While it is widely known that the success of platforms requires consistent support from complementors, scant attention has been paid to understand the moves of complementors in dynamic settings. In ...this paper, we focus on platform evolution from the sixth to the seventh generation of videogames and studied the strategic moves of third-party developers that supported personal computer and videogame consoles during a period of architectural convergence. We theorize how platform attachment capability of third-party developers (complementors to platforms) influence developers' strategic choice. We analyze their choices through two strategic moves- porting (launching an existing game on another platform) versus augmentation (launching a new game on a platform) using data on 316 developers over a nine-year period. We find that complementors that are more embedded in single platform technologies are unable to leverage their existing knowledge in new platform settings and hence, are less likely to engage in porting moves but support existing platforms through augmentation. Complementors are also more likely to port titles to platforms that were architecturally similar to their previously supported platforms. Architectural convergence across sixth and seventh generations of videogames affords even previously embedded developers an opportunity to migrate and support disparate platforms. The results underscore the importance of framing how platform providers and complementors coevolve their actions to respond to platform evolution and architectural convergence from a dyadic and dynamic perspective.
Offshoring Without Guilt Venkatraman, N Venkat
MIT Sloan management review,
03/2004, Letnik:
45, Številka:
3
Journal Article
Recenzirano
Offshoring, the increasingly common practice among US and European companies of migrating business processes overseas to India, the Philippines, Ireland, China and elsewhere, is often seen as a ...negative phenomenon that suppresses domestic job markets. On the contrary, says the author, offshoring is a critical component of next-generation business design, a dynamic process of continually identifying how to deliver superior value to customers and shareholders. Companies such as General Electric, Intel, J.P. Morgan Chase, Allstate, Prudential, Dell, Cisco and Motorola have all adopted it in some form as they shift their managerial frames of reference toward the requirements of the global-network era. Companies would do well, the author advises, to think rationally - not emotionally - about offshoring's relevant issues: What are their core competencies? What form of governance is optimal? How will work be distributed and integrated? PUBLICATION ABSTRACT
This commentary discusses the six articles that have been selected for publication in the Organizational Research Methods feature topic on ``Research Methods in Strategic Management: Opportunities ...and Challenges'' and lays out three directions to further our understanding of the centrality of methodological and measurement issues in strategy research.
We've all seen the signs in front of McDonald's announcing "Over X Billion Served" and have watched the number rise over the years. But tracking how many burgers are sold every day, month, or year is ...a relic of the past. Today ask: Do we know where each consumer buys her burgers? At what time? What does she drink with it? What does she do before or after buying a burger? How can we satisfy more of her needs so that she keeps coming back? Datagraphs capture this information, helping to reshape competition in every sector. Leaders must invest in upgrading their data architecture to enable a real-time, comprehensive view of how consumers interact with their products and services so that they can develop unique ways to solve customer problems.
The aim of this study was to compare the differences between the ASTM D790 and ISO 20795.1.2013 standards in evaluating the flexural strength of heat cure poly methyl methacrylate (PMMA) denture base ...resin.
30 heat cure denture base samples were fabricated in accordance to ISO 20795.1.2013 and ASTM D790 Standards. The specimens were finished and stored following the standardized protocol. The flexural strength was determined using universal testing machine at cross head speed of 1.50 mm/min and a span length of 40.00 mm. The mean flexural strength values were calculated in megapascals (MPa), and statistically analyzed.
The mean flexural strength of heat cure PMMA found with ISO and ASTM ranged between 60.492 MPa and 61.470 MPa. There was no significant difference between the two methods.
The quantitative differences existed in the flexural strength of denture base resin between ISO 20795.1.2013 and ASTM 790 protocols but those differences had no statistical and clinical significance.
Multifrequency observations of SGR J1935+2154 Bailes, M; Bassa, C G; Bernardi, G ...
Monthly notices of the Royal Astronomical Society,
06/2021, Letnik:
503, Številka:
4
Journal Article
Recenzirano
Odprti dostop
ABSTRACT
Magnetars are a promising candidate for the origin of fast radio bursts (FRBs). The detection of an extremely luminous radio burst from the Galactic magnetar SGR J1935+2154 on 2020 April 28 ...added credence to this hypothesis. We report on simultaneous and non-simultaneous observing campaigns using the Arecibo, Effelsberg, LOFAR, MeerKAT, MK2, and Northern Cross radio telescopes and the MeerLICHT optical telescope in the days and months after the April 28 event. We did not detect any significant single radio pulses down to fluence limits between 25 mJy ms and 18 Jy ms. Some observing epochs overlapped with times when X-ray bursts were detected. Radio images made on 4 d using the MeerKAT telescope revealed no point-like persistent or transient emission at the location of the magnetar. No transient or persistent optical emission was detected over seven days. Using the multicolour MeerLICHT images combined with relations between DM, NH, and reddening, we constrain the distance to SGR J1935+2154, to be between 1.5 and 6.5 kpc. The upper limit is consistent with some other distance indicators and suggests that the April 28 burst is closer to two orders of magnitude less energetic than the least energetic FRBs. The lack of single-pulse radio detections shows that the single pulses detected over a range of fluences are either rare, or highly clustered, or both. It may also indicate that the magnetar lies somewhere between being radio-quiet and radio-loud in terms of its ability to produce radio emission efficiently.
The shifting geography of business processes is, in fact, the third wave of geography-related change in the design and operation of corporations. During the first wave, the improving transportation ...infrastructure of the 20th century enabled corporations to seek effective production capabilities in increasingly far-flung locations that provided access to new markets and tangible resources -- land, local factories, mines and production workers. During the second wave, as capital markets became global and interconnected in the latter half of the 20th century, corporations began to capitalize on vibrant global financial markets for both debt and equity. Beyond the question of what is core, many companies are simply asking themselves which of their processes are location-independent and where those processes would best be located. HSBC, for instance, carries out credit card and loan processing from India and both Allstate Corp. and Prudential Property & Casualty Insurance Co. have application designers and call-centre personnel working out of Ireland. General Electric Co. -- arguably one of the pioneers in understanding this shift -- has more than 15,000 people in India alone carrying out a variety of knowledge-work business processes. Once companies have decided, on the basis of core competencies and optimal location, on their offshoring strategy, the question of optimal governance of these processes arises. GE, Intel, J.P. Morgan Chase and Motorola all have opted for internal governance. They use their global reputation to attract talented professionals to work for them. Internal governance ensures their offshore components strictly adhere to corporate worldwide procedures and rules. For other companies, it is more attractive to contract with local service providers in India, Ireland, Malaysia and elsewhere. BP PLC, for example, has formed relationships in different parts of the world to take advantage of the vibrant competition among the service providers. The main advantages of this approach are flexibility and scale of operations. But this flexibility creates the need for investments in relationship management. (BP, for instance, has developed a set of Web-enabled tools for effective governance, including performance dashboards and stakeholder maps for managing relationships.)
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