bluuebunny/crossref_metadata_2025_split huggingface dataset:
Open Innovation
Authors: West Joel 
Published: December 2010

AbstractInspired by studies of twentieth century vertically integrated corporate giants, the traditional model of industrial innovation assumed an internal pipeline of product innovation from R&D to manufacturing. However, the open innovation paradigm developed by Chesbrough extends this model, identifying existing and new practices in which innovation commercialization crosses firm boundaries. Open innovation considers two primary commercialization modes: the inbound in which firms use external sources of innovation, and the outbound in which firms find other ways to profit from internal innovation. Although most research has focused on for‐profit dyadic exchanges between corporate actors, the paradigm subsumes a broader scope of pecuniary and nonpecuniary motivations at the individual, organizational, community, network, industry, or national level of analysis.
Brainstorming
Authors: Goldenberg Jacob , Mazursky David 
Published: December 2010

Abstract
Brainstorming is the most widely used and recognized procedure in firms to find new concepts or solutions. However, extensive research in the last three decades casts doubts about the efficiency and effectiveness of this approach. Apparently, the group dynamics, instead of increasing the fluency and originality of individuals, may block them. This results in fewer ideas and in less originality compared to that in a nominal group (the same number of people, but working separately). Brainstorming is not without any value. Its effects on extensive knowledge transfer and sharing, and its influence on organization atmosphere, have been reported. The current research focuses on variations that may help individuals overcome brainstorming obstacles, and make this process more successful (for example, electronic brainstorming).
Concept Testing
Authors: Kahn Kenneth B. 
Published: December 2010

Abstract
Concept testing represents those activities undertaken during the concept evaluation phase of the new‐product development process. The purpose of concept testing is to assess and incorporate customer opinion into evaluating the feasibility of a concept early on, prior to committing substantial funds for commercialization of the concept. There are four general types of concept testing: the narrative concept test, the pictorial concept test, the prototype concept test, and the virtual concept test.
Core Competencies
Authors: Sarin Shikhar 
Published: December 2010

Abstract
Core competencies are collective learnings in an organization that result from a unique coordination of diverse production skills and/or the integration of multiple streams of technologies. They provide firms with a long‐term competitive advantage by allowing them to develop unanticipated products faster and cheaper than their competitors. Core competencies provide firms with access to a wide variety of markets, make significant contributions to the perceived customer benefits of the end products, and are difficult to imitate by the competition. Core competencies manifest themselves as core products, which are subassemblies and components that contribute to the value of a variety of end products. Battle for global leadership will take place on three planes: core competencies, core products, and end products. To compete effectively in the future, organizations will need to think of themselves as a portfolio of core competencies and core products, rather than as a collection of discrete businesses.
Competitive Advantage
Authors: Sarin Shikhar 
Published: December 2010

Abstract
Competitive advantage is the relative advantage one business has over another that is sustainable and translates into a benefit that is important to target customers. There are two basic types of competitive advantages: cost leadership and differentiation. When combined with the scope of a firm's activities, they give rise to three generic business strategies: (i) cost leadership – where the firm seeks to become the low‐cost producer in an industry; (ii) differentiation – where the firm seeks to position itself uniquely along one or two dimensions that the customer values; and (iii) focus – where a firm tries to optimize its strategy by selecting a segment or a group of segments in the industry, and seeks to achieve competitive advantage in the target segment(s). Suggestions for sustaining these competitive advantages are explored.
Locale of Innovation
Authors: Sivakumar K. 
Published: December 2010

Abstract
In this article, the focus is on local and transnational innovations. With the increasing globalization of firms, markets, and the factors influencing development and consumption of goods and services, the words “local” and “transnational” can be considered to be ideas on a continuum rather than as discrete categories. Therefore, discussion of one cannot be exclusive of the other. As a result, local and transnational innovation are discussed in tandem.
Open Source
Authors: Franke Nikolaus 
Published: December 2010

Abstract
“Open‐source” software means that the source code can be accessed by any user and is distributed under a specific copyright license that ensures that anyone who wishes can use, modify, and improve the product, and redistribute it in modified or unmodified versions to others. In many cases, open‐source software is very innovative and successful, and its importance is still growing. Its economic and organizational principles may therefore be especially important to managers, as those principles can be adapted for the benefit of private companies for software and other products as well.
Technology
S
‐Curve
Authors: Sood Ashish 
Published: December 2010

Abstract
This article encompasses the technology S‐curve that describes the phenomenon of technological evolution and suggests that technologies evolve through an initial period of slow growth, followed by one of fast growth culminating in a plateau. The field does not enjoy a single, strong, and unified theory of technological evolution. However, an emerging, and probably the most compelling explanation, revolves around the dynamics of firms and researchers as the technology evolves through the three major stages of the S‐curve of technological evolution: introduction, growth, and maturity. Recent empirical findings suggest there is sparse support for the theory. In contrast to the dominant view in the literature, the path of technological evolution does not resemble an S‐curve. On the contrary, the path of technological evolution follow a series of irregular step functions better approximated with multiple S‐curves than with a single S‐curve.
Prototype
Authors: Blackburn Richard 
Published: December 2010

Abstract
Prototyping gives new‐product/service development teams an opportunity to examine successive approximations to a new product/service before committing to more costly steps of the development process. Prototypes can (i) help teams learn; (ii) facilitate team communication; (iii) assist in information exchange; and (iv) function as team milestones. Teams working in prototyping cultures (as opposed to specification cultures) tend to develop more radical innovations.
Product Specifications
Authors: Veryzer Robert W. 
Published: December 2010

Abstract

This article treats
product specifications
as the final step in the sequence of steps from determining product
requirements
to the development of
objectives
that provide guidance for detailed descriptions of how a product is to be made. Although the process for determining product specifications may vary depending on the type of product being designed (for example, consumer durables vs. electronics products vs. computer software), the product requirements – objectives – specifications sequence is explained in terms of translation into precise targets or product specifications, which detail in precise, measurable ways how a product is to be made. Product specifications – which may range over various dimensions of a product: physical elements and materials, structure or architecture, control or operating systems, and so on – consist of metrics or measures relevant to a particular product dimension, and indicate the desired level (or value) that is to be achieved for each measure. Several considerations for developing product specifications are also presented.
Process Innovation
Authors: Robben Henry 
Published: December 2010

Abstract
Process innovations change the ways in which a supplier creates products or services. They are incremental when they improve production costs or product quality. They are radical when there is a significant alteration in the production process. Typically, process innovations are most important in the growth phase of the product life cycle.
There are several approaches to trigger off process innovation. This article identifies and describes the following triggers: gap analysis, quality circles and process improvement teams, total quality management, quality function deployment, ISO 9000, The EFQM excellence model, and six sigma.

A procedure to arrive at process innovation may involve the following steps: process mapping, analysis of the
ist
‐situation, benchmarking – best practices – next practices, determination of the
soll
‐situation, and implementation.
Product Diversification
Authors: Sood Ashish 
Published: December 2010

Abstract
This article encompasses product diversification, a tool that helps firms formulate their product and market growth strategy. Diversification is the most risky of the four growth strategies since it requires a firm to acquire new skills, new techniques, and new facilities. There are three types of product diversification: vertical, horizontal, and lateral diversification. Firms may employ these three types of diversification on the basis of market growth conditions.
Research & Development
Authors: Prabhu Jaideep C. , Chandy Rajesh K. 
Published: December 2010

Abstract
This article discusses the following questions concerning Research & Development (R&D): (i) What is R&D? (ii) Who does R&D (governments versus firms)? and (iii) Where is R&D done (the developed West and Japan vs. emerging markets)? This article ends with a discussion on R&D in relation to innovation more broadly as well as on its importance to firms, governments, and policy makers worldwide.
Global Consumerism and Consumption
Authors: Belk Russell 
Published: December 2010

AbstractIt is a commonplace observation that contemporary consumption has globalized on an unprecedented scale, and, along with it, the rampant desire to participate in the global indulgence labeledconsumerismorconsumer culture. Theories about the global spread of consumerism have gone through a number of phases and have included concepts like cultural imperialism, globalization, nationalism, and hybridity. This short article attempts to sort out these debates as well as consider the consequences of such global consumption, especially for rapidly expanding consumer cultures like China.
International Marketing Channels
Authors: Bello Daniel C. 
Published: December 2010

AbstractInternational marketing channels consist of interdependent organizations participating in business activities necessary to make a product or service available for use in markets around the world. The structure or design of global channels can vary widely, comprising various organizational participants (foreign distributors, agents, subsidiaries, etc.) engaged in a diverse set of functional activities (selling to foreign customers, warehousing inventory, etc.). The determinants of channel design include key drivers associated with manufacturers, international middlemen, and foreign end users. A complex interplay among these key players and the characteristics of channel activities yields the particular contractual, ownership, and other institutional arrangements that govern cross‐border channel systems. Further, channel designs are subject to important feasibility constraints emanating from the regulative, normative, and cultural‐cognitive elements of the institutional environment of the home and host countries. International marketing channels are one of the most complex and dynamic aspects of global marketing, and require careful analysis to achieve the most productive balance among the many determinants of channel design.
Global Marketing Strategy: Perspectives and Approaches
Authors: Douglas Susan P. , Craig C. Samuel 
Published: December 2010

Abstract
Global marketing strategy involves formulating marketing strategy across a range of countries. A number of different approaches have been taken in studying global marketing strategy, including the transaction cost perspective, standardization/adaptation, configuration/coordination perspective, global integration perspective, and the evolutionary perspective. Typically, each focuses on different decisions or aspects of global marketing strategy and corresponds in many respects to differences in the experience of the firm in international markets. Depending on the degree of experience in international markets, the firm must deal with issues related to beginning operations in global markets, refining and developing global marketing strategy, or consolidating/integrating global strategy. In beginning global market operations, the firm needs to decide which international markets to enter and how they should be entered, as well as the timing and sequencing of international market entry. As the firm expands within international markets, attention shifts to deciding how far to tailor various elements of the marketing mix to local market characteristics. Attention is then required to coordinate and integrate marketing strategy across countries and regions. The design of global marketing strategy is thus a continually evolving and adaptive process requiring an ability to respond to new demand and competitive factors as well as changing global environmental conditions and pressures.
Market Entry and Expansion
Authors: Brouthers Keith D. 
Published: December 2010

Abstract
When firms expand abroad one task they need to do is to determine the best way to structure their new foreign operation. Research focusing on this choice of market entry mode has grown rapidly over the past two decades but still much more work is needed. Primarily, past research has focused on country‐ and firm‐specific attributes and has used rational decision‐making models. Marketing scholars can add to our knowledge by exploring the impact of marketing strategy on market entry decisions. In this article, we briefly review the existing research and then offer suggestions on adding marketing insights that can impact foreign subsidiary choice and performance.
Family Conglomerates
Authors: Kim Daekwan , Cavusgil S. Tamer 
Published: December 2010

Abstract
Family conglomerates are a common business phenomenon across emerging markets, offering some partnership opportunities as well as potential threats to multinational firms interested in doing business in those emerging markets. They often grow with their economy while enjoying the strong brand recognition and government protection among other advantages. Some eventually become formidable multinational firms. Their future most likely depends on to what extent they are able to exercise their unified control as a family of owners and to transform themselves to become more efficient, justifying their presence against some concerns raised by domestic and international communities.
Countertrade
Authors: Palia Aspy P. 
Published: December 2010

Abstract
Countertrade involves the linked trade obligations of two or more enterprises in two or more countries as stipulated in their import and export commitments. Exporters are often required to accept commodities/services in payment for the goods they sell overseas. If they accept these terms and conclude a countertrade agreement, they acquire a large inventory of countertraded commodities. Otherwise, they forego additional sales, market share, and entry into growing markets. Trading houses, multinational corporations (MNCs), and other countertrade specialists help dispose the surplus countertraded commodities. They specialize by services rendered, by product category, and by geographic region served. The countertrade literature refers to a variety of transactions, which include barter, buybacks, clearing agreements, compensation, counterpurchase, evidence accounts, offsets, parallel trading, and switching. This article covers five basic forms of countertrade: counterpurchase, compensation, offsets, barter, and switch, recognized by the US International Trade Commission. International marketing managers need to be familiar with the patterns of countertrade practiced and the variety of trade, trade finance, consulting, international banking, marketing research, information, and other services provided by countertrade service organizations for specific products in specific markets. This knowledge will enable them to identify and take advantage of emerging opportunities in overseas markets.
International Trade Intermediaries
Authors: Ellis Paul D. 
Published: December 2010

Abstract
International trade intermediaries (ITIs) are specialist intermediaries involved in the management of international trade. This service either involves an agency‐brokerage or a merchant‐reselling role. ITIs are ubiquitous in global markets and are one of the most enduring organizational entities in the history of international business. Acting as agents, ITIs exist because manufacturers sometimes lack the ability or the incentive to engage in exporting directly. However, manufacturers may hesitate to contract with independent intermediaries because of the threat of opportunism. The circumstances under which manufacturers would prefer ITIs to in‐house exporting can be predicted using transaction cost analysis, which describes the matching of exchange characteristics with particular exchange modes or governance structures. Acting as merchant resellers, ITIs create new markets for goods and services by developing exchanges between buyers and sellers located in different nations. In developing these links, the ITI may also transfer marketing skills to others in the channel. Although ITIs improve the efficiency of exchange and entrepreneurially create markets where none existed previously, their survival within cross‐border channels of distribution is inherently impermanent. The information asymmetries that give ITIs their “edge” in a market tend to diminish over time, undermining their position in the channel.
International Negotiations
Authors: Money Bruce 
Published: December 2010

Abstract
Basic to negotiation are issues such as anchoring (who makes the first offer) and making concessions. Various models have been forwarded, including the framework of bargainer characteristics and situational factors affecting the process, which in turn, affects the outcome. Regarding international negotiations, various issues complicate this or any model, in dealing with, for example, language differences, perception of time, and simply what people in other countries consider to be good negotiation. National culture as a situational factor, dramatically affects the process. The article highlights two of the most prominent frameworks, Hofstede's five dimensions (subject to the well‐placed and ongoing debate about applying group‐based measures to individual levels of behavior, the so‐called “ecological fallacy”) and the Halls' construct of context, or the amount of “code” implicit in a particular national culture. Finally, other issues (such as societal and governmental factors) which may impact international negotiation are explored.
Consumer Affinity Construct
Authors: Diamantopoulos Adamantios , Oberecker Eva M. 
Published: December 2010

Abstract

Sentiments toward foreign countries have potential power in explaining consumption behavior and are therefore, of importance to marketers. While
negative
sentiments toward foreign countries in general (e.g., due to ethnocentric tendencies), as well as toward a specific foreign country (e.g., due to feelings of animosity) have received considerable attention in the literature, research efforts on
positive
sentiments toward foreign countries, their sources, and their consequences on consumption behavior, such as intentions to consume products or brands, are still limited. The consumer affinity construct addresses the behavioral consequences of
favorable
, affectively based sentiments toward a
specific
foreign country. Specifically, research reveals that consumers indeed have affinities for certain countries. These affinities are based on so‐called affinity drivers, which capture direct and/or indirect experiences with the affinity country. Overall, the consumer affinity segment shows a heightened willingness to buy products from the affinity country and thus represents a potentially interesting segment for international marketing activities.
Consumer World‐Mindedness
Authors: Douglas Susan P. , Nijssen Edwin J. 
Published: December 2010

Abstract
As geographic distances shrink with advances in communications technology, the Internet, the spread of global media, and increased international travel, consumers become aware of and exposed to products, customs, and life‐styles in other cultures and countries. They may also develop international social networks communicating with other people across the world. As a result, rather than having ethnocentric attitudes, more consumers are becoming open to and interested in consumer products, services, and ideas from other cultures and parts of the world. This has tended to result in greater availability of and preference for foreign products and brands in retail stores, including grocery stores and supermarkets.
Global Product
R
&
D
Authors: Özsomer Aysegul 
Published: December 2010

Abstract
Global Product R&D refers to a firm's attempt to concentrate and coordinate its product‐related R&D activities in a few countries. R&D activities are undertaken with a focus on multiple customer groups from multiple types of markets (e.g., advanced and emerging). Concentration enables a firm to benefit from the location advantages associated with different countries and coordination exploits cross‐country synergies. A primary driver of global product R&D networks is differentiation and division of labor. Different centers work on different product projects or on different activities for the same project leading to increased specialization.
Product Ethnicity
Authors: Usunier Jean‐Claude 
Published: December 2010

Abstract
In a globalizing world, products are increasingly stateless. Many products can be manufactured with a world‐class technology, branded globally, and sold worldwide. However, consumers still make associations between products and countries, on the basis of objective information, language‐based cues such as brand names, as well as commonly held stereotypes. Such associations reflect product ethnicity, which is based on country–product associations made by consumers with either product or country as initial stimulus, resulting in a combined two‐way measurement.
Smuggling
Authors: Gillespie Kate 
Published: December 2010

Abstract
Smuggling encompasses the import or export of goods in violation of domestic or international law. Most smuggling, however, involves the illegal import of goods that face import quotas, significant tariffs, or other high taxes. Trade liberalization has decreased smuggling but has failed to eradicate it completely. Instead, the smuggling of common consumer products has come increasingly under the auspices of transnational organized crime and has become intertwined with international counterfeiting and money laundering. Although smuggling presents several threats to global brands, multinational firms have been known to participate in smuggling in the attempt to increase sales and profits.