Abstract
In light of the significant impacts on global economy both nations and firms witnessed a dramatic advancement of information and communication technology (ICT). There was particularly bi-polarization between ICT advanced and growing economies compelling a vicious cycle between ICT advancement and its productivity decline in these economies. The institutional sources of resilience were analyzed. On the basis of an empirical analysis comparing technopreneurial performance in world top 500 ICT firms by market value, sales and profit over the last decade, resilient firms maintaining world top 100 position by all three values over the whole period were identified. Institutional sources enabling resilient firms maintain leading position can largely be attributed to co-evolutionary acclimatization ability, which harnesses the vigor of emerging power of counterparts both in home countries and in advanced countries as well as growing economies in a co-evolutional way. Such ability maximizes synergy between efficiency and resilience in their technopreneurial management. Contrasting business model in global ICT firms with and without resilience structure suggests the sources of emerging trap due to ICT advancement and endorsed the significance of co-evolutionary acclimatization. This suggests the significance of institutional co-evolution between ICT advanced and growing economies that enables both economies to harness the vigor of partners for global sustainability.
Highlights
Nowadays “sudden death” is becoming popular on the forefront of competitiveness race in high-technology firms
Nokia demonstrates high dependency on R&D intensity (R/S), while not depending on spillover technology and market situation (PMI). This structure suggests that sustainable R&D intensity (R/S) with reasonable profitability of R&D (OI/R) function can be a source of resilient market value creation
Hybrid management of technology between indigenous R&D and assimilation of spillover technology can lead to resilient market value creation [Samsung model]
Summary
Nowadays “sudden death” is becoming popular on the forefront of competitiveness race in high-technology firms. Grimm and Wissel (1997) postulated (i) stability, (ii) constancy, (iii) persistence, (iv) resistance, (v) elasticity, and (vi) domain of attraction as necessary requirements to resilience These concepts have been applying broadly in economic and business as well as industrial and organizational safety and exploring new perspectives in assessing the performance of technoprenerial strategy of global ICT firms. Ulanowicz (1995) identifies the role of resilience, in terms of this integrity, as a core function of a system consisting of vigor, Journal of Technology Management for Growing Economies, Volume 5, Number 1, April 2014 organization and resilience Based on this resilience role as a core function for maintaining system integrity, Watanabe et al (2003) postulated that it is essential for high-technology firms to set a resilient structure, thereby maintaining an operating income to sales while minimizing elasticity of factors with uncertainty.
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