title: Industrial Firm Technology Transfer: The role of marketing

authors: Bojesen-Trepka, Mark Holten

subjects: technology transfer

abstract: Reliance on marketing concepts and frameworks that are out of step with practice in a new economy environment presents a particular problem for industrial marketers intent on extracting revenue from firm technology transfer effort, and is a challenge for marketing scholars seeking to bridge the gap between theory and practice. Using an interpretive methodology and the case study method, the study addresses the question what are the roles that marketing plays in industrial firm technology transfer effort by comparing and contrasting concepts and themes occurring in marketing and technology management theory with empirical data collected from four large scale industrial firms owned by the New Zealand Government. Interpretive analysis of marketing phenomena within and across the Case firms show that meta-patterns exist across marketing theory and the empirical data, and are also reflected in marketing practice. These meta-patterns reveal a role for marketing in firm technology transfer through deployment of resources that promote inter-firm and intra-firm relationships, collaboration, and cooperation, and the development of firm technological knowledge. The analysis facilitated development of a unique conceptual framework for industrial marketing that accommodates the meta-patterns identified in the study. The conceptual framework is significant because, in addition to providing a guide for industrial marketing practice, it challenges the efficacy of the traditional (4Ps) theory of marketing, which at its core relies on concepts that are not reflected in the study’s empirical findings, contemporary marketing theory, and contemporary marketing practice.

text: Industrial Firm Technology Transfer: The role of marketing Reliance on marketing concepts and frameworks that are out of step with practice in a new economy environment presents a particular problem for industrial marketers intent on extracting revenue from firm technology transfer effort, and is a challenge for marketing scholars seeking to bridge the gap between theory and practice. Using an interpretive methodology and the case study method, the study addresses the question what are the roles that marketing plays in industrial firm technology transfer effort by comparing and contrasting concepts and themes occurring in marketing and technology management theory with empirical data collected from four large scale industrial firms owned by the New Zealand Government. Interpretive analysis of marketing phenomena within and across the Case firms show that meta-patterns exist across marketing theory and the empirical data, and are also reflected in marketing practice. These meta-patterns reveal a role for marketing in firm technology transfer through deployment of resources that promote inter-firm and intra-firm relationships, collaboration, and cooperation, and the development of firm technological knowledge. The analysis facilitated development of a unique conceptual framework for industrial marketing that accommodates the meta-patterns identified in the study. The conceptual framework is significant because, in addition to providing a guide for industrial marketing practice, it challenges the efficacy of the traditional (4Ps) theory of marketing, which at its core relies on concepts that are not reflected in the study’s empirical findings, contemporary marketing theory, and contemporary marketing practice.

year: 2009

title: High Performance Leadership: The Influence of Mindfulness and Reinvestment

authors: Herring, Jacinda Ada-Marie

subjects: High performance leadership

abstract: In the forever changing national and global markets, the need for high performing leaders is critical, particularly for organisational success. High performance leadership, established in the current study by one’s self-reported recall of performance under pressure, as well as actual level of leadership, matters when functioning within highly complex, dynamic, and pressurised environments. These environments, however, can cause leaders to perform poorly, despite having high motivation and incentives for success; a phenomenon sometimes referred to as choking. 
	Drawing on 119 corporate and 63 athletic individuals, the current research set out to (1) assess the role of mindfulness in performance and to examine the role of mindfulness in pressure situations and (2) introduce the notion of reinvestment, a psychological concept associated with performance failure under pressure, into Industrial/ Organisational Psychology literature.
	Results of the study supported past research examining mindfulness, and reiterated the positive role that mindfulness plays in performance, particularly at high levels of employment; suggesting that individuals who hold high levels of dispositional mindfulness are more likely to reach higher levels of leadership or seniority within employment than those low in mindfulness. Additionally, the results supported past research examining reinvestment, and highlights the negative role that reinvestment plays in performance, with those individuals who have a high predisposition to reinvest when under pressure recalling lower levels of performance, and achieving lower levels of leadership within employment. Only partial support for these relationships were found for the athletic population.
	Moderation analyses indicated that mindfulness and reinvestment appear to function together, for the corporate population only. Participants reporting high levels of mindfulness and high levels of decision reinvestment (specifically decision rumination) appeared to achieve performance levels that were significantly higher than participants reporting low levels of mindfulness and high levels of decision rumination. This suggests that in the organisational setting, and particularly for leaders, some level of rumination in decision making is beneficial, provided mindfulness is also present. This new finding has been termed mindful rumination, and it is argued that, in the corporate setting, engaging in mindful rumination is beneficial to making informed decisions, particularly when under pressure. This suggests that encouraging mindful rumination may be beneficial to organisational performance, and support performance at high levels of leadership. Alternatively, mindful rumination may be used to encourage career advancement.
	Overall, this study explores notions of high performance leadership, which goes above-and-beyond traditional understandings. The current study has successfully introduced notions of reinvestment into organisational life, providing a foundation for future research to explore the mechanisms that underpin performance failure in the corporate setting. Additionally, this study has demonstrated that for high performing leaders, engaging in mindful rumination is beneficial to performance.

text: High Performance Leadership: The Influence of Mindfulness and Reinvestment In the forever changing national and global markets, the need for high performing leaders is critical, particularly for organisational success. High performance leadership, established in the current study by one’s self-reported recall of performance under pressure, as well as actual level of leadership, matters when functioning within highly complex, dynamic, and pressurised environments. These environments, however, can cause leaders to perform poorly, despite having high motivation and incentives for success; a phenomenon sometimes referred to as choking. 
	Drawing on 119 corporate and 63 athletic individuals, the current research set out to (1) assess the role of mindfulness in performance and to examine the role of mindfulness in pressure situations and (2) introduce the notion of reinvestment, a psychological concept associated with performance failure under pressure, into Industrial/ Organisational Psychology literature.
	Results of the study supported past research examining mindfulness, and reiterated the positive role that mindfulness plays in performance, particularly at high levels of employment; suggesting that individuals who hold high levels of dispositional mindfulness are more likely to reach higher levels of leadership or seniority within employment than those low in mindfulness. Additionally, the results supported past research examining reinvestment, and highlights the negative role that reinvestment plays in performance, with those individuals who have a high predisposition to reinvest when under pressure recalling lower levels of performance, and achieving lower levels of leadership within employment. Only partial support for these relationships were found for the athletic population.
	Moderation analyses indicated that mindfulness and reinvestment appear to function together, for the corporate population only. Participants reporting high levels of mindfulness and high levels of decision reinvestment (specifically decision rumination) appeared to achieve performance levels that were significantly higher than participants reporting low levels of mindfulness and high levels of decision rumination. This suggests that in the organisational setting, and particularly for leaders, some level of rumination in decision making is beneficial, provided mindfulness is also present. This new finding has been termed mindful rumination, and it is argued that, in the corporate setting, engaging in mindful rumination is beneficial to making informed decisions, particularly when under pressure. This suggests that encouraging mindful rumination may be beneficial to organisational performance, and support performance at high levels of leadership. Alternatively, mindful rumination may be used to encourage career advancement.
	Overall, this study explores notions of high performance leadership, which goes above-and-beyond traditional understandings. The current study has successfully introduced notions of reinvestment into organisational life, providing a foundation for future research to explore the mechanisms that underpin performance failure in the corporate setting. Additionally, this study has demonstrated that for high performing leaders, engaging in mindful rumination is beneficial to performance.

year: 2016

title: Culture – the foundation of Maori Governance

authors: Toki, Valmaine

abstract: The structure of a governance system specifies the distribution of rights and responsibilities among different participants dictating the mutually agreed rules and procedures for making decisions on business affairs. For Maori, an indigenous people, the unique and pivotal factor that provides the point of difference, for governance, is the importance of their culture. Notwithstanding this point of difference, there exists a paucity of governance structures that adequately cater and provide for culture.

text: Culture – the foundation of Maori Governance The structure of a governance system specifies the distribution of rights and responsibilities among different participants dictating the mutually agreed rules and procedures for making decisions on business affairs. For Maori, an indigenous people, the unique and pivotal factor that provides the point of difference, for governance, is the importance of their culture. Notwithstanding this point of difference, there exists a paucity of governance structures that adequately cater and provide for culture.

year: 2013