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"Business structures"
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Shigeru Ban : the Swatch/Omega campus
Designed and constructed with the precision of a Swiss watch, this monumental hybrid timber campus charts an architectural roadmap toward the future. Completed in 2019, the Swatch and Omega Campus in Biel, Switzerland, is a magnificent example of technology, design, and environmental sustainability working in concert to create a space that promotes the health of users and the planet. This book illustrates every aspect of the project, including drawings, plans, and numerous interior and exterior photographs. Pritzker Prize-winning architect Shigeru Ban has experienced firsthand the trauma of natural disasters, which he has addressed in numerous emergency-relief projects. With the Swatch and Omega campus, Ban demonstrates how sustainable architecture can benefit industry as well, and why he promotes timber as the planet's only truly renewable resource. Philip Jodidio introduces readers to the buildings' ingenious and cutting-edge features: a serpentine, cocoon-like facade that echoes the playful elements of the Swatch brand; a gridshell roof structure consisting of thousands of precisely interlocking timber pieces; numerous \"clean rooms\" designed for optimal airflow and minimal airborne contaminants; modular work spaces and easy outdoor access to promote employees' physical and mental well-being. A feat of forward-thinking architecture, this corporate headquarters represents a benchmark for future building projects around the world.
BOOK
A business ecosystem framework for SME development through associative and non-associative business structures in the digital age
Associative business structures (business associations) and non-associative business structures (those without any formal or juridical associative agreement) provide platforms to share knowledge, gain insights and collaborate. One additional benefit to participate in these structures is the opportunity for business development. In some cases, and especially for SMEs, they provide important market opportunities and access to relevant stakeholders. This literature review is aimed at identifying the concepts about associative and non-associative business structures in the context of the digital age and digital transformation. The most often referenced concepts (business networks/business relationships, the diversity of actors in a network/business ecosystems, innovative networks, and stakeholder networks/business associations) and not yet prominent concepts (digital associations/digital networks, digital ecosystems/digital environment and digital entrepreneurship, e-markets/e-business environment and e-clusters/e-hubs/digital innovation hubs) provide input and ideas of how associative business structures could be supportive and relevant for SME business development in the digital era. As a navigation aid and for future research, these concepts were summarized in a business ecosystem framework (BEF) for the digital age.
Journal Article
Business model innovation and competitive imitation: The case of sponsor-based business models
This paper provides the first formal model of business model innovation. Our analysis focuses on sponsor-based business model innovations where a firm monetizes its product through sponsors rather than setting prices to its customer base. We analyze strategic interactions between an innovative entrant and an incumbent where the incumbent may imitate the entrant's business model innovation once it is revealed. The results suggest that an entrant needs to strategically choose whether to reveal its innovation by competing through the new business model, or conceal it by adopting a traditional business model. We also show that the value of business model innovation may be so substantial that an incumbent may prefer to compete in a duopoly rather than to remain a monopolist.
Journal Article
The Uppsala internationalization process model revisited: From liability of Foreignness to Liability of Outsidership
The Uppsala internationalization process model is revisited in the light of changes in business practices and theoretical advances that have been made since 1977. Now the business environment is viewed as a web of relationships, a network, rather than as a neoclassical market with many independent suppliers and customers. Outsidership, in relation to the relevant network, more than psychic distance, is the root of uncertainty. The change mechanisms in the revised model are essentially the same as those in the original version, although we add trust-building and knowledge creation, the latter to recognize the fact that new knowledge is developed in relationships.
Journal Article
Do Peer Firms Affect Corporate Financial Policy?
We show that peer firms play an important role in determining corporate capital structures and financial policies. In large part, firms' financing decisions are responses to the financing decisions and, to a lesser extent, the characteristics of peer firms. These peer effects are more important for capital structure determination than most previously identified determinants. Furthermore, smaller, less successful firms are highly sensitive to their larger, more successful peers, but not vice versa. We also quantify the externalities generated by peer effects, which can amplify the impact of changes in exogenous determinants on leverage by over 70%.
Journal Article
The role of external knowledge sources and organizational design in the process of opportunity exploitation
Research highlights the role of external knowledge sources in the recognition of strategic opportunities but is less forthcoming with respect to the role of such sources during the process of exploiting or realizing opportunities. We build on the knowledge-based view to propose that realizing opportunities often involves significant interactions with external knowledge sources. Organizational design can facilitate a firm's interactions with these sources, while achieving coordination among organizational members engaged in opportunity exploitation. Our analysis of a double-respondent survey involving 536 Danish firms shows that the use of external knowledge sources is positively associated with opportunity exploitation, but the strength of this association is significantly influenced by organizational designs that enable the firm to access external knowledge during the process of exploiting opportunities.
Journal Article
A dynamic capabilities-based entrepreneurial theory of the multinational enterprise
This paper develops a dynamic capabilities-based theory of the multinational enterprise (MNE). It first reviews scholarship on the MNE, with a focus on what has come to be known as \"internalization\" theory. One prong of this theory develops contractual/transaction cost-informed governance perspectives; and another develops technology transfer and capabilities perspectives. In this paper, it is suggested that the latter has been somewhat neglected. However, if fully integrated as part of a more complete approach, it can buttress transaction cost/governance issues and expand the range of phenomena that can be explained. In this more integrated framework, dynamic capabilities coupled with good strategy are seen as necessary to sustain superior enterprise performance, especially in fast-moving global environments.Entrepreneurial management and transformational leadership are incorporated into a capabilities theory of the MNE. The framework is then used to explain how strategy and dynamic capabilities together determine firm-level sustained competitive advantage in global environments. It is suggested that this framework complements contract-based perspectives on the MNE and can help integrate international management and international business perspectives.
Journal Article
The Role of Entrepreneurship in US Job Creation and Economic Dynamism
An optimal pace of business dynamics—encompassing the processes of entry, exit, expansion, and contraction—would balance the benefits of productivity and economic growth against the costs to firms and workers associated with reallocation of productive resources. It is difficult to prescribe what the optimal pace should be, but evidence accumulating from multiple datasets and methodologies suggests that the rate of business startups and the pace of employment dynamism in the US economy has fallen over recent decades and that this downward trend accelerated after 2000. A critical factor in accounting for the decline in business dynamics is a lower rate of business startups and the related decreasing role of dynamic young businesses in the economy. For example, the share of US employment accounted for by young firms has declined by almost 30 percent over the last 30 years. These trends suggest that incentives for entrepreneurs to start new firms in the United States have diminished over time. We do not identify all the factors underlying these trends in this paper but offer some clues based on the empirical patterns for specific sectors and geographic regions.
Journal Article
Corporate governance and environmental performance: is there really a link?
Corporate governance scholars are increasingly interested in firms' social and environmental performance. Empirical research in this area, however, has moved forward in an uncoordinated fashion, producing fragmented and contradictory results. Our paper seeks to address this situation by adopting a fact-based research approach that comprehensively explores the link between corporate governance and environmental performance. Specifically, we aim to understand how the relationships between and among the firms' owners, managers, and boards of directors influence environmental performance. We are particularly interested in understanding the interactions among these three key sets of actors. In the end, we offer some observations about governance practices and discuss the implicatiosn for theory.
Journal Article