個案總覽

When researchers tracked the performance of 444 celebrated U.S. CEOs, they discovered that companies run by MBAs underperformed the rest. The reason? The MBAs were more likely to engage in risky strategies. And while those strategies led to temporary gains, which increased the CEOs' compensation, they hurt the companies in the long run.

Doing business in China requires a preemptive intellectual property (IP) strategy because local firms built IP arsenals after learning from past patent battles. As foreign companies flocked to China over the past three decades, they faced significant IP risks such as counterfeiting and the difficulty of enforcing IP rights. Now they have a new problem—an escalating risk of committing an infringement of Chinese intellectual property rights. While China remains a major factory of the world, Chinese government officials have been pushing to transform the country into an innovation powerhouse. Several recent moves have been made to transform the economy, including policies to support the development of IP. Consequently, there has been an influx of Chinese patents filed in the manufacturing and technology sectors, and the impact of these patents is being felt domestically and internationally. <br><br>To gain long-term IP rights in China requires a local patent in one of three categories: a) regular invention patent, b) utility model (UM) patent, or c) design patent. Besides driving a dramatic increase in patent filing, Chinese public policy has had a disturbing side effect—an explosion of domestic UM filings. This paper recommends that foreign companies file UM patents on their OEM and ODM products in China as soon as possible—even before sourcing Chinese manufacturers. Foreign companies, especially SMEs in the manufacturing and technology sectors, must implement a Chinese market IP strategy that includes filing UM patents and/or design patents before entering. They should see this as a necessity, even if they don’t plan to enter the Chinese market anytime soon. If they don’t, foreign companies should heed the advice given to Chinese firms by American lawyers in 2003: expect to be sued.

Hillary Clinton was expected to succeed U.S. President Barack Obama, but not because of her character. Americans were expected to elect her as the candidate often seen as the “lesser of two evils,” but U.S. voters shocked the world by handing the Oval Office to Donald Trump. Being a good head of state requires being a good leader who goes about nation-building in a sustainable and socially responsible way, and this requires more than competencies and commitment. Good leadership requires having what Ivey calls “leader character” in order to ensure that competencies are deployed in ethical and effective ways for all stakeholders. Character in the White House matters more than ever before. After all, what mainly set America apart in the past was its ability to create wealth while maintaining a perceived commitment to religious tolerance, equality, and freedom. The pivotal role that character plays in good leadership has been articulated by Ivey research on the causes of the 2008 financial crisis. But as Ivey research notes, the expensive lessons learned in the aftermath of that crisis already appear forgotten as high-profile cases of appalling corporate behaviour continue to undermine capitalism. While Trump could prove to be a strong president who creates American jobs in the medium term, the example he has set as a leader is far from presidential and his election does not bode well for those who care about social responsibility and economic sustainability.

While extant research has studied the motivations of individualistic security compliance, this study explains what motivates employees to share security advice and troubleshoot with others. We argue that such findings are crucial for the development of people-centric security workplaces, where desirable security behaviors are disseminated amongst the employees. In this research, we applied network analysis techniques to perform two tasks. First, we explored the structural patterns of employees' sharing of security advice and troubleshooting. Second, we evaluated the effects of security climate perceptions, perceived accountability, and personal attributes on those sharing activities. While the sharing network was found to be thin and sparse, perceptions of direct a supervisor's security practices and accountability for security tasks can increase sharing. Age, seniority, and tenure-as well as having the same gender and department membership-can also motivate sharing. In contrast, security climate perceptions of coworkers and top management's security practices were found to discourage sharing. Our practical recommendations focus on the strategies to maximize security engagement in the workplace. Potential ideas for future research are also discussed in detail. Most importantly, we hope to offer this research as the foundation for future network studies in the behavioral security field.

Against a background of board-level concern for cybersecurity, organizations are seeking to ensure the protection of their information assets and minimize the risk of a cybersecurity attack. These objectives place two particular demands on organizations: to appoint a suitable official to head up their information security operations, a CISO; and to ensure that the executive and board are appropriately informed of the organization's security status. In exploring the challenges that confront organizations in selecting a CISO, we drew on data from the U.S., Canada, and New Zealand. Two main issues were addressed. First, the organization has to be very clear on what it wants in terms of the job the CISO is expected to perform and the corresponding attributes that such an incumbent would need to possess. The CISO is a senior-level executive and rather than being a specialized technical expert, the CISO should be an excellent communicator. This will help address the second issue, which is how effectively the CISO can communicate with the board. Some suggestions are provided that serve to aid both effectiveness and efficiency. However, organizations need to embrace their concern about cybersecurity and build it into their selection criteria for board members.

Worldwide usage of mobile smart devices has increased dramatically over the past two decades. The popularity of these devices has grown as a result of their increased processing power, storage capacity, and memory; they can now hold enormous amounts of both personal and private business data. In addition to the consideration of mobile devices, the scope of any forensic investigation has also grown to include cloud environments. Previously, we proposed a working model that can improve the effectiveness and efficiency of an investigation in a multidisciplinary environment. The study presented herein, however, evaluates a straw man model derived from current practice models to identify the required improvements. The study also proposes a new improved process model known as a multidisciplinary digital forensic investigation process model.

Business use of cloud computing services is motivated by ease of use and potential financial cost reductions. Service failure may occur when the service provider does not protect information or when the use of the services becomes overly complex and difficult. The benefits of cloud computing also bring optimization challenges for the information owners who must assess service security risks and the degree to which new human behaviors are required. In this research, we look at the risk of identity theft when ease of service access is provided through a single sign-on (SSO) authorization, asking: What are the optimal behavioral expectations for a cloud service information owner? Federated identity management provides well-developed design literature on strategies for optimizing human behaviors in relation to the new technologies. We briefly review the literature and then propose a working solution that optimizes the trade-off between disclosure risk, human user risk, and service security.

Wearable computing devices promise to deliver countless benefits to users. Moreover, they are among the most personal and unique computing devices of all, more so than laptops and tablets and even more so than smartphones. However, this uniqueness also brings with it a risk of security issues not encountered previously in information systems: the potential to not only compromise data, but also to physically harm the wearer. This article considers wearable device security from three perspectives: whether the threat is to the device and/or the individual, the role that the wearable device plays, and how holistic wearable device security strategies can be developed and monitored.

The recent FBI v. Apple case has the potential to turn a 227-year-old statute law in into a tool for government agencies to gain access to personal and corporate information. Recent events such as 'Petraeus-gate,' hacked nude celebrity photos in the cloud, and the use of a search and seizure warrant in the United States seeking customer email contents on an extraterritorial server raise important issues for the supposedly safe storage of data on the World Wide Web. Not only may there be nowhere to hide in cyberspace but nothing in cyberspace may be private. This article explores the legal and technical issues raised by these matters, with emphasis on the court decision In the Matter of a Warrant to Search a Certain E-Mail Account Controlled and Maintained by Microsoft Corporation and the subsequent upholding of that decision.

Through an in-depth case study of Cisco Systems, this Executive Digest finds that companies face two broad challenges when transitioning to the agile product development model. The first is identifying and helping business units and engineering teams adopt this method; the second is developing new management practices that are compatible with and can sustain the agile development practices. Although extant literature has conducted many analyses on these two challenges, there still exist gaps in the research of the agile development method. Herein, we explore how Cisco Systems addressed these two challenges followed by a discussion of the broad implications of adopting the agile development method. This research deepens our understanding of how to adopt and lead the agile development process.

The use of managerial control ratios for benchmarking IT costs is widely accepted. This installment of Accounting Matters informs CIOs about IT managerial control ratios and the assumptions underlying the use of these ratios in IT cost benchmarking. Incorrect use of these ratios and violation of the assumptions can lead to faulty inferences and costly mistakes. This article proposes a technique for benchmarking IT costs to draw the right conclusions from the data.

From the seclusion of monastic life to the noise of Silicon Valley, the ancient practice of mindfulness has 'come out of the cloister.' As an antidote to mindless cognition and behavior, the practice of mindfulness-with its principle of grounding attention in the present moment-has been shown to have powerful and positive effects at both the individual and the collective level and in fields as wide-ranging as medicine, schooling, prison programs, law and negotiation, business, and even the army. This installment of Marketing & Technology introduces mindfulness to managers and explores its potential for enhancing the service encounter. We begin by reviewing the two main conceptualizations of mindfulness: the cognitive and the contemplative. We then explore the service encounter from the perspective of emotional labor and show how mindfulness can change surface acting into deep acting, thereby significantly improving the service encounter for both the consumer and provider. We also explore the other benefits of mindfulness and their application to the service encounter: adaptability, flexibility and creativity. We conclude by sharing resources for managers interested in implementing mindfulness training.

The sharing economy, a rising pattern in consumption behavior that is essentially based on accessing and reusing products to utilize idle capacity, presents both tremendous possibilities and significant threats for emerging as well as incumbent businesses. As of today, it is unclear whether this economy is merely another ephemeral trend in consumption or whether we are experiencing a real shift in how goods are accessed, distributed, and used. Furthermore, little is known about how existing business models are affected by the sharing economy. These two issues represent the central motivation for the development of this article. Consequently, an examination of why the sharing economy has the potential to produce a long-term transformation in consumption behavior is followed by a consideration of how this change might affect companies' business models. Based on a renowned business model framework and a variety of current illustrative examples, we propose central questions managers have to ask themselves in order to be prepared to respond to changes brought about by this new economic trend.

With the explosion of the digital universe, it is becoming increasingly important to understand how organizational decision making (i.e., the business-oriented perspective) is intertwined with an understanding of enterprise data assets (i.e., the data-oriented perspective). This article first compares the business- and data-oriented perspectives to describe how the two views mesh with each other. It then presents three elements in the data-oriented perspective that are collectively referred to as the data triad: (1) use, (2) design and storage, and (3) processes and people. In describing the data triad, this article highlights practices, architectural techniques, and example tools that are used to manage, access, analyze, and deliver data. By presenting different elements of the data-oriented perspective, this article broadly and concretely describes the data triad and how it can play a role in the redefined scope of work for data-driven business managers.

Enterprise risk management (ERM) began to take root in the late 1990s and has since become generally recognized as an expectation of good management and corporate governance. However, as evidenced by surveys and research, many companies still struggle with ERM implementation. This article explores the challenges companies face when implementing ERM and offers solutions for firms struggling with the concepts and execution. We draw upon Hydro One's experience in achieving ERM maturity as a best practice case study. The company's ERM methods have been researched and documented extensively. With over 15 years of ERM success, Hydro One is an excellent organization to benchmark for ERM best practices.

This article presents methods to help companies build processes that emphasize consumer ethnography, customer ethnography, and commercialization planning as components for innovation within mature, well-established consumer or industrial markets. It is written for multifunctional innovation teams and senior management toward increasing the success rates of new product innovations.

In fewer than ten days during the summer of 2016, millions of smartphone users around the world went crazy over Pokémon Go, an augmented reality videogame app. If only all new high-technology products-and their investors-could enjoy such runaway success! Alas, the road to new technologies can be bumpy, and marketers of new high-tech products face numerous obstacles. Six perils await these marketers: significant market uncertainty, significant technological uncertainty, issues of compatibility within a product's complex multi-component system, struggles to orchestrate self-reinforcing network effects, challenges of navigating ecosystem complexities and competition, and inherent risks of making hard choices among multiple product-market options with significant path dependency. This article discusses these dangers and concludes with advice regarding steps marketers can and should take to make the journey to market less perilous.

Teamwork is a hot topic these days as corporate North America spends more time than ever trying to understand how to build productive, cohesive working groups. Much of the increased focus on teamwork is attributed to millennial employees, who reportedly crave collaboration. Yet teamwork isn’t always a good thing, especially when the task at hand is relatively simple. While many complex undertakings benefit from being assigned to strong teams, the reverse can be true. Companies such as software and Internet firms lend themselves better than others to team projects. But even at these firms, teams are often created for projects better suited to individuals. The growing number of millennial workers and gravitation toward the creation of a team for every task will increase this problem unless more managers stop to think. <br><br> As teamwork is about the efficient allocation of resources, leaders must figure out when it’s appropriate to deploy more than one employee to a task. They must realize that how teams work together is often more important than the team’s composition. In forming teams, most firms can benefit from employing both collaborators and independent workers. Leaders must set clear expectations and goals and should guide teams, not take away their empowerment. To reinforce pride in team membership, the development of an internal brand that team members can stand behind is recommended.

The author's first overseas business assignment came when he was 29 and a sales manager at Xerox, running a team in New York City. The company sent him to Puerto Rico to turn around its failing business there. Because he didn't know the culture or the market, he arrived without an agenda and just listened to people for two weeks. He learned a few important phrases in Spanish so that he could relate to his new team. His experience there helped him later in his career, when he had to manage people across a variety of cultures. In 2002 SAP hired McDermott to head its North American business, which was struggling. He viewed the company's belief that it could simply transfer its strategies for the German market to the U.S. market as part of the problem. "Leading in any country is all about reading the room, respecting the culture, and understanding the nuances of how people perceive information," he writes. "You have to care about what the culture needs instead of just focusing on your agenda and how to get it done." In one illustration of that, although he and his wife have kept the family home in Philadelphia, he moved into a house in Heidelberg to demonstrate to his employees that being a part of the German culture is important to him.

This is a challenging time to be a CEO. Around the world, economic growth is slow, political uncertainty undermines attempts to develop long-term plans, and shareholder activists have become powerful critics of business leaders. These forces help explain why the C-suite sometimes appears to have a revolving door. Is it any wonder so many CEOs focus on the short term? Against this backdrop, it's heartening to see some top executives implement long-term strategies and establish lasting track records. HBR's ranking of the world's 100 best CEOs is intended to highlight these individuals. It's based on performance on both financial and ESG measures over leaders' entire time in office--which comes to 17 years, on average, for the CEOs on the 2016 list. This group has delivered impressive results, producing an overall financial return of 2,091%, on average. But as the variety of the people on the list shows, there is no single path to success. Consider the three men at the top of the ranking: Lars Rebien Sorensen studied forestry before he joined Novo Nordisk more than 30 years ago and climbed through various operational roles to become CEO. Martin Sorrell earned an MBA and spent a decade in the ad industry before buying a stake in a shell company and building WPP--now the world's largest marketing-services firm--through a series of acquisitions. Pablo Isla studied law and worked in Spain's treasury ministry before taking the helm of the fast-fashion retailer Inditex. In this issue we feature an interview HBR editor Adi Ignatius did with the three leaders in late summer, in which they explore what it takes to fight short-termism and lead with a long view in today's turbulent environment.