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Now showing items 169-188 of 188
  • Björk, Bo-Christer; Solomon, David (Elsevier BV, 2013)
    Publishing in scholarly peer reviewed journals usually entails long delays from submission to publication. In part this is due to the length of the peer review process and in part because of the dominating tradition of publication in issues, earlier a necessity of paper-based publishing, which creates backlogs of manuscripts waiting in line. The delays slow the dissemination of scholarship and can provide a significant burden on the academic careers of authors. Using a stratified random sample we studied average publishing delays in 2700 papers published in 135 journals sampled from the Scopus citation index. The shortest overall delays occur in science technology and medical (STM) fields and the longest in social science, arts/humanities and business/economics. Business/economics with a delay of 18 months took twice as long as chemistry with a 9 month average delay. Analysis of the variance indicated that by far the largest amount of variance in the time between submission and acceptance was among articles within a journal as compared with journals, disciplines or the size of the journal. For the time between acceptance and publication most of the variation in delay can be accounted for by differences between specific journals.
  • Dube, Apramey; Helkkula, Anu; Strandvik, Tore (2014-06-15)
  • den Hond, Frank; de Bakker, Frank G. A.; de Haan, Patricia (Emerald Group Publishing Limited, 2010)
    F. den Hond, F.G.A. de Bakker, P. de Haan (2010), The sequential patterning of tactics: Activism in the global sports apparel industry, 1988–2002, International Journal of Sociology and Social Policy Vol.30, No.11, pp.648-665
  • Kovacs, Gyöngyi (Inderscience Publishers, 2014)
    This study follows reverse logistics thinking in the valorisation of dead stock from perishable by-products. Viable alternatives for the use of dead stock are found and the feasibility of their introduction evaluated through the building and application of a two-step model that links a two-stage production process generating by-products to staff scheduling problems in handling it. Model building is supported by empirical data from a poultry processing plant that had been collected through process maps, observations, and from databases of the case company. The model is also applied and solved for the case before suggesting general conclusions.
  • Laakso, Mikael; Kere, Juha (Tieteellisten Seurain Valtuuskunta, 2015)
  • Nyman, Linus Morten; Mikkonen, Tommi (2011)
    A project fork occurs when software developers take a copy of source code from one software package and use it to begin an independent development work that is maintained separately from its origin. Although forking in open source software does not require the permission of the original authors, the new version, nevertheless, competes for the attention of the same developers that have worked on the original version. The motivations developers have for performing forks are many, but in general they have received little attention. In this paper, we present the results of a study of forks performed in SourceForge (http://sourceforge.net/) and list the developers’ motivations for their actions. The main motivation, seen in close to half of the cases of forking, was content modification; either adding content to the original program or focusing the content to the needs of a specific segment of users. In a quarter of the cases the motivation was technical modification; either porting the program to new hardware or software, or improving the original.
  • Saarikko, Ted; Jonsson, Katrin; Burström, Thommie (2014-06-09)
    In platform ecosystems, the platform provider seeks to derive increasing returns over time as the ecosystem of backing actors grows more numerous. While a growing body of research has addressed the ecosystem strategies of large enterprises, less attention has been paid to small firms in the role of platform providers. As small firms do not possess the resources of large enterprises, they are not in a position to ignore the importance of immediate returns needed for the viability of the firm. In a case study, we study the entrepreneurial alertness of a small technology-based firm in promoting a platform for machine- to-machine communication. Our results suggest that balancing increasing and immediate returns requires a variety of entrepreneurial activities that encompasses strategic foresight and systemic insight on one hand, and exploratory and exploitative actions on the other. This paper contributes to our understanding of platform ecosystems by addressing the strategies of a small firm as an emerging platform provider.
  • Martikainen, Minna; Nikkinen, Jussi; Saleem, Kashif (Clute Institute for Academic Research, 2013)
  • Kovacs, Gyongyi; Spens, Karen M. (Emerald Group Publishing, 2011)
  • Grant, David (Assumption University, 2014-12)
  • Korkeamäki, Timo; Takalo, Tuomas (John Wiley & Sons Ltd, 2013)
  • Cadillo Chandler, Dhanay María (Círculo Académico de Estudios Jurídicos, 2014-12)
  • Kindström, Daniel; Kowalkowski, Christian; Nordin, Fredrik (Emerald Group Publishing Ltd, 2012)
    Purpose – The purpose of this paper is to explore strategies for visualizing the value of service-based offerings in a B2B context. By taking a process perspective on the offering life cycle, this paper also aims at distinguishing which visualization strategies are most appropriate using at which life-cycle stages. Design/methodology/approach – The study employed a qualitative, multiple-case study research design involving five manufacturing firms. Findings – Primary findings are that firms need to make use of several different visualization strategies depending on, among other things, the key stakeholders and also where the firm's offering is currently positioned in the service-based offering life cycle. Research limitations/implications – While the empirical data is from only one sector – i.e. manufacturing – managers from other B2B sectors should have an interest in the results and the key aspects identified. Further research could also establish linkages to performance metrics. Originality/value – Visualization strategies have been relatively rarely studied from a B2B perspective, and the process dimension, especially, is novel.
  • Holmlund, Maria; Törnroos, Jan-Åke (Emerald Group Publishing, 1997)
  • Kovacs, Gyöngyi; Tatham, Peter (Institut Superieur de Logistique Industrielle, 2010)
  • Kowalkowski, Christian; Windahl, Charlotta; Kindström, Daniel; Gebauer, Heiko (Elsevier Inc, 2015)
    Both academics and practitioners emphasize the importance for product firms of implementing service-led growth strategies. The service transition concept is well established, namely a unidirectional repositioning along a product-service continuum—from basic, product-oriented services towards more customized, process-oriented ones—ultimately leading to the provision of solutions. We challenge this service transition assumption and develop alternative ones regarding how product firms should pursue service-led growth. Using ‘problematization methodology’, and drawing on findings from thirteen system suppliers, we identify three service-led growth trajectories: (1) becoming an availability provider, which is the focus of most transition literature; (2) becoming a performance provider, which resembles project-based sales and implies an even greater differentiation of what customers are offered; and, (3) becoming an ‘industrializer’, which is about standardizing previously customized solutions to promote repeatability and scalability. Based on our critical inquiry, we develop two alternative assumptions: (a) firms need to constantly balance business expansion and standardization activities; and (b) manage the co-existence of different system supplier roles. Finally, we consider the implications for implementing service-led growth strategies of the alternative assumptions.
  • Kovacs, Gyöngyi; Tatham, Peter; Larson, Paul (Wiley-Blackwell Publishing, 2012)
  • Korkeamäki, Timo; Michael, Timothy (Wiley-Blackwell Publishing, Inc, 2013-07)
  • Kovacs, Gyöngyi (Kogan Page, 2014)