Home About us Contact
|
Home About us Contact | ||
|
|
||
Strategic Initiative (strategic + initiative)
Selected AbstractsA consideration on R&D direction for future Internet architectureINTERNATIONAL JOURNAL OF COMMUNICATION SYSTEMS, Issue 6-7 2010Hiroshi Esaki Abstract The professional Internet system has been operated for more than 20 years, while preserving the continuous introduction of technical innovations. The Internet architecture, of course including the future Internet, must preserve the following five essential features of the Internet architecture. These are (1) autonomous, (2) distributed, (3) disconnected, (4) inter-domain, and (5) global operation. The current Internet system is challenged by the following three aspects; global, ubiquitous and mobility. ISOC, Internet Society (www.isoc.org), has initiated the strategic initiative that is focusing on ,Trust and Identifier'. We must re-design the identifier, directory service, trust model, routing and communication model for the computer system and for the computer networks. For example, Delay Tolerant Networking or Peer-to-Peer system architecture would challenge the introduction of new technological frameworks to the existing Internet. Finally, this paper discusses how to build and how to deploy the future Internet infrastructure. Copyright © 2010 John Wiley & Sons, Ltd. [source] A Season for DisarmamentNEW PERSPECTIVES QUARTERLY, Issue 3 2010HANS BLIX Is President Barack Obama's proposal for zero nuclear weapons realistic? Will it make the world more secure, or more prone to wars since they are no longer unthinkable? To evaluate this bold strategic initiative, we have invited comments from two former US secretaries of state, a former director of the CIA and the former head of the International Atomic Energy Agency who led the hunt for Saddam's non-existent weapons of mass destruction on the eve of the Iraq war. [source] Obama, Reagan and Zero NukesNEW PERSPECTIVES QUARTERLY, Issue 3 2010GEORGE SHULTZ Is President Barack Obama's proposal for zero nuclear weapons realistic? Will it make the world more secure, or more prone to wars since they are no longer unthinkable? To evaluate this bold strategic initiative, we have invited comments from two former US secretaries of state, a former director of the CIA and the former head of the International Atomic Energy Agency who led the hunt for Saddam's non-existent weapons of mass destruction on the eve of the Iraq war. [source] CREATING VALUE IN THE OIL INDUSTRYJOURNAL OF APPLIED CORPORATE FINANCE, Issue 1 2004Nick Antill In contrast with current thinking that conglomerates are inefficient, this article begins by presenting arguments in favor of the size and structure of the large integrated oil companies, also known as "the supermajors." Among the advantages are tax efficiency, information flow, political and technological know-how, broad supplier and customer relationships, scale economies, cross-business economies of scope, brand power, and the ability to coordinate strategic initiatives across businesses. These advantages all translate into a lower cost of capital. One problem, however, is that this lower cost of capital does not seem to be reflected in the target returns on capital currently set by the supermajors. Observing that the financial goal of a corporation is to maximize not its return on capital but rather the net present value of expected future cash flows and earnings, the authors argue that the majors need to make two major changes to current practice. First, their investment hurdle rates should be reduced from their current level of 14,15% to the weighted average cost of capital, which is estimated to run about 8,9%. Second, the actual returns on capital reported in published accounts are largely meaningless; and when evaluating new investments and existing operations alike, the companies must find an annual performance measure that better reflects the economic realities of the business. This paper recommends use of a performance measurement framework based on economic profit that should serve two critical purposes: it will encourage managers to undertake all value-increasing projects (not just those that will maintain or increase reported return on capital), and it will help the companies communicate their strategy and results to the investment community. [source] Success in Global New Product Development: Impact of Strategy and the Behavioral Environment of the FirmTHE JOURNAL OF PRODUCT INNOVATION MANAGEMENT, Issue 2 2010Ulrike De Brentani Product innovation and the trend toward globalization are two important dimensions driving business today, and a firm's global new product development (NPD) strategy is a primary determinant of performance. Succeeding in this competitive and complex market arena calls for corporate resources and strategies by which firms can effectively tackle the challenges and opportunities associated with international NPD. Based on the resource-based view (RBV) and the entrepreneurial strategic posture (ESP) literature, the present study develops and tests a model that emphasizes the resources of the firm as primary determinants of competitive advantage and, thus, of superior performance through the strategic initiatives that these enable. In the study, global NPD programs are assessed in terms of three dimensions: (1) the organizational resources or behavioral environment of the firm relevant for international NPD,specifically, the global innovation culture of the firm and senior management involvement in the global NPD effort; (2) the global NPD strategies (i.e., global presence strategy and global product harmonization strategy) chosen for expanding and exploiting opportunities in international markets; and (3) global NPD program performance in terms of shorter- and longer-term outcome measures. These are modeled in antecedent terms, where the impact of the resources on performance is mediated by the NPD strategy of the firm. Based on data from 432 corporate global new product programs (North America and Europe, business-to-business, services and goods), a structural model testing for the hypothesized mediation effects was substantially supported. Specifically, having an organizational posture that, at once, values innovation plus globalization, as well as a senior management that is active in and supports the international NPD effort leads to strategic choices that are focused on making the firm truly global in terms of both market coverage and product offering. Further, the two strategies,global presence and global product harmonization,were found to be significant mediators of the firm's behavioral environment in terms of impact on performance of global NPD programs. [source] | ||||||||||