An Empirical Test of Value-Based Planning Models and Implications

Article Abstract:

The value of the firm is clearly the central purpose of most entrepreneurial activities. Considering the scope, nature and impact of Strategic Management decisions, one would expect firm value to be an integral concern of this area. Yet seldom do we observe value being explicitly managed or systematically linked to the strategies and direction of the firm. Recent economic pressures are escalating the need to achieve a more complete and concrete portrayal of this relationship. In this search, a small number of frameworks have sprung up from traditional finance models to describe the value creation-destruction process from the strategic management perspective. Though these models have generated strong interest and have provided useful insights, they have not been subjected to large-scale empirical evaluation. This research examined two frameworks and assessed the degree of empirical support for their implications. Based on 4000 observations in 40 industries over a ten-year period, the current effort provided only partial support for the models and their implications. This paper supported the qualitative contributions of these models to better decision-making processes. Their statistical explanatory power, however, was not demonstrated. (Reprinted by Permission of Publisher.)

Management, Business planning, Evaluation

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Empirical evaluation of the revised technology acceptable model

Article Abstract:

Davis et al.'s (1989) Technology Acceptance Model (TAM) is designed to try to explain and predict users' acceptance or rejection of information systems (IS). It was tested and revised, resulting in an improved model that is more concise, more user-friendly and easier to understand. In addition, it is capable of separately addressing pre- and post-implementation beliefs and behavior. The revised TAM is empirically tested by employing self-report and actual usage as substitutes for technology acceptance. A longitudinal study is conducted to measure the participants' perceptions of the utility and user-friendliness of an e-mail system, their plans to use the technology, and their actual usage of the system several weeks later. Results indicate that self-report usage is not a good substitute for actual usage, and that the original TAM may be more useful than the two-version revised model.

Usage, Technology, Information systems

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Strategic Implications of Market Share Attraction Models

Article Abstract:

Market share attraction models, which specify that a firm's market share is equal to the ratio of its 'attraction' to the total attraction for all firms, have received increasing attention in recent years. However, there has been little research investigating the practical implications of such models. This paper presents a game-theoretic analysis of such a model and deduces the strategic implications of a Nash equilibrium solution to the model. It is shown that these implications are consistent with previous empirical research in marketing and business policy. (Reprinted by Permission of Publisher.)

Marketing, Game theory, Market share, Analysis, Decision Making

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