Copyright (c) 2009 All rights reserved. http://works.bepress.com/ian_williamson Recent documents in Ian Williamson en-us Sun, 31 May 2009 06:37:42 PDT 3600 http://works.bepress.com/ian_williamson/12 http://works.bepress.com/ian_williamson/12 Mon, 20 Oct 2008 17:38:31 PDT This  paper  reports the findings from an assessment of a measure used to determine levels of firm-employee relationship strength. The measure utilized was originally designed to measure relationship strength in industrial buyer-supplier relationships. The purpose was to determine if this scale could be adapted to measure firm-employee relationship strength. A secondary purpose was to determine if it were possible to begin to move towards developing a generalized measure of relationship strength for use in various relationship marketing situations, through this initial adaptation and application of a measure from one relationship to another.  The results provide support for developing a generalisable measure of relationship strength for different marketing relationships. Ian Williamson http://works.bepress.com/ian_williamson/10 http://works.bepress.com/ian_williamson/10 Mon, 20 Oct 2008 17:32:14 PDT This paper examines how the combination or bundling of resources influences firm-patenting performance.We examine the patenting performance of a sample of Fortune 500 firms from 1990 to 2000. Results suggest that in-house patent law expertise is a significant predictor of firm-patenting performance; furthermore, this effect is moderated by the firm's level of top management team (TMT) patent law background and industry-patenting pressures. Our findings shed light on how the combination of other resources with R&D affects firm-patenting performance, and advance the integration of complementary organizational perspectives with the RBV. Ian Williamson http://works.bepress.com/ian_williamson/9 http://works.bepress.com/ian_williamson/9 Mon, 20 Oct 2008 17:18:56 PDT As many domestic markets become mature and global competition increases many organizations face the challenge on becoming more customer and service focused in order to reach their growth goals. This issue is especially acute for organizations that have traditionally competed in manufacturing settings but now wish to compete in service-based sectors. In response to this challenge many organizations often focus on the creation of new products. However, in and of itself product innovation may not guarantee organizational success. The successful implementation of any new business strategy also requires process innovations for how organizations manage their employees. Yet research suggests that many, if not most, process innovations are not successful. In this session participants will learn strategies about how organizations can reorient their processes and their workforces to successfully implement management innovations. Ian Williamson http://works.bepress.com/ian_williamson/8 http://works.bepress.com/ian_williamson/8 Mon, 20 Oct 2008 17:18:01 PDT As the complexity and costs of new technologies increases many firms have found it difficult to rely solely on internal resources to reach innovation goals. Alternately, firms are beginning to outsource critical elements of the innovation process. In this session I will discuss recent research examining when firms may be more or less likely to rely on external suppliers, as opposed to in-house resources, during the innovation process. In particular, I will examine the decision by firms to use external supplies during the patenting process. I will also discuss findings detailing the factors that may facilitate or constrain the ability of firms to leverage in-house resources to maximize innovation output. Overall, this session will provide participants with new insights into how organizations concurrently utilize in-house and external sources of knowledge to generate innovation outputs. Ian Williamson http://works.bepress.com/ian_williamson/7 http://works.bepress.com/ian_williamson/7 Mon, 20 Oct 2008 17:17:21 PDT Ian Williamson http://works.bepress.com/ian_williamson/6 http://works.bepress.com/ian_williamson/6 Mon, 20 Oct 2008 17:16:03 PDT The presentation focused on: The strategic value of employee retention Understanding the employee turnover decision process The use of a "Total Rewards" perspective to motivate and retain top talent. Ian Williamson http://works.bepress.com/ian_williamson/5 http://works.bepress.com/ian_williamson/5 Mon, 20 Oct 2008 17:15:12 PDT This presentation provides an overview of my background and research program. In particular, I discussed current research examining the effect of intra-firm-network ties on the formation of team justice climate Ian Williamson http://works.bepress.com/ian_williamson/4 http://works.bepress.com/ian_williamson/4 Mon, 20 Oct 2008 17:14:22 PDT We seek to advance our understanding of outsourcing decisions in knowledge-based activities by examining the relative advantages in three types of knowledge - professional, domain, and firm-specific - between external suppliers and internal functions within the firm. By drawing on mutually reinforcing advantages in the client and labor markets, suppliers may develop systematic advantages in expert professional knowledge relative to clients. Prior outsourcing decisions in turn influence the relative domain and firm-specific knowledge held by supplier versus client firms, leading to path dependent patterns in outsourcing. We leverage a unique dataset on outsourcing in the patent legal industry to test our propositions; however, our work has implications for outsourcing decisions and knowledge-based services more broadly. Ian Williamson http://works.bepress.com/ian_williamson/2 http://works.bepress.com/ian_williamson/2 Mon, 20 Oct 2008 17:00:47 PDT We seek to advance our understanding of outsourcing decisions in knowledge-based activities by examining the relative advantages in three types of knowledge - professional, domain, and firm-specific - between external suppliers and internal functions within the firm. By drawing on mutually reinforcing advantages in the client and labor markets, suppliers may develop systematic advantages in expert professional knowledge relative to clients. Prior outsourcing decisions in turn influence the relative domain and firm-specific knowledge held by supplier versus client firms, leading to path dependent patterns in outsourcing. We leverage a unique dataset on outsourcing in the patent legal industry to test our propositions; however, our work has implications for outsourcing decisions and knowledge-based services more broadly. Ian Williamson http://works.bepress.com/ian_williamson/1 http://works.bepress.com/ian_williamson/1 Mon, 20 Oct 2008 16:59:47 PDT The presentation focused on: The strategic value of employee retention Understanding the employee turnover decision process The use of a "Total Rewards" perspective to motivate and retain top talent. The presentation and discussion provided a toolkit for fund executives to draw upon that will help them to create a workplace culture that will motivate leaders within their organisation and create a point of competitive advantage and differentiation. Ian Williamson