1,720,990 research outputs found
The proximity paradox: how localisation influences relational exchange and innovation diffusion. Evidences from a cluster-level analysis
No full textDespite mounting claims for globalisation, local proximity is indeed fundamental in order to gain competitive advantage. As competitive environments are fast changing, and with information becoming a focal source of competitive advantage, localization has gained new worthy implications. In fact, the higher the number of firms localized in the same area, the greater the likelihood that contacts and relations among them occur. Thus, co-localization facilitates contacts among actors and, thus, flows of relevant information.
According to this consideration, several studies about firm theory and management strategy have focused the attention to the role of intangible resources in order to explain the development and the success of firms. Particularly, the attention has been directed towards a specific type of intangible assets: interfirm relationships, maintaining that competitive and sustainable advantage may stem from the set of relations that connect the firm with other actors. This idea finds a good framework of application inside geographically limited places, where the existence of stable relations among local actors is favoured by a phenomenon of local proximity. This is the case of the classical topic of industrial districts, or of the more recent concept of clusters.
Therefore, a value chain can be drawn, starting from the evidence that geographical proximity impacts on the value of contacts among firms, which in turn raises the likelihood that relevant information can be accessed. On the other side, firms’ sets of relationships can be considered as firm-specific intangible assets, which cannot easily be imitated, and therefore may result in sustainable competitive advantage.
Paradoxically enough, in the era of long distance telecommunications, these considerations about the role of information in explaining the process of creation of firm’s competitive advantage show that localization is still crucial to gain success over competitors. The paradox is even stronger when it comes to consider high technology clusters. In fact, in those business contexts, it may be forecast that information technology withdraws long distances. Indeed, even in highly innovative sectors, such as the telecommunication one, figures show that enterprises award geographical proximity. Based on the idea that relational capital is driven by the exchange of information, we sought for an empirical setting characterized by a high level of knowledge, thus leading us to consider the high tech field, especially referred to the Italian mobile industry. In our model we identify an explanatory function of the link between relational capital (the independent variable) and the performance and the growth of the firm (the dependent variables). The latter has been measured by: turnover, firm’s age, length of cooperation with customers. The number of employees and customers has been used as a control variable.
In order to demonstrate that localization plays an important role for a firm’s competitive advantage, we have measured the correlations between independent and dependent variables with respect to actors, both inside and outside the cluster. Our final aim is to show how profitability of customers which are localised in the same cluster is higher than those which are not, ought to the consideration that local proximity improves the development of relational capital
Mapping “public” business model in the GMES services: stakeholder analysis and organizational structure
No full textSystemic Approach to the Internationalization of Firms: the Role of Knowledge, Innovation, and Social Capital
No full textThe Knoweldge Sharing Company: Innovation Spurs when Social Capital Breaks Through Communities of Practice
No full text“Facing revenues uncertainties in public industries: the design of business models for satellite services”
No full textImpact of National Corporate Governance Systems on Outsourcing Decisions: A Cross-Country Analysis
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Le decisioni di outsourcing oggi
No full textIl fenomeno dell’esternalizzazione delle attività di impresa (outsourcing) ha conosciuto diverse ondate di popolarità come pratica strategica e organizzativa nelle ultime decadi e appare come multiforme e complesso. Sul piano teorico, nonostante molteplici contributi abbiano esplorato il fenomeno da diverse prospettive e abbiano alimentato un crescente bagaglio di conoscenza, il dibattito sull’outsourcing appare ancora non esaurito e permangono alcune interessanti domande di ricerca poco e affatto esplorate. Anche alla luce del recente downturn economico, l’outsourcing potrebbe essere una risposta strategica o piuttosto un errore da non commettere. Il presente articolo si pone l’obiettivo di fornire una sistematizzazione della letteratura in merito all’impatto dell’outsourcing sul piano strategico e organizzativo. In questo modo, emergono possibili nuovi filoni di ricerca, in grado di assicurare una maggiore comprensione dell’outsourcing e supportare le strategie aziendali e dei policy makers. In secondo luogo, il paper presenta i risultati relativi ad un’indagine empirica che ha per oggetto i principali indicatori riconducibili alle operazioni di outsourcing effettuate. In tal modo è possibile ottenere un quadro delle recenti pratiche di outsourcing e degli impatti strategici e organizzativi, che possono essere analizzati attraverso le lenti teoriche definite in precedenza.Over the last decades the phenomenon of outsourcing has known several waves of popularity. Despite many theoretical contributions have explored the topic from different perspectives while fuelling a growing body of knowledge, the debate is still open. This article aims to provide a review of the literature on outsourcing decision-making. We enlighten emerging areas of research, which can possibly provide a greater understanding of the issue. Also, the paper presents the results of an empirical analysis on a sample of outsourcing agreements signed during the last 15 years. The analysis focuses the main indicators related to outsourcing in order to get an overview of recent practices and their strategic and organizational impact
Linking Public Utility to the Business Model framework: a simulation from the aerospace industry
No full textIn the original formulation, the Business Model framework is meant to explain the business logic of private firms. Adapting this framework to public investment projects requires melting the business logic with the public interests involved in such projects. This paper meets this requirement, and it offers an effective combination of the profit-driven-actors view with the social and public issues through what we call the Public Private Business Model (PPBM). Based on the cost-risk evaluation, not only it provides academic with a new conceptual framework, it also represents an effective tool to support the implementation phase of an investment project. With a specific concern on the project-based industries, we validated the PPBM to the satellite services industry on the Emergency Response Core Services (ERCS)
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