High- tech companies

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  • 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).

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  • 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 management. The main emphasis of the series is on the development and application of new original ideas.

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  • 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.

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  • 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 problem-laden architecture.

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  • 10 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.

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  • Decision making lies at the heart of most important business and government problems.

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  • 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 companies).

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  • 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 enterprises.

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  • 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 the pipeline.

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  • 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.

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  • 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.

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  • 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.

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  • 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.

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  • 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.

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