But what is the best way to leverage the power of outsiders? To help executives answer that question, Pisano, of Harvard Business School, and Verganti, of Politecnico di Milano, developed a simple framework focused on two questions: Given your strategy, how open or closed should your network of collaborators be? And who should decide which problems to tackle and which solutions to adopt? There are four basic modes of collaboration, say the authors.

Firms team up with a variety of partners, in a wide number of ways, to create new technologies, products, and services. Nowadays, virtually no companies innovate alone. The discussion focuses on the factors' validity, their use in cross-cultural research, and the potential of different cultural traditions for extending psychology's conceptual net. Average scores for individuals from the cultures common to both surveys suggest that the CVS contained a dimension of valuing not found in the RVS. The individuals in each survey were then given factor scores, which were analyzed for sex and culture effects. Two factors emerged from the CVS, four from the RVS. The analysis began with a 'deculturing' of the data to remove the cultural positioning effect, then proceeded with a pooled factor analysis to discover pancultural patterns of association among the values. Accordingly, in this article, I report the results of a 21-culture study of the Chinese Value Survey (CVS) and a 9-culture study of the Rokeach Value Survey (RVS). Based on our analysis, the success of mobile platforms is heavily driven by the design of the service business model, and the fit between the business model (BM) of the mobile platform and its context.īoth cross-cultural psychology and theories of value would benefit from the empirical identification of value dimensions that are pancultural and comprehensive.

The outcome of this study suggests that the success or failure of mobile platforms can hardly be attributed to a single reason. To this end, this paper utilises the business model concept as an analytical lens. Hence, this paper aims at examining why i-mode service is very successful in Japan and not in the overseas markets where the service has been launched. Unlike the service success in Japan, i-mode seems unsuccessful in the chosen international markets. After a few years from its roll-out in Japan, NTT DoCoMo launched the service in many other countries in different parts of the world. In Japan, i-mode is huge and the number of its current users is substantial. I-mode mobile platform offers a portfolio of bundled and well-balanced services. Mobile data platforms were firstly introduced to the world by the Japanese telecommunication company, NTT DoCoMo, through its i-mode service which was developed on the basis of modest technology.

Update docomo phone outside japan