On the structure and dynamics of some small, UK-based information technology firms

Article Abstract:

The paper reports on the discovery of some small but successful information technology firms. These firms, which are geographically and structurally highly mobile, were found in a recent survey of information technology firms in the north-west of England. Detailed investigation of the firms as case studies, revealed that they have many distinctive and interesting properties. Eleven distinguishing characteristics in addition to small size are identified; among them being lack of hierarchy, pervious boundaries, and extreme mobility including growth by replication. In the discussion, some differences in the organization of the firms are identified, it being argued that although all the firms lack hierarchy and tend to adopt very extreme forms of matrix organization, they do this to a greater degree the less they are dependent on technology for the creation of their products, and/or on the extent to which they retain proprietary products in their range. The paper concludes with a consideration of other work on new technology firms and argues that these findings are not unique. However, it is also argued that small firm researchers have not been very creative in their use of the available frameworks to account for the existence of the firms analysed in this paper, or to understand that it is the contingencies they face which allow them to be highly mobile and adaptable. (Reprinted by permission of the publisher.)

Electronic computers, Electronic Computer Manufacturing, On-Line Information Services, Computers & Auxiliary Equip, Database Vendors, All Other Information Services, Information retrieval services, Business services, not elsewhere classified, Info Services ex Database, Case studies, Computer industry, Database industry, Small business, Information services, Information services industry

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Explaining performance changes in newly privatized firms

Article Abstract:

Much debate has been generated about whether privatization tends to enhance firm financial performance. The research presented here seeks to identify the strategic choices that differentiated firms with superior post-privatization performance from those with inferior post-privatization performance. Using agency theory as a theoretical foundation, it is hypothesized that superior post-privatization firm performance will be associated with (1) the government not retaining a significant stock holding, (2) changes in leadership, (3) management stock options being initiated, (4) employee head count being reduced, and (5) the company being restructured financially. The sample draws from 41 privatized firms from six industry classifications and 15 countries. To accommodate comparisons of small subsamples, non-parametric statistical methods are used. Controlling for size, industry and country (economic/regulatory effects), the hypotheses are generally supported except for the one relating to headcount. (Reprinted by permission of the publisher.)

Research, Performance, Usage, Private companies, Privatization, Privatization (Business), Agency theory

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Value Chain Envy: Explaining New Entry and Vertical Integration in Popular Music

Article Abstract:

Value chain envy results when the portion of value captured at one stage is significantly higher than the portion of value created. This approach is applied to the music industry. Although value created has decreased, value captured remains high; the correlation between this finding and vertical integration and new entry is discussed.

Marketing procedures, Management dynamics, Entertainers & entertainment groups, Methods, Management, Marketing, Comparative analysis, Music industry, Company marketing practices, Company business management, Vertical integration, Market entry

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