BMW Bluetooth
NAV-TV is an American Manufacturer of Automotive Electronics for BMW.
Written by Derek S.
NAV-TV ®, the industry leader in vehicle network integration technology for infotainment and telematics device... more NAV-TV ®, the industry leader in vehicle network integration technology for infotainment and telematics device optimization, announces the release of the much anticipated TOOKI OEM Bluetooth solution for BMW. Bluetooth technology provides the best hands-free solution for use of a wireless phone while driving. This allows the driver to stay connected to family, friends and business during drive time without breaking the law in many states across the nation.
12 views
Seen by:
Download (.docx) Firm innovativeness in emerging economies: Evidence from R&D initiatives in Turkish Firms
Co-authored with Christian Berggren, the R&D Management Conference 2012 , May 23-25, Grenoble, France
El impacto de las empresas transnacionales en la reestructuración industrial de México. El caso de las industrias de partes para vehículos y de televisores, Jorge Carrillo, Michael Mortimore y Jorge Alonso Estrada, en Serie CEPAL, Serie Desarrollo Productivo No. 50, Septiembre de 1998.
Jorge Carrillo, Michael Mortimore y Jorge Alonso Estrada, en Serie CEPAL, Serie Desarrollo Productivo No. 50, Septiembre de 1998.
Resumen
Este trabajo describe lacompetitividad de las empresas de autopartes y televisores en el norte de... more
Resumen
Este trabajo describe lacompetitividad de las empresas de autopartes y televisores en el norte de México en años recientes. La pregunta central es si estos sectores exportadores han alcanzado mejorar la competitividad internacional con la apertura económica y si el proceso de reestructuración industrial ha estado aparejado a ello.
Tanto la industria del televisor como de las autopartes en México han experimentado intensos cambios desde el inicio de los años ochenta. Sobresalen la creación de nuevas plantas exportadoras, la reestructuración de las ya existentes, la especialización territorial, la modernización tecnológica y la adaptación de nuevas formas de organización en el trabajo. Todo ello ha contribuido a un aumento considerable de la competitividad de ambos sectores, y en particular de la productividad laboral y de la calidad de los productos.
El proceso de reorganización industrial ha estado dirigido, principalmente, por las corporaciones transnacionales y, en menor medida, por las políticas gubernamentales de apertura comercial, promoción de inversiones extranjeras directas y desregulación sectorial, entre otras. Tanto las estrategias corporativas, como las políticas de ajuste macro y las políticas sectoriales y territoriales, han propiciado un fuerte crecimiento de las exportaciones hacia el mercado internacional, principalmente el norteamericano. Por ejemplo, 7 de cada 10 televisores vendidos en Estados Unidos fueron producidos en las plantas maquiladoras de televisores de México y más del 90% de los arneses automotrices fueron ensamblados en las maquiladoras fronterizas.
La globalización de la producción ha elevado considerablemente las presiones para mejorar la competitividad de las empresas y reducir los costos de producción, tanto en firmas nacionales como en corporaciones transnacionales. Sobresalen como estrategias de las compañías la especialización productiva de las plantas y la mayor complejidad de los productos que elaboran, por un lado, y la calificación de los recursos humanos vía capacitación, por otro lado. No obstante lo anterior, existen algunos obstáculos para elevar el valor agregado por planta y la mano de obra, como son la escasa movilidad ocupacional, los bajos salarios relativos y las limitadas decisiones de las empresas filiales en relación con las casas matrices.
El documento concluye que una sana combinación de apertura económica y desregulación sectorial, aunada principalmente a estrategias corporativas de racionalización del trabajo, inversión en nuevas tecnologías duras y blandas, y capacitación de los recursos humanos, tienen como resultado un mejoramiento considerable de la competitividad internacional. Finalmente, el trabajo expone una agenda de recomendaciones para otros países.
Analysis of Relationship between Pioneer Brand Status and Consumer’s Attitude toward a Brand
by ASEAN Marketing Journal (AMJ)
Author: Taryadi and Arga Hananto*
Institution: * Department of Management, Faculty of Economics, University of Indonesia. Email: arga.hananto@gmail.com
Suggested Citation: Taryadi and Hananto, A. (2011) Analysis of Relationship between Pioneer Brand Status and Consumer’s Attitude toward a Brand. ASEAN Marketing Journal, 3(1), 45-51, ISSN: 2085-5044
Previous research have indicated that brand pioneership provide some advantages such as high market share barriers to... more
Previous research have indicated that brand pioneership provide some advantages such as high market share barriers to entry and consumers preference as well as higher consumer attitude. This paper intends to explore the relationship between perceived brand pioneership on consumers’ brand attitude. The study focuses on two competing brands from automatic transmission motorcycle category, namely Yamaha and Honda. Based on result from 90 respondents, this study confirms the perception that Yamaha (although not the true pioneer) is perceived by the majority of respondents as the pioneering brand in the automatic transmission motorcycle. This study also found that those respondents who perceived that Yamaha is the pioneer brand tend to ascribe higher brand attitude toward Yamaha than toward Honda. Result from this study adds to the repository of studies concerning brand pioneership as well as adding to repository of knowledge about Indonesian consumer behavior.
Keywords: Brand pioneership, consumer attitude, automatic transmission motorcycle
Flexible Footprints: Reconfiguring MNCs for New Value Opportunities
Co-authored with Elizabeth Maitland in California Management Review (2012).
Full cite: Maitland, E. & Sammartino, A. (2012), 'Flexible Footprints: Reconfiguring MNCs for New Value Opportunities', California Management Review 54(2):92-117.
Powerful technological, regulatory, and economic forces compel the senior executives of multinational corporations... more
Powerful technological, regulatory, and economic forces compel the senior executives of multinational corporations (MNCs) to repeatedly reevaluate and reconfigure value chains in the search for ongoing competitive advantage.
However, releasing assets from existing activities and redeploying them to new opportunities is a challenging and poorly understood task. In particular, the standard strategic management concepts of use- and firm-flexibility overlook the crucial international dimension of location.
Utilizing examples from GM, Qantas, and a mining MNC, this article argues that strategic flexibility should be consciously measured along all three dimensions. By using the decision tool set out in this article, MNC executives can map their worldwide footprint of strategic roadblocks and opportunities to expand into new markets, divest redundant businesses, and build flexibility to adapt to future challenges.
(Keywords: International business, Decision making, Strategic
planning, Multinational corporations, Corporate strategy, Reorganization, Foreign investment, Foreign subsidiaries)
The Effects of StateSocietal Arrangements on International Competitiveness: Steel, Motor Vehicles and Semiconductors in the United States, Japan and Western …
by Jeffrey Hart
published in British Journal of Political Science, 22 (July 1992), 255-300.
O grupo Randon: Estratégia e trajetória de expansão a partir do enfoque da teoria evolucionária da firma
Co-authored: Armando Dalla Costa
The objective this paper is explorer the strategic and trajectory of expantion of the of the Randon Group. This... more The objective this paper is explorer the strategic and trajectory of expantion of the of the Randon Group. This enterprise born how garage little in city of Caxias do Sul – RS, in the south of Brazil at decade of 1940, grounded over Raul Anselmo and Hercílio Randon brothers front the need of a means of survive. In the decades of 1950 and 1960, the Randon brothers known harness the environment and create the opportunities for transformed the garage in industry, leader in the market of implements for trucks. In the decade of 1970 the enterprise transformed in S. A. with holding negotiate in stock exchange for viable itself expantion, damage for crisis of the decade of 1980 that provoked an situation hard to firm. After this fact, the Randon Group again to growth across of enterprise in the market of car spare, financial services, special vehicles and implements. Moreover, the Randon Group have vacation for be multinational not only and great export, but with industrial plants in others countries and search of investors and partner for growth.
12 views
Seen by:
Linking Partial and General Equilibrium Models: A GTAP Application Using TASTE
by Badri Narayanan Gopalakrishnan
GTAP Technical Paper No: 29
CGE models are utilized for the evaluation of trade policy reforms, yet they are typically highly aggregated, limiting... more CGE models are utilized for the evaluation of trade policy reforms, yet they are typically highly aggregated, limiting their usefulness to trade negotiators interested in impacts at the tariff line. Partial Equilibrium (PE) models used for disaggregate analysis lack the benefits of an economy-wide analysis required to examine the overall impact of trade policy reforms. This suggests the need for a PE-GE, nested modeling framework to support trade policy analysis. In this paper, we develop a PE model that captures international trade, domestic consumption and output, using CET and CES structures, market clearing conditions and price linkages, nested within the standard GTAP Model. In addition, we extend the welfare decomposition of Huff and Hertel (2001) to this PE-GE model to contrast the sources of welfare gain among models. To illustrate the value-added of this model, we examine the impact of multi-lateral tariff liberalization on the Indian economy, with special focus on the auto sector, using PE, GE and PE-GE models. The PE model does not predict the change in overall size and price level for the industry well, while the GE model underestimates the aggregate welfare gain due to tariff averaging. It also fails to account for the change in industry composition resulting from trade reform. These findings are robust to wide variation in model parameters. We conclude that the linked model is superior to both the GE and PE counterparts.
Combining Innovation and Capacity Utilization in High Throughput Systems: Moving Beyond the Product Life Cycle Model by Introducing Second-Order Innovations
ARNE M. FEVOLDEN, Norwegian Defence Research Establishment, & TERJE GRØNNING, Institute for Educational Research,
University of Oslo
Industry and Innovation,
Vol. 17, No. 6, 609–628, December 2010
Full paper available upon request
The literature on the product life cycle and on high throughput systems has been preoccupied with studying an apparent... more The literature on the product life cycle and on high throughput systems has been preoccupied with studying an apparent lack of flexibility in capital-intensive production systems. Companies in capitalintensive industries need to maintain a high level of capacity utilization in order to stay economically viable, however, their efforts to uphold the throughput of their systems often have the unforeseen and unintended consequence of limiting their ability to introduce new products and services. Nevertheless, some companies have managed to resolve these tensions by introducing what we describe as “second-order innovations”, a type of innovation which acts on the innovation process itself and enables new products and services to be introduced without a steep decline in capacity utilization. By focusing on these cases and discussing their theoretical implications, we want to contribute to the existing literature on high throughput systems by identifying key mechanisms for introducing and maintaining such second-order innovations and describing the patterns of industrial evolution that they create.
Human Value and Competitiveness: On the Social Organization of Production at Toyota Motor Corporation and New United Motor Manufacturing, Inc
Kyoto: Ritsumeikan University, dissertation for the Ph.D-degree an applied sociology. March, 1992.
Recent developments at Toyota Motor Corporation: The emergence of a" Neo-Toyotism"
Chapter in Åke Sandberg (ed.) Enriching Production: Perspectives on Volvo's Uddevalla Plant as an Alternative to Lean Production. Aldershot, UK: Avebury, 1995
This chapter calls attention to some questions connected to the analysis of
conditions within the Japanese auto... more
This chapter calls attention to some questions connected to the analysis of
conditions within the Japanese auto industry.1 The point of departure derives
from the observation that there are presently several developments within
this industry and that there is a probable mismatch between the developing
patterns and concepts developed within studies of the Japanese labour process.
2 Several significant organizational developments have occured, such
as: the reorganization of the corporations, the reform of personnel management
institutions, internationalization and diversification. In addition, there
is a discrepancy between the relatively medium-tech process depicted in
the theories and the fact that some of the experiments now being proposed
actually are relatively high-tech.
Identity Work: Sustaining Transnational Collective Action at General Motors Europe
by Ian Greer
co-authored with Marco Hauptmeier, forthcoming in Industrial Relations (Berkeley)
What are the conditions under which transnational collective action is initiated and sustained? This paper presents a... more What are the conditions under which transnational collective action is initiated and sustained? This paper presents a case study of General Motors Europe, where labor leaders have mobilized the workforce and bargained with management at the transnational level repeatedly over more than a decade as a response to management whipsawing and threats of plant closures. In contrast to structuralist interest-based theories of union behavior, we identify a process of ‘identity work’ that was necessary to sustain transnational worker cooperation.
95 views
Seen by:
Contemporary processes of internationalization of production and delocalisation of the French automotive industry
Współczesne procesy internacjonalizacji produkcji i delokalizacji przemysłu samochodowego Francji
The following article deals with the contemporary processes of internationalization of production and delocalisation... more
The following article deals with the contemporary processes of internationalization of production and delocalisation of automotive industry, with a particular reference to France. On the basis of
statistical data referring to the rate of production and its structure, the article presents the changes in
the concentration of worldwide car production with a particular reference to French car concerns. Asia
is the most developing market for auto manufacturing in the 21st century, whereas a decrease in auto
production can be observed in Europe and North America. In France in the last 10 years there has been
an increase in the car production abroad from 40% to 64%.
The Limits of R&D Internationalization and the Importance of Local Initiatives: Turkey as a Critical Case
"Co-authored with Tuncay-Celikel & Christian Berggren", World Development, Vol.39, Issue 8, Pages 1347-1357.
L'INÉGAL DÉVELOPPEMENT INDUSTRIEL DE LA CHINE: CAPACITÉS D'INNOVATION ET COEXISTENCE DE DIFFÉRENTS MODES D'APPRENTISSAGE …
Published in "Régions et développement"
THE UNEQUAL DEVELOPMENT OF CHINA : INNOVATION
CAPABILITIES AND THE CO-EXISTENCE OF DIFFERENT
INDUSTRIAL... more
THE UNEQUAL DEVELOPMENT OF CHINA : INNOVATION
CAPABILITIES AND THE CO-EXISTENCE OF DIFFERENT
INDUSTRIAL GROWTH PATTERNS
Abstract : Based on the example of the automobile and electronics sector in
China, the article examines the technological learning of companies in China
and the way it is influenced by industrial policy. Companies have consolidated
their production capacity and technological learning but are rarely in the
position to develop an innovation capability. The article shows the diversity of
enterprises and identifies two opposing modes of development, either based on
technological transfers of foreign technologies mainly through state-owned
enterprises, or based on assimilation and learning of technologies acquired
through the clients in private or foreign-owned companies or other new
enterprises, of a rather small size. The latter are less favoured by official
policies and have difficulties in obtaining the advantages that may have been
available through the national innovation system (training, higher education,
research, technical centres, funding). This separation of the innovation system
promoted by the government and the industrial system that was created through
technological learning is, in the authors’ opinion, the main reason for a low
innovation capability of the Chinese industry. The co-existence of these two
different modes is a characteristic feature of China and explains why China
does not follow the “imitation to innovation” path experiences by South Korea
and Japan.
Will Electric Cars Transform the U.S. Vehicle Market?
Co-authored with Henry Lee
For the past forty years, United States Presidents have repeatedly called for a reduction in the country's dependence... more
For the past forty years, United States Presidents have repeatedly called for a reduction in the country's dependence on fossil fuels in general and foreign oil specifically. Some officials advocate the electrification of the passenger vehicle fleet as a path to meeting this goal. The Obama administration has embraced a goal of having one million electric-powered vehicles on U.S. roads by 2015, while others proposed a medium-term goal where electric vehicles would consist of 20% of the passenger vehicle fleet by 2030 — approximately 30 million electric vehicles. The technology itself is not in question; many of the global automobile companies are planning to sell plug-in hybrid electric vehicles (PHEVs) and/or battery electric vehicles (BEVs) by 2012. The key question is, will Americans buy them?
This paper finds that, at 2010 purchase and operating costs, a PHEV-40 is $5,377 more expensive than an internal combustion engine or ICE, while a BEV is $4,819 more expensive. In other words, the gasoline costs savings of electric cars over the cars’ lifetimes will not offset their higher purchase prices.
In the future, this cost balance may change. If one assumes that over the next 10 to 20 years battery costs will decrease while gasoline prices increase, BEVs will be significantly less expensive than conventional cars ($1,155 to $7,181 cheaper). Even when the authors use very high consumer discount rates, BEVs will be less expensive, than conventional vehicles although the cost difference decreases. PHEVs, however, will be more expensive than BEVs in almost all comparison scenarios, and only less expensive than conventional cars in a world with very low battery costs and high gasoline prices. BEVs are simpler to build and do not use liquid fuel, while PHEVs have more complicated drive trains and still have gasoline-powered engines.
Manpower Management Policies of Automotive Manufacturers in Turkey in 2008-2009 Financial Crisis: A case of Japan Manufacturer in Turkey
by Mirac Yazici
Authors: Tekiner KAYA(*), Miraç YAZICI(**)
(*) Nevsehir University, Faculty of Economics and Administrative Sciences, Department of Business Administration. tekiner.kaya@nevsehir.edu.tr
(**) Nevsehir University, Faculty of Economics and Administrative Sciences, Department of Economics. myazici@nevsehir.edu.tr
One of the main sectors affected on crisis term is obviously automotive industry in world. Reduction of demand upon... more
One of the main sectors affected on crisis term is obviously automotive industry in world. Reduction of demand upon the changes on purchasing power of customers and not to be able to predict demand for even coming days makes manpower planning very difficult in automotive industry. In the first part of the study, the feeling of crisis of 7 big automanufacturer of Turkey which have more than 1250 employees (Honda Turkey, Toyota Turkey, Mercedes Benz Turkey, Hyundai Turkey, Tofas Fiat, Renault Oyak and Ford Otosan) and the manpower policies of these companies against 2008 global financial crisis are investigated based on grouping corporate capital, production volume reduction ratio, union membership, total headcount and government support application decisions of these companies. On the second part of the study, the detail information about manpower policies and decisions on crisis term was given for a Japan manufacturer performing in Turkey, Toyota Turkey. The effects of these policies to manpower productivity, safety, quality and inhouse cost were analyzed. Based on the analysis and investigations, it was observed that Japan auto manufacturers have continued to perform policies which are human being focused, mutual trust oriented and communication based human resources management even in crisis term. On the other hand, the western companies also continued the cost oriented policies in that term. The policies of Toyota Turkey have showed that the labor cost can be reduced dramatically no lay off and without renouncing safety and member motivation. By implementing the countermeasures on only labor items, totally 1045 operation members’ salary have been compensated excluding savings on investment, expenses, materials and maintenance kaizens-improvements. This saving can be converted into more than 500 operation members’ 2 years total salary. These policies have strength the Toyota Turkey’s foundation and team spirit in long term.
Keywords: Automotive industry in Turkey, manpower policies, financial crisis, countermeasures to reduce cost.
Distribuerad simulering och visualisering av fordonsdynamik i realtid
Nybacka, Mikael ; Larsson, Tobias. In: Svenska Mekanikdagar 2007 : Program och abstracts. Luleå : Luleå tekniska universitet, 2007. p. 92 (Research Report / Luleå University of Technology; 2007:10).