Bøger udgivet af AV Akademikerverlag

Revision with unchanged content. In high-tech industries Research and Development (R&D) is the most im­por­tant origin of competitive advantage. The underlying investment decisions are no­tably complex. First high-tech industries are highly concentrated such that mu­tual observation and reactions among competitors need to be taken into account. Secondly the knowledge created through R&D may not only benefit its originator but may spill over to competitors. This book offers novel ana­lyses of four questions. Should competitors follow similar research paths as to maximise knowledge flows or, to the contrary, minimize spillovers through spe­cific paths? What is the optimal mix of R&D aimed to create original in­no­va­tion and R&D targeted to absorb others¿ innovations? Under what cir­cum­stan­ces can incumbents use their ability to absorb external R&D as to threaten innovative entrants? Should competing firms share knowledge with a common supplier who may diffuse it? Basic game theory is applied and the book addresses researchers, advanced students, policy-makers and R&D stra­te­gists.

This study has implemented a new framework in the field of Employer Branding, the Employee-Life-Cycle. This framework analyzes the Employer Branding from the employees¿ perspective. The model was verified through the generated employee data from employees, the model is being verified. In a next step, the model analyzes the different stages of the Employee-Life-Cycle with the generated data to find out what importance the different stages to employees have. Lastly, the generated data identified criteria for each stage that are more important than the others. Also, differences among different age groups, and between the two genders that took part in this study were found. The field research conducted in this study clearly showed that differences between the stages of the Employee-Life-Cycle can be seen. It disclosed that the Employment-Phase is the most important stage for employees where the criteria ¿challenging tasks, to be intellectually challenged, and enjoyable work¿ are the most important factors. Moreover, it shows that the stage ¿After-Employment¿ of the Employee-Life-Cycle is underestimated by the current Employer Branding practices.