Technology Management I

ME25.1 Information Technology, Transaction Costs & Outsourcing: Setting the Boundaries of the Firm Michael G. Jacobides --- Univ. of PA, 2055 Steinberg-Dietrich Hall, 3620 Locust Walk, Philadelphia, PA 19104 , (jacobides@management.wharton.upenn.edu)

This presentation examines the impact of IT on outsourcing relations¨ and on firm boundaries. Transaction cost economics and IT literature¨ is revisited and an integrative conceptual framework for¨ understanding the impact of IT change on firm boundaries is offered.

ME25.2 Small Numbers Outsourcing: What Makes it Work? Michael G. Jacobides, David C. Croson --- Univ. of PA, 2055 Steinberg-Dietrich Hall, 3620 Locust Walk, Philadelphia, PA 19104 , (jacobides@management.wharton.upenn.edu)

We offer a new economic rationale for the current prevalence of¨ stable networks of suppliers. We model supplier competition over¨ gaining membership in tiers of increasingly preferred suppliers and¨ examine conditions under which such 'small numbers of outsourcing'¨ becomes an efficient alternative to vertical integration and/or¨ market procurement.

ME25.3 Value-Based Pricing Strategies for Technology Products Robert R. Harmon, Thomas Gillpatrick --- Portland State Univ., Sch. of Bus. Admin., Portland, OR 97207-0751,

How do you choose a pricing strategy when high quality and great¨ service are the market norm? Many technology companies allow¨ themselves to fall into the 'commodity trap' by choosing to sell on¨ price. Others are finding that a more profitable approach is to sell¨ superior value. We present a model for developing value-based¨ pricing strategies for technology products. Several methodologies¨ for implementing value pricing are discussed.

ME25.4 Avoiding Self-Reference Traps in an Engineering Team Management Dragan Milosevic, Beth Gibson --- Portland State Univ., Portland, OR 97201 ,

The majority of American engineers who work on teams recognize that¨ team management practices in their own culture are difficult to¨ handle. Their team peers from different cultural backgrounds often¨ use different management practices that create risks, especially if¨ the team is on a fast-track route. We discuss strategies to reduce¨ risks emanating from the cross-cultural team management differences.