At the same time, high tech professionals often perceive work as a “serious game” (Strannegård & Friberg,
2001), and not drudgery: they involve in playful behaviors at work (Hunter, Jemielniak, & Postuła, 2010).
Software engineers often participate in non-paid, open collaboration production (Lakhani & Von Hippel, 2003).
Modes of collaboration established in virtual and high-tech communities are similarly transforming
workplace relations in the brick-and-mortar organizations (Benkler, 2006).
This important series makes a signi! cant contribution to the development of management
thought. This ! eld has expanded dramatically in recent years and the series provides an
invaluable forum for the publication of high quality work in management science, human
resource management, organizational behaviour, marketing, management information
systems, operations management, business ethics, strategic management and international
The main emphasis of the series is on the development and application of new original
In a highly competitive industry, especially high-tech industry, a firm needs to have appropriate outsourcing strategies in order to survive. However, a firm used to have a strategic dilemma between supplier-oriented strategy and production-oriented strategy. Because of increasin complexity in the socio-economic surroundings along with rapidly changing technologies, how to have a suitable outsourcing investment is becoming an important focus for companies.
A project manager at a high tech company sensed a big problem.
There was no process in place to manage hundreds of technical issues
that had been identified within a newly developed computer
architecture…and products were now being developed based upon this
PLANNING CAPITAL EXPENDITURE.
Steven P. Feinstein.
A beer company is considering building a new brewery. An airline is deciding whether to add f lights to its schedule. An engineer at a high-tech company has designed a new microchip and hopes to encourage the company to manufacture and sell it. A small college contemplates buying a new photocopy machine. A nonprofit museum is toying with the idea of installing an education center for children. Newlyweds dream of buying a house. A retailer considers building a Web site and selling on the Internet.
A study for the German Ministry of Economics and Technology (Fryges et al, 2007) analysed high-
tech start-ups and Business Angels. The results, presented here, are based on analysed companies
that have been founded between 2001 and 2005 (formation cohort/group 2001-2005).
According to the study, the most important source of financing for the young companies of this
formation cohort is cash-flow and owner’s equity. Among newly created high-tech companies of
the cohort 2001-2005 in Germany approx. 5% received Business Angel financing (approx 3,700
Spin-out companies from university science departments are very
fashionable, important and much encouraged by governments. The new
high-tech companies offer the hope of keeping Western economies
viable at a time when much manufacturing is being outsourced to
developing countries. At the same time they are the best possible means
by which those same developing countries can move away from a mere
reliance on cheap labour and develop their own sophisticated industrial
Can we build a safe, self-driving vehicle? Yes. In fact, Google has already logged more
than 200,000 miles in a fleet of self-driving cars retrofitted with sensors. And Google
is not alone; traditional automakers and suppliers have also developed self-driving
functionality using sensor-based solutions and have a host of new applications in
NI is a medium-sized ($500M to $1B USD) high-tech company whose products serve several markets
including the design, industrial, and test and measurement markets. From a mix-versus-volume
perspective, NI can be classified as a high-mix, low-volume organization (quadrant II) because it has
more than a dozen primary product lines with more than 1,000 unique devices. Based on these
characteristics, the corporate test strategy at NI emphasizes flexibility and reuse.
WHETHER WORKING WITH EXECUTIVES IN old or new companies—
a Fortune 500, a start-up, a venture capital firm, an investment
banking or management consulting firm, or a high tech, entertainment, consumer
products, or manufacturing company—one of the top challenges I
hear over and over is: How do we recruit, develop, and keep the best talent?
The refrain is the same in both boom years and down times. This challenge
is especially on organizations’ radar screens for MBAs and experienced talent.
From 1992 to 2000, the pace of merger activity rose to unprecedented
levels. An environment of sustained economic growth
and rising stock prices facilitated transactions. Toward the end
of 2000, the economic climate shifted and merger activity in the
fourth quarter declined. The economy showed only small growth
during the first quarter of 2001. Excess capacity in a number of
industries had developed, and sales and profit disappointments
began to widen. The business cycle had returned. Valuations in
Internet companies and other high-tech industries have been
sharply revised downward.
Typically, Business Angels take minority stakes; according to the study, only 5% of the BA financed
companies have majority participations of Business Angels. Slightly more than 50% received
financing at or before creation. Almost one third received support 3 years after creation - this
means that Business Angels do not only finance companies in the seed and start-up, but also in
the expansion phase.
Table 2 below shows the attributes of companies with Business Angel or/and VC support.
So far, hybrid-testing research has centered on dry-mill production, the
lower investment technique of choice for the new cooperatively owned
plants. The seed companies are targeting their incentive programs on dry
mills. Monsanto’s program, “Fuel Your Profits,” provides the participating
ethanol plant with high-tech equipment that profiles the genetics of
incoming corn and is calibrated to maximize ethanol yield (Rutherford). As
an incentive, Monsanto gives rebates on E85 vehicles (those designed to run
on 85%-ethanol fuel) and fueling stations.