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Mobile Phone Industry (mobile_phone + industry)

Distribution by Scientific Domains

Business, Economics, Finance and Accounting	100%

Selected Abstracts

The EMF uncertainty problem related to mobile phones: where do consumers place their trust?

INTERNATIONAL JOURNAL OF CONSUMER STUDIES, Issue 2 2010
Lisbet Berg
Abstract This paper addresses the uncertainty problem, i.e. cases characterized by lack of knowledge or scientific uncertainty. In such situations, it can be hard for consumers to ,voice' or practise consumer power. One field characterized by the uncertainty problem is electromagnetic radiation. An explicit goal of this study has been to articulate Norwegian consumers' practices, attitudes and beliefs regarding electromagnetic radiation from mobile phones to public authorities and consumer policy makers. The study was based on 1000 telephone interviews collected in 2008. Today, experts disagree on the potential health effects of radiation from electromagnetic fields (EMF), as well as standards for safe limits of exposure to mobile phones, base stations and wireless telecommunication systems. In addition, complicated technology and extremely rapid product development and diffusion leave consumers' security considerations to their own beliefs and trust. Whether or not electromagnetic radiation from mobile phones constitutes a health hazard will not be addressed in this paper. Rather, it will focus on how consumers react to this situation of uncertainty. The material reveals four main ways in which consumers can solve what we have named the EMF uncertainty problem: the confident and comfortable way, the sceptical and cautious way, the responsible and good citizen way, and finally, the neglecting way. The paper also discusses the precautionary principle related to EMF. Who should be precautionary: the public authorities, the mobile phone industry or the consumers themselves? We believe that a consistent governmental precautionary policy in combination with consumers taking their own precautionary measures is a viable solution. In this way, all consumers would be addressed and aided when navigating this field of uncertainty. [source]

Consumer confusion in the Thai mobile phone market

JOURNAL OF CONSUMER BEHAVIOUR, Issue 6 2006
Sheena Leek
Consumer confusion is likely to be an ever increasing problem as customers live in an environment where they are bombarded with information and where rapid technological developments are taking place. Although consumer confusion has been investigated in individualistic cultures such as the United Kingdom, it has received little attention in collectivist cultures such as Thailand. This research examines confusion in the Thai mobile phone industry. More specifically, it aims to determine what aspects of the mobile phone industry are confusing and what sources of information are used to reduce or eliminate it. Thai consumers experience confusion and find a number of aspects of the mobile phone industry to be problematic especially handsets, services and tariffs. In terms of reducing confusion, family and friends are the most popular source of information being both credible and reliable. It is put forward that the problems associated with handsets, services and tariffs are due to differing degrees of technological complexity and overchoice both of which are sub-components of confusion. Copyright © 2006 John Wiley & Sons, Ltd. [source]

Networking as a Means to Strategy Change: The Case of Open Innovation in Mobile Telephony

THE JOURNAL OF PRODUCT INNOVATION MANAGEMENT, Issue 6 2007
Koen Dittrich
The purpose of this article is to investigate how innovation networks can be used to deal with a changing technological environment. This study combines different concepts related to research and development (R&D) collaboration strategies of large firms and applies these concepts to R&D alliance projects undertaken by Nokia Corporation in the period 1985,2002. The research methodology is a combination of in-depth semistructured interviews and a large-scale quantitative analysis of alliance agreements. For the empirical analysis a distinction is made between exploration and exploitation in innovation networks in terms of three different measures. As a first measure, the difference between exploration and exploitation strategies by means of the observed capabilities of the partners of the contracting firms is investigated. The second measure is related to partner turnover. The present article argues that in exploration networks partner turnover will be higher than in exploitation networks. As a third measure, the type of alliance contract will be taken; exploration networks will make use of flexible legal organizational structures, whereas exploitation alliances are associated with legal structures that enable long-term collaboration. The case of Nokia has illustrated the importance of strategic technology networks for strategic repositioning under conditions of change. Nokia followed an exploitation strategy in the development of the first two generations of mobile telephony and an exploration strategy in the development of technologies for the third generation. Such interfirm networks seem to offer flexibility, speed, innovation, and the ability to adjust smoothly to changing market conditions and new strategic opportunities. These two different strategies have led to distinctly different international innovation networks, have helped the company in becoming a world leader in the mobile phone industry, and have enabled it to sustain that position in a radically changed technological environment. This study also illustrates that Nokia effectively uses an open innovation strategy in the development of new products and services and in setting technology standards for current and future use of mobile communication applications. This article presents one of the first longitudinal studies, which describes the use of innovation networks as a means to adapt swiftly to changing market conditions and strategic change. This study contributes to the emerging, but still inconsistent, literature on explorative and exploitative learning by means of strategic technology networks. [source]