in large measure on honing internal technological, organizational, and managerial processes inside the firm. In short, identifying new opportunities and organizing effectively and efficiently to embrace them are generally more fundamental to private wealth creation than is strategizing, if by strategizing

Benefiting from new Internet technologies and altered user behavior, social networking sites have become the poster child of a series of new web services that have been emerging with the advent of “Web 2.0”. In this article, we follow a comparative case approach of two major German social networking sites—StayFriends and XING — in order to answer the question of how social networking sites create value for their users and how they can capture it. By transferring Chris Anderson’s concept of “The Long Tail ” to internet-based social networks, we develop a novel perspective on the value creation of these new types of businesses. In particular, we examine how social networking sites can generate revenues through advertising, subscription, and transaction models. In addition, we identify the number of users, their willingness to pay, and their trust in peers and the platform as the key value drivers. Finally, we discuss managerial implications, providing examples from our case studies and recommendations for leveraging the value created through these services.

This paper studies how soft Operational Research methods can be addressed at strategic management tasks. Applying these methodologies to strategic decisions in an organisation helps giving a broader view of the problematic situation is being faced, considering not only the company itself but also

The rigor versus relevance debate of management research is ongoing. We contribute to this discussion by contrasting alternative assumptions about generating management knowledge and linking knowledge generation to academic governance. Specifically, we show that knowledge

Abstract not found

This work investigates, from the knowledge-based view of the firm, whether there are groups of firms with homogeneous behaviours, as regards to knowledge management strategies (KMS) and tries to identify their influence on innovation management and firm performance. We focus on the following

Citation for published version (APA):

, suggesting that the two sets of factors should be considered jointly rather than seen as independent determinants of attribution. In addition to providing novel insights into the functioning of the authorship and inventorship system, our results have important implications for managers, policy makers

Breaking the fence: can patents deter biomedical innovation

“If he contends, as sometimes he will contend, that he has defined all his terms and propositions, than either he is a performer of logical miracles or he is an ass; and as you know, logical miracles are impossible.”