Both internal knowledge – investment in internal R&D and information and communication technologies (ICT) as well as external knowledge – knowledge spillovers and active collaboration with partners ...are rapidly fostering firm productivity and innovation. In this study, we investigate the role of internal and external knowledge in firm productivity and innovation. In addition, we test interactions between investment in R&D and ICT as well as between knowledge spillovers and knowledge collaboration in their association to firm innovation and productivity. We use a recombinant innovation approach and four samples for firms in manufacturing, creative, ICT and science, and professional services industries during 2002–2014 and for pre‐and post‐crisis periods to perform our analysis. In addition to innovation and productivity, we also examine the role of internal and external knowledge as a conduit to the development of innovation internally and the co‐creation of innovation with external partners. Our results lead to managerial and policy implications.
World Development Report 2016 Staff, World Bank Group
2016., 2016, 2015, 1-14-2016, 2016-01-13, 2016-01-14
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More than 40 percent of the world’s population has access to the internet, with new users coming online every day. Among the poorest 20 percent of households, nearly 7 out of 10 have a mobile phone. ...This report finds that traditional development challenges are preventing the digital revolution from fulfilling its transformative potential. For many people, today’s increase in access to digital technologies brings more choice and greater convenience. While this is great progress, many are still left out because they do not have access to digital technologies. To deliver universal digital access, one must invest in infrastructure and pursue reforms that bring greater competition to telecommunications markets, promote public-private partnerships, and yield effective regulation. The report concludes that the full benefits of the information and communications transformation will not be realized unless countries continue to improve their business climate, invest in people’s education and health, and promote good governance. The World Bank Group are already working with clients to promote competitive business environments, increase accountability, and upgrade education and skills-development systems to prepare people for the jobs of the future.
A szerző célja a telemedicina egyik legdinamikusabban fejlődő ágának, a telementálhigiénének a bemutatása, a főbb területeinek, a biztosított szolgáltatások körének, a használt technológiák ...típusainak meghatározása, a szakirodalom áttekintése alapján. A tanulmányból képet kapunk a telementálhigiéné közel hat évtizedes múltjáról, jelenéről, beleértve az online segítő beszélgetés sajátosságainak bemutatását, a területre vonatkozó szakmai ajánlásokat, megismerjük a telementálhigiéné elterjedtségének és hatékonyságának mérésével kapcsolatos szempontokat. A jó gyakorlatok, a bizonyítottan hatékony ellátások, működő programok tapasztalatainak összegyűjtése és elemzése hozzájárulhat a terület jövőbeli fejlesztéséhez.
This study offers an examination of the relationships between chief executive officer (CEO) servant leadership, the executive characteristics of narcissism, founder status, and organizational ...identification, and firm performance in a sample of 126 CEOs in technology organizations. Analysis of data gathered over multiple periods revealed a negative relationship between CEO narcissism and servant leadership, and a positive relationship between founder status (i.e., founder or nonfounder) and servant leadership. Furthermore, CEO organizational identification served as a partial mediating mechanism linking narcissism and founder status to servant leadership. In turn, CEO servant leadership predicted subsequent firm performance (measured as return on assets). The results of this study have implications for researchers interested in better understanding the predictors and consequences of servant leadership and for practitioners concerned with combating negative or selfish executive leadership behaviors and employing servant leadership for the organization's benefit.
An individual's intent to pursue an entrepreneurial career can result from the work environment and from personal factors. Drawing on the entrepreneurial intentions and the person–environment (P–E) ...fit literatures, and applying a multilevel perspective, we examine why individuals intend to leave their jobs to start business ventures. Findings, using a sample of 4192 IT professionals in Singapore, suggest that work environments with an unfavorable innovation climate and/or lack of technical excellence incentives influence entrepreneurial intentions, through low job satisfaction. Moderating effects suggest that an individual's innovation orientation strengthens the work-environment to job-satisfaction relationship; self-efficacy strengthens the job-satisfaction to entrepreneurial intentions relationship.
Effects on opportunity recognition of three social sources of opportunity-related information (mentors, informal industry networks, participation in professional forums) were investigated. Results ...indicated that all three sources had direct, positive effects on opportunity recognition by entrepreneurs. In addition, the effects of two sources (mentors and professional forums) were mediated by schema strength, while effects of the third source (informal industry networks) were mediated by self-efficacy. Results are consistent with theories of opportunity recognition that emphasize the role of information and cognitive processes, and suggest that two social sources of information not systematically investigated in previous research–mentors and participation in professional forums–can assist entrepreneurs in identifying opportunities for new ventures.
Overview: Business leaders often consider digital technologies an enabler of new business models and market opportunities, but they often overlook their potential impact on the entire value chain. ...Considering three Industry 4.0 technologies-big data analytics and cloud computing, track and tracing, and simulation and modeling software-we identify the opportunities and challenges that emerge in the context of managing supply chain relationships. This study uses data from an international survey to test how these three Industry 4.0 technologies increase visibility and integration between buyers and suppliers and how they impact supply chain performance. Our results show mixed evidence: although all three technologies directly improve supply chain performance, big data analytics and cloud computing and simulation and modeling also fully support collaborative supply chain models, while track and tracing tools create more visible supply chains but are detrimental to obtaining higher process integration with suppliers. Surprisingly, buyer-supplier collaboration, in terms of visibility and integration, matters more than the technologies themselves.
US productivity growth accelerated after 1995 (unlike Europe's), particularly in sectors that intensively use information technologies (IT). Using two new micro panel datasets we show that US ...multinationals operating in Europe also experienced a "productivity miracle." US multinationals obtained higher productivity from IT than non-US multinationals, particularly in the same sectors responsible for the US productivity acceleration. Furthermore, establishments taken over by US multinationals (but not by non-US multinationals) increased the productivity of their IT. Combining pan-European firm-level IT data with our management practices survey, we find that the US IT related productivity advantage is primarily due to its tougher "people management" practices.
Smith Corona, formerly one of the world's leading manufacturers of typewriters, was challenged to exercise dynamic capability in the face of the dissipation of its main product category. A study of ...the last two decades of the life of the company shows how Smith Corona tried to alter its resource base by leveraging existing resources, creating new resources, accessing external resources, and releasing resources. Using the extended case method, this study advances dynamic capability theory by confronting it with an empirical case. The Smith Corona case provides rich insights into the resource alteration processes by which dynamic capability operates, and highlights resource cognition as a missing element in dynamic capability theory.
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