2023
|
Koplyay, T.; Malouin, M.; Koplyay, L.; Cohn, S. MANAGEMENT OF CHANGE IN A MARKET: CASE OF THE HI-TECH INDUSTRY Proceedings Article Dans: G., Ng E. H. Zhang H. Natarajan (Ed.): Proceedings of the American Society for Engineering Management 2023 International Annual Conference and 44th Annual Meeting: Climbing Higher with Engineering Management, p. 50–59, American Society for Engineering Management, 2023, ISBN: 9798985333466. @inproceedings{koplyay_management_2023,
title = {MANAGEMENT OF CHANGE IN A MARKET: CASE OF THE HI-TECH INDUSTRY},
author = {T. Koplyay and M. Malouin and L. Koplyay and S. Cohn},
editor = {Ng E. H. Zhang H. Natarajan G.},
url = {https://www.scopus.com/inward/record.uri?eid=2-s2.0-85188520101&partnerID=40&md5=e6847582d180df9277a0778f1ef7a892},
isbn = {9798985333466},
year = {2023},
date = {2023-01-01},
booktitle = {Proceedings of the American Society for Engineering Management 2023 International Annual Conference and 44th Annual Meeting: Climbing Higher with Engineering Management},
pages = {50–59},
publisher = {American Society for Engineering Management},
abstract = {Change is a constant within markets and even more so in hi-tech markets. However, there are limits to how much change firms can handle, or even notice before it's too late. This article will trace the evolution of change along the lifecycle in the hi-tech industry and identify the extent firms can cope with the frequency, magnitude, and cumulative effects of change. This article will also describe the different types of change that occur in markets, the natural market impediments that can hinder a firm's adaptation. Essentially, it will explore how firms manage change in relation to the market, which can range from hardly discernible change like the whisper change signal to internal stress factors that induce unnecessary change. Likewise, we will map the response to change during with the market transients, which can influence a firm's adaptive process and survivability. A key contribution of this paper is the introduction of two methods that can be utilized by firms to measure the nature, expected magnitude, and the directionality of pending change required for effective strategic adaptation. One method focuses on the SPACE tool for mapping the situation of the firm in its market environment. The second method, CVGA, maps the firm in its targeted multi-dimensional competitive space to reveal the dangers it faces from elements like insufficient competitor knowledge, internal executive misalignments, and the misdirection of investments to achieve competitive value. Copyright © American Society for Engineering Management, 2023.},
keywords = {},
pubstate = {published},
tppubtype = {inproceedings}
}
Change is a constant within markets and even more so in hi-tech markets. However, there are limits to how much change firms can handle, or even notice before it's too late. This article will trace the evolution of change along the lifecycle in the hi-tech industry and identify the extent firms can cope with the frequency, magnitude, and cumulative effects of change. This article will also describe the different types of change that occur in markets, the natural market impediments that can hinder a firm's adaptation. Essentially, it will explore how firms manage change in relation to the market, which can range from hardly discernible change like the whisper change signal to internal stress factors that induce unnecessary change. Likewise, we will map the response to change during with the market transients, which can influence a firm's adaptive process and survivability. A key contribution of this paper is the introduction of two methods that can be utilized by firms to measure the nature, expected magnitude, and the directionality of pending change required for effective strategic adaptation. One method focuses on the SPACE tool for mapping the situation of the firm in its market environment. The second method, CVGA, maps the firm in its targeted multi-dimensional competitive space to reveal the dangers it faces from elements like insufficient competitor knowledge, internal executive misalignments, and the misdirection of investments to achieve competitive value. Copyright © American Society for Engineering Management, 2023. |
Koplyay, L. M.; Koplyay, T. -M.; Malouin, M.; Mitchell, B. LIFECYCLE AND THE EVOLUTION OF HIGH-TECH FIRM DECISION-MAKING PROCESS [CYKL ŻYCIA I EWOLUCJA PROCESU DECYZYJNEGO FIRM ZAAWANSOWANYCH TECHNOLOGICZNIE] Article de journal Dans: Polish Journal of Management Studies, vol. 27, no. 2, p. 171–187, 2023, ISSN: 20817452, (Publisher: Czestochowa University of Technology). @article{koplyay_lifecycle_2023,
title = {LIFECYCLE AND THE EVOLUTION OF HIGH-TECH FIRM DECISION-MAKING PROCESS [CYKL ŻYCIA I EWOLUCJA PROCESU DECYZYJNEGO FIRM ZAAWANSOWANYCH TECHNOLOGICZNIE]},
author = {L. M. Koplyay and T. -M. Koplyay and M. Malouin and B. Mitchell},
url = {https://www.scopus.com/inward/record.uri?eid=2-s2.0-85165505357&doi=10.17512%2fpjms.2023.27.2.11&partnerID=40&md5=ee6d859441f766e9b34deb8c1511d516},
doi = {10.17512/pjms.2023.27.2.11},
issn = {20817452},
year = {2023},
date = {2023-01-01},
journal = {Polish Journal of Management Studies},
volume = {27},
number = {2},
pages = {171–187},
abstract = {The evolution of the decision-making process in high tech will be explored through the lifecycle of the high-tech market. A novelty concept, fuzzy edges, is introduced to define the decision-making phases in the lifecycle of the high-tech market. Also, the manner in which firms make decisions can be impacted by various factors, ranging from internal discipline groups, rival market competitors to cost leadership and the ever-developing market conditions. The aim of this paper is to explore factors associated with the internal discipline groups as these tend to have the most impact on changes in the decision-making process throughout the lifecycle. Grounded Theory is used to conceptualize the impact of internal discipline groups on the decision-making process throughout the lifecycle and to report findings suggesting that many critical internal and external factors of firms impact the mode, quality, and consequences of the decision-making process. © 2023, Czestochowa University of Technology. All rights reserved.},
note = {Publisher: Czestochowa University of Technology},
keywords = {},
pubstate = {published},
tppubtype = {article}
}
The evolution of the decision-making process in high tech will be explored through the lifecycle of the high-tech market. A novelty concept, fuzzy edges, is introduced to define the decision-making phases in the lifecycle of the high-tech market. Also, the manner in which firms make decisions can be impacted by various factors, ranging from internal discipline groups, rival market competitors to cost leadership and the ever-developing market conditions. The aim of this paper is to explore factors associated with the internal discipline groups as these tend to have the most impact on changes in the decision-making process throughout the lifecycle. Grounded Theory is used to conceptualize the impact of internal discipline groups on the decision-making process throughout the lifecycle and to report findings suggesting that many critical internal and external factors of firms impact the mode, quality, and consequences of the decision-making process. © 2023, Czestochowa University of Technology. All rights reserved. |
2019
|
Koplyay, T.; Malouin, M. A framework for understanding illegal business activities, from competition to corruption-The case of snc lavalin Proceedings Article Dans: E., Krejci C. Keathley H. Schott (Ed.): 2019 International Annual Conference Proceedings of the American Society for Engineering Management and 40th Meeting Celebration: A Systems Approach to Engineering Management Solutions, ASEM 2019, American Society for Engineering Management, 2019, ISBN: 978-099751956-3 (ISBN), (Journal Abbreviation: Int. Annu. Conf. Proc. Am. Soc. Eng. Manag. Meet. Celebr.: Syst. Approach Eng. Manag. Solut., ASEM). @inproceedings{koplyay_framework_2019,
title = {A framework for understanding illegal business activities, from competition to corruption-The case of snc lavalin},
author = {T. Koplyay and M. Malouin},
editor = {Krejci C. Keathley H. Schott E.},
url = {https://www.scopus.com/inward/record.uri?eid=2-s2.0-85086287399&partnerID=40&md5=28bb6bb46785cb78b09a7c976aeef250},
isbn = {978-099751956-3 (ISBN)},
year = {2019},
date = {2019-01-01},
booktitle = {2019 International Annual Conference Proceedings of the American Society for Engineering Management and 40th Meeting Celebration: A Systems Approach to Engineering Management Solutions, ASEM 2019},
publisher = {American Society for Engineering Management},
abstract = {Markets go from early stages of entrepreneurial firms, linked to ecosystems to late stage value chains dominated by mature firms. In early stages, pure competition dominates with plenty of market space available to distance the firm from direct competitive pressures and whenever these pressures materialize, the firm can reposition somewhere else in the market and pursue its destiny based on its own competencies. As the market develops and firms start to mature, the competition is partially supplemented with cooperation. The first steps are taken towards common capabilities, or the grouping of several firms' competencies. When these capabilities harden by the time the market reaches the cluster stage, the informal coordination is slowly replaced by active and deliberate collaboration and the first prototype of the value chain emerges. By late stages when market boundaries firm up and the market growth is exhausted, the competitive game becomes a zero sum and firms start displaying strategies of harm towards each other. After a wave of massive M&A, the market is reduced to an oligopoly, where strategies of collusion start to happen. If these activities breach the principles of transparency and accountability, and are abetted by crumbling corporate values, corruption can take hold. This paper will explore the market conditions, external factors and societal tolerance that leads to active and contagious business corruption. We shall rely on the Canadian SNC-Lavalin case to illustrate many points. © American Society for Engineering Management, 2019.},
note = {Journal Abbreviation: Int. Annu. Conf. Proc. Am. Soc. Eng. Manag. Meet. Celebr.: Syst. Approach Eng. Manag. Solut., ASEM},
keywords = {},
pubstate = {published},
tppubtype = {inproceedings}
}
Markets go from early stages of entrepreneurial firms, linked to ecosystems to late stage value chains dominated by mature firms. In early stages, pure competition dominates with plenty of market space available to distance the firm from direct competitive pressures and whenever these pressures materialize, the firm can reposition somewhere else in the market and pursue its destiny based on its own competencies. As the market develops and firms start to mature, the competition is partially supplemented with cooperation. The first steps are taken towards common capabilities, or the grouping of several firms' competencies. When these capabilities harden by the time the market reaches the cluster stage, the informal coordination is slowly replaced by active and deliberate collaboration and the first prototype of the value chain emerges. By late stages when market boundaries firm up and the market growth is exhausted, the competitive game becomes a zero sum and firms start displaying strategies of harm towards each other. After a wave of massive M&A, the market is reduced to an oligopoly, where strategies of collusion start to happen. If these activities breach the principles of transparency and accountability, and are abetted by crumbling corporate values, corruption can take hold. This paper will explore the market conditions, external factors and societal tolerance that leads to active and contagious business corruption. We shall rely on the Canadian SNC-Lavalin case to illustrate many points. © American Society for Engineering Management, 2019. |
