1,721,038 research outputs found
I Poli di innovazione italiani: analisi esplorativa
No full textNella precedente programmazione per l’utilizzo dei fondi strutturali europei (2017-2013) alcune Regioni italiane hanno optato per la costituzione di Poli di innovazione regionale.
Con questa scelta le Amministrazioni regionali intendevano rafforzare la governance del sistema dell’innovazione che, in varie parti d’Italia, si era rivelato confuso e dispersivo (Ferrara e Mavilia, 2012) e riprodurre quell’ “atmosfera” che caratterizza le aree più competitive del mondo mediante un ispessimento della rete di relazioni e la circolazione di conoscenza tra i vari nodi locali, imprese centri di ricerca e università innanzitutto.
Analizzando le delibere delle Regioni Italiane ed intervistando i diretti interessati sono stati censiti 58 Poli di innovazione; l’attività effettivamente svolta nei cinque anni trascorsi suggerisce una revisione degli indicatori di risultato individuati ex ante poiché i Poli non si sono sviluppati come organizzazioni strutturate come previsto ma sono stati soprattutto dei coordinatori delle attività realizzate da altri. Per contro i Poli di innovazione si sono rivelati dei facilitatori locali nell’individuazione delle traiettorie tecnologiche e dei rappresentanti nei confronti delle istituzioni, hanno coinvolto un numero molto elevato di imprese (oltre 7.000) ed hanno promosso numerosi progetti di ricerca anche a livello sovra regionale
Entrepreneurship, Local Growth and Global Markets
Full text linkThe creation or start-up of new companies has been the subject of extensive discussion in recent years, both at a scientific and a political level. The reason for this lies primarily in the hope that new businesses will contribute to local development and employment. The birth of new businesses concerns three dimensions: the subjective one, the context in which the company was founded and the strategic choices made. These choices are particularly useful in understanding that an organic, allencompassing design is required, especially if a global ecosystem is involved. At the same time, it seems necessary for the State to play an enabling role
FAIRNESS, CUSTOMER SATISFACTION AND REPURCHASE INTENTION IN THE AIRLINE INDUSTRY: AN EXPLORATIVE ANALYSIS
No full textOver the years a number of strategies aimed at optimizing service production capacities using a “dynamic” form of pricing have been developed.
The first one, service bundling, groups several different products or services into a single package with a price that is generally lower than the sum of the individual components. The intend here is to reduce part of the costs, to provide added value, to attack new markets, to shift part of the demand to periods of diminished request, to increase average customer spending and in general to encourage a policy of price personalization (Guiltinan, 1987; Radas-Shugan, 1998).
A second strategy is well known as Yield Management; initially developed by airline companies but then has been rapidly adopted in other industries such as the hotel, health and electricity supply sectors. This strategy focuses on optimizing the allocation of resources, and therefore on maximizing yield by adopting specific segmentation criteria. Yield Management uses bid price models and therefore, in relation to the expected request for each service configuration, it defines the number of production units to be assigned as well as the request acceptance.
Online auctions are another example of this attempt of intercept purchaser’s willingness to pay. For instance, Priceline.com allows customers to fix their own prices for airline tickets or hotel accommodation, whilst e-bay.com held over 10 million auctions in 1999 for a huge variety of product categories. The way these auctions operate varies widely and is often highly sophisticated (English auction, Dutch auction, sealed bid-first price, sealed bid-second price etc.), but what they have in common is the intention of establishing the reservation price of the individual purchaser (single bidder and final purchaser).
Another practice that service companies are developing more and more is that of advance selling in order to reduce uncertainty about future consumption and unused capacity (Lee K.S., Ng I.C.L. 2001; Xie J.-Shugan S.M., 2004).
Numerous authors (Simon, 1992; Nagle & Olden, 1995; Dolan & Simon 1996; Berry & Yadav, 1996) have shown that pricing strategies lead in the short term to an increase in earnings and to the creation of a more or less infinite number of versions of the service, perhaps even to different offers capable of satisfying demand expectations.
Pricing strategy and fairness perception
It is already settled the risk companies run when they charge different prices to different customers is that of being perceived as unfair by the consumers (Kimes, 1994; Campbell, 1999; Cox, 2001; Maxwell, 2002). Using an empirical case study we will seek to identify the conditions in which a diversified price system can be applied without compromising customer relations. Martins & Monroe (1994) claims that price fairness influences the perception of sacrifice and product value, thereby affecting the willingness to purchase; notice that perception of unfairness is only rationalized when a precise incident or a service failure occurs and the customer gains some concrete experience (Seiders & Berry, 1998). In September 2000, Amazon.com put a series of DVDs on the market applying different prices to customers on the basis of previous purchases made on the Amazon.com site. Protests on the part of those who had already made purchases obliged the distributor to quickly reimburse these customers and avoid any further embargos. This case is just one of many examples of how critical it is to consider whether consumers feel they have been treated unfairly or not, as they could react by attempting to re-establish a form of justice, even if this might leads to additional costs. On one hand, consumers could seek to punish the opposite party and be reimbursed; on the other hand they could seek to ensure that this situation does not repeat itself in the future (Adams, 1965). More precisely (see e.g. Piron & Fernandez 1995):
- the perception of a company’s conduc..
Sistemi locali d'innovazione: il ruolo dei servizi pubblici e delle utilities
No full textSistemi locali di innovazione e utilitie
The impact of training on labour productivity in the European utilities sector: An empirical analysis
Full text linkThis paper investigates the effects of firm training on productivity growth among sustainable utility companies in Europe during the Great Recession (2008-2010). The empirical analysis uses an ad-hoc dataset based on the merge between financial and sustainability reporting. Evidence indicates the existence of positive effects of both training flow and training stock on average labour productivity, showing the crucial role of firm-sponsored human capital development in the utilities sector. Results and implications offer useful insights for a faster recovery of the utilities sector after severe recessions and in presence of major techno-organizational changes through countercyclical training investment
Le corporate university Italiane
No full textIl presente studio si propone di analizzare il fenomeno delle corporate university (COU) in Italia.
Sono illustrati i risultati di un’indagine condotta nel corso del 2012 sulle COU censite a livello nazionale. La classificazione effettuata rispetto ai modelli e alle tassonomie elaborati dalla letteratura internazionale evidenzia come, in un quadro dinamico e in evoluzione, le corporate university italiane abbiano intrapreso una pluralità di percorsi di diffusione e rielaborazione della conoscenza nell’ambito dell’organizzazione di riferimento. Alcuni indirizzi comuni risultano comunque acquisiti: il riferimento all’integrazione dei dipendenti nell’organizzazione e alla creazione di sistemi valoriali condivisi tra le motivazioni sottese alla loro istituzione; la struttura formale, ma relativamente “leggera”; la posizione di preminenza attribuita alla Direzione Risorse Umane (DRU) nella governance della COU, cui è attribuito un ruolo di tramite tra i vertici aziendali e le politiche formative, orientando queste ultime in funzione delle strategie d’impresa; l’interazione con l’organizzazione esterna della conoscenza, principalmente nella sua declinazione accademica. Solo parziale, ma significativa, risulta essere l’attenzione al cambiamento, tecnologico ed organizzativo, quale fattore di accelerazione e trasformazione dei percorsi di apprendimento basato sul lavoro
Corporate universities, local system, knowledge management
No full textThe aim of this paper is to analyse corporate universities as advanced models
of knowledge management in a local development perspective. To achieve this purpose
the paper investigates the expansion of this phenomenon in Western Europe and
emphasizes the role of corporate social responsibility in influencing the diffusion of
corporate universities in this region
Innovazione e internazionalizzazione
No full textCome favorire la competitività delle imprese in un territorio? Investendo sulla risorsa più importante, la conoscenza, facendo fruttare quella disponibile e creandone di nuova. A seguito di un evento tragico, il terremoto che il 6 aprile 2009 ha colpito L’Aquila e i comuni circostanti, alcuni studiosi e manager hanno cercato di comprendere quali fossero gli ingredienti necessari alla ripartenza e allo sviluppo. Ne è emersa una proposta valida non solo per L’Aquila e l’Abruzzo, ma per tutte le imprese ed i policy maker interessati a fronteggiare la complessità che contraddistingue questi tempi: occorre spingere sulla leva dell’innovazione, provando a proporre il cambiamento piuttosto che subirlo, facendo massa critica di saperi e sentimenti e stabilendo i compiti sulla base dell’inventario esplicito di intelligenze in gioco. Questo libro è composto da quattro capitoli, preparati da altrettanti studiosi ai quali è stato chiesto di intervenire nel dibattito, ed è il condensato di un lavoro approfondito svolto da un numero molto ampio di soggetti che hanno preso parte ad un percorso fatto di ricerca, formazione, attività d’impresa e responsabilità pubbliche. Innovazione e internazionalizzazione sono le due parole scelte per il titolo, ma esse sono la sintesi di molti concetti: imprenditorialità, tradizione, visione, cambiamento, rete, fiducia, competenze... e tanto altro
Nuovi modelli di business e ruolo della manifattura nell’industria dei semiconduttori. Il caso LFoundry
Full text linkObjectives. This paper analyzes the role of foundries, which represents a recent business model adopted by manufacturing firms in the semiconductor industry, in the light of technological and market changes that occurred in recent years. Methodology. The paper examines the phenomenon in question by developing a case study drawn from the experience of the only one Italian foundry, a company founded on the ashes of multinational companies who have decided to gradually divest from Italian territory. Findings. The article identifies the current challenges facing the manufacturing industry in a highly competitive and global industry, characterized by enormous pressure on the investment and prices. Research limits. The article focuses on a single case study, although this is representative of a segment of companies seeking to open new markets thanks to the exploitation of technological convergence in a sector characterized by a rigid evolutionary technology road map. Practical implications. The contribution raises some issues of particular importance in the Italian and European industrial scenario in a sector, the semiconductor industry, dominated by companies from the East Asia and America. Originality of the study. The paper provides an analysis of the new challenges manufacturing faces in the semiconductor industry through the identification of the so called inflection points, whose comprehension determines the viability of foundries in this sector
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