Suchergebnisse

Intro -- Endorsements -- Contents -- Preface -- Introduction -- Ch. 1: Why Experimentation Works -- Ch. 2: What Makes a Good Business Experiment -- Ch. 3: How to Experiment Online -- Ch. 4: Can Your Culture Handle Large-Scale Experimentation? -- Ch. 5: Inside an Experimentation Organization -- Ch. 6: Becoming an Experimentation Organization -- Ch. 7: Seven Myths of Business Experimentation -- Epilogue: A Brief Look at the Future -- Notes -- Selected Bibliography -- Index -- Acknowledgments -- About the Author.

Innovations are a critical success factor for organizations to survive. Nowadays possibilities of information and communication technologies facilitate the use of IT-based tools for the integration of external innovators into the innovation process of organizations. These tools, like innovation communities, innovation contests, innovation toolkits, and innovation market places, are subsumed under the term open innovation platforms (OIPs). The skills required to design and manage OIPs differ significantly from those for a default website. Hence, typical lifecycle models cannot be applied.

Nowadays possibilities of information and communication technologies facilitate the use of IT-based tools for integrating external innovators into the innovation processes of organizations. These tools, such as innovation communities, innovation contests, innovation toolkits, and innovation market places are subsumed under the term open innovation platforms (OIPs). Despite the existence of numerous insights into OIPs, a dedicated approach on how to manage an OIP throughout its lifecycle has been missing so far. Stefan H. Hallerstede addresses this gap and develops a lifecycle management model for OIPs. He merges knowledge on information systems with findings from open innovation literature. In addition, he introduces the major players in the market. The study is built on three in-depth cases of professional OIP lifecycle management and elaborates guidelines for managing each phase within an OIP's lifecycle. Contents n Model of OIP lifecycle management and activities in each phase n Process of designing an OIP from a socio-technical perspective n Challenges in the lifecycle of OIPs and mechanisms to cope with them n Typology of OIP projects n Functions of open innovation intermediaries Target Groups · Researchers and students in the field of information systems, open innovation and innovation management · Practitioners in the field of innovation management and IS management as well as all those involved in IT-based open innovation The Author Dr. Stefan H. Hallerstede was a research associate at the chair of information systems I (Prof. Dr. Kathrin M. Möslein) at the Friedrich-Alexander-University of Erlangen-Nuremberg. He additionally worked as an independent IT consultant. The Editors The series Markt- und Unternehmensentwicklung / Markets and Organisations is edited by Prof. Dr. Dres. h.c. Arnold Picot, Prof. Dr. Prof. h.c. Dr. h.c. Ralf Reichwald, Prof. Dr. Egon Franck and Prof. Dr. Kathrin M. Möslein.

All countries are eager to attract as much foreign investments as possible. At the same time FDI may have not only positive, but also negative economic effects for receiving countries. Positive effects are associated with technology transfer, efficient allocation of resources, and training of domestic workers. However, the entry of foreign firms could, e.g., lead to a decrease of labor productivity at domestic firms, which is a negative effect. The main purpose of this paper is to estimate direct and indirect effects of FDI. First, we test for direct influence of foreign direct investments on firms' performance, where the latter is estimated alternatively as labor productivity and as exports. FDI notably increases both labor productivity and export volumes. Second, we look for spillover or indirect effects. There is statistical evidence that the levels of FDI in certain regional industries are associated with higher performance indicators of firms' not receiving FDI in those same regional industries.

"Economics of International Communication" published on by Oxford University Press.

Even though the introduction of the Euro did not necessitate tax harmonization per se, it is expected to lead to increasingly harmonized taxation in practice. This harmonization process will mainly take the form of negotiations on the level of EMU, where political recommendations will be formulated. In addition, individual nations will be under increasing pressure to harmonize taxes in order to curb capital outflow and tax evasion. Judging from the current state of EU negotiations, corporate taxes are likely to decline in the wake of the harmonization process, while withholding taxes may be adjusted upwards. VAT rates harmonization will likely be upwards as well. Further implementation of the source principle in Swiss taxation will likely lead to changes in the portfolio choices of foreign investors in Switzerland; the share of Swiss bonds held by EU-investors will increase.

The ongoing discussion of U.S.-Japanese trade relations suggests that national differences such as in the institutional environment may be relevant for assessing international trade policies. However, economic trade theory often assumes countries to be organized around common notions of complete markets. This paper compares two alternative modes of trade policy analysis by juxtaposing the ?economic? view inherent in Gene Grossman?s work on ?Japan?s Innovation and Trade? with the ?political? view of ?Japanese-American Relations? expressed by Chalmers Johnson. A synthesis is attempted with the help of some remarks on ?New Trade Theory?s Implications for Policy Analysis? by John Pomery.