The Experts below are selected from a list of 308514 Experts worldwide ranked by ideXlab platform

Mihail C Roco - One of the best experts on this subject based on the ideXlab platform.

  • International Strategy for nanotechnology research
    Journal of Nanoparticle Research, 2001
    Co-Authors: Mihail C Roco
    Abstract:

    The worldwide nanotechnology research and development (R&D) investment reported by government organizations has increased by a factor of 3.5 between 1997 and 2001, and the highest rate of 90% is in 2001. At least 30 countries have initiated or are beginning national activities in this field. Scientists have opened a broad net of discoveries that does not leave any major research area untouched in physical, biological, and engineering sciences. Industry has gained confidence that nanotechnology will bring competitive advantages. The worldwide annual industrial production is estimated to exceed $1 trillion in 10–15 years from now, which would require about 2 million nanotechnology workers. U.S. has initiated a multidisciplinary Strategy for development of science and engineering fundamentals through the National Nanotechnology Initiative. Japan and Europe have broad programs, and their current plans look ahead to four to five years. Other countries have encouraged their own areas of strength, several of them focusing on fields of the potential markets. Differences among countries are observed in the research domain they are aiming for, the level of program integration into various industrial sectors, and in the time scale of their R & D targets. Nanotechnology is growing in an environment where International interactions accelerate in science, education and industrial R & D. A global Strategy of mutual interest is envisioned by connecting individual programs of contributing countries, professional communities, and International organizations.

  • International Strategy for nanotechnology research
    Journal of Nanoparticle Research, 2001
    Co-Authors: Mihail C Roco
    Abstract:

    The worldwide nanotechnology research and development (R&D) investment reported by government organizations has increased by a factor of 3.5 between 1997 and 2001, and the highest rate of 90% is in 2001. At least 30 countries have initiated or are beginning national activities in this field. Scientists have opened a broad net of discoveries that does not leave any major research area untouched in physical, biological, and engineering sciences. Industry has gained confidence that nanotechnology will bring competitive advantages. The worldwide annual industrial production is estimated to exceed $1 trillion in 10–15 years from now, which would require about 2 million nanotechnology workers. U.S. has initiated a multidisciplinary Strategy for development of science and engineering fundamentals through the National Nanotechnology Initiative. Japan and Europe have broad programs, and their current plans look ahead to four to five years. Other countries have encouraged their own areas of strength, several of them focusing on fields of the potential markets. Differences among countries are observed in the research domain they are aiming for, the level of program integration into various industrial sectors, and in the time scale of their R & D targets. Nanotechnology is growing in an environment where International interactions accelerate in science, education and industrial R & D. A global Strategy of mutual interest is envisioned by connecting individual programs of contributing countries, professional communities, and International organizations.

  • International Strategy for nanotechnology research and development
    2001
    Co-Authors: Mihail C Roco
    Abstract:

    The worldwide nanotechnology research and development (R&D) investment reported by government organizations has increased by a factor of 3.5 between 1997 and 2001, and the highest rate of 90% is in 2001. At least 30 countries have initiated, or are beginning national activities in this field. Scientists have opened a broad net of discoveries that does not leave any major research area untouched in physical, biological, and engineering sciences. Industry has gained confidence that nanotechnology will bring competitive advantages. The worldwide annual industrial production is estimated to exceed $1 trillion in 10–15 years from now, which would require about 2 million nanotechnology workers. U.S. has initiated a multidisciplinary Strategy for development of science and engineering fundamentals through the National Nanotechnology Initiative. Japan and Europe have broad programs, and their current plans look ahead to four to five years. Other countries have encouraged their own areas of strength, several of them focusing on fields of the potential markets. Differences among countries are observed in the research domain they are aiming for, the level of program integration into various industrial sectors, and in the time scale of their R&D targets. Nanotechnology is growing in an environment where International interactions accelerate in science, education and industrial R&D. A global Strategy of mutual interest is envisioned by connecting individual programs of contributing countries, professional communities, and International organizations.

Kendall Roth - One of the best experts on this subject based on the ideXlab platform.

  • International Strategy and Environment: An Assessment of the Performance Relationship
    Journal of International Business Studies, 1994
    Co-Authors: Claudio Carpano, James J Chrisman, Kendall Roth
    Abstract:

    This study develops a classification of International business-level strategies built on the dimensions of segment differentiation and geographic scope. In addition, performance outcomes associated with specific International environment and business-level Strategy matches are suggested. Using information from firms competing in both global and multidomestic industries, the study finds that geographic scope and segment differentiation can be used to distinguish four International strategies, the effectiveness of which is a function of the environments in which firms compete.© 1994 JIBS. Journal of International Business Studies (1994) 25, 639–656

  • International Strategy and Environment: An Assessment of the Performance Relationship
    Journal of International Business Studies, 1994
    Co-Authors: Claudio Carpano, James J Chrisman, Kendall Roth
    Abstract:

    This study develops a classification of International business-level strategies built on the dimensions of segment differentiation and geographic scope. In addition, performance outcomes associated with specific International environment and business-level Strategy matches are suggested. Using information from firms competing in both global and multidomestic industries, the study finds that geographic scope and segment differentiation can be used to distinguish four International strategies, the effectiveness of which is a function of the environments in which firms compete.

  • Implementing International Strategy at the Business Unit Level: The Role of Managerial Decision-Making Characteristics
    Journal of Management, 1992
    Co-Authors: Kendall Roth
    Abstract:

    Several recent studies have examined the managerial characteristics associated with different Strategy types. This research extends these studies by identifying the decision-making characteristics of top level management that are related to the strategic archetypes for competing in a global industry. The utility of three decision-making characteristics-risk taking, openness in decision making, and group consensus-are evaluated for global and multidomestic strategies. A contingency framework is also proposed, examining the simultaneousfit of all three characteristics to both International Strategy types. Support was found for increased organizational performance as the decision-making characteristics are aligned more closely to the requirements of the organization's International Strategy.

Li Xin-fu - One of the best experts on this subject based on the ideXlab platform.

  • Value Analysis of De Xiaoping's Win-Win International Strategy
    Journal of Hechi University, 2008
    Co-Authors: Li Xin-fu
    Abstract:

    The value of International Strategy is the biggest and most direct subjective factor which influences the appearance and development of International Strategy.Taking the situation at home and abroad seriously and surmounting the traditional International Strategy bravely,Deng Xiaoping started a new diplomatic opening with a practical diplomacy by taking the win-win as our value of International Strategy.This paper analyzes the value of this win-win International Strategy in terms of its theory value and realistic meaning.

  • Analyzing the Outstanding Role of Win-Win International Strategy in Deng Xiaoping's International Stratigic Thought
    Journal of Hechi University, 2008
    Co-Authors: Li Xin-fu
    Abstract:

    The International Strategy is the most biggest and direct subjective factor influencing the production and development of the International Stratigic Thought.Deng Xiaoping innovated the traditional International strategic thought and put forward the Win-Win as his International Strategy,furthermore,created the practical and realistic diplomatic relation,making a new diplomatic situation and providing an unpredecedented International diplomatic environment for building Chinese Socialism Modernization,on the basis of considering closely the home and abroad situation.This paper analyzes the outstanding role of Win-Win International Strategy in Deng Xiaoping's International strategic thoughts from two perspectives.

Claudio Carpano - One of the best experts on this subject based on the ideXlab platform.

  • International Strategy and Environment: An Assessment of the Performance Relationship
    Journal of International Business Studies, 1994
    Co-Authors: Claudio Carpano, James J Chrisman, Kendall Roth
    Abstract:

    This study develops a classification of International business-level strategies built on the dimensions of segment differentiation and geographic scope. In addition, performance outcomes associated with specific International environment and business-level Strategy matches are suggested. Using information from firms competing in both global and multidomestic industries, the study finds that geographic scope and segment differentiation can be used to distinguish four International strategies, the effectiveness of which is a function of the environments in which firms compete.

  • International Strategy and Environment: An Assessment of the Performance Relationship
    Journal of International Business Studies, 1994
    Co-Authors: Claudio Carpano, James J Chrisman, Kendall Roth
    Abstract:

    This study develops a classification of International business-level strategies built on the dimensions of segment differentiation and geographic scope. In addition, performance outcomes associated with specific International environment and business-level Strategy matches are suggested. Using information from firms competing in both global and multidomestic industries, the study finds that geographic scope and segment differentiation can be used to distinguish four International strategies, the effectiveness of which is a function of the environments in which firms compete.© 1994 JIBS. Journal of International Business Studies (1994) 25, 639–656

William G. Egelhoff - One of the best experts on this subject based on the ideXlab platform.

  • A reexamination and extension of International Strategy–structure theory
    Strategic Management Journal, 2002
    Co-Authors: Joachim Wolf, William G. Egelhoff
    Abstract:

    Using a sample of 95 German firms, the study finds general support for the traditional fits of International Strategy–structure theory. Employing an information-processing perspective, the study conceptually and empirically extends existing theory (1) to address Strategy–structure fit for various types of matrix structure, and (2) by adding two new elements of International Strategy to the existing International Strategy–structure model: the level of International transfers and level of foreign R&D. Copyright © 2002 John Wiley & Sons, Ltd.

  • A reexamination and extension of International Strategy-structure theory
    Strategic Management Journal, 2002
    Co-Authors: Joachim Wolf, William G. Egelhoff
    Abstract:

    Using a sample of 95 German firms, the study finds general support for the traditional fits of International Strategy–structure theory. Employing an information-processing perspective, the study conceptually and empirically extends existing theory (1) to address Strategy–structure fit for various types of matrix structure, and (2) by adding two new elements of International Strategy to the existing International Strategy–structure model: the level of International transfers and level of foreign R&D. Copyright © 2002 John Wiley & Sons, Ltd.

  • A reexamination and extension of International Strategy-structure theory
    2001
    Co-Authors: Joachim Wolf, William G. Egelhoff
    Abstract:

    Using a sample of 95 German firms, the study finds general support for the traditional fits of International Strategy-structure theory. Employing an information-processing perspective, the study conceptually and empirically extends existing theory (1) to address Strategy-structure fit for various types of matrix structure, and (2) by adding two new elements of International Strategy to the existing International Strategy-structure model: the level of International transfers and level of foreign R&D.