Thesis (M.A.)--Miami University, Dept. of Psychology, 2008. / Title from first page of PDF document. Includes bibliographical references (p. 20-22).

No description available.

Thesis (Ph. D.)--Ohio State University, 2006. / Title from first page of PDF file. Includes bibliographical references (p. 60-65).

Thesis (Ph.D.)--York University, 2004. Graduate Programme in Psychology. / Typescript. Includes bibliographical references (leaves 121-136). Also available on the Internet. MODE OF ACCESS via web browser by entering the following URL: http://wwwlib.umi.com/cr/yorku/fullcit?pNQ99154

New product introductions rely on technologies that are often subject to strongly contested standards wars. In an attempt to ensure that the technical formats that their products are built upon, are the ones that gain widespread market acceptance and thereby emerge as industry standards, firms often engage in alliances to develop and/or market these technical formats. This research examines the relationships between the characteristics of standard setting alliances, those of the alliance partners, the technical formats and the market acceptance of the formats. In doing so, I seek to complement prior research by developing and empirically testing a theoretical framework of these relationships. While a few studies (Axelrod et al. 1995; Chiao, Lerner and Tirole 2007) have examined how firms form and organize standard setting alliances, the relationship between the characteristics of such alliances and their success (i.e., the market’s acceptance of the technical format supported by the alliance) is an under-researched subject. A format that is widely accepted by the market (adopted in more products and adopted by more firms) is in turn more likely to emerge as a standard. Using a unique data set of formats and standard setting alliances in the consumer electronics industry, assembled from multiple sources, I examine this link between standard setting alliances and format characteristics, and the market’s acceptance of the format. Results indicate that the relationship between the size of a standard setting alliance (number of partners in alliance) and the market acceptance of a format is inverted U-shaped. This suggests that a larger membership in the development alliance does not always imply that the alliance activities will lead to market acceptance of the format. I find that alliances with a greater proportion of generalists are shown to be capable of developing formats that find greater acceptance in the market. Marketing intensity in the years prior to forming the alliance is found to be important. The results also suggest that the broader the applicability of a technical format across industries, the greater its market acceptance. Interestingly though, the hypothesis that formalized alliances lead to greater market acceptance of the format was not supported by the data. I conclude with a discussion of the potential contributions and implications of the findings for marketing practice and future research.

In Taiwan, many clinics and hospitals have struggled to survive since the implementation of nationalized health care insurance. According to the recent health care insurance policy, a hospitals¡¦ revenue is based on the number of patients treated. For small-scale clinics and hospitals, it is hard to compete with the large medical centers because: first, the clinics are limited to its financial strength, staff, and equipment; second, the co-payment of medical service in mid and small-scale hospitals is not much more inexpensive than in the large medical centers; third, the patient¡¦s referral program is not well established. In order to survive, some small clinics start to form an alliance and provide more versatile service to their patients. By doing so, the hospitals are able to cut down cost, operate more efficiently, and ease the financial crisis. In this research, we focus on local hospitals and their strategic partners to study the limitations and difficulties that the hospitals confront in the current health care environment; the hospitals¡¦ advantages and opportunities, the disadvantage and potential crisis of the hospitals; and the key factors of success of the hospitals. The results show that without changing the ownership and management team, the hospitals adopt vertical alliance. Such alliance includes patient¡¦s referral program, staff training, technical support, information exchanging and sharing, and centralized purchasing of medical products and equipment. Above all, the patient¡¦s referral program is the most important plan. The key factors of success of the hospitals are several. First, before the implementations of nationalized health care insurance, some types of alliances have existed among hospitals and clinics. Next, when setting up new clinics, they can become productive in a short period of time by obtaining resources from their own hospitals and duplicating their successful model based on past experiences. They form cross ownership and thus they are not only familiar with the operation but also share the same business version. Also, centralizing patients who need surgical operation in one hospital help cut down the cost. Finally, setting up new LASIK center especially for those LASIK patients prefer superior quality service and are willing to pay at their own expense.

This research studies Taiwan biggest three vehicle lamp makers and Advanced Lighting System (ALS) R&D Alliance. Firstly, the competition ralations of ALS three lamp makers are examined by Five Forces Model. Secondly, through the viewpoints of ¡§Co-opetition¡¨ and ¡§Co-opetition Value Net¡¨, the factors and processes of from competiton to cooperation between those three lamp makers are analyzed. By the way, the possible problems of sharing maket profits after cooperation are brought up. The main conclusions of this research are¡G 1. It¡¦s difficult to change competitors to be the complementors collaboratively researching and developing together. The process take time and efforts. Strategic alliances are suggested to adapt so-called ¡§Exclusion Clause¡¨, allowing partial members work together by individual projects under confidential agreements. 2. R&D platforms offer the environment of mutual learning and resources sharing. It helps switching competitors to complementors in long term. Alliance members can take advantages from each others through co-working process. 3. The contributions from the joints of future customers and more suppliers will help the commercialization of R&D achievements, while establishing R&D alliances. 4. The multilateral relations of strategic alliance members become complicated as competition occurs inside. ¡§Co-opetition Value Net¡¨ can be applied to explain the condition which competition and cooperation exit together in strategic alliance.

none

Texte remanié de: Doct. diss.--Berrien Springs (Mich.), 2003. / Bibliogr. p. 193-229.

Th. doct.--Théologie--Rome--Université pontificale grégorienne, 2002. / Bibliogr. p. 335-361. Index.