to examining the work of others, this paper, nevertheless, offers an approach to using the life cycle theory for new insights. Practical implications The results provide practitioners with a roadmap. The authors advise them to prepare early for the maturity stage, possibly bring in external talent, evaluate potential mergers or partnerships and consider building the R&D budget. Social implications Firm failure brings dislocation to a wide array of stakeholders. This paper emphasizes viable growth strategies, given the constraints firms face in maturity. Originality/value This paper deals with survival, integrating both environmental and organizational obstacles. This unique approach offers practitioners a synthesized view of the challenges they face in a mature stage and simultaneously suggests methods for change.

Developing a comprehensive life cycle framework for social media research in hospitality and tourism

2020 ◽  
Vol 32 (3) ◽  
pp. 1041-1066 ◽  
Author(s):  
Khaldoon Nusair
Keyword(s):  
Social Media ◽  
Life Cycle ◽  
Bibliometric Analysis ◽  
Past Research ◽  
Growth Stages ◽  
Maturity Stage ◽  
Content Type ◽  
Media Research ◽  
Social Media Research ◽  
Hospitality And Tourism

Purpose This paper aims to provide a comprehensive bibliometric analysis of the current state of social media literature by examining co-word network analysis and thematic keyword analysis of both scholars and hospitality and tourism journals in three sub-periods (2002-2006, 2007-2012 and 2013-2018). Design/methodology/approach This research used a bibliometric analysis of social media literature in the field of hospitality and tourism by synthesizing the literature of a large sample of 601 studies over an extended time period (2002-2018). Findings The jump in the number of examined contexts, platforms, methodological approaches and research implications during 2007-2012 has marked the start of social media as a new phenomenon in hospitality and tourism research. Interestingly, International Journal of Contemporary Hospitality Management was a leading contributor to social media research between 2017 and 2018. The period 2013-2018 has witnessed newly emerging trends such as “big data,” “e-tourism,” “green experience” and “smart tourism.” This study’s analysis indicated that few keywords in social media appeared in the maturity stage. New platforms such as “Expedia,” “Foursquare,” “Flickr,” “Pinterest,” “Couchsurfing” and “Twitter” appeared between 2013 and 2018. Originality/value The scope of past research on the evolution of social media was limited to either a few of the most popular cited journals and/or analysis within a narrow time span. In contrast, the present study aims to uncover the rapid progress in social media research between 2002 and 2018, addressing growth in breadth and depth of thematic areas. Finally, this paper concluded with the proposal of knowledge-based life cycle framework that identifies key themes related to social media research. This framework provided insights into what has been addressed in previous literature (maturity and decline stages) and reported the topics that have been under-researched (introduction and growth stages).

Incentive reward with organizational life cycle from competitive advantage viewpoint

2005 ◽  
Vol 24 (2) ◽  
pp. 155-163
Author(s):  
Hai-Ming Chen ◽  
Yi-Hua Hsieh
Keyword(s):  
Human Capital ◽  
Life Cycle ◽  
Human Resources ◽  
Competitive Advantage ◽  
Organizational Life ◽  
Organizational Life Cycle ◽  
Cost Leadership ◽  
Long Run ◽  
Different Types

This paper develops a framework of incentive reward match to organizational life cycle from the viewpoint of competitive advantage. Different strategy, such as differentiation, overall cost leadership and focus, can create different competitive advantage in each stage of organizational life cycle. Implementing different types of incentive reward strategy to motive unique human resources to execute the corresponding strategy and then competitive advantage can be built. Three types of incentive reward strategy, human capital, output and position, are proposed respectively in each stage of organizational life cycle to attract, nurture, and retain distinctive manpower. It will create and sustain competitive advantage in the long run.

Improving business processes or human resources? The performance implications and contingencies

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Ying Li ◽  
Qiang Wang ◽  
Zhiqiang Wang ◽  
Lujie Chen
Keyword(s):  
Life Cycle ◽  
Human Resources ◽  
Business Processes ◽  
Business Environment ◽  
Manufacturing Firms ◽  
Operational Performance ◽  
Equation Modeling ◽  
Maturity Stage ◽  
Manufacturing Companies ◽  
Content Type

PurposeThe purpose of this study is to examine both the separate effects and the interaction effects of business process improvement (BPI) and human resource enhancement (HRE) on operational performance in manufacturing firms and to examine the moderating effect of product life cycle (PLC).Design/methodology/approachThe conceptual model was based on the resource-based view, the dynamic capabilities perspective and contingency theory. Using survey data from 215 manufacturing companies and structural equation modeling, the hypothesized relationships were tested.FindingsThe empirical findings suggest that the performance implications of HRE and the interaction of HRE and BPI are contingent on PLC. HRE and its interaction with BPI have stronger effects on operational performance in the maturity stage than in the growth stage. The effect of BPI on operational performance is equally important in both stages of PLC.Practical implicationsThe results of this empirical study can help to guide manufacturing firms to enhance their performance through improvements in their business processes and human resources at the different life cycle stages of their products. First, firms should upgrade both their processes and people to keep pace with the changing business environment and to sustain their competitive advantage. Second, the performance implications of improving processes and people are contingent on PLC, which suggests that managers should emphasize different things according to their roles.Originality/valueA simultaneous examination of the performance implications of HRE and BPI practices and their contingencies reveals the roles that people and processes play in achieving organizational objectives. The results contribute to our understanding of how firms leverage their resource allocation between processes and people at different stages of PLC to effectively improve their performance.

The role of human resources in processes of portuguese firms’ RD&I certification and development

2014 ◽  
Author(s):  
Sérgio Gomes ◽  
Vítor Braga ◽  
Alexandra Braga
Keyword(s):  
Human Resources ◽  
Competitive Advantage ◽  
Scientific Knowledge ◽  
Management Systems ◽  
Research Development ◽  
Innovation Activities

Innovation is seen as a competitive advantage that many companies use to ensure the continuity and success of your business.NP 4457:2007 is the Portuguese norm that supports management, based on a model of innovation backed up by interfaces and interaction between technical/scientific knowledge, its specific mechanisms and the overall society.Our paper aims to analyse innovation activities and the involvement of human resources in Portuguese firms certified by NP4457 and associated to the implementation of Research, Development, and Innovation (RD&I) management systems. We have collected the data through IPAC’s database, using a survey administered to all firms.Our results suggest the existence of a Human Resources (HR) involvement policy, customers and suppliers. The involvement of stakeholders with innovation activities results of its acceptance as a mechanism able to generate wealth, with benefits for both firms and the community.

The chronicle of COVID-19: possible strategies to curb the pandemic

2020 ◽  
Vol 27 ◽  
Author(s):  
Rajesh Kumar ◽  
Seetha Harilal ◽  
Abdullah G. Al-Sehemi ◽  
Githa Elizabeth Mathew ◽  
Simone Carradori ◽  
...  
Keyword(s):  
Life Cycle ◽  
Research And Development ◽  
Vaccine Development ◽  
Therapeutic Strategies ◽  
Antiviral Drugs ◽  
Limited Data ◽  
Social Distancing ◽  
The World ◽  
Novel Virus ◽  
Day By Day

: COVID-19, an epidemic that emerged in Wuhan, has become a pandemic affecting worldwide and is in a rapidly evolving condition. Day by day, the confirmed cases and deaths are increasing many folds. SARS-CoV-2 is a novel virus; therefore, limited data are available to curb the disease. Epidemiological approaches, isolation, quarantine, social distancing, lockdown, and curfew are being employed to halt the spread of the disease. Individual and joint efforts all over the world are producing a wealth of data and information which are expected to produce therapeutic strategies against COVID-19. Current research focuses on the utilization of antiviral drugs, repurposing strategies, vaccine development as well as basic to advanced research about the organism and the infection. The review focuses on the life cycle, targets, and possible therapeutic strategies, which can lead to further research and development of COVID-19 therapy.

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