"The Clock Is Ticking! CEO Temporal Depth, Industry Clockspeed, and Competitive Action Speed"

2013 ◽  
Vol 2013 (1) ◽  
pp. 14742
Author(s):  
Sucheta Nadkarni ◽  
Tianxu Chen ◽  
Ming-Jer Chen ◽  
Jianhong Chen
Keyword(s):  
Competitive Action ◽  
Industry Clockspeed

ZUM WIRKUNGSMECHANISMUS VON AN FETEN ANTIMASKULIN WIRKSAMEN GESTAGENEN

1964 ◽  
Vol 45 (4_Suppl) ◽  
pp. S139-S153 ◽  
Author(s):  
K. Junkmann ◽  
F. Neumann
Keyword(s):  
Pituitary Gland ◽  
Mechanism Of Action ◽  
Androgen Receptors ◽  
Male Rat ◽  
Pregnant Rats ◽  
Target Organs ◽  
Causative Factors ◽  
Competitive Action ◽  
Androgenic Effect

ABSTRACT Experiments are described dealing with the mechanism of action of 6-chloro-Δ6-1,2α-methylene-17α-hydroxyprogesterone-acetate with regard to its anti-masculine effect on male rat foetuses, when administered to pregnant rats. It was shown that a marked direct anti-androgenic effect due to a competitive action on androgen receptors within the target organs, is probably the explanation of the mechanism of action. It was further shown that an oestrogenic effect or an appreciable inhibition of the pituitary gland respectively, can be ruled out as causative factors in the mechanism of action.

New-Product Strategy and Industry Clockspeed

2004 ◽  
Vol 50 (4) ◽  
pp. 537-549 ◽  
Author(s):  
Gilvan C. Souza ◽  
Barry L. Bayus ◽  
Harvey M. Wagner
Keyword(s):  
New Product ◽  
Product Strategy ◽  
Industry Clockspeed

The Effect of the Fit Between Product Architecture and Competitive Action on Business Performance: An Empirical Study of the Taiwan IT Industry

2016 ◽  
Vol 13 (04) ◽  
pp. 1650018
Author(s):  
Ing-Shane Yung ◽  
Chin-Fa Tsai
Keyword(s):  
Business Performance ◽  
Mediating Effect ◽  
Product Architecture ◽  
Analytic Framework ◽  
Modular Architecture ◽  
It Industry ◽  
Competitive Action ◽  
Competitive Model ◽  
Situational Management ◽  
Interactive Relationship

This study combines product architecture and competitive action by using a survey of the Taiwan IT industry. The analytic framework is applied to the theory of situational management to observe whether there is a good fit between product architecture (modular or integral), and inter-firm competitive action (homogeneous or heterogeneous), which corresponds to the level of business performance. This study thus seeks an in-depth understanding of the relationship between product architecture and competitive action, as well as confirmation for the development direction and competitive model of Taiwan’s IT industry, where some important characteristics have been found. First, to establish the competitive advantages, the product architecture needs to match the competitive action. Second, a firm usually adopts homogeneous action when its product architecture tends to be modular products; inversely, it usually adopts heterogeneous action when its product architecture tends to be integral products. Third, homogeneous competitive action has a mediating effect on modular architecture and business performance. Overall, this study provides a theoretical analytic framework to better understand the interactive relationship between product architecture and competitive action.

Competitive Action of 2-Thiouracil and Uracil in AAF-induced Cancer of the Liver

Science ◽  
1951 ◽  
Vol 114 (2958) ◽  
pp. 264-265 ◽  
Author(s):  
K. E. Paschkis ◽  
A. Cantarow ◽  
J. Stasney
Keyword(s):  
Competitive Action

scholarly journals Identification of factors affecting competitive tension in the domestic air transport market in Turkey

2020 ◽  
Vol 56 (2) ◽  
pp. 118-139
Author(s):  
Mehmet Yasar ◽  
Ender Gerede
Keyword(s):  
Market Concentration ◽  
Air Transport ◽  
Competitive Market ◽  
Regression Analyses ◽  
Factors Affecting ◽  
Upper Limit ◽  
Competitor Analysis ◽  
Competitive Action ◽  
Different Dimensions ◽  
The Difference

AbstractCompetitive tension refers to pressure that is considered to exist among firms operating in a competitive market and that forces them to take competitive action against each other. An imaginary upper limit of competitive tension symbolizes the difference between whether to take competitive action or not. The antecedents of competitive tension are examined in this study. Within this scope, market commonality and resource similarity are the variables studied as components of competitor analysis; market concentration that provides clues for the competitive structure of competed markets; and finally, competitive asymmetry, presuming that the competition among the companies is not equal and rivals do not consider each other at the same level as competing firms, were taken as primary variables of competitive tension. In order to test whether these variables have an effect on competitive tension among airlines, airlines operating in the domestic air transport market in Turkey were examined in this study. The perceived competitive tension that was detected as a result of regression analyses was studied on three different dimensions, namely, internal tension, external tension, and total tension, and each dimension was analyzed as a different model. The findings of the study revealed that market commonality and market concentration have a significant effect on competitive tension. These effects were found to be positive for market commonality and negative for market concentration. Resource similarity and competitive asymmetry were found to have no significant effect.

The apparent competitive action of ECM proteases and cross-linking enzymes during fibrosis: Applications to drug discovery

2018 ◽  
Vol 129 ◽  
pp. 4-15 ◽  
Author(s):  
Nikolaos A. Afratis ◽  
Mordehay Klepfish ◽  
Nikos K. Karamanos ◽  
Irit Sagi
Keyword(s):  
Drug Discovery ◽  
Cross Linking ◽  
Competitive Action

THE EFFECT OF INDUSTRY CLOCKSPEED ON MAKE-BUY DECISIONS IN THE FACE OF RADICAL INNOVATIONS: AN EMPIRICAL TEST

2004 ◽  
Vol 08 (04) ◽  
pp. 431-454 ◽  
Author(s):  
ROBERT K. PERRONS ◽  
MATTHEW G. RICHARDS ◽  
KEN PLATTS
Keyword(s):  
Business Strategy ◽  
Management Practices ◽  
New Technologies ◽  
Empirical Test ◽  
Radical Innovation ◽  
Strategy Research ◽  
Radical Innovations ◽  
The Face ◽  
The Uk ◽  
Industry Clockspeed

Evidence from management and business strategy research is divided over whether or not a firm should outsource the components and processes underpinning a new and potentially radical innovation. This investigation introduces ideas and evidence from the areas of supplier relations and industry clockspeed, and attempts to reconcile conflicting conclusions from earlier research by using a survey to measure supply chain management practices from a broad range of manufacturers in the UK. The results show that an industry's clockspeed has no significant bearing on the success or failure of any particular make-buy strategy for a radical innovation. The findings also indicate that maintaining strong ties with suppliers yields no significant long-term benefit for firms contending with radical new technologies.

Aluminium corrosion studies. II. Corrosion rates in water

1977 ◽  
Vol 30 (4) ◽  
pp. 721 ◽  
Author(s):  
A Berzins ◽  
JV Evans ◽  
RT Lowson
Keyword(s):  
Corrosion Rate ◽  
Dissolved Oxygen ◽  
Chloride Concentration ◽  
Chloride Ions ◽  
Oxide Surface ◽  
Corrosion Rates ◽  
Saturated Water ◽  
Corrosion Studies ◽  
Competitive Action ◽  
Ph Range

The corrosion rate of aluminium in flowing neutral waters at 50�C has been determined as a function of pH, oxygen concentration and chloride concentration. The corrosion rate, At, as total aluminium lost between the 4th and 80th day was observed to be logarithmic according to At = B log t+C with a minimum rate in the pH range 5-6, and with B c. 3 x 10-5g cm2, C c. 20 x 10-5 g cm-2 and t in days for oxygen-saturated water. Saturating the water with nitrogen or adding up to 15 mg Cl- l-1 increased the corrosion rate. It was concluded that this was due to competitive action on the oxide surface, between dissolved oxygen and chloride ions.

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