No description available.

There is a dearth of decision-support models or frameworks to aid managers in the Information and Communications Technology (ICT) industry in uniformly assessing the key factors in the decision to standardize innovative technologies. Making the proper decision is consequential and potentially fraught with risks for the firm such as competitive exposure, high expenditures with inadequate returns, restrictive inbound or outbound patent licensing obligations, and related complications. This study presents a framework to guide managers in the ICT industry in assessing the factors that inform the decision to participate in the development of technology standards. Using multi-criteria decision analysis and judgment data from panels of experts, a robust model is developed that comprehends the essential criteria and outcomes within the context of computer interconnect technologies. The resultant, generalizable model is validated against the case of the extant Universal Serial Bus (USB) interconnect standard and found to be congruent with the assessment of the experts. Scholarship on technology standards development is rich and multifaceted--spanning numerous streams of inquiry. This research contextualizes technology standardization within the economic, strategic, organizational, and legal perspectives. The resultant model demonstrates that strategic planning is regarded by the experts as the principal driver in the decision to participate in a technology standardization effort. Furthermore, the primacy of commitment and leadership within the standards-setting organization is unambiguously established through rigorous quantitative analysis. The proposed model verifies that the firm's desire to align its product roadmap to the emerging standard is the chief criterion in the decision to contribute to the standards development effort. Other criteria of high interest include the leveraging of network externalities to glean disruptive trends within the ecosystem, the exploration of opportunities to expand the total available market for the firm, and the availability and terms of IP licenses. Sensitivity analysis affirms the overall predictive strength and robustness of the model and its widespread applicability. Future research on model expansion and application to other technologies, as well as the development of uniform patent valuation methods will further enrich the knowledge base.

M.Comm.

Embora a tecnologia da informação (TI) venha sendo utilizada em aplicações de negócios desde a década de 60, foi só a partir do final da década de 80 que essas tecnologias transformaram-se em elementos essenciais para corporações de qualquer porte. Dessa forma, o perfil dos usuários de TI deixou de ser o das grandes corporações e passou a compreender também empresas de médio e pequeno porte. Atualmente, as TI são fartamente empregadas na realização e gestão de processos de negócios através de sistemas corporativos orientados para diversas finalidades como, por exemplo, ERP (Enterprise Resource Planning), SCM (Supply Chain Management) e CRM (Customer Relationship Management). Na medida que um sistema corporativo cresce e incorpora novas funcionalidades, cresce sua complexidade. Atualmente, tais sistemas compreendem diversos componentes heterogêneos, geograficamente distribuídos, administrados por diferentes organizações e seu gerenciamento apresenta-se como um novo desafio. Este trabalho analisa a aplicação de padrões abertos, definidos para a modelagem de sistemas distribuídos e para o gerenciamento de redes de telecomunicações, no gerenciamento de sistemas corporativos complexos. Especificamente, será analisada a aplicação do dos padrões TMN (Telecommunication Management Network), desenvolvido para o gerenciamento de redes de telecomunicações, no gerenciamento de sistemas de CRM, que apresentam extrema complexidade por envolverem diversas tecnologias, distribuição geográfica e diversas disciplinas (bancos de dados, ferramentas de análise de informações, redes de computadores, sistemas legados e diversas mídias de contato). / Despite the fact that the information technology (IT) has been applied for business purposes since the sixties, they only became essential to business in the late eighties, when the technology started to play an essential role for corporations of any size. Therefore, the profile of the typical IT user in business has shifted from huge companies to mid-sized and even small companies. Nowadays, IT is widely applied for the management of business processes through the use of corporate systems oriented for different purposes like, for example, ERP (Enterprise Resource Planning), SCM (Supply Chain Management) and CRM (Customer Relationship Management). As far as a corporate system grows and works in new features, grows its complexity as well. Nowadays, such systems usually comprise lots of different heterogeneous components, geographically distributed, administered by different organizations and, as a result, the management of such systems became a new challenge. This dissertation analyses the application of open standards, designed to allow the modeling of distributed systems and the management of telecommunication networks, to the management of complex corporate systems. More specifically, it will analyze the application of the TMN standards, developed for the management of telecommunications networks, to the management of CRM systems, where the latter presents extreme complexity due to the fact that it usually involves different technologies, geographical distribution and many disciplines (such as databases, information analysis tools, computer networks, legacy systems and various communication medias).

Embora a tecnologia da informação (TI) venha sendo utilizada em aplicações de negócios desde a década de 60, foi só a partir do final da década de 80 que essas tecnologias transformaram-se em elementos essenciais para corporações de qualquer porte. Dessa forma, o perfil dos usuários de TI deixou de ser o das grandes corporações e passou a compreender também empresas de médio e pequeno porte. Atualmente, as TI são fartamente empregadas na realização e gestão de processos de negócios através de sistemas corporativos orientados para diversas finalidades como, por exemplo, ERP (Enterprise Resource Planning), SCM (Supply Chain Management) e CRM (Customer Relationship Management). Na medida que um sistema corporativo cresce e incorpora novas funcionalidades, cresce sua complexidade. Atualmente, tais sistemas compreendem diversos componentes heterogêneos, geograficamente distribuídos, administrados por diferentes organizações e seu gerenciamento apresenta-se como um novo desafio. Este trabalho analisa a aplicação de padrões abertos, definidos para a modelagem de sistemas distribuídos e para o gerenciamento de redes de telecomunicações, no gerenciamento de sistemas corporativos complexos. Especificamente, será analisada a aplicação do dos padrões TMN (Telecommunication Management Network), desenvolvido para o gerenciamento de redes de telecomunicações, no gerenciamento de sistemas de CRM, que apresentam extrema complexidade por envolverem diversas tecnologias, distribuição geográfica e diversas disciplinas (bancos de dados, ferramentas de análise de informações, redes de computadores, sistemas legados e diversas mídias de contato). / Despite the fact that the information technology (IT) has been applied for business purposes since the sixties, they only became essential to business in the late eighties, when the technology started to play an essential role for corporations of any size. Therefore, the profile of the typical IT user in business has shifted from huge companies to mid-sized and even small companies. Nowadays, IT is widely applied for the management of business processes through the use of corporate systems oriented for different purposes like, for example, ERP (Enterprise Resource Planning), SCM (Supply Chain Management) and CRM (Customer Relationship Management). As far as a corporate system grows and works in new features, grows its complexity as well. Nowadays, such systems usually comprise lots of different heterogeneous components, geographically distributed, administered by different organizations and, as a result, the management of such systems became a new challenge. This dissertation analyses the application of open standards, designed to allow the modeling of distributed systems and the management of telecommunication networks, to the management of complex corporate systems. More specifically, it will analyze the application of the TMN standards, developed for the management of telecommunications networks, to the management of CRM systems, where the latter presents extreme complexity due to the fact that it usually involves different technologies, geographical distribution and many disciplines (such as databases, information analysis tools, computer networks, legacy systems and various communication medias).

M.Ing. / The telecommunications industry worldwide is experiencing massive downsizing activities as the mobile telecommunications market is flooded with mobile operators. In Europe and other leading countries world wide, fixed line operators are able to cover more than 90% of the population of the country and there is not such a necessity for a mobile service as in a country such as South Africa, where less than 50% of the population is connected to a fixed line operator. Together with many investors, planning to create substantial returns on investments saturated the communication market in these worldleading countries. When mobile data transfer, in the form of GPRS (General Packet Radios Services) and UMTS (Universal Mobile Telecommunication System), was developed it was estimated that the amount of mobile data transferred (via mobile operators) per annum would exceed the amount of data transferred by normal fixed line transport (fixed line operators). Many mobile cellular operators worldwide have invested in these technologies but their ROI (Return on Investment) is not nearly as good as was estimated in the initial feasibility study of the technologies. Together, these issues have had a negative impact on all the world leading mobile communication infrastructure suppliers, which had to downsize to accommodate the decrease in world business. Only 3rd world countries (such as in Africa) are still expanding their mobile networks and are creating some business opportunities for the world leading suppliers, but it is unfortunately not sufficient to sustain the current business. With the initial roll out of GSM (Global system for mobile communication) network infrastructure suppliers could ask what they want for the equipment and services supplied, as these were hard to imitate, but as the market grew, more competitors were able to meet their standards in equipment quality and better the price and service.

Thesis (MBA (Business Management))--University of Stellenbosch, 2007. / AFRIKAANSE OPSOMMING: In vandag se besigheidswêreld bestaan twee teenoorgestelde pole. Aan die een kant is die wêreld se gevorderde markte wat reeds so oorbevolk geraak het, dat dubbelsyfergroei ‘n skaars verskynsel is. Ten spyte hiervan word aanhoudende druk geplaas op senior bestuur om hulle besighede te groei teen koerse wat ‘n toename in aandeelhouersbelang sal verseker. Aan die ander kant is twee derdes van die wêreld se bevolking (4 Miljard mense), die sogenaamde basis van die ekonomiese piramiede (BVP), wat in armoede lewe en afgeskeep word in terme van noodsaaklike goedere en dienste, om nie eens te praat van weelde artikels nie. In dié markte is dubbelsyfergroei nog behaalbaar en in meeste gevalle is die enigste kompetisie die gevaar dat produkte nie verbruik word nie. Dié navorsing kyk na hoe dié twee pole geïntegreer kan word sodat beide daaruit kan voordeel trek. Besighede kan volhoubare vlakke van groei bewerkstellig deur ewe veel aandag te skenk aan volhoubare innovasies as ontwrigtende innovasies. Die klem wat gemaak word in dié navorsingsverlsag is dat besighede dit nie kan bekostig om net op volhoubare innovasies te fokus nie. Hulle moet ook in ontwrigtende innovasie strategieë belê. Die innovasie teorieë bepaal dat opkomende markte die beste plek is om ontwrigtende innovasies te ontwikkel. Verskeie multi-nasionale maatskappye het al egter misluk om die belowende massa-markte binne opkomende markte te penetreer. Die rede is dat baie van hul globale strategieë mik na die ontwikkelde marksegmente binne-in daardie ontwikkelende markte en nie op die massa-markte aan die BVP nie. Om tegnologieë te ontwikkel vir die BVP verg plaaslike strategieë en, onder andere, ‘n kwantum sprong in die prys-werkverrigting verhouding. In baie gevalle kan dit ‘n daling in prys wees met soveel as ‘n faktor van tien. Indien suksesvol, bestaan die moontlik dan om dié tegnologieë terug te vat om gevorderde markte te ontwrig. Daar is egter ook ‘n humanitêre sy van die saak. Elke jaar is armoede indirek verantwoordelik vir miljoene sterftes in Afrika en baie oorlewendes leef in haglike omstandighede sonder noodsaaklike goedere en dienste, terwyl hulle uitgebuit word deur ‘n paar informele besighede. Die BVP bied aan die gevorderde ekonomieë van die wêreld nie net die geleentheid om baie geld te maak nie, maar ook die geleentheid om op só ‘n manier besigheid te doen dat dit arm mense kan help om ‘n inkomste te verdien of selfs inkomste te genereer. Dit kan op baie verskillende maniere help om dié mense te lig vanuit armoede. Dit wil voorkom asof besigheid en die moontlikheid om welvaart te skep die mees effektiewe manier is om die BVP te lig vanuit armoede. Die BVP het egter die kennis, verantwoordelike besigheids-sin en die onderhandelingskrag van multi-nasionale besighede nodig om te verseker dat besigheid in dié markte op ‘n verantwoordlike, volhoubare manier geskied. / ENGLISH ABSTRACT: In today’s world of business two opposite poles exist. On the one end is the world’s developed economy that has become saturated to such an extent that double digit growth has become a scarcity. However despite this fact continuous pressure is being placed on managers to grow their companies at a rate that will ensure an increase in shareholder value. On the other end are two thirds of the world’s population (4 billion people), the base of the economic pyramid (BOP) that is desperately poor and underserved in terms of basic needs, let alone luxury items. Double digit growth is achievable in these markets with the only competition being non-consumption in many cases. This research looks at how these two poles can be integrated into a mutually beneficial relationship. Companies could ensure sustaining levels of growth if there is an equal focus on sustainable as well as disruptive innovations. The case made in this research report is that companies cannot afford to focus on sustainable innovations alone, but need to invest in disruptive innovations as well. The innovation theories hold that the best place to test and develop disruptive innovations is in emerging markets. However too many multinational corporations (MNCs) have failed to access the illusive mass markets within emerging economies. It seems that their strategies were focussed on the developed segments within those emerging markets and not on the masses that constitute the BOP. Developing technologies for the BOP requires a local strategy and, amongst other things, a quantum leap in the price-performance ratio - in many cases a typical reduction in price by a factor of ten. The possibility then exists to take these solutions back to disrupt developed markets. There is a human aspect to this scenario as well. Poverty has indirectly been a cause of millions of people dying in Africa every year and many survivors live in poor conditions without basic services and being exploited by few informal businesses. The BOP offers an opportunity for the developed economies, not only to make a lot of money, but also to innovate their products and business models to empower poor people to start earning and generating income. This will in many ways help them to rise from poverty. It seems that growing business and generating wealth might be the most efficient vehicle to help lift the BOP from poverty. However, the BOP needs MNCs to bring their power and knowledge to these markets to ensure that it is done responsibly and in a sustainable manner.

by Tsui Hok Kan, Brian. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1997. / Includes bibliographical references (leaf 53). / ABSTRACT --- p.ii / TABLE OF CONTENTS --- p.iii / LIST OF TABLES --- p.v / Chapter / Chapter I. --- INTRODUCTION --- p.1 / Background --- p.1 / Cable & Wireless : A Strategic Perspective --- p.2 / Research Objective --- p.4 / Methodology --- p.8 / Chapter II. --- CABLE & WIRELESS HISTORY --- p.11 / Chapter III. --- RELATIONS BETWEEN ORGANIZATIONAL CHARACTERISTICS AND INDIVIDUAL SUBSIDIARIES --- p.14 / Matrix Classification of Cable & Wireless Group's Subsidiaries --- p.14 / Case Studies : Cross-national Related Strategy --- p.15 / Cable & Wireless Business Networks --- p.16 / Cable & Wireless Mobile --- p.16 / Case Studies : Cross-national Unrelated Strategy --- p.17 / Omnes --- p.18 / Cable & Wireless (Marine) Ltd --- p.19 / PHS International Ltd --- p.20 / Case Studies : National Related Strategy --- p.21 / Hongkong Telecom ´ب --- p.21 / OPTUS --- p.23 / Case Studies : National Unrelated Strategy --- p.24 / Sembawang Cable Depot Pte Ltd --- p.24 / S.B. Submarine Systems Co. Ltd --- p.25 / Chapter IV. --- DISCUSSION --- p.27 / General Organization of Cable & Wireless Activities --- p.27 / General Observations on Relations Between Organizational Characteristics and Strategies --- p.29 / Business Diversification and Geographic Diversification --- p.30 / Concluding Remarks --- p.31 / Chapter APPENDIX 1 - --- QUESTIONNAIRE FOR HONGKONG TELECOM --- p.34 / Chapter APPENDIX 2 - --- SUMMARY OF SURVEY RESULTS --- p.40 / BIBLIOGRAPHY --- p.53 / Books / Periodicals / Annual Reports / Interviews

Thesis (DBA)--Macquarie University, Graduate School of Management, 2008. / Bibliography: p. 267-292. / The telecommunications industry ('Telco'), a service provider business, is undergoing significant changes such as deregulations, technology changes and increasing competition. Managers face increased pressure to bring new products with the latest technology into the market faster. Few previous studies have analysed New Product Development (NPD) projects in this hypercompetitive industry. This research addresses this gap by investigating Telco NPD projects and the associated skill sets needed by successful project managers.--The study evaluated how project managers' various skills contribute to project management success. Incorporating clear definitions grounded in the recent literature on NPD, management and leadership, the research proposed a new organising framework of four groups of skill sets: technical, leadership, managerial and administrative. Technical skills are the knowledge of technologies on which the project work is based. Leadership skills involve influencing project stakeholders to deliver a quality product within time and budget. Managerial skills are needed to develop and execute project plans and to get project work done. Administrative skills include understanding an organisation's structure, culture, policies, processes, methods and tools.--Previous classifications for Telco NPD projects have over-emphasised product innovation and undervalued the process aspects. While small projects provide fewer management challenges, this study found that project managers of large and complex projects require all four skill sets. Managerial skills are mandatory. Technical and administrative skills enhance understanding of the technology and business processes. Leadership skills are limited at an operational level. Managerial and administrative skills are essential for developing and implementing project plans; technical skills are important in the initial project stages; leadership skills are needed from the beginning until delivering a new product.--The research outcomes can be used when hiring and developing NPD project manager professionals in the Telco industry to complement current project manager competency standards, which do not cover all the skill sets. Findings may be applicable to Telco companies in other countries new to such market conditions. Furthermore, other industries may adapt the skill set framework to suit their own particular requirements. / Mode of access: World Wide Web. / xvi, 336 p. ill