This document discusses knowledge-based economies and innovation networks. It notes that knowledge-based economies are driven by knowledge creation, distribution, and application. Innovation occurs through various stages and interactions between actors. In these economies, firms form collaborative networks to share costs, gain access to new research, and acquire technologies. National innovation systems contribute new knowledge through research, education, and knowledge transfer. Investments in knowledge can increase productivity and transform factors of production into new products and processes, driving long-term growth. Partner selection for collaborative networks can involve genetic algorithms or multi-criteria optimization methods.
IM2012 International Conference on Innovation Methods for Innovation Management and Policy - FOREIGN DIRECT INVESTMENT AND PRODUCTIVITY SPILLOVERS: Firm Level Evidence from Chilean industrial sector. Leopoldo Laborda and Daniel Sotelsek.
Paving the way for a new composite indicator on business model innovationsFranz Barjak
In the USA, 40% of the 27 companies founded in the last 25 years, that grew their way into the Fortune 500 in the past 10 years did so through business model innovation (Johnson, Christensen, & Kagermann, 2008). David Teece (2010) suggested that the more radical a technological innovation, the greater the need for business model innovation (BMI) in order to capture (part of) the value created by the new technology. Overall, there is a growing focus on business models and business model innovations (BMI) (Zott, Amit, & Massa, 2011). However, academic research seems to lag behind business practice (ibid.) and we currently know rather little on business model innovations. A big part of the growing literature on BMI is conceptual (see the reviews in Morris, Schindehutte, & Allen, 2005; Osterwalder, Pigneur, & Tucci, 2005; Zott, et al., 2011). Others have developed instruments for using the concept in business practice and consulting (Osterwalder & Pigneur, 2009). Empirical evidence on BMI results mainly from case studies and very few ad-hoc and mostly non-scientific surveys.
Methodologically stronger innovation surveys, such as the harmonized European Community Innovation Survey (CIS) 2010, the Japanese National Innovation Survey 2012 or the US Business R&D and Innovation Survey (BRDIS) 2010 do not know the concept of BMI (see Barjak, Niedermann, & Perrett, 2013). The same applies for the Oslo Manual, the OECD guidelines for collecting innovation data, which defines and describes four types of innovation but excludes BMI in its most recent edition (OECD, 2005).
CIS experts have complained about the low use and impact of the CIS dataset, the most comprehensive multi-country data set on corporate innovation (Arundel, 2007; Bloch & Lopez-Bassols, 2009). The development and analysis of complex indicators can be a remedy to this, raising the policy relevance of CIS survey questions (Arundel, 2007). A number of such indicators have been suggested to identify different innovation modes or types (Frenz & Lambert, 2012), however, the construct of BMI is also omitted in this line of work.
The present paper aims to close this gap by
• linking the BMI construct conceptually and empirically to established innovation surveys and their definitions,
• identifying gaps in the survey coverage with regard to the BMI construct,
• developing suggestions on how to close these gaps.
We first introduce our understanding of business models and business model innovations in the next section. In section 3 we implement this definition, develop a composite indicator for BMI and measure it with data from CIS 2008 and CIS 2010. The last section summarizes and concludes the paper.
IM2012 International Conference on Innovation Methods for Innovation Management and Policy - FOREIGN DIRECT INVESTMENT AND PRODUCTIVITY SPILLOVERS: Firm Level Evidence from Chilean industrial sector. Leopoldo Laborda and Daniel Sotelsek.
Paving the way for a new composite indicator on business model innovationsFranz Barjak
In the USA, 40% of the 27 companies founded in the last 25 years, that grew their way into the Fortune 500 in the past 10 years did so through business model innovation (Johnson, Christensen, & Kagermann, 2008). David Teece (2010) suggested that the more radical a technological innovation, the greater the need for business model innovation (BMI) in order to capture (part of) the value created by the new technology. Overall, there is a growing focus on business models and business model innovations (BMI) (Zott, Amit, & Massa, 2011). However, academic research seems to lag behind business practice (ibid.) and we currently know rather little on business model innovations. A big part of the growing literature on BMI is conceptual (see the reviews in Morris, Schindehutte, & Allen, 2005; Osterwalder, Pigneur, & Tucci, 2005; Zott, et al., 2011). Others have developed instruments for using the concept in business practice and consulting (Osterwalder & Pigneur, 2009). Empirical evidence on BMI results mainly from case studies and very few ad-hoc and mostly non-scientific surveys.
Methodologically stronger innovation surveys, such as the harmonized European Community Innovation Survey (CIS) 2010, the Japanese National Innovation Survey 2012 or the US Business R&D and Innovation Survey (BRDIS) 2010 do not know the concept of BMI (see Barjak, Niedermann, & Perrett, 2013). The same applies for the Oslo Manual, the OECD guidelines for collecting innovation data, which defines and describes four types of innovation but excludes BMI in its most recent edition (OECD, 2005).
CIS experts have complained about the low use and impact of the CIS dataset, the most comprehensive multi-country data set on corporate innovation (Arundel, 2007; Bloch & Lopez-Bassols, 2009). The development and analysis of complex indicators can be a remedy to this, raising the policy relevance of CIS survey questions (Arundel, 2007). A number of such indicators have been suggested to identify different innovation modes or types (Frenz & Lambert, 2012), however, the construct of BMI is also omitted in this line of work.
The present paper aims to close this gap by
• linking the BMI construct conceptually and empirically to established innovation surveys and their definitions,
• identifying gaps in the survey coverage with regard to the BMI construct,
• developing suggestions on how to close these gaps.
We first introduce our understanding of business models and business model innovations in the next section. In section 3 we implement this definition, develop a composite indicator for BMI and measure it with data from CIS 2008 and CIS 2010. The last section summarizes and concludes the paper.
Eric van Heck - Congres 'Data gedreven Beleidsontwikkeling'ScienceWorks
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A Novel Feature Engineering Framework in Digital Advertising Platformijaia
Digital advertising is growing massively all over the world, and, nowadays, is the best way to reach potential customers, where they spend the vast majority of their time on the Internet. While an advertisement is an announcement online about something such as a product or service, predicting the probability that a user do any action on the ads, is critical to many web applications. Due to over billions daily active users, and millions daily active advertisers, a typical model should provide predictions on billions events per day. So, the main challenge lies in the large design space to address issues of scale, where we need to rely on a subset of well-designed features. In this paper, we propose a novel feature engineering framework, specialized in feature selection using the efficient statistical approaches, which significantly outperform the state-of-the-art ones. To justify our claim, a large dataset of a running marketing campaign is used to evaluate the efficiency of the proposed approaches, where the results illustrate their benefits.
A Novel Feature Engineering Framework in Digital Advertising Platformgerogepatton
Digital advertising is growing massively all over the world, and, nowadays, is the best way to reach potential customers, where they spend the vast majority of their time on the Internet. While an advertisement is an announcement online about something such as a product or service, predicting the probability that a user do any action on the ads, is critical to many web applications. Due to over billions daily active users, and millions daily active advertisers, a typical model should provide predictions on billions events per day. So, the main challenge lies in the large design space to address issues of scale, where we need to rely on a subset of well-designed features. In this paper, we propose a novel feature engineering framework, specialized in feature selection using the efficient statistical approaches, which significantly outperform the state-of-the-art ones. To justify our claim, a large dataset of a running marketing campaign is used to evaluate the efficiency of the proposed approaches, where the results illustrate their benefits.
Describe the characteristics of the digital economy and e-business.
Identify the major pressures in the business environment and describe the major organizational responses to them.
Describe the role of information technology in supporting the functional areas, public services and specific industries
Spring 2018 Lecture 2 ECO 526 Business Strategy .docxwhitneyleman54422
Spring 2018
Lecture 2
ECO 526: Business Strategy
Plan
Review of basic economics framework for
business strategy
Costs
Demand
Surpluses
Value creation and capture
Strategy preliminaries
Costs
Economic Costs = Accounting Costs +
Opportunity Costs
Opportunity Costs: Value of forgone
alternatives (explicit or hidden)
Why consider opportunity costs?
Examples
Opportunity Costs and Profits
Profits = Total Revenues – Total Costs
Economic Profits = Total Revenues –
(Accounting Costs + Opportunity Costs), or
(Total Revenues – Accounting Costs) – Opportunity Costs
Terminology
Positive Economic Profits = Profits in Excess of
Opportunity Costs
Zero Economic Profits = Opportunity Costs
Competition pushes profits toward…
Opportunity Costs and EVA
Empirical Study: “EVA. An Analysis of Market
Reaction,” by Deyá Tortella and Brusco (2003)
Sample of 65 firms from various sectors that introduced
the EVA technique
No significant short term abnormal returns
Significant performance improvement in the long run
Adoption provides incentives for increased and more
selective investment activity
Adoption has positive effect on cash flow measures
Methodology…
Deyá Tortella and Brusco Sample
Costs in the Short and Long Run
Short run
Long run
Average and Marginal Costs
Average Cost: Cost per unit
AC = TC/Q
Marginal Cost: Cost of an additional unit
MC = TC/Q
Marginal pulls average in the same direction
Focus on marginals
Typical Short Run AC and MC Curves
Typical Long Run AC and MC Curves
Empirical Long Run AC Curves
Estimated LRAC
Q
$
More Cost Terminology
Avoidable Costs: May be at least partially recovered
once they are incurred
Unavoidable (Sunk) Costs: Gone forever once incurred
Do sunk costs matter?
Strategic implications of manipulating sunk and
avoidable costs
Commitments
Avoidable vs. Unavoidable Costs
Fixed and variable vs. avoidable and sunk
Fixed Sunk?
Avoidable Variable?
Some fixed costs may be avoidable
Resale
Alternative use
Rental
Salvage
Some variable costs may be unavoidable
Severance pay/job security
Delivery/consulting contracts
Demand
Demand is a function
Q = f(P)
Quantity demanded is a value of the function
Inverse demand and interpretation
P = g(Q)
Demand Function
D
Price
Quantity
P1
P2
Q1 Q2
A
B
Shifts and Movements within and
along Demand Functions
A to B?
A to C?
D1
D2
Price
Quantity
P1
P2
Q1 Q2 Q2’
A
B
C
Demand Elasticity
Measures how sensitive quantity demanded is to
changes in price
ɛ = % Quantity/% Price
Elastic vs. Inelastic
Determinants
Substitutability
Item “size”
Necessity or “luxury”
Time length of demand definitio.
"SMEs in data-driven era: the role of data to firm performance" e-Bi Lab
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"Innovation, Entrepreneurship and Digital Ecosystems", 14-16 September 2016, Warsaw, Poland.
Five Ways Media Companies Can Generate Value from AICognizant
With some up-front thinking, tight alignment with business objectives, strong data hygiene and careful project governance, content organizations can move AI from the sideline to the business core and deliver on the lofty expectations set for this still-maturing technology.
Dear students get fully solved assignments
Send your semester & Specialization name to our mail id :
help.mbaassignments@gmail.com
or
call us at : 08263069601
Dear students get fully solved assignments
Send your semester & Specialization name to our mail id :
help.mbaassignments@gmail.com
or
call us at : 08263069601
An Analysis of Efficiency Performance of Private life Insurancepaperpublications3
Abstract:This paper deals with the analysis of the Efficiency of private life insurance industry since the liberlisation process of insurance sector in the country. Keeping in view the limitations of ratio analysis techniques, the methodology used to judge the efficiency of private life insurance companies is Data Envelopment Analysis (DEA). The result of the DEA analysis is used to assess the technical efficiency of individual firms with respect to the best practice or benchmark firms. It further allows the classification of the technical efficiency into pure technical and scale efficiency. The present study has used the Farrel model which was further developed by Charnes, Cooper, and Rhodes (1978). Data Envelopment Analysis (DEA) is a non-parametric linear programming tool used to study the efficiency of the economic units (life insurers) through the construction of the economic frontier. The study takes into account ten private life insurance companies which commenced their business in the country in the year 2001-2002 .The study covers a period of 13 years from 2001-02 till 2013-14.It is found that the technical efficiency scores of the firms measured under pure technical efficiency and scale efficiency scores of the firms are rising over the years. Of the ten private companies taken for study, SBI life shows that it is operating at a full scale and technically highly efficient firm in par with public sector monopolist Life Insurance Corporation of India.
GET IEEE BIG DATA,JAVA ,DOTNET,ANDROID ,NS2,MATLAB,EMBEDED AT LOW COST WITH BEST QUALITY PLEASE CONTACT BELOW NUMBER
FOR MORE INFORMATION PLEASE FIND THE BELOW DETAILS:
Nexgen Technology
No :66,4th cross,Venkata nagar,
Near SBI ATM,
Puducherry.
Email Id: praveen@nexgenproject.com
Mobile: 9791938249
Telephone: 0413-2211159
www.nexgenproject.com
The concept of enterprise innovation goes far outside the once popular but notions are still the backbone of a successful innovation platform, they are only part of a larger process - a process that should always result in measurable business outcomes for your organization. This PPT gives you an overview of Enterprise Innovation, Process innovation, Extent of innovation, Methods for maintaining or increasing the competitiveness for product and process innovations.
In our research, we begin with considering the HTN planning algorithm, but all these papers do not consider formal grammar approach application as a system for defining the syntax of a language by specifying the strings of symbols or sentences that are considered grammatical.
In our paper, we are going to present the idea of how the using of the formal grammar can solve the problem of web services composition in the context of virtual enterprise synthesis and may essentially decrease the number of web services possible combinations to be processed by algorithm
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A Novel Feature Engineering Framework in Digital Advertising Platformijaia
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Spring 2018 Lecture 2 ECO 526 Business Strategy .docxwhitneyleman54422
Spring 2018
Lecture 2
ECO 526: Business Strategy
Plan
Review of basic economics framework for
business strategy
Costs
Demand
Surpluses
Value creation and capture
Strategy preliminaries
Costs
Economic Costs = Accounting Costs +
Opportunity Costs
Opportunity Costs: Value of forgone
alternatives (explicit or hidden)
Why consider opportunity costs?
Examples
Opportunity Costs and Profits
Profits = Total Revenues – Total Costs
Economic Profits = Total Revenues –
(Accounting Costs + Opportunity Costs), or
(Total Revenues – Accounting Costs) – Opportunity Costs
Terminology
Positive Economic Profits = Profits in Excess of
Opportunity Costs
Zero Economic Profits = Opportunity Costs
Competition pushes profits toward…
Opportunity Costs and EVA
Empirical Study: “EVA. An Analysis of Market
Reaction,” by Deyá Tortella and Brusco (2003)
Sample of 65 firms from various sectors that introduced
the EVA technique
No significant short term abnormal returns
Significant performance improvement in the long run
Adoption provides incentives for increased and more
selective investment activity
Adoption has positive effect on cash flow measures
Methodology…
Deyá Tortella and Brusco Sample
Costs in the Short and Long Run
Short run
Long run
Average and Marginal Costs
Average Cost: Cost per unit
AC = TC/Q
Marginal Cost: Cost of an additional unit
MC = TC/Q
Marginal pulls average in the same direction
Focus on marginals
Typical Short Run AC and MC Curves
Typical Long Run AC and MC Curves
Empirical Long Run AC Curves
Estimated LRAC
Q
$
More Cost Terminology
Avoidable Costs: May be at least partially recovered
once they are incurred
Unavoidable (Sunk) Costs: Gone forever once incurred
Do sunk costs matter?
Strategic implications of manipulating sunk and
avoidable costs
Commitments
Avoidable vs. Unavoidable Costs
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Avoidable Variable?
Some fixed costs may be avoidable
Resale
Alternative use
Rental
Salvage
Some variable costs may be unavoidable
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Delivery/consulting contracts
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Demand is a function
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Quantity demanded is a value of the function
Inverse demand and interpretation
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B
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or
call us at : 08263069601
An Analysis of Efficiency Performance of Private life Insurancepaperpublications3
Abstract:This paper deals with the analysis of the Efficiency of private life insurance industry since the liberlisation process of insurance sector in the country. Keeping in view the limitations of ratio analysis techniques, the methodology used to judge the efficiency of private life insurance companies is Data Envelopment Analysis (DEA). The result of the DEA analysis is used to assess the technical efficiency of individual firms with respect to the best practice or benchmark firms. It further allows the classification of the technical efficiency into pure technical and scale efficiency. The present study has used the Farrel model which was further developed by Charnes, Cooper, and Rhodes (1978). Data Envelopment Analysis (DEA) is a non-parametric linear programming tool used to study the efficiency of the economic units (life insurers) through the construction of the economic frontier. The study takes into account ten private life insurance companies which commenced their business in the country in the year 2001-2002 .The study covers a period of 13 years from 2001-02 till 2013-14.It is found that the technical efficiency scores of the firms measured under pure technical efficiency and scale efficiency scores of the firms are rising over the years. Of the ten private companies taken for study, SBI life shows that it is operating at a full scale and technically highly efficient firm in par with public sector monopolist Life Insurance Corporation of India.
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FOR MORE INFORMATION PLEASE FIND THE BELOW DETAILS:
Nexgen Technology
No :66,4th cross,Venkata nagar,
Near SBI ATM,
Puducherry.
Email Id: praveen@nexgenproject.com
Mobile: 9791938249
Telephone: 0413-2211159
www.nexgenproject.com
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Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
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Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
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Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
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➢ Korean President visits Samsung Electronics R&D Center
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"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
Kseniya Leshchenko: Shared development support service model as the way to ma...Lviv Startup Club
Kseniya Leshchenko: Shared development support service model as the way to make small projects with small budgets profitable for the company (UA)
Kyiv PMDay 2024 Summer
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Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
1. Simulation of Alliance
Networks Composition in
Knowledge Economy
Victor Romanov,
Daria Novototskih
13th International
Workshop on
Enterprise &
Organizational
Modeling and
Simulation
(EOMAS)
12 - 13 June 2017,
Essen, Germany
In conjunction with
CAiSE 2017
2. Knowledge-based economy
“Knowledge-based economy” is economy that
directly based on the creation, distribution and
application of knowledge and information.
Driver of productivity and economic growth
New role of information, technology and learning in
economic performance
Emerging “information society”
New growth theory
3. Main stages of knowledge
movement
Research &
Knowledge
Generation
Development of
New Products,
Technologies and
Services
Production
Market &
Profit
Obtaining
Innovation process has a number of stages that should
be distinguished while producing a new technology
4. collaboration
New model of enterprise
communications
MODEL
digital economy
new enterprise relations
Innovation
knowledge-based
idea
In such terms management systems with single control center can not cope with the
increased flow of economic information and increasingly superseded by self-managing
network systems based on horizontal relationships - collaborations, specific forms of
cooperation, non-hierarchical.
E1
E2 E3
E4state
5. Inter-firm interactive
communication
In the knowledge-based economy, firms
search for linkages to promote inter-firm
interactive communication and for outside
partners and networks to provide
complementary assets.
These relationships help firms:
to spread the costs and risk associated with
innovation among a greater number of
organizations,
to gain access to new research results,
to acquire key technological components of
a new product or process,
to share assets in manufacturing, marketing
and distribution.
6. Innovation and novelty production
implementation
Innovation is the result of numerous interactions by a
community of actors and institutions, which together
form what are termed national innovation systems.
• In the knowledge-based economy, the science system
contributes to the key functions of:
• knowledge production – developing and providing
new knowledge;
• knowledge transmission – educating and developing
human resources;
• knowledge transfer – disseminating knowledge and
providing inputs to problem solving.
7. Increment of knowledge in product
function
Investments in knowledge can increase the productive
capacity of the other factors of production as well as
transform them into new products and processes. And
since these knowledge investments are characterized by
increasing (rather than decreasing) returns, they are the
key to long-term economic growth.
The firm has the Cobb-Douglas production function:
yjt = 0 + lljt + kkjt + jt + εjt,
where yjt is the log of output of firm j in period t, ljt the
log of labor, and kjt the log of capital.
9. Genetic algorithm application for
partner selection
• Step 1 Initializing.
• Step 2 Selecting, crossover and mutating.
• Step 3 Combinating.
• Step 4 Stopping.
• Otherwise, go to Step 2.
10. Partner selection with many
heterogeneous criteria
Scalar optimization mechanism - the best choice for a given scalar quality
criterion (x) variant x X:
C0(x) = x X|x = arg max (x) .
Conditionally - extreme gear - selection, defined scheme of mathematical
programming with the objective function f0(x) and restrictions f1(x) , i = 1,
,m:
Cмп (x) = x X|x = arg [max f0(x), fi(x) 0, i = 1, ,k].
Optimization mechanism of dominance, defined by a binary relation R:
CR(x) = x X| y X, xRy .
The locking mechanism: choice non-improvable by R elements x:
CR (x) = x X| y X, y x .
The mechanism of restrictions defined by a binary relation R and a given
element u G and choice of x X, better by R than u G:
Cu(x) = x X| xRu .
Selection based on Pareto criterion C (x) can be regarded selection rule as:
C (х)= x X | ( y X)( > ) or as relation:
x R y ( i)( i(x) i(y)) ( i)( i(x)> i(y)), (i=1,…,k).