@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 = {Change affecting firm, Change signal, Clockface, Commerce, CVGA, Hi-tech, Investments, Life cycle, Life cycle theories, Management of change, Market case, Market changes, SPACE},

pubstate = {published},

tppubtype = {inproceedings}

}

@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 = {Accountability, Business activities, Collaboration, Collusion, Commerce, Competition, Competitive games, Competitive pressure, Cooperation, Corporate values, corruption, Crime, Entrepreneurial firms, External factors, Firm life cycle and oligopoly, Market condition, Pure competition},

pubstate = {published},

tppubtype = {inproceedings}

}

@inproceedings{koplyay_evolution_2018,

title = {Evolution of firm structures in market and the supporting lifecycle logic},

author = {T. M. Koplyay and H. Motaghi and H. Hurta and M. Malouin},

url = {https://www.scopus.com/inward/record.uri?eid=2-s2.0-85064340982&partnerID=40&md5=58dafc121ecd6f2f46c9082e8d107647},

isbn = {978-151087464-0 (ISBN)},

year  = {2018},

date = {2018-01-01},

booktitle = {39th International Annual Conference of the American Society for Engineering Management, ASEM 2018: Bridging the Gap Between Engineering and Business},

pages = {912–921},

publisher = {American Society for Engineering Management},

abstract = {The structural forms of companies on the market lifecycle change substantially as the lifecycle unfolds. These changes are both structural and topological in concert with what is happening in the market. The firm shapes and substance evolve in a fashion that suggests an environmental adaption dictated by the market or more precisely anticipated by the firms as they read the market signals. This article traces the logic that defines the modes and results of this adaptation. The lifecycle itself has been demonstrated to be a powerful device by the principal author and colleagues, in a series of articles, to be symmetrically predictive in time, forecasting both the future and the past. This predictive capacity applies to structural evolution of the firm and the constraints that the distinct organizational shape of the structure will place on the firm. Furthermore, knowing the present shape, one can define both the past and successor structures and their fit to the enabling environment. The environment itself can be traced to market deep and surface structures and the closely correlated strategy landscape dominant at each stage of the market. © Copyright© (2018) by American Society for Engineering Management (ASEM). All rights reserved.},

note = {Journal Abbreviation: Int. Annu. Conf. Am. Soc. Eng. Manag., ASEM: Bridg. Gap Between Eng. Bus.},

keywords = {Commerce, Computer circuits, Customer profile, Customer profiles, Evolution of firm, Life cycle, Market lifecycle, Organizational structure, Organizational structures, Powerful devices, Predictive capacity, Strategy, Structural evolution, Structural form},

pubstate = {published},

tppubtype = {inproceedings}

}