E. Autio, S. Nambisan, Llewellyn D. W. Thomas, M. Wright
Research Summary: Entrepreneurial ecosystems command increasing attention from policy makers, academics, and practitioners, yet the phenomenon itself remains under-theorized. Specifically, the conceptual similarities and differences of entrepreneurial ecosystems relative to, for instance, clusters, “knowledge clusters,” regional systems of innovation, and “innovative milieus” remain unclear. Drawing on research on industrial districts and agglomerations, clusters, and systems of innovation, we suggest that entrepreneurial ecosystems differ from traditional clusters by their emphasis on the exploitation of digital affordances; by their organization around entrepreneurial opportunity discovery and pursuit; by their emphasis on business model innovation; by voluntary horizontal knowledge spillovers; and by cluster-external locus of entrepreneurial opportunities. We highlight how these distinctive characteristics set entrepreneurial ecosystems apart from other cluster types, propose a structural model of entrepreneurial ecosystems, summarize the articles in this special issue, and suggest promising avenues for future research.Managerial Summary: Entrepreneurial ecosystems command increasing attention from policy makers, academics, and practitioners. We suggest that entrepreneurial ecosystems differ from traditional clusters by their emphasis on the exploitation of digital affordances; by their organization around entrepreneurial opportunity discovery and pursuit; by their emphasis on business model innovation; by voluntary horizontal knowledge spillovers; and by cluster-external locus of entrepreneurial opportunities. We highlight how these distinctive characteristics set entrepreneurial ecosystems apart from regional cluster phenomena discussed in received economic geography and innovation literatures. We suggest policy makers need to adopt novel approaches to stimulate entrepreneurial ecosystems that differ from those in place to develop industrial clusters or support already established small- and medium-sized companies.
{"title":"Digital Affordances, Spatial Affordances, and the Genesis of Entrepreneurial Ecosystems","authors":"E. Autio, S. Nambisan, Llewellyn D. W. Thomas, M. Wright","doi":"10.1002/SEJ.1266","DOIUrl":"https://doi.org/10.1002/SEJ.1266","url":null,"abstract":"Research Summary: Entrepreneurial ecosystems command increasing attention from policy makers, academics, and practitioners, yet the phenomenon itself remains under-theorized. Specifically, the conceptual similarities and differences of entrepreneurial ecosystems relative to, for instance, clusters, “knowledge clusters,” regional systems of innovation, and “innovative milieus” remain unclear. Drawing on research on industrial districts and agglomerations, clusters, and systems of innovation, we suggest that entrepreneurial ecosystems differ from traditional clusters by their emphasis on the exploitation of digital affordances; by their organization around entrepreneurial opportunity discovery and pursuit; by their emphasis on business model innovation; by voluntary horizontal knowledge spillovers; and by cluster-external locus of entrepreneurial opportunities. We highlight how these distinctive characteristics set entrepreneurial ecosystems apart from other cluster types, propose a structural model of entrepreneurial ecosystems, summarize the articles in this special issue, and suggest promising avenues for future research.Managerial Summary: Entrepreneurial ecosystems command increasing attention from policy makers, academics, and practitioners. We suggest that entrepreneurial ecosystems differ from traditional clusters by their emphasis on the exploitation of digital affordances; by their organization around entrepreneurial opportunity discovery and pursuit; by their emphasis on business model innovation; by voluntary horizontal knowledge spillovers; and by cluster-external locus of entrepreneurial opportunities. We highlight how these distinctive characteristics set entrepreneurial ecosystems apart from regional cluster phenomena discussed in received economic geography and innovation literatures. We suggest policy makers need to adopt novel approaches to stimulate entrepreneurial ecosystems that differ from those in place to develop industrial clusters or support already established small- and medium-sized companies.","PeriodicalId":344620,"journal":{"name":"Entrepreneurship & Marketing eJournal","volume":"18 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2017-07-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"131383513","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Crowdsourcing-based new product development (NPD) involves consumers in contributing ideas as ideators in the ideation phase, and providing inputs as cocreators in self-selected subtasks in the product development phase. The novelty of this NPD approach furnishes little understanding about the effect of crowds' self-select participation into ideation and development subtasks, and this study aims to bridge this gap. This article draws on the attention allocation perspective of online knowledge sharing to identify the domains of ideator expertise based on the types of development subtasks they self-selected to perform as cocreators in prior projects. It separately examines the impact of different domains of ideator expertise (marketing and engineering) and the interaction between ideators' expertise and cocreators' inputs on crowdsourcing-based NPD outcomes. Large-scale, longitudinal data from a crowdsourcing-based NPD platform reveal that ideators' engineering expertise helps convert ideas into final products more than ideators' marketing expertise. In contrast, ideators' marketing expertise helps these products achieve more sales than ideators' engineering expertise. Moreover, final products achieve more sales if ideators' marketing expertise embedded in initial product ideas is later augmented with either marketing or engineering-related development inputs by crowd cocreators. However, ideas generated by ideators with engineering expertise achieve fewer product sales when those ideas are complemented by more marketing-related development inputs by cocreators. These findings extend crowdsourcing-based NPD theory and furnish insight on managing crowdsourcing-based NPD platforms.
{"title":"Ideator Expertise and Cocreator Inputs in Crowdsourcing-Based New Product Development","authors":"J. Zhu, S. Li, Michelle Andrews","doi":"10.2139/ssrn.2993562","DOIUrl":"https://doi.org/10.2139/ssrn.2993562","url":null,"abstract":"Crowdsourcing-based new product development (NPD) involves consumers in contributing ideas as ideators in the ideation phase, and providing inputs as cocreators in self-selected subtasks in the product development phase. The novelty of this NPD approach furnishes little understanding about the effect of crowds' self-select participation into ideation and development subtasks, and this study aims to bridge this gap. This article draws on the attention allocation perspective of online knowledge sharing to identify the domains of ideator expertise based on the types of development subtasks they self-selected to perform as cocreators in prior projects. It separately examines the impact of different domains of ideator expertise (marketing and engineering) and the interaction between ideators' expertise and cocreators' inputs on crowdsourcing-based NPD outcomes. Large-scale, longitudinal data from a crowdsourcing-based NPD platform reveal that ideators' engineering expertise helps convert ideas into final products more than ideators' marketing expertise. In contrast, ideators' marketing expertise helps these products achieve more sales than ideators' engineering expertise. Moreover, final products achieve more sales if ideators' marketing expertise embedded in initial product ideas is later augmented with either marketing or engineering-related development inputs by crowd cocreators. However, ideas generated by ideators with engineering expertise achieve fewer product sales when those ideas are complemented by more marketing-related development inputs by cocreators. These findings extend crowdsourcing-based NPD theory and furnish insight on managing crowdsourcing-based NPD platforms.","PeriodicalId":344620,"journal":{"name":"Entrepreneurship & Marketing eJournal","volume":"61 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2017-06-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"126636791","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
This paper examines the bidirectional causality between innovation and internationalization in the context of developing countries. Using a dynamic bivariate probit model and adopting a broad definition of internationalization, this paper analyzes these issues using a panel dataset of small and medium-sized enterprises in Viet Nam. The results show a high persistence in process and product innovations and internationalization decisions. Furthermore, we find that, for non-micro firms, past internationalization has a positive effect on process innovation, but past process innovation does not have a significant effect on the internationalization decision. For this group of firms, we also find signs of cross-dependence between process innovation and the internationalization decision. Our results, however, do not show dynamic interdependence between internationalization and product innovation.
{"title":"Dynamics of Innovation and Internationalization Among Small and Medium-Sized Enterprises in Viet Nam","authors":"L. Trinh","doi":"10.2139/ssrn.2813952","DOIUrl":"https://doi.org/10.2139/ssrn.2813952","url":null,"abstract":"This paper examines the bidirectional causality between innovation and internationalization in the context of developing countries. Using a dynamic bivariate probit model and adopting a broad definition of internationalization, this paper analyzes these issues using a panel dataset of small and medium-sized enterprises in Viet Nam. The results show a high persistence in process and product innovations and internationalization decisions. Furthermore, we find that, for non-micro firms, past internationalization has a positive effect on process innovation, but past process innovation does not have a significant effect on the internationalization decision. For this group of firms, we also find signs of cross-dependence between process innovation and the internationalization decision. Our results, however, do not show dynamic interdependence between internationalization and product innovation.","PeriodicalId":344620,"journal":{"name":"Entrepreneurship & Marketing eJournal","volume":"68 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2016-07-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"126512329","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2016-06-30DOI: 10.22555/IJELCS.V1I1.1592.G271
Nawaz Ahmad, Charmaine Hoodbhoy
Understanding the true meaning of public relations will never be classified as a science because it is an ever-changing process much like a research process. There are continuous additions and subtractions being made; some of which are related to the progressive changes being made in the business world and some of the modifications are due to the evolving attitudes of the consumers. Public relations have been, in the past, separately paired with many terms such as marketing, advertising, introducing, communications. As of recently, with the various technological improvements that have taken place it has started to entail all of these things. The aim of this research paper is to try and dissect the different levels of public relations, when and where it is most commonly used, understanding whether the type of business plays a part in choosing the medium of public relations to be used and to decide at which stage public relations are best used in the business cycle.
{"title":"Importance of Public Relations in New Business","authors":"Nawaz Ahmad, Charmaine Hoodbhoy","doi":"10.22555/IJELCS.V1I1.1592.G271","DOIUrl":"https://doi.org/10.22555/IJELCS.V1I1.1592.G271","url":null,"abstract":"Understanding the true meaning of public relations will never be classified as a science because it is an ever-changing process much like a research process. There are continuous additions and subtractions being made; some of which are related to the progressive changes being made in the business world and some of the modifications are due to the evolving attitudes of the consumers. Public relations have been, in the past, separately paired with many terms such as marketing, advertising, introducing, communications. As of recently, with the various technological improvements that have taken place it has started to entail all of these things. The aim of this research paper is to try and dissect the different levels of public relations, when and where it is most commonly used, understanding whether the type of business plays a part in choosing the medium of public relations to be used and to decide at which stage public relations are best used in the business cycle.","PeriodicalId":344620,"journal":{"name":"Entrepreneurship & Marketing eJournal","volume":"32 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2016-06-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121433614","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Firms are under increasing pressures to innovate more quickly with fewer resources that arise from several factors including financialization and globalization (Epstein, 2005; Lazonick, 2009). Under these pressures, firms have increasingly adopted formal management control measures for product development such as stage-gate system and performance management. At the same time, performance monitoring and performance-based incentives have been also increasingly applied for engineers. It is not clear, however, how these formal control measures affect the behavior and capability development of engineers. For example, while Adler (2011) argued formal control measures positively affect the organizational capability to innovate, Amabile (2005) argued they are harmful for the creativity of engineers.Based on interviews and a questionnaire survey for Japanese engineers, we examine how the formal control measures and performance-based incentives affect the behavior and capability development of engineers. The result is that, while formal, strict management control and performance-based incentives are almost negatively correlated with behavior of engineers that promote innovations, sharing organizational goals, values, and norms is positively correlated with it. If it is possible to argue that, following Polanyi (1957), Powell (1990), and Adler and Hecksher (2006), market, hierarchy and community are the three principles to organize economic activities, we can interpret the result of the analysis as "crowding-out" of community principle by market and hierarchy principles that are enhanced by the growing pressure to generate higher financial gains more quickly.
{"title":"Market, Hierarchy, and Community as Organizing Principles in Knowledge-Intensive Work: An Empirical Analysis of New Product Development Activities in Japanese Firms","authors":"N. Tokumaru","doi":"10.2139/ssrn.2793673","DOIUrl":"https://doi.org/10.2139/ssrn.2793673","url":null,"abstract":"Firms are under increasing pressures to innovate more quickly with fewer resources that arise from several factors including financialization and globalization (Epstein, 2005; Lazonick, 2009). Under these pressures, firms have increasingly adopted formal management control measures for product development such as stage-gate system and performance management. At the same time, performance monitoring and performance-based incentives have been also increasingly applied for engineers. It is not clear, however, how these formal control measures affect the behavior and capability development of engineers. For example, while Adler (2011) argued formal control measures positively affect the organizational capability to innovate, Amabile (2005) argued they are harmful for the creativity of engineers.Based on interviews and a questionnaire survey for Japanese engineers, we examine how the formal control measures and performance-based incentives affect the behavior and capability development of engineers. The result is that, while formal, strict management control and performance-based incentives are almost negatively correlated with behavior of engineers that promote innovations, sharing organizational goals, values, and norms is positively correlated with it. If it is possible to argue that, following Polanyi (1957), Powell (1990), and Adler and Hecksher (2006), market, hierarchy and community are the three principles to organize economic activities, we can interpret the result of the analysis as \"crowding-out\" of community principle by market and hierarchy principles that are enhanced by the growing pressure to generate higher financial gains more quickly.","PeriodicalId":344620,"journal":{"name":"Entrepreneurship & Marketing eJournal","volume":"43 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2016-06-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121996050","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
It is well recognized that the nature of entrepreneurial activity varies by context and historical epoch. But are there systematic underlying factors that cause such significant differences in the entrepreneurial opportunity set? This paper presents a conceptualization of entrepreneurship based on the interaction of product market innovation and financial innovation. In line with traditional entrepreneurship theory, it argues that product market innovations create new entrepreneurial opportunities, adding that innovations within the financial system are also a source of entrepreneurial opportunity, potentially as creative, but which do not necessarily align themselves with developments in product markets. Through time, their state of parallel development, or misalignment, sets the context of entrepreneurial activity.Entrepreneurship is conceptualized in terms of opportunity recognition (whether discovered or created) and mobilization of resources to exploit those opportunities arising from product or financial innovation, and the process of managing any misalignment that evolves between them. These interactions give rise to four cases based on possible permutations of radical innovation. Conceptualized thus, entrepreneurship is necessarily a historical phenomenon, in terms of context and process. The paper considers selected historical cases that illustrate these permutations.
{"title":"The Impact of Financial and Product Market Innovation on the Nature of Entrepreneurship: A Historical Perspective","authors":"S. Toms, N. Wilson, M. Wright","doi":"10.2139/ssrn.2770517","DOIUrl":"https://doi.org/10.2139/ssrn.2770517","url":null,"abstract":"It is well recognized that the nature of entrepreneurial activity varies by context and historical epoch. But are there systematic underlying factors that cause such significant differences in the entrepreneurial opportunity set? This paper presents a conceptualization of entrepreneurship based on the interaction of product market innovation and financial innovation. In line with traditional entrepreneurship theory, it argues that product market innovations create new entrepreneurial opportunities, adding that innovations within the financial system are also a source of entrepreneurial opportunity, potentially as creative, but which do not necessarily align themselves with developments in product markets. Through time, their state of parallel development, or misalignment, sets the context of entrepreneurial activity.Entrepreneurship is conceptualized in terms of opportunity recognition (whether discovered or created) and mobilization of resources to exploit those opportunities arising from product or financial innovation, and the process of managing any misalignment that evolves between them. These interactions give rise to four cases based on possible permutations of radical innovation. Conceptualized thus, entrepreneurship is necessarily a historical phenomenon, in terms of context and process. The paper considers selected historical cases that illustrate these permutations.","PeriodicalId":344620,"journal":{"name":"Entrepreneurship & Marketing eJournal","volume":"53 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2016-04-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"130433773","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Digital transformation is a major challenge for small-and medium-sized enterprises (SMEs) and major corporations alike. Organizational Digital Transformation is influenced by the drivers of the recent digital revolution; and the numbers of the various architypes, in terms of their skill and/or comfort with digital technology on an individual level, that the employees of the organization are comprised of. Organizational Digital Transformation requires that the organization become a Digitally Integrated Organization (DIO). This Path to Digital Integration means the implementation of the Actionable Marketing Strategies and Tactics of the New Marketing Normal on which an Integrated Digital Marketing (IDM) Strategic Model is based. While implementing the Integrated Digital Marketing (IDM) Strategic Model is not easy, maintaining core values helps. For organizations that implement the Integrated Digital Marketing (IDM) Strategic Model, as Apple Inc. evidently does, success of the magnitude enjoyed by Apple Inc., is possible.
{"title":"Organizational Digital Transformation – Anticipating and Planning for the Paradigm Shift","authors":"Hans E. Alagoa","doi":"10.2139/SSRN.2588347","DOIUrl":"https://doi.org/10.2139/SSRN.2588347","url":null,"abstract":"Digital transformation is a major challenge for small-and medium-sized enterprises (SMEs) and major corporations alike. Organizational Digital Transformation is influenced by the drivers of the recent digital revolution; and the numbers of the various architypes, in terms of their skill and/or comfort with digital technology on an individual level, that the employees of the organization are comprised of. Organizational Digital Transformation requires that the organization become a Digitally Integrated Organization (DIO). This Path to Digital Integration means the implementation of the Actionable Marketing Strategies and Tactics of the New Marketing Normal on which an Integrated Digital Marketing (IDM) Strategic Model is based. While implementing the Integrated Digital Marketing (IDM) Strategic Model is not easy, maintaining core values helps. For organizations that implement the Integrated Digital Marketing (IDM) Strategic Model, as Apple Inc. evidently does, success of the magnitude enjoyed by Apple Inc., is possible.","PeriodicalId":344620,"journal":{"name":"Entrepreneurship & Marketing eJournal","volume":"108 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2016-04-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"124153274","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Retailing is the route of selling consumer goods and/or services to the ultimate consumers for their personal or household consumption through multiple channels of distribution to make revenue. Retail marketing has undergone radical restructuring due to increase in GDP, per capita income, purchasing power of the people. Now-a-days retail industry has become dynamic industry in the world and this industry is contributing to the economic growth of many countries.Telecom retailers are earning substantial amount of commission from telecos owing to the huge monthly subscriber churn rate and the popularity of mobile numbers portability among users. The churn rate is calculated as the number of subscribers who get out of an operator’s network in a month as a percentage of its total subscriber base. Retail stores are the strategic touch points to tie with prospective customers. Indian customers mostly rely upon retailers and prefer personal interaction for advice and understanding offers. So telecom retailers play a pivotal role for the company to expand market share.The present paper is an endeavour to study the different types of telecom retailers considering two dimensions – loyalty and payout. This study will also help companies to formulate strategies for increasing sales revenue and market share. This study is qualitative in nature and the results are based on market survey of 425 telecom retailers selected from different parts of Murshidabad and Nadia districts by using convenience sampling technique. The study has yielded a number of valuable findings, which are of far-reaching.Consequences for policy formulation and decision making by the companies offering telecom services under study. The findings of Payout-Loyalty matrix indicate that there are six categories of telecom retailers in the market and these retailers are named as Inactive retailers, Bull, Gambler, Market maker, Loyal Screamer, Loyal but volatile & perfect profit maker, Brand & Business builders, Loyal Survivor & Savior and Mask Gambler. This Payout-Loyalty Matrix can help in balancing incentive structure so that retailers are not engaged in gambling company’s profitability.
{"title":"Developing Payout-Loyalty Matrix for Telecom Retailers – A Study on Murshidabad and Nadia Districts","authors":"K. Dutta, Mrinal Kanti Das","doi":"10.2139/ssrn.2752872","DOIUrl":"https://doi.org/10.2139/ssrn.2752872","url":null,"abstract":"Retailing is the route of selling consumer goods and/or services to the ultimate consumers for their personal or household consumption through multiple channels of distribution to make revenue. Retail marketing has undergone radical restructuring due to increase in GDP, per capita income, purchasing power of the people. Now-a-days retail industry has become dynamic industry in the world and this industry is contributing to the economic growth of many countries.Telecom retailers are earning substantial amount of commission from telecos owing to the huge monthly subscriber churn rate and the popularity of mobile numbers portability among users. The churn rate is calculated as the number of subscribers who get out of an operator’s network in a month as a percentage of its total subscriber base. Retail stores are the strategic touch points to tie with prospective customers. Indian customers mostly rely upon retailers and prefer personal interaction for advice and understanding offers. So telecom retailers play a pivotal role for the company to expand market share.The present paper is an endeavour to study the different types of telecom retailers considering two dimensions – loyalty and payout. This study will also help companies to formulate strategies for increasing sales revenue and market share. This study is qualitative in nature and the results are based on market survey of 425 telecom retailers selected from different parts of Murshidabad and Nadia districts by using convenience sampling technique. The study has yielded a number of valuable findings, which are of far-reaching.Consequences for policy formulation and decision making by the companies offering telecom services under study. The findings of Payout-Loyalty matrix indicate that there are six categories of telecom retailers in the market and these retailers are named as Inactive retailers, Bull, Gambler, Market maker, Loyal Screamer, Loyal but volatile & perfect profit maker, Brand & Business builders, Loyal Survivor & Savior and Mask Gambler. This Payout-Loyalty Matrix can help in balancing incentive structure so that retailers are not engaged in gambling company’s profitability.","PeriodicalId":344620,"journal":{"name":"Entrepreneurship & Marketing eJournal","volume":"47 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2016-03-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"123697022","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
C. Yang, Kailai Huang, Ching-Lien Huang, Rong-Hwa Huang
This study investigated seven core subjects of ISO 26000 to explore the way in which new product development (NPD) links corporate social responsibility (CSR) strategy with product development planning. This study thoroughly discussed the implementation of policies that achieve social responsibility within the context of NPD planning. Rapid changes in science and technology mean customer needs are changing faster than ever before, making it increasingly difficult to identify critical customer needs in a timely manner. NPD therefore is essential to enhance enterprise competitiveness. The construction of a CSR-based NPD model can help enterprises in NPD. Using the CSR based NPD model to plan materials selection, specification setting, manufacturing procedures and methods, distribution, servicing and recycling increases enterprise friendliness and happiness, and benefits their sustainable development. The findings of this study suggest that traditional enterprise activities focus on profit maximization and cost minimization. The profit-oriented strategy influences product design, purchase, production, manufacture and delivery. Poor working environment, overtime, low wages, neglect of health and safety, and various deficiencies in CSR frequently occur. If a CSR based perspective is initially adopted to implement public expectations regarding product design, it can be both beneficial and environmentally friendly.
{"title":"Integration of Corporate Social Responsibility into New Product Development","authors":"C. Yang, Kailai Huang, Ching-Lien Huang, Rong-Hwa Huang","doi":"10.2139/ssrn.2764236","DOIUrl":"https://doi.org/10.2139/ssrn.2764236","url":null,"abstract":"This study investigated seven core subjects of ISO 26000 to explore the way in which new product development (NPD) links corporate social responsibility (CSR) strategy with product development planning. This study thoroughly discussed the implementation of policies that achieve social responsibility within the context of NPD planning. Rapid changes in science and technology mean customer needs are changing faster than ever before, making it increasingly difficult to identify critical customer needs in a timely manner. NPD therefore is essential to enhance enterprise competitiveness. The construction of a CSR-based NPD model can help enterprises in NPD. Using the CSR based NPD model to plan materials selection, specification setting, manufacturing procedures and methods, distribution, servicing and recycling increases enterprise friendliness and happiness, and benefits their sustainable development. The findings of this study suggest that traditional enterprise activities focus on profit maximization and cost minimization. The profit-oriented strategy influences product design, purchase, production, manufacture and delivery. Poor working environment, overtime, low wages, neglect of health and safety, and various deficiencies in CSR frequently occur. If a CSR based perspective is initially adopted to implement public expectations regarding product design, it can be both beneficial and environmentally friendly.","PeriodicalId":344620,"journal":{"name":"Entrepreneurship & Marketing eJournal","volume":"773 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2016-03-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"117021160","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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