SBANC
Small Business Advancement National Center University of Central Arkansas — Conway Arkansas
115H, College of Business - University of Central Arkansas - 201 Donaghey Ave. Conway, AR Issue: 804 - February 11th, 2014
Upcoming Conferences ABR
SOBIE
Who: Academy of Business Re- When: March 26-28, 2014 search Where: New Orleans, LA What: New Orleans Conference
Who: Soc. of Business, Industry, and Economics
When: April 8-11, 2014 Where: Sandestin, FL
What: Academic Conference
ICSB
Who: International Council for Small Business
When: June 11-14, 2014 Where: Dublin, Ireland
What: ICSB World Conference
INTE
ICSM
Who: INTE
When: June 25-27, 2014
What: 5th Int’l Conference on New Horizons in Education
Where: Paris, France
Who: International Conference on Services Management
When: December 10-12, 2014
What: Int’l Conference
Where: Macau S.A.R., China
Announcements SBANC
The Small Business Advancement National Center is pleased to announce that we have revamped our website and newsletter. All questions and comments would be greatly appreciated.
GCSAMA
Central Piedmont Community College & the Charlotte Business Journal will host the Global Competitive Summit and Advanced Manufacturing Awards 2014 on March 12, 2014 in Charlotte, NC. RICE Business Plan Competition
RBPC
When: April 10 –12, 2014 Applications Due: February 21, 2014
AABRI
IETC
AABRI will be hosting a conference in Hawaii, June 12-14, 2014. The conference will be hosted by the Sheraton Princess Kaiulani in Waikiki. The International Educational Technology Conference will be held in Chicago, USA from September 3-5, 2014.
Call for Papers TAF
Who: The Academic Forum
Where: Baltimore, Maryland
What: Spring 2014 Conference
Deadline: February 23, 2014
When: March 23-26, 2014
EUMMAS
ERPA
IETC
Who: European Marketing & Management Association
When: June 6-8, 2014
What: 2014 Conference
Deadline: April 1, 2014
Who: Educational Researchers & Publications Association
When: July 3-5, 2014
What: ERPA 2014 Conference
Deadline: May 6, 2014
Who: International Educational Technology Conference
When: September 3-5, 2014
What: IETC 2014 Conference
Deadline: July 20, 2014
Where: Sarajevo, Bosnia
Where: Istanbul, Turkey
Where: Chicago, USA
Innovation Streams Organizations can create competitive advantages for themselves if they have a distinctive competence that allows them to make, do, or perform
Tip
of the Week
something better than their competitors. A competitive advantage becomes sustainable if other
“We define innovation streams as patterns of innovation over time that can create sustainable competitive advantage.”
companies cannot duplicate the benefits obtained
cables weren’t needed to
high-definition video and, un-
from that distinctive com-
transfer video to a computer.
like the Flip, instantly share
petence. Technological
Users could just turn it on and
those videos via social media
innovation, however, can
start shooting incredibly high
over wireless or cellular net-
enable competitors to du-
quality video. By 2008, the Flip
works.
plicate the benefits ob-
Ultra was the best-selling vid-
tained from a company’s
eo camera on Amazon.com,
distinctive advantage. It
and Cisco, the largest network
can also quickly turn a
company in the world, bought
company’s competitive
Pure Digital for $590 million.
advantage into a competi-
Two years later, however,
tive disadvantage.
sales of Flip cameras dropped
In 2006, Pure Digital Tech-
sharply, and Cisco announced
nologies released the first
it was shutting down the Flip
version of the Flip, a sim-
division. What happened? In a
ple-to-use pocket-sized
word, smartphones. By the
video camera with two
time Cisco had purchased
buttons and a d-pad con-
Pure Digital, companies like
troller. With a built-in hard
Samsung, HTC, Apple, and
drive and a flip-down USB
Motorola had released
“
connector, disks, tapes, memory cards, or USB
smartphones that could shoot
As the Flip example shows, companies that want to sustain a competitive advantage must understand and protect themselves from the strategic threats of innovation. Over the long run, the best way for a company to do that is to create a stream of its own innovative ideas and products year after year. Consequently, we define innovation streams as patterns of innovation over time that can create sustainable competitive advantage. Recall that a technology cycle
(Continued from Previous Page)
what makes Nest revolutionary
But, according to the US
begins with a new tech-
is its ability to learn and pro-
National Health Infor-
nology and ends when
gram itself. Cofounder Tony
mation Survey, 34 percent
that technology is re-
Fadell says, “Think of a normal
of US homes don’t have
placed by a newer, sub-
thermostat. Everyone turns it
landline phones, up from
stantially better technolo-
up, turns it down, a couple of
17 percent in 2008. That
gy.
times a day—that’s a pattern
trend will become strong-
we can infer from. Instead of
er as only 14 percent of
changing it fifteen hundred
teens use a land-line
times a year, do it 10 or 20
phone on a daily basis.
times and the Nest thermostat
Discontinuous change is
can learn from that.”
also characterized by de-
isting technologies cre-
Nest has motion sensors that
sign competition, in
ates a significant break-
know if you’re home; links to
which the old technology
through in performance
your utility company to reduce
and several new technolo-
or function. Most home
power usage at expensive,
gies compete to establish
thermostats simply raise
peak energy times; and has
a new technological
or lower the temperature.
smartphone apps to control
standard or dominant de-
Advanced models can
your home’s temperature even
sign. Because of large in-
change the temperature
when you’re not there. On aver-
vestments in old technolo-
when you leave for work
age, Nest reduces energy us-
gy and because of the
and when you come
age a whopping 15 percent.
new and because the new
home, because they’re dif-
Technological discontinuities
and old technologies are
ficult to program, most
are followed by a discontinu-
often incompatible with
people set the tempera-
ous change, which is charac-
each other, companies
ture manually, greatly re-
terized by technological substi-
and consumers are reluc-
ducing energy efficiency.
tution and design competition.
tant to switch to a differ-
The Nest thermostat, de-
Technological substitution oc-
ent technology during a
signed by people who cre-
curs when customers purchase
design competition. In-
ate the iPod, has a digital
new technology to replace old-
deed the telegraph was so
screen showing the tem-
er technologies. For example,
widely used as a means of
perature and a silver con-
just twenty years ago, nearly all
trol ring that turns to ad-
phone calls were made via
1800s that at first almost
just the temperature. But
hardwired landline telephones.
no one understood why
An innovation stream begins with a technological discontinuity, in which a scientific advance or a unique combination of ex-
“
communication in the
(Continued from Previous Page)
improves significantly in re-
by Samsung, Broadcom,
telephones would be a
sponse to the competitive
Deutsche Telekom, and
better way to communi-
threat from the new technolo-
Texas Instruments; and
cate. It’s hard to envision
gies; this response also slows
the Wireless Power Con-
today, with everyone con-
the changeover from older to
sortium, supported by LG
stantly checking cell
newer technologies.
Electronics, Energizer,
phones for email, texts,
Discontinuous change is fol-
and Nokia. Industry ex-
tweets, and voice mail, but
lowed by the emergence of a
perts agree that the re-
as Edwin Schlossberg ex-
dominant design, which be-
charging technology Ap-
plains in his book Interac-
comes the new accepted mar-
ple picks—it hasn’t decid-
tive Excellence: “People
ket standard for technology.
ed yet—will have the clear
could not imagine why
Dominant designs emerge in
advantage.
they would want or need
several ways. One is critical
The best technology
to talk immediately to
mass, meaning that a particular
doesn’t always become a
someone who was across
technology can become the
dominant design because
town or, even more ab-
dominant design simply be-
a number of other factors
surdly, in another town.
cause most people use it, for
come into play. For in-
Although people could
example, Blu-ray beating out
stance, a design can be-
write letters to one anoth-
HD-DVD. Critical mass will like-
come dominant if it solves
er, and some could send
ly determine the dominant de-
a practical problem. The
telegraph messages, the
sign for wireless device charg-
QWERTY keyboard
idea of sending one’s
ing, where instead of plugging
(named for the top left line
voice to another place and
in your device to recharge you
of letters) became the
then instantly hearing an-
simply place it on top of a re-
dominant design for type-
other voice in return was
charging station containing
writers because it slowed
simply not a model that
magnetic charging coils. Three
typists who, by typing to
existed in people’s experi-
different wireless technologies
fast, caused mechanical
ence. They also did not
are trying to become the domi-
typewriters to jam.
think it was worth the
nant standard: Duracell’s
Though computers can
money to accelerate send-
Powermat, a Duracell and
easily be switched to the
ing or hearing a mes-
Procter & Gamble joint venture
Dvorak keyboard layout,
sage.” In addition, during
supported by Google, AT&T,
which doubles typing
design competition, the
and Starbucks; the Alliance for
speed and cuts typing er-
older technology usually
Wireless Power, backed
rors in half, QWERTY lives
“
(Continued from Previous Page)
three months of negotiations ,
would be “like putting a
on as the standard key-
twenty countries signed the In-
fiber optic connection on
board. In this instance, the
ternational Telegraph Conven-
you mobile phone, making
QWERTY keyboard solved
tion, which standardized equip-
your phone at least 500
a problem that, with com-
ment and instructions, ena-
times faster than today’s
puters, is no longer rele-
bling telegraph messages to
3G smartphones.”
vant. Yet it remains the
flow seamlessly from country
No matter how it happens,
dominant design not be-
to country. Today, as in 1865,
the emergence of a domi-
cause it is the best tech-
various standards are pro-
nant design is a key event
nology, but because most
posed, discussed, negotiated,
in an innovation stream.
people learned to type
and changed until agreement is
First, the emergence of a
that way and continued to
reached on a final set of stand-
dominant design indicates
use it.
ards that communication in-
that there are winners and
dustries (Internet, telephony,
losers. Technological in-
satellites, radio) will follow
novation is both compe-
worldwide.
tence enhancing and com-
ies. The International Tele-
For example, the ITU has
petence destroying. Com-
communication Union
agreed on the new standard for
panies that bet on the now
(ITU) (http://www.itu.ch) is
4G, or fourth-generation, ser-
-dominant design usually
an independent organiza-
vice on mobile phones. “True”
prosper. By contrast,
tion that establishes
4 G, according to the ITU, al-
when companies bet on
standards for the commu-
lows larger amounts of data to
the wrong design or the
nications industry. The
be sent over smaller cellular
old technology, they may
ITU was founded in Paris
bandwidth and will be much
experience technological
in 1865 because European
faster than the 4G LTE now of-
lockout, which occurs
countries all had different
fered by mobile phone compa-
when a new dominant de-
telegraph systems that
nies. According to Hamdoun
sign prevents a company
could not communicate
Toure, the ITU’s secretary gen-
form competitively selling
with each other . Messag-
eral, true 4G “will make the pre-
its products or makes it
es crossing borders had
sent day smartphone feel like
difficult to do so.
to be transcribed from one
an old dial-up internet connec-
The emergence of a domi-
country's system before it
tion.” Francois Raney, who di-
could be coded and deliv-
rects ITU’s Radio communica-
from design experimenta-
ered to another. After
tion Bureau, says that true 4G
tion and competition to
Dominant designs can also emerge through independent standards bod-
“
nant design signals a shift
incremental change, a phase in which companies innovate by lowering the cost and improving the functioning and performance of the dominant design. For example, manufacturing efficiencies enable Intel to cut the cost of its chips by one half during a technology cycle, while doubling or tripling their speed. This focus on improving the
dominant design continues until the next technological discontinuity occurs.
SBANC Staff Director Dr. Don B. Bradley III
Development Intern Source
James Vire
Management Skills—Assessment and Development Ricky W. Griffin & David D. Van Fleet
Development Intern
Cengage Learning—Page 296-298
Joshua Tucker
“Willingness to change is a strength, even if it means plunging part of the company into total confusion for a while.” - J a c k We l c h
Feature Paper
Critical Governance Insight for Social Entrepreneurs, Nonprofit Advocates, & Other Catalysts Who Work to Change the World This paper was written by Patrick Walker from Lindenwood University. The paper was presented at the Small Business Institute Winter 2013 Conference.
Comments? The Small Business Advancement National has recently made immense changes to the layout of its website, SBAER.UCA.EDU, as well as its Newsletter. We welcome constructive criticism, comments, and of course, all questions throughout this transition.
Contact Us
Abstract Recently at the Forbes 400 Summit on Philanthropy, CEO and social entrepreneur Oprah Winfrey revealed that one of her greatest regrets was not initially providing the leadership and structure necessary to fulfill the vision for her girls’ academy in South Africa. Referring to an allegation of sexual misconduct by a senior academy official, at the heart of this discussion was governance: creating systems, structure, and solutions to guide expectations and decision-making. Governance for any organization is serious business, with a set of duties defined by law. Yet, many social entrepreneurs and nonprofit advocates would admit that adhering to strict legal and ethical compliance, avoiding conflicts of interest, and adopting corporate legal liability best practices while making significant social impacts is difficult. This paper will outline a governance conceptual framework built around 3 key pillars that are designed for social entrepreneurs, nonprofit advocates and other catalysts (SENAC) who work to change the world
Email: SBANC@UCA.EDU Phone: 1 (501) 450-5300 Mail: UCA Box 5018 201 Donaghey Avenue Conway, AR 72035-0001
(Page 304)
Read Entire Paper Here To Subscribe, please click HERE.
To Unsubscribe, please click HERE.