Business Network Dynamics and Diffusion of Innovation

Rieple, Alison; Pironti, Marco; Pisano, Paola

doi:10.4468/2012.2.02rieple.pironti.pisano

Cited by 11 publications

(10 citation statements)

References 23 publications

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“…The policies of business growth show a great use of alliances (equity & non-equity), and a very low use (often non-existent) of mergers and acquisitions neither of local companies, nor of firms with different culture and values. The management of global continuous innovation (breakthrough or incremental creative imitation) is driven by competition, increases in technological advances and accelerating cycles of customer preferences (Rieple et al, 2012).…”

Section: □ In Leading Industrial Technologies (Such As Hybrid Automobmentioning

confidence: 99%

US, China, Japan, SK & EU: Industrial Strategies and Global Firm Challenges

Brondoni¹

2020

Symphonya. Emerging Issues in Management

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The lack of a strong global industrial policy, intended to develop European industries, is at the root of many unsolved problems such as the ‘traceability’ of products, manufacturing abroad, label transparency, etc. These problems essentially highlight the conflicts between those who ask for actions aimed at promoting greater local employment and those who instead want interventions for greater sales support, without having understood the growing role of Asian countries in the world economy. These will see a new, exceptional acceleration of the global integration processes and an additional growth in the ‘global network’ dimensions in the next three/five years. Global networking emphasizes the importance of highly competitive corporate policies with tight synergies that have a robust national development policy based on the industrial system’s identity, i.e. on specific ‘immaterial macro-system factors’.

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Section: □ In Leading Industrial Technologies (Such As Hybrid Automobmentioning

confidence: 99%

US, China, Japan, SK & EU: Industrial Strategies and Global Firm Challenges

Brondoni¹

2020

Symphonya. Emerging Issues in Management

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“…Thus the customer does not play the ordinary role of receiver but acts sometimes as "sense giver", some others as a co-designer, till to be a full "maker". (Brondoni, 2005) Moreover the creation of product meaning seems not to be delegated to the tangible product in itself, but to the entire business model that companies run and to the ways in which customers are engaged in it (Rieple et al , 2012).…”

Section: From Product To Business Model Through Design Managementmentioning

confidence: 99%

Ouverture de 'Design Management, Product Engineering and Global Competition'

Brondoni

Pironti

2015

Symphonya. Emerging Issues in Management

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OvertureFor global corporations, achieving a differential advantage in terms of product design means to develop a product based on the best interpretation of specific distinctive characteristics. For this purpose, information must be collected in continuum from the market, referred to customers and competitors, to understand the targets and to predict the future actions, even monitoring the threat of new competitors and any eventual replacement products, i.e. products that meet specific consumer needs in a different way or at a lower cost (Brondoni 2014;Lambin, Brondoni 2001).In particular, global markets express a new vision of corporate researches, consistent with the information needs of complex organisations (generally networkbased) working with several decision-making points (characterised by high-level of autonomy and responsibility) and with very brief action-reaction times (Koo, Cooper 2011;Brondoni, 2010).

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“…Moreover, the global demand structure has changed dramatically in recent years, due to an increasing over-supply and a growing volatility of consumer preferences. These phenomena, on the whole, require much more attention for the investment decisions in R & D devoted to basic research and to product innovation while, on the other hand, stimulate investments for incremental innovation (creative imitation), characterised by limited risks and by a rapid return on investment (Rieple, Pironti, Pisano 2012).…”

Section: Innovation and Imitation Drivers In Us Corporationsmentioning

confidence: 99%

“…The management of global continuous innovation (breakthrough or incremental creative imitation) is driven by competition, increases in technological advances and accelerating cycles of customer preferences (Rieple, Pironti, Pisano 2012).…”

Section: Innovation and Creative Imitation Drivers In Japanese Corpormentioning

confidence: 99%

Ouverture de ‘Global Networks and Local Development-2’

Brondoni¹

2013

Symphonya. Emerging Issues in Management

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Business Network Dynamics and Diffusion of Innovation

Cited by 11 publications

References 23 publications

US, China, Japan, SK & EU: Industrial Strategies and Global Firm Challenges

US, China, Japan, SK & EU: Industrial Strategies and Global Firm Challenges

Ouverture de 'Design Management, Product Engineering and Global Competition'

Ouverture de ‘Global Networks and Local Development-2’

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