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Aim of the present monograph is the economic analysis of the role of MNEs regarding globalisation and digital economy and in parallel there is a reference and examination of some legal aspects concerning MNEs, cyberspace and e‐commerce as the means of expression of the digital economy. The whole effort of the author is focused on the examination of various aspects of MNEs and their impact upon globalisation and vice versa and how and if we are moving towards a global digital economy.

This paper aims to study how three incumbent mobile network operators (MNOs) in Germany forecasted, framed and responded in terms of their strategy to the emergence of the wireless local area network technology (W‐LAN) and how they interpreted this potential technological disruption in their own strategic context.

Drawing on empirical evidence from case studies conducted with these three major MNOs in Germany using the theoretical framework of disruptive technology, the results were then evaluated in a cross‐case analysis to study how these firms interpreted and reacted to the potential disruptiveness of W‐LAN. To meet this objective, an explorative, multiple and holistic case study design was utilized. Data was collected by the combination of information gained through semi‐structured interviews with key informants and background information that were publicly available. Interviews were conducted with company representatives using a semi‐structured interview guide. Information gathered from the interview, documentation and direct observations was transposed into a content analysis framework to enable easy analysis of the information gathered for each company.

As a result, significant differences for the respective MNOs between their perception of W‐LAN as a potential disruptive technology, their strategic development processes inside the organisation to understand the potential impact of W‐LAN on their respective business model, and to enforce an appropriate response strategy and structural implementation were identified. The results indicated that corporate representatives from each incumbent interpreted potentially disruptive technologies like W‐LAN from a different perspective and direction depending primarily on the strategic and structural context and their organisation's resources, processes, and values. The findings also identified that practitioners inside the organisation were aware about the disruptive technology concept but however did not react in accordance with the theory. Forecasting results and categorisation that prove wrong can still lead to taking the right action since it seems to provide better results than non‐forecasting and inactivity due to a lack of awareness of potential risks.

Because of the chosen research approach, the research results may lack generalisation and need to be further studied in a larger number of cases with different technologies and industries.

For managers and forecasters the study indicates that they should consider the impact of the heterogeneity in firms when formulating a response strategy based on their respective perception of the impact of a potential disruptive technology on their business. They should also be considerate about the consistency between their motivation to respond, the strategic development processes inside their organisation supporting the development of the response strategy and the subsequent structural implementation. Threat‐framing seemed to be a key factor in unlocking resources even in the face of sustaining technological change and can be activated by threatening forecasts.

The consideration of incumbent heterogeneity in different framing settings and the resulting innovation categorisation with respect to the organisational actions and outcomes was not studied before.

The purpose of this paper is to show how accelerated technology innovations lead to shorter product lifecycles, and consumers often face the dilemma of choosing between keeping the existing product and upgrading to a new version. They may enact certain coping strategies to deal with the stress and uncertainty. Based on the work of Mick and Fournier, this study aims to propose a set of coping strategies, which include refusal, delay, extended decision‐making, and pretest.

Based on a survey of consumers regarding the 3G mobile phones, the authors test the effects of coping strategies within the framework of the technology acceptance model.

The results of canonical analyses suggest that coping strategies have significant influence on consumers' product beliefs, which in turn mediate the effects of coping strategies on consumers' attitude toward adoption and their purchase intention.

Coping strategies help better understand consumers' adoption of new technology products and furnish meaningful implications for marketing technology products to today's tech‐savvy consumers.

This study develops measures of coping strategies and provides an empirical test of their effect on product beliefs and behavioral intentions with respect to consumers' decision whether to upgrade to a new technology product.

The objective of this paper is to understand innovators' pursuit of strategies in securing the benefits from an innovation. The study develops a methodological framework of platform for analysing three case study innovations – Windows‐operating system for PC, plain paper copier and video cassette recorder. This paper examines the process of innovators creating platform advantage (the capability to engender an increasing future and continuing success of new innovations or businesses) in order to understand why innovators pursue collaborative or competitive strategies in managing technological innovations. It is argued that collaboration is motivated by risk considerations as much as by a search for profit. The results indicate that the use of strategies (whether collaborative or competitive strategy) depends on how innovators see the benefits from using particular strategies to exploit the innovation.

Business firms are subject to accelerating technological change and related changes in the strategic value framework. Mistakes due to the misperception and misunderstanding of technology impacts have been very costly. The purpose of this paper is to investigate, describe and model the process of technological evolution as a dynamic value framework for strategy and related decision making.

The research centered on the evolution of technology‐value vectors and their economic and strategic impacts. Information was collected from various known academic and professional publications. The paper also benefited from feedback gained from the presentation of an earlier version at ISMOT, 2007, Hangchow, China.

The paper indicates firms often have difficulty transitioning from one phase of a technology‐value vector to another, especially when presented with a super radical innovation, possibly because of strategy and related decision making. The adaptability of firms, from phase to phase, may be improved by a clearer perception and understanding of the relevant technology‐value vectors or vector.

As the technology‐value vector model is new and offers many new perspectives it will be subject to further research, refinement and validation. It is best used to assess and explore medium to high technology. It does not explore specific market aspects such as preferences, place and time which are left to future research.

The model develops a tool and concepts for a clearer view and understanding of the economic/market forces impacting medium to high‐technological evolution. It is expected that this will lead to improved related strategy and decision making in medium to high technology firms.

The paper develops and describes a model of the evolution of the technology‐value vector, which may act as a dynamic framework for strategy in medium to high‐technology industries. The research may have many other uses, including the management and planning of technology.

This study addresses the implications of smart city development paths (techno-centric and human-centric) by investigating the evolution of a city strategy, focusing on how different actors in a dialogue centred on strategic planning documents for Saint Petersburg, Russia, visualised the smart city and then made it calculable.

The authors conducted a case study based on a documentary analysis supported by ethnographic elements relying on the smart city conceptual proposals, the approved city strategy and the artifacts of expert discussions leading to the strategy implementation plan.

Through the lens of dialogue theory, the authors show how government and non-government actors in different organisational settings devised techno-centric smart city calculations, which arose despite an initial human-centric vision.

While the case study allowed the study to illustrate the depth and richness of the context of the authoritarian Russian state where the role of citizens in public decision-making is rather limited, different and even contrasting results could be produced in other contexts.

There is a gap between a smart city vision and its grounding in calculations. Thus, the human-centric elements require special attention, and the organisation of the dialogue on smart city strategy must enable plurality of voices besides those of government actors.

The case suggests viewing the human-centric and techno-centric perspectives not as dichotomous, but rather emerging consecutively throughout the journey from an initial strategic vision to its implementation in the city's calculations.

In the context of the digital economy, information technology (IT) investment has become a necessary way for enterprises to transform digitally. However, why and how IT investment can enhance digital transformation is lacking in the literature. Based on the resource-based view (RBV), this study explored the impact mechanism of IT infrastructure on the digital transformation of enterprises from the perspective of the digital transformation strategy. Further, this study examined the moderating role of top management on the relationships between IT infrastructure and digital transformation strategy and between digital transformation strategy and enterprise's digital transformation.

Through a questionnaire survey of Chinese enterprises, 180 sample data were collected, and the partial least squares-structural equation modeling (PLS-SEM) method was used to test the hypothesis.

Digital transformation strategy fully mediates the relationship between IT infrastructure and enterprise digital transformation. Furthermore, top management has a significant positive moderating effect on the relationship between IT infrastructure and digital transformation strategy, as well as the relationship between digital transformation strategy and digital transformation.

This study explores the moderating role of top management in the relationship between IT and enterprise performance, as well as the mediating role of digital transformation strategy in the relationship between IT infrastructure investment and digital transformation performance. As a result, the study adds significantly to the body of knowledge on IT business value, digital transformation and strategic management. The authors' findings can help update managers' perceptions of IT value and provide theoretical guidance on deriving digital transformation performance from IT infrastructure investments.

This paper aims to present an overview of the findings of a study aimed at investigating industry‐specific factors that influence the success of technology implementation in construction organisations. These include: the identification of a need, proposal procedures, benefit identification/evaluation, formulation of implementation strategies, implementation barriers, change management and overall implementation evaluation.

A semi‐structured interview‐based approach is adopted to identify the industry‐specific factors that influence the success of technology implementation in construction organisations. The findings are discussed and recommendations to industry for potential improvements are given.

The extent to which successful technology implementation can be achieved, ultimately depends on the degree to which changes are planned, managed and evaluated. Therefore, technology implementation within construction organisations is not so much a technological problem as it is a human behavioural one.

As technology implementation ultimately consists of changes in practices being made, the fundamental issues regarding technology implementation strategies are well aligned with those of change management. As a result, it is vital that human behavioural and emotional issues are addressed if successful technology implementation is to be achieved.

An investigation into the industry‐specific factors which have resulted in the perception that the construction industry is lagging behind other industries in the uptake of new technologies.

The aim of this article is to show how technology‐driven business strategy can offer some distinct advantages.

The IBM Institute for Business Value studied ten companies that are known within their respective industries for strong innovation.

The study found that these companies' innovations stood out because they accomplished one or more of the following: changed the basis of competition; broke the rules of scale; and/or introduced totally new business models.

Many of today's most exciting and “disruptive” innovations now tend to occur at the intersection of market insight and technological know‐how, and many of the companies that are seizing the initiative in this new competitive environment are doing so by taking a fundamentally different approach to strategy development – an approach the authors call “technology‐driven business strategy.”

The authors observed six common principles that innovative companies, like the ten in their study and others that they have worked with, seem to follow in their approach business strategy development: Consider technology a core input. Revisit strategy and technology context regularly. Uniquely manage emerging businesses opportunities. Plan for disruptions. Manage for today's and tomorrow's context. Focus technology on the customers’ priorities.

China has the potential to become a major source of innovation for the world. The scientific investment is in place and rapidly growing. But in order to reap the benefits of this investment its organisations will have to become better at managing innovation. One of the key elements of innovation management is the determination and implementation of a sound technology strategy. The purpose of this paper is to offer a framework and a detailed overview of what it entails to develop and implement a technology strategy.

The methodology adopted is observation and literature survey.

The paper emphasizes the alignment of the strategy with the organisational competencies and the strategic context, as well as the capacity to manage risk. The attention is also drawn on the need to find better ways for intellectual property protection, leveraging the Chinese market to explore opportunities for innovative ideas and the need to create less hierarchical organisations, that enable creative thinking.

This paper is an original summary of a wide range of research results on technology strategy.