Journal of High Technology Management Research最新文献

The traditional closed business models (BMs) are widespread and continue to dominate the current business world. Today, more and more companies are using outside technologies and innovations to develop new products and actively look at business opportunities created through sharing knowledge, competencies, and technological resources. The next phase is to open the business model to reap the full benefits of open innovation (OI). As the driver of effective knowledge and technology flows (inside-out and outside-in), open innovation cannot capture value of these flows unless it is leveraged by key internal resources. Based on the resource-based view (RBV), we claim that such technological investments cannot make organizations more effective unless they are accompanied by organizational complementary assets. Thus, the theoretical model exposes Open Business Model (OBM) antecedents based on a Business Model Innovation (BMI) perspective. Moreover, the literature of the BM innovation values the link between BM and OI and asserts that network, structures and technological knowledge management infrastructure are required to capture the value created by these flows and drive companies to open their BM and thrive.

The paper performs a structural model analysis with a sample of 134 respondents in the information and communication technologies (ICT) based sectors. The results show the positive impact of technological knowledge management infrastructure on inbound OI and the impact of relational capital on the two types of OI strategies and in leveraging open BM in ICT-based sectors. The paper provides insights to firms OI initiatives holders to establish effective networked BMs.

Companies major focus have been on organizational intelligent while organizational stupidity has received little attention. This paper tries to progress a framework of Organizational Stupidity (OS), and introduce its various aspects in existing literature. There are lots of investigations on Organizational Intelligence (OI), while, lack of study on OS is obvious. OS describes organizations with no reflexivity, doubt or reflection. These organizations refuse to use intellectual resources in order to maintain organizational order. In this study OS is analyzed in different teams and its contrast with organizational intelligence and critical thinking is also assessing, in order to deduct its factors as a separate concept. Then, OS is shown in four levels from organizations with no stupidity to those with high level of stupidity. Finally, a framework of OS is shaped, that shows the causes of OS and conclusion of adopting stupidity factor in organizations. This paper emphasizes on OS as a concept that has advantages and disadvantages, such as organizational order in preference to no critical thinking.

This study analyzes the importance role of Chief Executive Officer emotional intelligence to explain the interaction relationship between research and development investment and corporate social responsibility performance and to explain how the diversification into new technology provides explanations for the stakeholders’ problems. This research was realized through the completion of a questionnaire type inquiry structured around table-based analysis. As a result, Tunisian enterprises Chief Executive Officer have to face a trade-off: whether they should focus on more research and development investment in order to enhance their capability to obtain the corporate social responsibility performance. Therefore, managers should focus on introducing diversification strategy to solve the problem of trust among organizations, such as the nodes with interest conflicts or competing relationship.

The paper aims to understanding Small and Medium-sized Enterprises (SMEs) performance by combining two theoretical approaches, the resource-based approach and the open innovation approach, which are widely considered separately in the literature. It proposes to investigate the effect of human resources antecedents on open innovation as well as its consequences on firm performance in the specific context of SMEs. More specifically, the study examines a baseline assumption that there is a positive and indirect association between the human capital and the performance through the mediating effect of inbound open innovation. Results revealed that human capital in terms of managerial skills and social networks has an indirect positive influence on degree of innovation and global performance through a perfect mediating role exercised by the degree of openness. In addition, findings showed that the degree of openness of the innovation process always plays a role of partial mediator in the relationship between strategic vision and overall performance. Another important conclusion is that the practices of inbound open innovation strengthen, by a partial mediation effect, the positive impact of internal research and development capacity on the degree of innovation.

Despite growing investments in Business Intelligence and Analytics (BI&A), the business value generation process associated with the adoption of these technologies is still unclear. Consequently, managers face difficulties in justifying such initiatives and subsequently evaluating their results. For companies that operate in extremely turbulent environments, the outcomes of BI&A investments may be even harder to estimate. In this study, we propose and statistically evaluate a causal model that connects the availability of BI&A resources and capabilities in a company to its operational marketing capabilities. Marketing processes are critical for the generation of innovations in products and services, and operational revenues, and thereby, for a firm's performance and competitiveness. In order to assess our model, we applied structural equation modeling techniques to data collected in multiple units of a large Brazilian telecommunications company during the worst economic and institutional crisis faced by the country. Our results suggest that the dynamic capabilities of a company fully mediates the positive effect of BI&A resources and capabilities on its marketing capabilities. In contrast to what is usually found in the literature, turbulence did not moderate the effect of dynamic capabilities on marketing capabilities.

In modern times, the digital transformation of organizations and communities is a necessity to achieve a competitive advantage. Therefore, the ability to map the potential of scattered and diverse digital knowledge sources automatically and quickly is urgent for identifying critical knowledge so that organizations can effectively carry out knowledge management. This research is a finalization of the initial smart knowledge mapping model to fit out the limited scope of validation studied previously; this was done by conducting a mix-method approach methodology to examine validation using interviews, forum group discussions (FGD) and questionnaires. The results of our questionnaire validation were analyzed using the Fuzzy Delphi Method to determine the level of agreement between the experts. This study proposed conceptual model smart knowledge mapping, which consists of eleven components: leadership, IT infrastructure, environment, objective, stakeholder, business process, KM process, valuable digital activity, knowledge resource, advanced computing and KMap content. This study also proposed a process and activity combination quadrant to determine the availability of knowledge resources for implementation of this model.

Drawing on the stakeholder and legitimacy theories, this paper examines the effect of corporate governance elements, specifically the board of directors, on the Triple Bottom Line (TBL) sustainable performance. Using a Southern Mediterranean sample of Tunisian companies, the study investigates whether the presence of female directors, board independence, board size, frequency of board meetings and CEO duality affect the three pillars of sustainable performance (economic, social and environmental). The authors use confirmatory factor analysis and covariance-based structural equation modelling to assess both measurement and structural models. Findings reveal evidence on which dimension of sustainable performance might be more affected by corporate board attributes. These findings have both theoretical and practical implications for academia, policy-makers, and corporate managers in this region.

This paper aims to develop a theoretical background to identify: 1) the important channels of ‘university-developed technology’ acquisition and qualitatively group them in coherent modes and 2) the contingent factors (firm side) that characterize and differentiate these modes. Based on a systematic literature review of over 100 papers published till 2019, this exploratory research proposes: 4 prominent modes (viz., commercialization of IP, open channels, research services and research partnership) and 8 contingent factors (viz., business strategy, type of innovation, NPD stage, time span, financial risk, cost of managing IOR, industry concentration and geographical proximity hindrance) which affect firm's decision on how to acquire university-generated technology. These are the key parameters to design and implement university-industry technology transfer channels and opens up the debate on ‘external technology sourcing’ from universities and research institutions as a systemic approach. This study has important implications for policy design, entrepreneurs and university administrators.

Purpose

With the increasing popularity of ultra-short heart rate variability (HRV) measurements being utilized with mobile devices outside of controlled, research settings, it is important to determine the proper methodology to ensure accuracy. Therefore, the purpose of this study was to examine the validity of ultra-short-term HRV metrics across three different body positions in recreationally active individuals.

Methods

Twenty-six subjects (12 males: 24.1 ± 3.6 yrs., 178.6 ± 6.4 cm, 82.9 ± 8.7 kg; 15 females: 21.3 ± 1.2 yrs., 170.7 ± 10.5 cm, 71.6 ± 18.9 kg) participated in 10-min electrocardiogram recordings in the supine, seated, and standing positions. HRV analysis using a variety of time, frequency, and non-linear parameters were performed following traditional recommendations (i.e., last 5 min of each 10-min recording) and ultra-short-term recordings (i.e., 1-min epoch following a 1-min stabilization period).

Results

Slight decreases (e.g., “near perfect” to “very large”) in intraclass correlations (ICC) and increases in the limits of agreement (LOA) were noted for most of the HRV metrics as position changed to sitting and then standing. However, throughout all three positions, the highest ICC values (0.88 to 0.92) and tightest LOA (CE ± 1.96 SD) were displayed in RMSSD.

Conclusions

This study supports the use of RMSSD and SD1 for assessing HRV under ultra-short-term recordings of 1 min regardless of position. However, practitioners should be consistent with the preferred position for measurements and not use them interchangeably to reduce potential errors during long-term monitoring.

This study examines the interdependence of relational strategies and data management policies of SMEs during product innovation. The type of data management developed by a small firm to support its innovation efforts requires it to engage in competitive, vertical cooperative or coopetitive relationships. An empirical study of 109 leaders of French high-tech SMEs provides a descriptive and explanatory analysis of this question. This empirical study combines three theoretical dimensions: the characteristics of a Big Data policy, of an innovation product and of a relational strategy. We enrich the existing knowledge concerning the exploitation of data by SMEs by presenting a typology of their data strategies. We also find that Big data and Smart data policies are deployed by SMEs to support product innovation. Finally, we show that SMEs implement data management individually to support radical product innovation but will collaborate to support incremental product innovation. The nature of the data innovation guides the relational context of the SME. This study deepens the interdependence of data management and relational strategies among SMEs.