Ask these questions when negotiating a job offer

Ask these questions when negotiating a job offer If you’re on the job hunt and you’ve played your cards right, then perhaps you’ve found yourself in the following scenario: you’ve successfully made it through a series of interviews, waited patiently, been contacted by a hiring manager or HR representative, and been made a job offer. Often, this is absolutely fantastic news- the end result of a challenging job hunting process filled with ups and downs, excitement and disappointment. Now, after a long journey, you’re faced with an offer for what could be the next great opportunity along your career path. But hold on for a second- are you absolutely certain that this job offer is the right one for you?Most people fall into one of two camps when making a decision about a job offer. On one hand are the impulsive deciders, those who blindly and quickly latch on to the first available offer made to them. While it can be good to show that you’re eager and enthusiastic, there are some very good reas ons for deciding to slow things down a bit and take some time to weigh a job offer before accepting it. After all, accepting an offer that may not completely align with your best interests may actually set your career trajectory back, and it may be difficult to make up any lost ground- either in salary or job title. Furthermore, if you do quickly take an offer that you come to regret later, you may be sowing the seeds for a passive-aggressive workplace attitude down the road.On the other hand are the overthinkers- those who spend way too much time and effort weighing and overweighing every small detail of the offer in an attempt to reach a clear and decisive decision about whether or not to accept. These folks can count on a few restless days and sleepless nights as they struggle to reach some decision. And in the end, the exhaustion and worry that these people generate make it hard for them to feel good about whatever decision they reach. That’s not a good recipe for happine ss either.There is a middle ground between making an impulsive decision and overthinking a job offer, and for most folks it’s right where they should be when trying to decide about whether to accept a job offer. Thankfully, there are some strategies you can take advantage of to help you negotiate your next job offer. Envato recently published an article highlighting the key questions you should ask- either yourself or someone at the company- before accepting a job offer. Let’s take a closer look at some of these.Questions to ask yourselfWhat are my non-negotiables? When we’re looking for our next job opportunity, most of us have at least a vague, and possibly a concrete, sense of what we’re willing to be flexible about and what are deal breakers. This will vary by individual, based on one’s specific needs and goals. You should have a set of non-negotiables in mind when you’re on the job hunt to help you to determine if a job offer is right f or you or if some additional negotiation is required.Am I happy with the salary offer? This may seem like a no-brainer, but you’d be surprised by how many people, either out of desperation or overeagerness, quickly accept the first offer made to them, even if it’s below what they were hoping to make- and once this happens it can take a long time to make up any lost financial ground. The truth is, most offers are within a flexible salary range and there is often some room for additional negotiation, especially if they really want you on their team. Just remember not to be too aggressive here or you could wind up talking yourself out of an offer completely.Is the company reputable and stable? The last thing you want to have happen is to jump onto a sinking ship. Even if the offer is great, what good is it if the company implodes before you can really reap any benefits? Before you agree to accept an offer, do your homework and make sure that the company has a good reputat ion in its industry and seems stable for the foreseeable future. There are even websites available for you to learn about what other employees thought about the company while they were there. The more information you have at your disposal, the more informed your decision will be, which is always a good move.Can I see myself getting along with my future colleagues and bosses? This one’s a bit tougher, as you’ll never truly know the answer until you start working there, but do your best to use interviews and office visit to get a sense of what it might be like to work there. Does there seem to be a friendly and collaborative vibe with good energy, or does something less positive and productive seem to be in the air? If possible, engage with whoever you run across or are introduced to and see if they seem like the sort of people you’d click well with. For most folks, this matters a lot- and could be the difference between a quick unhappy job hop and a satisfying an d extended stay.Questions to ask an HR representative or hiring managerWhen do you need my decision? If you want to make the most of your time to weigh a job offer fully, it helps to know how much time you have to decide. Politely asking this question will help you know what timeframe you’re working with, and then you can go from there.What benefits are being offered? In addition to basic information such as salary- which is typically provided upon receiving an offer- knowing what else is included in the offer (i.e., vacation time, retirement savings, insurance coverage, gym membership, etc.) will help you to weigh the full offer and determine if any additional points need negotiating.What will my everyday responsibilities look like? Hopefully, you have a clear answer to this question after interviewing, but if you don’t its okay to ask for a little more detail before accepting an offer. Remember, accepting a new job is a major life commitment, so it stands to reason t hat you’ll want to know all the parameters of the deal so you can choose wisely, including what your average work day will be like- especially if some of these details are on your non-negotiable list.Consider asking these questions when you’re weighing your next job offer and before you accept- because once you do, you may be closing the door on any further negotiating. Choose wisely and good luck!

SZABO Surname Meaning and Origin

SZABO Surname Meaning and Origin Szabà ³ is a common Hungarian occupational surname meaning tailor, or one who cuts or metes out. Surname Origin:  Hungarian Alternate Surname Spellings:  SABO, ZABO Fun Fact About the Szabo Surname Up until about the 17th century, Zabo was the most common spelling of the Szabo surname. Famous People With the Surname SZABO Laszlo Szabo - Hungarian chess grandmasterViolette Szabo (nee Bushnell) - decorated WWII female spyEcaterina Szabo - Romanian Olympic gymnastZachariah Szabo - American figure skaterDezsÅ‘ Szabà ³ - Hungarian writer Where Do People With the SZABO Surname Live? According to surname distribution data from Forebears, the  Szabo surname is by far the most prevalent in Hungary, where it ranks 3rd in the nation. It is also common in Slovakia, ranking 8th, followed by Romania (139th) and Austria (212th). Data from  WorldNames PublicProfiler  also identifies Szabà ³ as most prevalent in Hungary, by far, particularly in the Pest region. Genealogy Resources for the Surname SZABO Szabo Surname ProjectLearn about the Szabo DNA Surname Project at Family Tree DNA. Szabo Family Crest - Its Not What You ThinkContrary to what you may hear, there is no such thing as a Szabo family crest or coat of arms for the Szabo surname.  Coats of arms are granted to individuals, not families, and may rightfully be used only by the uninterrupted male line descendants of the person to whom the coat of arms was originally granted. SZABO Family Genealogy ForumThis free message board is focused on descendants of Szabo ancestors around the world. FamilySearch - SZABO GenealogyAccess over 1.9 million free historical records and lineage-linked family trees posted for the Szabo surname and its variations on this free genealogy website hosted by the Church of Jesus Christ of Latter-day Saints. SZABO Surname Mailing ListThis free RootsWeb mailing list for researchers of the Szabo surname and its variations includes subscription details and searchable archives of past messages. The Szabo Genealogy and Family Tree PageBrowse family trees and links to genealogical and historical records for individuals with the last name Szabo from the website of Genealogy Today. References Cottle, Basil.  Penguin Dictionary of Surnames. Baltimore, MD: Penguin Books, 1967.Dorward, David.  Scottish Surnames. Collins Celtic (Pocket edition), 1998.Fucilla, Joseph.  Our Italian Surnames. Genealogical Publishing Company, 2003.Hanks, Patrick and Flavia Hodges.  A Dictionary of Surnames. Oxford University Press, 1989.Hanks, Patrick.  Dictionary of American Family Names. Oxford University Press, 2003.Reaney, P.H.  A Dictionary of English Surnames. Oxford University Press, 1997.Smith, Elsdon C.  American Surnames. Genealogical Publishing Company, 1997.

One of the Most Rewarding and Captivating Activities Essay

One of the Most Rewarding and Captivating Activities - Essay Example It is pure pleasure to be around children because they cannot be in one mood for a long time: one moment they are sad and the other they are definitely happy. Baking as a hobby is an interesting and useful activity, and it is often regarded as the highest level of culinary skills. When making some sweets, cakes or muffins it interesting to observe how a whole new piece of food appears out of nowhere: one moment you have only ingredients and the other people can taste your pastry. Combining these two joyful things: working with children and baking is a great chance to change the world here and now. Having an opportunity to help the children who live in low-class families and have no possibility to eat enough healthy food is a great chance to influence someone else`s life. At the age of twenty, she got this chance to influence the life of New Mexico community. Growing up really quickly she realized that she does not want to sit at home or play anymore and that she wanted to help other children to have a real childhood. That is how she became a volunteer making food for children who could not afford it. She dedicated one day a week to this work but was really happy to do it. As she was rather young nobody believed that she could do such a work well. On the first day when she got there, the woman who was also working in the kitchen laughed at and said that she had better go join other kids and play. But when she persuaded her to give her a chance and to help the woman soon realized that the young look had nothing to do with experience and expertise. She could only say â€Å"You know everything! What are you going to do at twenty?†. But there was so much to learn ahead that she barely found time for everything. Being a high school student she continued her charity work with children. By this time she has gained a lot of skills that were very useful in work with children especially disabled children. Those kids who have special needs require a lot of attention and care, and communication with them must be exceptionally effective.     

CHANEL - Brand Equity, Brand Positioning, Brand strategy Essay

CHANEL - Brand Equity, Brand Positioning, Brand strategy - Essay Example Even if they are somehow surviving, that is not because of what they are but because of what they were. They are â€Å"Too Big to fail† but not good enough to succeed, move forward and grow. One cannot completely blame these brands, their marketing managers, and owners for their failure. In the last few decades, the world changed in such unexpected and ruthless way that nobody got a second chance. Moreover, in the name of globalization, increased competition and customer awareness and empowerment, life became even more troublesome for these oldies. However, there are still some brands that were able to absorb all these shocks, maintain their integrity, respect and dignity, outclassed their competitors and are still very much captivating and appealing (Koda, Bolton & Garelick, 2005). They have become symbols of class, respect, honor, and success. However, the question here is what made these brands so great that when their competitors where winding up their businesses, they were still on the road of growth? What has been their magic formula that has been strengthening them over the period? What branding strategies have kept their brand alive and intact? This paper would move further by narrowing its focus to one of the brands that fulfill the above-mentioned criteria of long historical presence and everlasting brand power. Without any doubts, Chanel fulfills these criteria qui te comfortably. Quite understandably, Chanel enjoys immense brand equity in the market and that is why it has been so successful over the past decades. According to marketing experts, there are many reasons for the same. Firstly, the long and eventful history of Chanel provides it an edge over others and contributes to its equity. Previous records of accomplishment, past history and previous customer experiences play a crucial role in branding. This is because one of the most important roles of branding is to help customers to assign responsibility to the

Roman Empire Essay Example for Free

Roman Empire Essay The world of Literature before 1500 AD encompassed the era from the day when the civilizations came into existence till AD 476, when Roman Empire fell and again from the Florentine Renaissance in late 15th century to the renaissance. The literature saw the growth in the lands of Hebrews, Greeks and Romans who made remarkable contributions in poetry, and drama form. The ancient Greeks in the period from 356 BC to 323 BC formulated their work on basis of the works of the well-known and famed Pericles, Plato, and Aristotle using politics and philosophy as their tools under the leadership of Alexander, the Great. In the same way, Hebrews exerted an enormous impact on world history through their holy book, the Bible, which is still considered sacred by both Jews and Christians. Fragments of the literary works in the ancient era were discovered in nineteenth century â€Å"Beowulf,† the Norse sagas, the â€Å"Kalevala,† the â€Å"Nibelungenlied,† the â€Å"Song of Roland. † Starting g from 2700 B. C and written uptill 2000 B. C, Gilgamesh was the first great heroic narrative. It was lost due to the vagaries of time but it was found again in 1872, and its importance came to be known when the Utnapishtims Story of the Flood, was rediscovered. Gilgamesh is a Saga of spirituality, and the psychology of character is embodied in the character of Gilgamesh who took upon the journey to attain immortality, but he found his journey was fruitless and he lamented, â€Å"For whom have I labored? For whom have I journeyed? For whom have I suffered? I have gained absolutely nothing for myself, I have only profited the snake, the ground lion! † (angelfire. com, online edition) He realized that death was inevitable and should make most of the short life. The literature came into prominence in the Western world in 100 AD. The earliest of the medieval literature were Epic poems in vernacular language depicting the heroism, myths and supernatural elements derived from oral tradition. Beowulf is a good example of an Old English heroic elegy, written in 700-750. It has 3,183 lines. It is originally Anglo-Saxon poetry but created an indorrebale influence on the literatures of the generation ahead and had become â€Å"England’s National Epoc†. The poem composes of legends. Beowulf, a hero of the Geats, fought battles with three antagonists; Grendel who was always destroying Heorot, its inhabitants in Denmark, Grendel’s mother and later a dragon. Between the years 1340 to 1400 was the age of Chaucer. His period was the age of transition, as this age saw the meeting of the two incongruous periods-the medieval and the modern or the Renaissance. The most crucial aspect of the medieval period is the belief in spirituality and abstract ideas, whereas the Renaissance period believed in sensuous and the concrete. Medieval period supported communism whereas Renaissance supported individualism. Medieval mind never tolerated free thoughts whereas the period of Renaissance advocated individualism. Chaucer represented his own age and held the mirror to the life of his time. He was truly the social chronicle of England during the same period. His poetry is a reflection of the fourteenth century not in fragments but as a whole. Other poets of this age focused on certain aspects prevalent at that time for e. g. anonymous author of Pearl tells us about the mysticism of the refined minds. Wycliff gave us the surging wave of religious reformation, but Chaucer focused on wide and variegated life. Chaucer symbolized the Middle Ages and poster the spirit of medieval world but underneath him flowed the spring of Renaissance. Writers of medieval period captured the foibles and follies of the contemporary society in the mysticism nature. Chaucer also used Nature in its full as symbol of life, which is fresh and serene and stirs up the emotion of erotic love in his most enduring and popular â€Å"The Canterbury tales. † The Canterbury Tales begins with the season of spring in the month of April when the flowers are in full bloom, the birds are swinging from the trees and giving the chirping sounds, which is a symbolic of spiritual renewal. Spring also is a symbol of erotic love and we can have an essence of it in a scene when Palamon looks at Emelye, who is gathering fresh flowers to make garlands in honor of May and the Squire too participates in the beauteous and ardent scene of love. His courtly love signifies the freshness of the month of May. In the General Prologue, the garments are also symbols signifying characters personality and reveal the true nature of characters. The rich silk and fur gown, which the Physician’s is wearing shows his love for wealth and the flower brocade on the tunic of the Squire shows his youthful vanity and the forked beard of the Merchant symbolizes his duplicate nature. Chaucer also used physiognomy to decipher the temperament of pilgrims in the general prologue. The peasants are shown with the exaggerated figures. And the best example is Miller, who has round and ruddy face with a wart on his nose. Chaucer rendered meritorious service to the English language and made it an instrument of social, political and literary thought. Chaucer was realistic too as he revealed the truth as he saw it, which he showed in the journey of pilgrims to the holy shrine in this Canterbury Tales. He imparts the solid touch of realism as he portrayed in this characters. With him the literature also saw the beginning of realism in the new emblem and thoughts. The prose literature was almost negligible. Its bulk was very small and the literary quality was also very less. Though in France and Italy prose writing was in full swing, the English prose was very slow to catch up. Before 1350, there was hardly any prose work written except Ancrene Riwle. It is spiritual and the characteristic of Anglo-Saxon is clearly visible in their works. Higden, a monk wrote Polychronicon in Latin in 1350. In this work, we can find the reflection of the history of the entire world from the early creation to Higden’s own times. By the end of the century, Walsingham of St. Albams compiled Latin chronicles, which are similar to the description of scenes in the pages of Forissart. John Trevisa translated Higden’s Polychronicon and completed in 1387. Chauser’s contribution towards the English prose is also worth noting but he was more of a translator when he wrote prose. His prose works include the Treatise on the Astrolabe, the translation of Boethius. The most valuable contribution was the addition of the new prose in meters, which had not yet appeared before and added the beauty of Boethius. The Astrolabe is an early scientific treatise and an address to â€Å"Little Lewis My son†. This treatise amplifies the scientific application of literature and the literary handling of Science. The contemporary to Chaucer, there were other three chief writers. One was John Gower, who was a wealthy landowner whose tomb with his effigy is placed in St. Saviors, Southwark. Gower was conservative and he focused more on the past then on the future. The large part of his works was written in French and Latin. In his â€Å"Vox Clamantis† (The Voice of One Crying in the Wilderness), he denounced the common people for their revolt against the privileged class and the people of authority. And in this vocabulary, he showed exaggerated bitterness. After the death of Chaucer in 1400 for complete 150 years, there was no great writer and the main cause for the decline of the literature was the restart of the Hundred Years War, and then the War of Roses, which was nothing more than the butchery of rival factions. In this period, the leading poets were only imitators of Chaucer and many of them were Scots. Among them was the Scottish king, James I who wrote beautiful poem â€Å"The king’s Quair†, which is more of an allegory of 1400 lines showing the love of an captive author with a lady who promised to bring him out from the drudgery to the life of riches. This was the historical and the biographical account of his own eighteen years captivity in England. He incorporated the Chaucer’s stanza of seven lines riming ababbcc, which gave him the name of ‘rime royal. ’ (Fletcher, 1918) The most popular were the ballads written by both the English and Scottish writers. Among all the best ballads written are: The Hunting of the Cheviot, Sir Patrick Spens, Robin Hood and Guy of Gisborne, Adam Bell, Clym of the Clough, and William of Cloudeslee; Captain Car, or Edom o Gordon and King Estmere among the few. The ballads, as the old tradition dictates, give the vivid, picaresque and descriptive account of the battles of the Kings and knights. The Author of Par excellence, which fifteenth century saw was the Sir Thomas Malory. His main purpose was to gather important works of Arthurian romance and organize them giving the historical accounts of King Arthur and his knights in his book ‘Le Morte Darthur,’ The Death of Arthur. It was the first English classic, which was published and printed. Women in the medieval period were not treated equally to men. They were mostly religious writers who were canonized as nuns like Clare of Assisi, Bridget of Sweden and Catherine of Siena, who wrote their experiences and insights into religion. But what ever they wrote, they gave charm and feminine touch to their works and in the secular realm, opportunity came in form of Marie de France and Christine de Pizan and from their soul flowed their repressed feelings. They wrote on courtly love. Marie de France was born in France but lived in England in 12th century. In most of her manuscripts are found the characteristic features of Anglo-Norman. The medieval French literature is abounding with stories of courtly love focusing on the queen. The queen for the literary world is the â€Å"natural feminine object of male heterosexual desire†(Kinoshita, Online Edition) and she remains a figure of desire in the hands of King but the Marie de France’s Equitan1 tells us the story of king’s extra marital affair with Senechal’s wife. Even though the lady resisted but she succumbed to his advances and the two plotted to kill Seneschal so they both could marry but Seneschal knew about their disloyalty and he blistered them to death in hot bath and the moral she poster is: â€Å"He who plans evil for another may have that evil rebound back on him† â€Å"Tels purcace le mal dautrui / Dunt tuz li mals revert sur lui† (309-10). 4 (Kinoshita, Online Edition). What lie beneath are the complexities abounded in the courtly forms and the responsibilities of the king? Equitan1 tells about the function of kings, and the principal element is the lord-vassal relations. The feminist theories of today looked into the various aspects that constituted the feminine role in the medieval age and subsequently in their literature. There were very few female writers who had really left an endurable mark on the society. In the patriarchy society, they enjoyed respectable and encouraging social circumstances, though for a limited period. Writers such as the Greek poet Sappho, the Alexandrian mathematician and philosopher Hypatia, and the Chinese scholar Pan Chao (Ban Zhao), were the women of great intellectual abilities. Hypatia was born between 350 and 370 AD. She was a mathematician and also taught astronomy and astrology. She was daughter of Theon, a philosopher and a student in a school of Plato and Plotinus. Her notable works are commentaries on Diphantus’s Arithmetica, on Apollonius Conics and Ptolemy works, but all are lost. She was murdered in 415 AD by Christians mobs. With her murder her works too died. The role of the women was just confined to the domestic affairs which is reflected in the art and literature of the time from Athenian vase paintings to the Homeric verses in both Iliad and Odyssey. In the epics, the woman got the place as mythic figures. Ovid in his Metamorphoses recapitulated women as goddesses who had the power to revenge, as revengeful queens, and on the other hand the cunning witches, and the objects or victims of male aggression and sexual desires. In the classical dramas of Aeschylus, Euripides, Aristophanes and Sophocles, women looked in a different way. Clytemnestra kills the king; her husband Agamemnon but does not hide instead proclaims her deed openly. Agamemnon had killed his only child as he deemed it necessary but Clytemnestra did not forget it and revenged her death. Here Aeschylus poses ethical question on viewers and makes the reader feel sympathetic for women, a thing, which could not be heard, in the contemporary society and Aeschylus bestows on her with title of tragic heroine. On the other hand, Euripides is seemed to be afraid of women. His protagonist Medea is depicted more as a devil than a human being that came on this earth from some other world. She has barbaric attitudes. Euripides was fully aware of the fact that the majority of the women are sensitive human beings, but he was looking at the other side of the women who in the Athenian Age had no rights like that of men and are different than men and when the time came, they are capable to be barbaric too. In Bible, women are shown as heroic female figures like Esther and Judith mostly found in the Old Testament Apocrypha. And the Bible also shows women symbolically as the two opposite poles: temptress Eve and the flawless Virgin Mary. Chaucer in his Canterbury tales presented the women as a dominating personality. Though Chaucer presented the follies of both men and women, he yet gave women her place in the society. In the Knight’s Tale, women find themselves free from the male domination. Emily, Duke Theseus’ sister-in-law, refuses to marry as she considers her chastity as most valuable. His cousins, Palamon and Arcita, both fall in love with Emily. Palamon loves Emily because he thinks that she is a goddess Venus, â€Å"goddess/ But [she] is really Venus [to him]† (Chaucer 1986) whereas Arcita loves Emily because he finds her most beautiful, â€Å"Beauty [that is] so fresh it destroys [him]† (Chaucer, 1986) The plays during the Middle Ages were liturgical, mystery plays but they did not get its due place in the society, and most of the plays had religious fervor. Slowly the mystery plays got popularity in the fourteenth and fifteenth centuries with the most renowned and passionate play being Oberammergau. Along with this, morality plays also gained popularity. Twenty years later, people began to watch the Chronicle-History plays. These forms of the plays depicted the glory of the English to inculcate among public, the feeling of pride under Elizabeth and an ardent desire to know the historical past. The plays became popular, as there was an enthusiasm among the people due to the defeat of Armada in the struggle with Spain. After that there was an era of Renaissance, the freshness of the new ideas originated from the new order in the social, political, economic fabric of the society. Reference List Angelfire. com The Epic of Gilgamesh Retrieved on September 10, 2007 from W. W. W: http://www. angelfire. com/mo3/paganfiles/library/ancient/epic_of_gilgamesh. txt Chaucer G. (1986) The Canterbury Tales. Oxford World’s Classics. Oxford: Oxford University Press Inc. Fletcher R H. (1918) A History of English Literature. Retrieved on September 10, 2007 from W. W. W: http://classiclit. about. com/library/bl-etexts/rfletcher/bl-rfletcher-history-3. htm Kinoshita S. Adultery and Kingship in Marie de Frances Equitan1. Retrieved on September 10, 2007 from W. W. W: http://www. luc. edu/publications/medieval/vol16/kinoshta. html

Euthanasia and Assisted Suicide are Morally Correct :: Free Euthanasia Essay

Euthanasia is Morally Correct "The third night that I roomed with Jack in our tiny double room, in the solid-tumor ward of the cancer clinic of the National Institute of Health in Maryland, a terrible thought occurred to me. Jack had a melanoma in his belly, a malignant solid tumor that the doctors guessed was the size of a softball. The doctors planned to remove the tumor, but they knew Jack would soon die. The cancer had now spread out of control. Jack, about 28, was in constant pain, and his doctor had prescribed an intravenous shot, a pain killer, and this would control the pain for perhaps two hours or a bit more. Then he would begin to moan, or whimper, very low, as though he didn't want to wake me. Then he would begin to howl, like a dog. When this happened, he would ring for a nurse, and ask for the pain-killer. The third night of his routine, a terrible thought occurred to me. 'If Jack were a dog, I thought, what would be done to him?' The answer was obvious: the pound, and the chloroform. No human being with a spark of pity could let a living thing suffer so, to no good end." (James Rachel's The Morality of Euthanasia) The experience of Stewart Alsop, a respected journalist, who died in 1975 of a rare form of cancer gave an example on the morality of euthanasia. Before he died, he wrote movingly of his experiences with another terminal patient. Although he had not thought much about euthanasia before, he came to approve of it after sharing a room with Jack. While growing up, each of us learns a large number of rules of conduct. Which rules we learn will depend on the kind of society we live in and the parents and the friends we have. We may learn to be honest, to be loyal, and to work hard. Sometimes we learn a rule without understanding its point. In most cases this may work out, for the rule may be designed to cover ordinary circumstances, but when faced with unusual situations, we may be in trouble. This situation is the same with moral rules. Without understanding the rules, we may come

Educating ESME Comprehensive Reflection

Every teacher’s worst nightmare – that is the setting to which Madame (whatever you do don’t call her Mrs. ) Esme Raji Codell stepped into as her first job fresh out of college. In this sink or swim world Esme, unknowingly, became a lifeguard to thirty youngsters, as she seemed the only one who could protect the children from the rough waters that are inner city Chicago. Through studying her very candid and personal diary, I am awe stricken by her extraordinary display of pedagogy as she exemplifies what it truly means to be a teacher.Esme’s proficiency in her dealings with situations surrounding equity, creating a safe, relaxed and positive classroom environment, expectations as a teacher, gender, diversity learning, multicultural competence and accommodation are, at times, straight out of a teacher’s workshop. Some might argue with her protocol, as she is both sharp-tongued and downright stubborn, but none can call to question her motive or incapa city for complacency.As every teacher goes into the workplace, first year, or twenty-fifth, and despite any subconscious fear you might possess of the hideous class you might be challenged to educate, there is always a certain comfort in knowing that, regardless the case, you have the support of your administration to uphold most any rational expectation you place on your students. As the school year drew near, I’m sure this was the case even for Madame Esme, as she seemed eager to start her first year of teaching. She set her expectations high in all aspects and from day one seemed determined to see her students achieve accordingly.She maintained her ideals throughout the year, though, it becomes more evident that her superiors might not share such idealistic values. No case more true than is seen on May 4th. After trying to reach a male student, B. B. , who seems to be having behavioral problems related to his home life, Esme finds herself separating her student from a â₠¬Å"big pounding fight on the playground† (Codell, 1999). In the aftermath which followed, Esme receives a tongue lashing from B. B. in which he directly calls her a bitch. Outraged, Codell storms into the office of her incompetent principal, Mr.Turner, and continues to share with him her disgust of the issue. Full of remarks which any rational person would have left to thought, she gladly gave to Mr. Turner in words. Summoned up, her venting stood strongly on the fact that she didn’t get paid to be called names of that sort, and she both didn’t have to, and wouldn’t tolerate such. Reasonable†¦ justified†¦ maybe, maybe not? All the same, nothing in my (and hopefully anyone else’s) study of education could have prepared me, or apparently her, for his unprecedentedly repulsive response. â€Å"You don’t understand.They’re black†¦ It’s just the way black people are. The black child is different. They deal with so much . Drugs, gangs†¦Ã¢â‚¬  (Codell, 1999). How can one articulate the hopelessness of such a situation? I am deeply saddened at the thought that this is based on the account of a real conversation, which took place at a real school, concerning the expectations of real kids. Profound knowledge directly linked to the situation can be found in the Pygmalion Study (Rosenthal, 1992) where student achievement was found to be directly proportional to the expectations placed on them by teachers and administrators.Knowing that this was the standard set for students school wide, one may only speculate at the vast number of children who fell victim to such complacency and negativity. As I am only able to imagine how detrimental it must have been to Esme’s moral in that moment to hear such foulness reign down from your superior, I commend her in the highest fashion for the manner in which she handled herself before him. I only hope that I have the courage to stand so boldly should I fi nd myself under such circumstances. The months of April and May seem to be full of touching moments in Madame Esme’s first year.I found myself rather moved in taking stance from an omnipresent perspective. On tax day, Codell finds herself frustrated with Latoya, a young black girl in her class, seeing as it was the fourth consecutive day she had been a half hour late (Codell, 1999). Bound by her own pledge to professionalism in educating the kids she is so blessed to have, Madame shows sign that she might possess human qualities, after all, when she admits that she was inclined to yell at Latoya as she was becoming frustrated on having to repeat herself, consecutively.However, Esme is able to withhold her wit and refrains from doing so as she has vowed to talk and listen privately, as of late. Upon speaking with the student alone in the hall, Latoya calmly informs her that â€Å"they are in the shelter this week and [she] must drop her little sister off and take the train ov er†¦ it takes longer than [expected]† (Codell, 1999). Stepping back a moment to gain perspective, these are fifth graders. The same one where you look forward to daily recess freshly removed from the ideas that the opposite sex have ‘coodies’ and light up sneakers are cool.Remember? Oh, yeah! And you walk your sister to drop her off in the mornings before school and then jump on the inner-city Chicago train to get to school, yourself. As a teacher, you’re taught that your students will live very different lives and of the necessity to make accommodations accordingly. Students’ backgrounds cover a vast spectrum, and in order to achieve equity in your classroom, you must accommodate these students and cater to their specific needs so that, they too, have an opportunity to be successful.Latoya’s story, in particular, strikes me a little too close for comfort. In fact, it is unsettling to know that these situations are not the exception in su ch areas, but can be found, all too, commonly when the teacher takes a closer look. Is it because, like many, my childhood was so very contrasting to what you find, time and again, throughout the diary? I was pleased with the mild temperament in which Esme handled the situation. She made it clear that Latoya had done a good thing and that she appreciated it, followed by a means of accounting for any work that she might have missed.I find it especially significant that she reflected clearly reflected on the matter, and how close she had come to scolding the student who in all actuality, deserved praise. â€Å"I still burned with shame at the thought of what I almost said and at all the occasions I have spoken harshly† (Codell, 1999). These are words which should be heard as an echo in the minds of every teacher following his or her sharp tongue. As a boy, myself, I will attest based on my personal account that boys are in crisis.Though, I was clearly not in a state of mind to fathom it at the time, I (and most other boys alike) struggled with the restraints of public school. Sitting in a desk for an hour or so at a time with, but, five minutes to use up all of my energy in the hallways before my next bound session was rough to say the least. It is trying on a boy’s soul. Comprehending what the teacher is scribing on the board is the least of your worries, so paper folded in some fashion or another becomes a common means of passing time. Other days, it’s the kid sitting next to you.Meanwhile, you, likely those around you, are missing out on the entire point of being there – education. Esme seemed to have mastery understanding of this early on whether she fully knew the science behind it, or not. Though, she makes just a small note, a few words says it all. In what appeared to be Esme, merely, jotting down a few random observations for her diaries’ sake she hit on something rather insightful. â€Å"June 4th†¦ Kyle performs better in math if I let him stand on his head whenever he wants. † (Codell, 1999). Now what does this mean?The fact of the matter is, when you let boys get their raw physical energy out they are significantly more receptive to the idea of sitting at a desk and learning, as well as more proficient in doing so (Slocumb, 2004). Girls learning styles and general behavior are more in tune with the establishment of the public school system, when compared to boys. These are gender specific issues that you must be aware of in the classroom. As anyone who has ever been through grade school knows, being different can create a problem for you among peers, and a grand one at that.Whether that difference be the way you dress, your intelligence, speech patterns, race, ethnicity, customs, physical trait, the way you act or any of the other items which fall into such an infinite classification, that difference is enough to land you on the wrong end of someone’s jokes. While, we have l earned that regardless of their likeness, there are as many differences within groups of people as can be found between one another. Thus, there are no real grounds to single anyone out under the premise that they are different.However, this is a concept far, too, fetched for fifth graders†¦ usually. Early on in the year, September 27th, Madame Esme read the story The Hundred Dresses by Eleanor Estes to her class. The plot of the tale is about a little girl who claims to have one hundred dresses, despite wearing the same one to school every day. After being teased, endlessly, the poor girl moves away. Then her peers come to find that she truly does own a beautiful hundred dresses like she had said†¦ one hundred drawings of dresses.The story is significant because following its closure, Ashworth, a boy in class stood up and whispered to Madame that he had something to share with the class. Esme speaks aloud to the class to give him their attention, as expected; then, she ad ds â€Å"I hope you will keep in mind The Hundred Dresses when he tells you. † Stuttering, Ashworth gets out â€Å"I†¦ I only have nine and a half fingers. Please don’t tease me about it. † (Codell, 1999). In her journal, Codell is quoted in describing the moment as macabre (Codell, 1999).After the silence which she captures eloquently, students speak out to defend him one after another with claims that they’ll kick anyone’s ass who says something. If you’ve ever witnessed someone publicly disclosing something truly personal about themselves such as this before, then perhaps you can grasp what a spectacular moment this must have been. As a teacher, you know this is a victory. This is one of those extraordinary moments that pay back to the nth degree, but can’t be found via pay stub on Friday. As a teacher, there’s not much that you can do here. This is, in a way, above you.You don’t create these moments, they happen . You do, however, create a safe, positive, comfortable environment where the students can relax and learn. Madame monitored the situation as best she could in the moment, but the true credit here, she began earning the first day when the students walked in. She earns it daily with her greeting, â€Å"Trouble Basket†, and word exercises as the students enter her classroom. Further, she is helping to break down the walls between individuals and helping them to come forth with their problems, all via her classroom environment.While we have gathered that we are all so, very, different in our many personal traits and attributes, gender, and even the background that we come from, the same holds true for our learning styles in the classroom. If there is any single thing which Madame Esme might have gotten most right, it must be her diversity in teaching styles. This is so intrinsically related to many principles of teaching associated with differences. Students learn in different w ays just as they do all others things differently and to varying degrees from one another.Esme has been deemed crazy over the course of the year for her outrageous methods including the way she dresses, herself, at times. In a list from June ninth, â€Å"†¦ we made light-up quiz games†¦ put on shadow puppet shows†¦ built an accurate castle†¦ had a bubble festival†¦ made sushi†¦ made video commercials†¦ had a book character masquerade party†¦ went to an outdoor Beethoven concert†¦Ã¢â‚¬  (Codell, 1999). The previous is even an incomplete list of the interesting lessons she remembers doing. It doesn’t include any of the larger activities which she discussed in depth, over the course of her diary.The point is that the more diverse your teaching techniques, the more effective you are as a teacher. This is evident in the beginning of the same journal entry in which Esme notes that the results from her kids Iowa reading and math scores were the best in the school and virtually every student jumped at least one year in their performance from previous tests (Codell, 1999). What else do you say to this? Cliche as it may seem, â€Å"talk is cheap. † These results explain it all, as they are a testament to the effectiveness of diversity teaching and learning methods.In evaluating Madame Esme Raji Codell, one must understand that any findings would be incomplete so long as they didn’t include accreditation for her work regarding multicultural competence. In this country, we have had a real problem accommodating cultures other than our own. Oh, how quickly we forget that our nation was started by a diverse group whom had all made the voyage to the new land from their parent countries, alike. Over the last few hundred years, America developed foul sense of self pride which demanded others become like us. When in all actuality, it would be impossible to concretely define what we are.Thus, the justly concept o f multicultural pluralism and multicultural competence have since been born. Esme, the poster child for such innovative practices, exemplifies everything which the terms stand for. Madame wore a sari, a type of scarf, given as a gift to her by a student from another country (one of three) without much more thought than to show her gratitude, it seemed (Codell, 1999). The next day, she had four girls waiting on her, all dressed in customary fashion from the native land, seemingly inspired by the window of opportunity Codell had given them the day prior.In another instance, she allowed her female student to perform a cultural dance, which the student began without asking during class. Such was allowed. It was merely the girl looking to express herself and in the process everyone else enjoyed it. When studying the Mexican-American War Madame brought in a native Hispanic man to lecture on Mexico’s perspective of the war. This is multicultural competence. I commend her for, in the midst of her diversity teaching and learning styles, she includes these fine principles, which in turn, encourages cultural pluralism and combats assimilation of culturally diverse students.They are more fluently understood for their practices and, consequently, increasingly accepted among fellow students. In studying this diary†¦ this epic monologue†¦ this compilation of pedagogy†¦ I wonder now, What do you conclude from this? What is the one thing that you can take with you from this? It’s an answer so vast that it cannot be defined in this, mere, manuscript. What is my conclusion you ask? My conclusion is this: what more might I add that Madame Esme Raji Codell has not already taught us? In my eyes, she is the model for twenty-first century teachers in America. She is motivated to educate, not just teach.She is determined to succeed, rather than participate. She strives to make a difference, rather than be a part of the problem. And, may God have mercy on t he incompetent individual who stands in her way. These dispositions compiled with a hunger for knowledge, an inclination to reflect, a conscience to admit when wrong, and a sense of humor to laugh about it at the end of the day are the ingredients for success in the teaching profession. Such are the characteristics of a fine fifth grade teacher by the name of Madame Esme and such are the very reasons why her name will not be forgotten.

Distinctive Marketing, IT Capabilities, and Strategic Types: A Cross-National Investigation

Distinctive Marketing and Information Technology Capabilities and Strategic Types: A Cross-National Investigation ABSTRACT Keywords: strategic typology, firm capabilities, cross-national, Japan, China The authors examine the relationship between strategic type and development of distinctive marketing, market-linking, technology, and information technology (IT) capabilities to implement innovation strategy. They hypothesize that prospectors must build technical and IT capabilities, whereas defenders develop market-linking and marketing capabilities. The authors collect data from 709 firms across the United States, Japan, and China.They find support for their capability hypotheses, as well as for some of their cross-national hypotheses that are based on cultural and business environment differences among the three countries. In particular, they find support for the hypotheses that Japanese firms have greater technology and IT capabilities than U. S. firms of the same strategic type. Th ey conclude with implications for management. The strategic typology of Miles and Snow (1978) has received much attention in the marketing and management literature over the past two decades (e. g. Conant, Mokwa, and Varadarajan 1990; Dyer and Song 1997, 1998; Griffin and Hauser 1996; Gupta, Raj, and Wilemon 1986; McDaniel and Kolari 1987; McKee, Varadarajan, and Pride 1989; Parry and Song 1993, 1994; Ruekert and Walker 1987; Song and Xie 2000; Walker et al. 2003). Almost 30 years after its initial appearance in the literature, their typology is viewed widely as having stood the test of time and is still the most popular and commonly accepted model of strategic types in the management literature, having been applied in many different industry settings (DeSarbo et al. 005; DeSarbo et al. 2006; Hambrick 2003). Miles and Snow envision strategy as the patterns in the decisions by which a strategic business unit (SBU) aligns itself with its environment, and they categorize SBUs according to these patterns. The critical underlying variable in their typology is the rate of change in an SBU’s products or markets. Using an exploratory empirical study, Miles and Snow propose four strategic types—prospectors, analyzers, defenders, and reactors—and suggest that each of the first three types chooses a different competitive strategy ith respect to products and/or markets: Prospectors will innovate technologically and seek out new markets, analyzers will prefer a â€Å"second-but-better† strategy, and defenders will focus on maintaining a secure niche in a relatively stable Michael Song, Robert W. Nason, and C. Anthony Di Benedetto Journal of International Marketing  © 2008, American Marketing Association Vol. 16, No. 1, 2008, pp. 4–38 ISSN 1069-031X (print) 1547-7215 (electronic) 4 product or service area.Miles and Snow suggest that all three of these strategic types can be successful if the SBU matches its strategy to the competitive en vironment and develops and deploys appropriate capabilities. Capabilities have been broadly defined as â€Å"complex bundles of skills and accumulated knowledge that enable firms [or SBUs] to coordinate activities and make use of their assets† (Day 1990, p. 38). In this article, we examine the relationship between Miles and Snow’s (1978) strategic type and four capability constructs: technology, market linking, marketing, and information technology (IT).Day (1994) suggests that both technology and market-linking capabilities (or â€Å"insideout† and â€Å"outside-in† capabilities, respectively) are critical to sustained competitive advantage and superior performance (see also Day 1990; Day and Wensley 1988). Technology capabilities, which enable the organization to improve production process efficiencies and ultimately reduce its costs and increase its competitiveness, include financial management, cost control, technology development, logistics, manufact uring, and other processes with an internal emphasis.Market-linking capabilities, which enable the organization to use its technology capabilities to exploit marketplace opportunities, include market sensing, channel bonding, customer linking, technology monitoring, and spanning processes such as purchasing and new product development (Day 1994). Marketing capabilities, such as customer and competitive knowledge, skill in market segmentation and targeting, and effective marketing program design, should also be related to an organization’s performance. In a ioneering study, Conant, Mokwa, and Varadarajan (1990) link marketing capabilities to the four strategic types and find that prospectors are superior in marketing capabilities. The marketing literature suggests that obtaining market and competitive information and diffusing it throughout the organization lead to better market orientation, better performance, and sustainable competitive advantage (Day 1994; Jaworski and Kohl i 1993). The literature also suggests that IT capabilities are increasingly important means to these ends.Research in both the marketing and new product streams has recognized the difficulty of communication across functional boundaries and has identified ways to improve both the quantity and quality of information (Dyer and Song 1997, 1998; Griffin and Hauser 1992, 1993, 1996; Montoya-Weiss and Calantone 1994; Parry and Song 1993, 1994; Ruekert and Walker 1987; Song, Thieme, and Xie 1998; Song and Xie 2000; Swink and Song 2007). All four capability constructs include significant marketing processes. The original, exploratory Miles and Snow (1978) research finds relationships between firm capabilities andInformation Technology Capabilities and Strategic Types 5 strategic types in a limited number of industries. A subsequent study in this research stream empirically examines the relationships between marketing capabilities and strategic types and also validates a scale for assessing a business unit’s strategic type (Conant, Mokwa, and Varadarajan 1990). Two recent studies by DeSarbo and colleagues (2005, 2006) propose and empirically test models that include a range of capabilities in addition to marketing capabilities.DeSarbo and colleagues (2005) use SBU data from three countries (the United States, China, and Japan) to derive a descriptive strategic typology that improves on the Miles and Snow typology in terms of explanatory power; this study is extended by DeSarbo and colleagues (2006) to a predictive model that examines causalities between strategic capabilities and SBU performance. The first objective of the current study is to examine the relationships between an SBU’s strategic type and its development of the four distinctive organizational capabilities technology, market linking, marketing, and IT). This research extends the previously mentioned research stream (Conant, Mokwa, and Varadarajan 1990; DeSarbo et al. 2005; DeSarbo et al. 200 6) in that we seek to quantify and to better understand these relationships. The second objective is to build and test hypotheses regarding cross-national differences and their effects on the relationships between strategic type selection and the capabilities, a topic in which no empirical work has been conducted so far. We gather empirical data from three countries: the United States, China, and Japan.As China and Japan are the two largest East Asian economies, and together with the United States make up the three largest economies worldwide as measured by purchasing power (World Bank 2000), it is important to examine how firms from these countries compare with respect to their capabilities and strategies. Although DeSarbo and colleagues (2005) use a three-country database to build their descriptive typology, the research does not use the extant international marketing and management literature to build or test hypotheses of cross-national differences.We believe that the cross-nati onal hypothesis testing constitutes a clear extension to the work of Conant, Mokwa, and Varadarajan (1990) and DeSarbo and colleagues (2005, 2006). We first propose a set of four hypotheses relating an SBU’s relative capabilities to its selection of strategic type, as well as four additional hypotheses expressing expected crossnational differences in the magnitudes of the capabilities. We then test these hypotheses using a data set of 709 managers from the United States, Japan, and China. Our empirical results largely confirm these hypotheses. We conclude by 6 Michael Song, Robert W. Nason, and C.Anthony Di Benedetto providing theoretical implications and some possible prescriptions for managers seeking to improve their organization’s strategy selection. In this section, we define the Miles and Snow (1978) typology and discuss the implication of the strategic selection. We then define the four capability constructs and develop four hypotheses relating the capability co nstructs to strategic type. The Miles and Snow (1978) strategic types differ in the rate at which they change products or markets in response to environmental change. According to Miles and Snow, prospectors are the leaders of change in their industry.They operate within a broad product-market domain that undergoes periodic redefinition (Conant, Mokwa, and Varadarajan 1990; Dyer and Song 1997). They value being â€Å"first in† in new product and market areas as market pioneers even if not all these efforts prove to be highly profitable (Robinson and Fornell 1985; Robinson, Fornell, and Sullivan 1992). They often need to respond rapidly to early signals involving areas of opportunity, and these responses often lead to a new round of competitive actions. Nevertheless, prospectors may not maintain market strength in all the areas they enter.They compete principally through launching new products and meeting new marketplace opportunities. Consequently, they devote significant res ources to new product development, market research, and other marketing expenses (Hambrick 1983; McDaniel and Kolari 1987; Shortell and Zajac 1990; Walker et al. 2003). Prospectors also rely on close ties with the channel of distribution to anticipate customer needs and environmental changes (Walker et al. 2003). Sony’s audio products SBU, which is responsible for innovations such as the Walkman, is an example of a typical prospector organization.Defenders attempt to locate and maintain a secure niche in a relatively stable product or service area. They are less risk oriented than prospectors; typically they do not look outside well-defined product-market domains for new opportunities (McDaniel and Kolari 1987; Shortell and Zajac 1990). Rather than invest time in new product or market development, they tend to offer a more limited range of products or services than their competitors, and they focus on resource efficiency and cost-cutting process improvements to try to protect their domain by offering higher quality, superior service, lower prices, and so forth (Hambrick 1983).Defenders are normally not at the forefront of developments in the industry. Walker and colleagues (2003) distinguish between two defender strategies: price cutting and competitive differentiation. Unlike Sony’s audio SBU, Matsushita’s audio division, a typical defender organization, is likely to focus not on developing products but rather on cutting manufacturing costs (Lieberman and Montgomery 1988). HYPOTHESIS DEVELOPMENT The Miles and Snow Strategic Typology Information Technology Capabilities and Strategic Types 7 Analyzers show qualities of both defenders and prospectors.They attempt to maintain a stable, limited line of products or services, while moving out quickly to follow a carefully selected set of the more promising new developments in the industry (Conant, Mokwa, and Varadarajan 1990; Dyer and Song 1997). Analyzers are seldom â€Å"first in† with new products or services. However, by carefully monitoring the actions of major competitors in areas compatible with their stable product-market base, they are frequently â€Å"second in† with a more cost-efficient product or service (Conant, Mokwa, and Varadarajan 1990; Dyer and Song 1997).For example, they might develop a new product in a stable market domain or sell established products in new geographic markets or through new distribution channels. They can operate in different domains, perhaps one stable and one more turbulent (McDaniel and Kolari 1987). Miles and Snow (1978, p. 73) characterize analyzers as â€Å"avid followers of change,† always ready to pursue a promising, emerging product or market with a later-entrant, â€Å"second-but-better† strategy (Robinson, Fornell, and Sullivan 1992).They can initiate product and/or market development, but less often than prospectors; at the same time, they can focus on stability and efficiency, but to a lesser extent than defenders (Hambrick 1983). Reactors typically lack long-term plans and any consistent strategy, instead reacting to environmental pressures as necessary (McDaniel and Kolari 1987). Empirical study has suggested that prospectors, analyzers, and defenders all perform well (Conant, Mokwa, and Varadarajan 1990; Miles and Snow 1978) and generally outperform reactors.We are interested primarily in the relative capabilities of the three potentially successful archetypal strategic types, so we do not explicitly include reactors in our hypotheses. We have gathered data from reactor organizations, however, and included them in our analysis section. To create economic value, sustain competitive advantage, and achieve superior profitability, an organization requires a wide range of capabilities. Although it would be impossible to list them all, certain categories of capabilities common to many organizations have been identified and used in prior research (e. . , Day 1994; DeSarbo et al. 2006). Technology capabilities—such as financial management, cost control, technology development, and logistics—enable an organization to keep costs down and to differentiate its offerings from those of competitors. Market-linking capabilities—such as sensing market trends, channel and customer linking, and technology monitoring—enable an organization to be responsive to changing customer needs and to use its technical capabilities effectively to exploit external possibilities (Day 1994). Marketing capabilities—such as skill in segmentation,Organizational Capabilities 8 Michael Song, Robert W. Nason, and C. Anthony Di Benedetto targeting, pricing, and advertising—enable the organization to take advantage of its market-sensing and technological capabilities and to implement effective marketing programs (Song and Parry 1997a, 1997b). Finally, IT capabilities enable the organization to diffuse market information effectively across all rel evant functional areas so that it can direct new product development. Not all organizations will have all of these capabilities (Day and Nedungadi 1994; Day and Wensley 1988).Furthermore, organizations will solidify and even develop their particular capabilities through time according to their strategic type, as Miles and Snow’s (1978) classification posits. For example, prospectors tend to compete by anticipating new product or marketplace opportunities and by implementing technological innovation; continued, successful prospecting will have the effect of strengthening inside-out and IT capabilities. The subsequent sections explore the hypothesized relationships between strategic type and organizational capabilities.Market-linking and -sensing capabilities enable the organization to compete by sensing market changes effectively, anticipating shifts in the market environment, creating and retaining durable links with customers, and creating strong bonds with channel members s uch as wholesalers and retailers. These capabilities enable the organization to sense marketplace requirements before competitors and to connect its other capabilities to the external environment (Day 1994). Organizations of all strategic types need well-developed market-linking capabilities.For defenders, however, such capabilities are particularly critical because these organizations must correctly and quickly anticipate changes in the market and their customers’ needs if they are to maintain their prominence within their existing product-market domain (Conant, Mokwa, and Varadarajan 1990). Because defenders attempt to locate and maintain a secure niche in a relatively stable product or service area, they tend to offer a more limited range of products or services than their competitors, and they try to protect their domain by offering higher quality, superior service, lower prices, and so forth.To be effective in achieving these objectives, defenders must possess a high lev el of market-linking capabilities. Walker and colleagues (2003) also note that tracking changes in customer needs and competitive behavior is especially important to a differentiated defender strategy. They note that defenders should be strongest in business functions related to their competitive strategy, such as market sensing and linking. Although prospectors should also have good market-linking capabilities, their ability to sustain competitive advantage is more closely tied to the development of new products, markets, and technologies.Therefore, although Market-Linking Capabilities Information Technology Capabilities and Strategic Types 9 market-linking capabilities are important to prospectors and analyzers, defenders will need them most. Our expectations about organizational strategy types and market-linking capabilities (relative to competitors) can be summarized as follows: H1: Along the prospectors–analyzers–defenders continuum, prospectors have the least rel ative marketlinking capabilities, nd defenders have the greatest. Technical capabilities involve the manufacturing processes, technology, new product development, production facilities, and forecasting of technological change in the industry. They are contained within the organization and activated by market, competitor, and external challenges and opportunities. By increasing efficiency in the production process, they can reduce costs and improve consistency in delivery and, therefore, competitiveness (Day 1994).Although technical capabilities are likely to be important for all strategic types, they should be most important to prospectors, which prosper in unstable, changing environments, especially those marked by rapid technological change such as biotechnology, medical care, and aerospace (Walker et al. 2003). Because prospectors use a first-to-market strategy and typically operate within a broad product-market domain that undergoes periodic redefinition (Robinson, Fornell, and Sullivan 1992), they must be able to develop new technologies, products, and markets rapidly (Conant, Mokwa, and Varadarajan 1990; McDaniel and Kolari 1987).Walker and colleagues (2003) note that prospectors require strength in product research and development (R&D) and product engineering, and they perform best when the amount spent on product R&D is high. Because defenders typically locate and maintain a secure niche in a relatively stable product or service area, they tend to be less interested in developing new products and technologies and therefore will depend less on technical capabilities. Formally, H2: Along the prospectors–analyzers–defenders continuum, prospectors have the greatest relative technical capabilities, and defenders have the least.Marketing capabilities include knowledge of the competition and of customers and skill in segmenting and targeting markets, in advertising and pricing, and in integrating marketing activity. Conant, Mokwa, and Varadaraj an (1990) find that prospector firms have distinctive competencies in marketing planning, allocation of marketing resources, revenue forecasting, and control of marketing activities. However, although both prospectors and defenders require skills in Technical Capabilities Marketing Capabilities 10 Michael Song, Robert W. Nason, and C. Anthony Di Benedetto arketing and market research to succeed (Song and Parry 1997a, b), certain marketing capabilities will be of most importance to defender firms because they are most concerned about protecting products and retaining customers (McDaniel and Kolari 1987). Walker and colleagues (2003) note that differentiated defenders must be able to communicate their products’ unique advantages so as to sustain customer satisfaction and loyalty. Low-cost defenders must be able to standardize effective marketing programs across all customer segments so as to reduce overall marketing costs.Thus, because both differentiated and low-cost defenders rely on marketing capabilities, they should develop them to a greater degree than should other strategic types. H3: Along the prospectors–analyzers–defenders continuum, prospectors have the lowest relative marketing capabilities, and defenders have the greatest. A firm active in product development must be able to gather technical and market information effectively and disseminate it throughout the organization (Jaworski and Kohli 1993; Kohli and Jaworski 1990; Narver and Slater 1990).These IT capabilities facilitate internal communication and cross-functional integration (Song et al. 2007). Better IT is associated with greater strategic flexibility and, ultimately, with better performance and greater organizational success (Bharadwaj, Bharadwaj, and Konsynski 1999; Swanson 1994). Day (1994) notes that more creative use of IT should lead to better firm performance, and other researchers have found that better information transmission across functional areas leads to m ore successful new products (Griffin and Hauser 1992, 1993, 1996; Gupta, Raj, and Wilemon 1986; Moenaert and Souder 1996).As we discussed previously, prospectors typically operate within a broad product-market domain that undergoes periodic redefinition. They also rely on the rapid development of new products and new markets (Robinson, Fornell, and Sullivan 1992). Therefore, prospectors need relatively high IT skills to respond rapidly to early signals involving areas of opportunity. Miles and Snow (1978) note that prospectors tend to have the most complex coordination and communication mechanisms.Because of the technologically advanced nature of the products they develop, prospectors are also more likely to encounter conflicts among marketing, R&D, engineering, and possibly other functional areas (Dyer and Song 1997, 1998; Walker et al. 2003). This makes even more critical prospectors’ ability to communicate as effectively as possible and to ensure the free flow of informati on throughout the organization. In addition, prospectors might need greater strategic flexibility than other strategic types because they must constantly monitor and target emerging technology IT CapabilitiesInformation Technology Capabilities and Strategic Types 11 and product opportunities; better IT contributes to greater strategic flexibility (Bharadwaj, Bharadwaj, and Konsynski 1999). Formally, we propose the following: H4: Along the prospectors–analyzers–defenders continuum, prospectors have the greatest relative IT capabilities, and defenders have the lowest. CROSS-NATIONAL HYPOTHESES The cultural differences among Japan, China, and the United States are well documented in the literature (Hofstede 1980; Tse et al. 1988). Japanese and Chinese cultures are collectivistic and long-term oriented, whereas the U.S. culture is individualistic and short-term oriented. Japan and China emphasize group harmony and cohesiveness, whereas the United States values freedom of c hoice and competition (Hofstede 1980). The business environments in both Japan and China reflect these cultural tendencies. In Japan, the Ministry of Economy, Trade, and Industry (METI) encourages investment in key technologies and fierce competition among Japanese firms in selected industries (Kagono et al. 1985). These policies have helped strengthen Japan’s competitiveness in the global marketplace. In addition, METI’s olicies have recently encouraged new initiatives, such as growth in IT and support for environmentally friendly products (Elder 2000). The keiretsu, or interorganizational business groups, also strongly support technology development in Japan (Lai 1999; Lincoln, Gerlach, and Ahmadjian 1996; Miwa and Ramseyer 2002). A major manufacturer might work cooperatively with its suppliers and distributors (vertical keiretsu) or with other manufacturers (horizontal keiretsu) to perfect a new technology; consider, for example, the consortium of Japanese firms tha t worked with Sony in the development of the global positioning system (Campbell 1999).In addition to technology and IT capabilities, Japanese firms in many industries possess formidable marketing and marketlinking capabilities. Their cultural predilection toward group harmony and cohesiveness has led Japanese firms to value long-term relationships with their suppliers, distributors, and customers (Kagono et al. 1985; Kotabe et al. 1991; Smith, Peterson, and Wang 1996; Tse et al. 1988). These relationships enable Japanese manufacturers to link with their customer markets effectively and to develop appropriate marketing strategies and programs.Since the end of World War II, Japanese firms have closed the gap between themselves and their U. S. competitors in terms of marketing capabilities, in some industries surpassing them. As an example, Japanese carmakers are renowned for their excellence in customer research. Use of observational research techniques has enabled Toyota, Nissan, an d Honda to develop cars that are 12 Michael Song, Robert W. Nason, and C. Anthony Di Benedetto ideally suited to the unique demands of the U. S. marketplace (Shirouzu 2001).Japanese carmakers were also among the first to use Quality Function Deployment techniques (e. g. , the House of Quality; see Hauser and Clausing 1988), which ensure that market needs drive all the subsequent steps in product development and manufacturing processes, including product engineering, process planning, and production (Griffin 1992). It was the U. S. carmakers that had to learn these techniques from Japanese carmakers to catch up (Dyer 1996). This literature suggests that Japanese firms are at least equal to their U. S. ompetitors in terms of marketing capabilities and, because of their cultural tendency toward group harmony and cohesiveness, could possess even stronger market-linking capabilities. The Chinese business environment differs from that of Japan, though the two countries share some cultural traits. Despite recent economic reforms, many Chinese firms remain state-owned enterprises, characterized by shared government and firm authority (Schermerhorn and Nyaw 1991). Since the 1970s, investment in technology and innovation has been supported strongly by government policy to stimulate Chinese economic growth and to boost global competitiveness.As decentralization has occurred, stateowned enterprises have increased their decision-making authority on issues such as products and prices (Henley and Nyaw 1986; Laaksonen 1988; Schermerhorn and Nyaw 1991), and smaller collective enterprises with even less government control have become more prevalent (Parry and Song 1994). Nevertheless, Chinese government policy continues to prioritize technology capability investment. However, our review of the literature on Chinese state-owned enterprises reveals little evidence that the Chinese government has prioritized or funded marketing, market-linking, or IT capabilities.In summary, the l iterature suggests that Japanese government and keiretsu policy favor technology and IT capability development, whereas Chinese government policy favors technology development. In addition, the marketing and marketlinking capabilities of Japanese firms are well established, whereas Chinese governmental policy has not supported the development of these capabilities On the basis of this evidence, we propose the following: H5: Japanese firms have greater market-linking capabilities than U. S. and Chinese firms of the same strategic type.H6: Japanese and Chinese firms have greater technology capabilities than U. S. firms of the same strategic type. Information Technology Capabilities and Strategic Types 13 H7: Japanese and U. S. firms have greater marketing capabilities than Chinese firms of the same strategic type. H8: Japanese firms have greater IT capabilities than U. S. firms of the same strategic type. Note that H5–H8 can be tested for each of the four strategic types separa tely—thus the qualifier â€Å"of the same strategic type. † RESEARCH DESIGNInstrument Development and Cross-Cultural Validation Process Our constructs are defined using competitive capability theory (Conant, Mokwa, and Varadarajan 1990; Day 1994) and must be operationalized using valid, reliable measures (Churchill 1979). We used a four-step instrument development procedure to develop new scales for market-linking, technical, marketing, and IT capabilities and to ensure crosscultural validity. (For a fuller discussion of the instrument development procedure, see DeSarbo et al. 2005. ) Step 1: Measurement Items for Each Capability Type.We identified relevant measurement scales from the marketing literature. We grouped the scale items derived from these scales into the four capability types. To this initial pool of items for each capability type, we added new items in instances in which we believed that not all the dimensions of the construct had been sufficiently covere d. To ensure content validity and appropriateness of items, we refined the scales through in-depth focus interviews in two SBUs. Managers at these SBUs were asked their opinions about salient issues in SBU capabilities.They were also asked to evaluate whether the theoretical model described their own experiences adequately. Next, managers commented on their perceptions of the relevance and completeness of the scale items drawn from the literature review and previous case studies. Finally, we tested and validated the Conant, Mokwa, and Varadarajan (1990) strategic typology scale. Step 2: Scale Development. Following Churchill (1979), we assessed construct validity of the scales being developed and corrected any scale items that might still be ambiguous.Seven judges (two professors and five doctoral students with background in measurement development) sorted the items from the first step into the four capability scales, following Davis’s (1986) procedure. Construct convergence and divergence were examined by assessing interrater reliability (for assessment statistics, see DeSarbo et al. 2005). Step 3: Instrument Pretesting. Using the judges’ comments, we reexamined all scale items and eliminated inappropriate or ambiguous items or any that were inconsistently classified.We then combined the four scales into an overall instrument 14 Michael Song, Robert W. Nason, and C. Anthony Di Benedetto for additional pretesting. We distributed the instrument to 32 managers in the two SBUs to further assess scale reliability and validity; two problematic items were deleted. Then, the instrument was distributed to 41 executive MBA students taking a new product development class. We subjected the results to factor analysis and assessment of reliability. (Factor loadings and reliability test results are available on request. We deleted two more items, which resulted in a questionnaire including all items judged to have high consistency and face validity. Step 4: Cr oss-Cultural Validation of the Research Instrument. To ensure that the translation was accurate and that the question meanings were not altered, we used a double-translation method to translate the questionnaire into Japanese and Chinese (Adler 1983; Douglas and Craig 2006; Sekaran 1983). After translation, we conducted field research in six Japanese firms and two Chinese firms in which we examined SBU capabilities and innovation strategies.The purposes of the field research were to establish the content validity of the concepts and the hypothesized relationships among the constructs; to establish equivalence of the constructs, concepts, measures, and samples; and to assess the possibility of cultural bias and response format bias (Douglas and Craig 2006). The field research studies were conducted over a ninemonth period with multiple visits to the companies. The field research studies were important for several reasons. First, they facilitated an assessment of construct (conceptual , functional, and category) equivalence.Second, they indicated that the measurement scales were appropriate for studying capability and strategic types in Japanese and Chinese context. Third, the field research results suggested that it is more appropriate to ask the respondents to rate their SBU on each of the capability scale items relative to their major competitors (for exact wording, see Appendix A). Appendix A provides a list of the final measure measurement items and the response format employed in the questionnaire. The following sections briefly summarize the four scales.Market-Linking Capabilities. We measured market-linking capabilities using several scale items derived from Day (1994). The items measure relative capability in creating and managing durable customer relationships, creating durable relationships with suppliers, retaining customers, and bonding with channel members. Technical Capabilities. We also measured technical capabilities according to a set of scale i tems derived from Day (1994). These items measure relative capabilities in the prediction ofInformation Technology Capabilities and Strategic Types 15 technological change, technology and new product development, manufacturing processes, and production facilities. Marketing Capabilities. We measured marketing capabilities using a set of scale items derived from Conant, Mokwa, and Varadarajan (1990). These items measure knowledge of customers, knowledge of competitors, integration of marketing activities, skills in segmentation and targeting, and effectiveness of pricing and advertising programs. IT Capabilities.We defined IT capabilities as the relative capabilities that help an organization create technical and market knowledge and facilitate intraorganizational communication flow. We developed items to measure the possession of IT systems for new product development, cross-functional integration, technology and market knowledge creation, and internal communication. We subjected th ese items to the measurement development procedure described previously. We obtained the data from a large-scale mail survey of the companies listed in Ward’s Business Directory, the Directory of Corporate Affiliations, and the World Marketing Directory.We drew a proportionate-stratified random sample of 800 firms from each country, using each industry as a stratum. The data collection consisted of three stages: presurvey, data collection on SBU strategies, and data collection on relative capabilities. In the first stage, we sent a one-page survey and an introductory letter requesting participation to all the selected firms and offered a list of available research reports to participating firms. The letter requested each firm to select an SBU/division for participation and provide a contact person in that SBU/division.Of the 2400 firms contacted, 392 in the United States, 429 in Japan, and 414 in China agreed to participate and provided the necessary contacts at the SBU/divis ion level. In the second stage, on strategic types, we contacted the designated SBU managers directly and mailed a questionnaire and personalized letter to each manager. We employed a three-wave mailing on the basis of the recommendations of Dillman (1978). We received data on the multi-item measures of the strategic types from 308 firms in the United States, 354 firms in Japan, and 352 firms in China.Two items at the end of the instrument assessed respondents’ confidence in their ability to answer the questions. Respondents with a low level of confidence (less than 6) were excluded from the final sample. In the third stage, on the four capabilities, we sent another questionnaire to the SBU managers, followed again by a three-wave mailing. This time, we received data on the rela- Data 16 Michael Song, Robert W. Nason, and C. Anthony Di Benedetto tive capabilities from 216 U. S. firms, 248 Japanese firms, and 245 Chinese firms.These sample sizes represent response rates of 27. 0% in the United States, 31. 0% in Japan, and 30. 6% in China. The final sample includes the following industries: computer-related products; electronics; electric equipment and household appliances; pharmaceuticals, drugs, and medicines; machinery; telecommunications equipment; instruments and related products; air conditioning; chemicals and related products; and transportation equipment. The majority of participating SBUs/divisions had annual sales of $11 million–$750 million and 100–12,500 employees.Appendix A presents all of the measures used in this study. We asked respondents to rate their SBU on each of the capability scale items relative to their major competitors. We used an 11-point scale to elicit levels of agreement, with values ranging from 0 (â€Å"much worse than our competitors†) to 10 (â€Å"much better than our competitors†). We used the data collected in the second phase of the collection process to classify the SBU/division into the four strategic types. We adopted the 11-item scale from Conant, Mokwa, and Varadarajan (1990).We classified the SBU’s strategic type (prospector, analyzer, defender, or reactor) using the â€Å"majority-rule decision structure† (for details, see Conant, Mokwa, and Varadarajan 1990) with the following modification: For an SBU to be classified as a prospector or a defender, it must have at least seven â€Å"correct† answers. Before testing our hypotheses, we performed principal factor analyses with Varimax rotation on all the variables measuring the four relative capabilities for all three countries. To assess measurement invariance, we examined factor structure similarity (Mullen 1995).We retained variables using the following criteria: (1) Each factor must contain the same scale items across all three countries, (2) each item’s factor loading must be comparable across all three countries, and (3) for each factor, the factor loading must exceed . 40. This procedure produced four factors and reduced the total number of variables to 21. We made comparisons among the factor structures of the three countries using visual inspection, the salient similarity index, and Pearson correlation of the factor loadings across the three countries. The factor loadings appear in Table 1.As indicated, all factors are distinguishable and well defined for all three countries. The percentage of the variance explained by the four factors is 72% for the United States, 71% for Japan, and 69% for China. The examination of the diagonal of the factor score covariance matrix indicates that all factors for the three Measures ANALYSIS AND RESULTS Factor Analysis of the Capability Scales Information Technology Capabilities and Strategic Types 17 Table 1. Principal Component Factor Analysis: Rotated Factor Patterns United States Market-Linking Capabilities Market-sensing capabilities Customer-linking (i. e. creating and managing durable customer relationships) capab ilities Capabilities of creating durable relationships with our suppliers Ability to retain customers Channel-bonding capabilities (creating durable relationships with channel members such as wholesalers, retailers) Eigenvalue of this factor % variance explained by this factor Technical Capabilities Manufacturing processes Technology development capabilities Ability of predicting technological changes in the industry Production facilities New product development capabilities Eigenvalue of this factor % variance explained by this factor Marketing Capabilities Knowledge of competitors Effectiveness of advertising programs Integration of marketing activities Skill to segment and target markets Effectiveness of pricing programs Knowledge of customers Eigenvalue of this factor % variance explained by this factor IT Capabilities IT systems for facilitating crossfunctional integration IT systems for new product development projects IT systems for internal communication (e. g. , across diff erent departments, levels of the organization) IT systems for facilitating technology knowledge creation IT systems for facilitating market knowledge creation Eigenvalue of this factor % variance explained by this factor . 71 . 80 . 90 . 58 . 86 . 85 . 62 . 89 4. 22 20. 1 . 97 . 93 . 90 . 92 . 91 6. 10 29. 1 . 85 Japan .81 China .88 .80 . 81 . 79 .77 . 71 . 57 .79 . 66 . 70 .65 3. 04 14. 4 .44 1. 68 8. 0 .67 2. 64 12. 6 .79 . 78 . 78 . 77 . 71 2. 51 12. 0 70 . 81 . 69 . 73 . 78 4. 36 20. 7 .95 . 95 . 94 . 95 . 90 . 86 5. 69 27. 1 .95 . 86 . 94 . 93 . 83 . 83 5. 39 25. 7 .90 . 89 .83 . 80 .75 . 66 . 74 1. 66 7. 9 .85 . 65 . 57 5. 08 24. 2 .46 . 67 . 63 1. 75 8. 3 18 Michael Song, Robert W. Nason, and C. Anthony Di Benedetto countries are internally consistent and well defined by the measurement items. We provide the final set of included measurement items in Appendix A and the construct reliabilities (as measured by Cronbach’s ? ) and item-to-total correlations in Appendix B. All 12 construct reliabilities (three countries ? four constructs) exceeded the . 70 level that Peter (1979) recommends.To test H1–H4 in each of the three country settings, we performed multivariate analyses of variance (MANOVAs) to compare the scores on each of the four multi-item relative capability scales across all four strategic types using SAS general linear model procedure. For each capability scale, we obtained a multiple-item scale by a simple average of the items. As Table 2 shows, the MANOVA F-statistic was significant for all four relative capabilities and in all three countries, so we computed pairwise comparisons to examine the nature of the differences in relative capabilities among the four strategic types. We also include the t-test results of the pairwise comparisons in Table 2.The results in Table 2 provide support for H1–H4 in all three countries. (A hypothesis is supported if at least one pairwise comparison is significant and the direction is in t he hypothesized direction. ) As H1 hypothesized, the relative marketlinking capabilities of defenders and analyzers are significantly greater than those of prospectors in all three countries, though the difference between defenders and analyzers is not significant. For example, in the United States, mean scores on market-linking capabilities are 2. 69, 2. 35, and 1. 67 for defenders, analyzers, and prospectors, respectively. The F-statistic from the analysis of variance is 3. 52, which is significant at p < . 05.T-tests of the paired comparisons showed that both the defender mean and the analyzer mean were significantly larger than the prospector mean (D > P; A > P) at the p < . 05 level. We obtained similar results for the Japanese and Chinese samples. These findings are consistent with H1. Prospectors have lower market-linking capabilities than defenders and analyzers because the latter two strategic types rely primarily on their market-sensing and -linking abilities to serve thei r current markets with their current products and technologies. The results also support H2 (prospectors have greater technical capabilities than defenders) in all three countries.For the United States, the prospector and defender means were 3. 42 and 2. 25, respectively, significantly different at p < . 05. Both prospectors’ and analyzers’ technical capabilities are greater than those of defenders in Japan. The means for prospector, analyzer, and defender were 8. 75, 8. 47, and 7. 84, respectively; both prospector and analyzer means were significantly Tests of H1–H4: Possession of Capabilities by Different Strategic Types Information Technology Capabilities and Strategic Types 19 20 Table 2. Analysis of Variance Results: Relative Capabilities and Strategic Types Strategic Type Prospector 1. 67 (1. 67) 3. 42 (2. 70) 1. 75 (1. 50) 7. 5 (1. 49) 6. 72 (1. 79) 5. 48 (1. 09) 5. 05 (1. 72) 2. 37 (1. 75) 3. 26 (1. 99) 1. 98 (2. 38) 2. 78 (2. 46) 2. 25 (2. 59) 2. 46 (2. 90) 2. 16* 7. 47** 31. 96** 2. 35 (1. 82) 2. 69 (1. 79) 2. 46 (2. 01) 3. 52** Univariate Defender Reactor F-Value Paired Comparisons Hypothesis (t-Tests)a D > P; A > P P>D D > A; D > P; D > R; A > P P > A; P > D; P > R; A > D; A > R Countries/Relative Capabilities Analyzer Supportedb Yes Yes Yes Yes United States Market-linking capabilities Technical capabilities Marketing capabilities IT capabilities Japan 1. 03 (. 91) 8. 75 (1. 23) 3. 58 (2. 36) 9. 48 (. 87) 9. 00 (1. 01) 3. 9 (2. 88) 8. 47 (1. 20) 7. 84 (1. 35) 3. 68 (2. 73) 8. 72 (1. 09) 1. 96 (1. 12) 2. 07 (1. 19) 2. 51 (1. 56) 7. 42 (1. 42) 4. 82 (2. 29) 8. 46 (1. 28) 19. 17** 12. 02** 2. 24* 11. 28** D > P; A > P; R > D; R > A; R > P P > D; P > R; A > D; A > R R > D; R > A; R > P P > A; P > D; P > R; A > R Yes Yes No Yes Market-linking capabilities Technical capabilities Marketing capabilities Michael Song, Robert W. Nason, and C. Anthony Di Benedetto IT capabilities Strategic Type Prospector 1. 21 (1. 28) 8. 53 (1. 27) 2. 9 2 (2. 20) 8. 96 (1. 10) 8. 58 (1. 13) 7. 94 (1. 33) 7. 59 (1. 60) 13. 38** 3. 37 (2. 52) 3. 9 (2. 82) 4. 13 (2. 45) 2. 30* 7. 81 (1. 28) 7. 43 (1. 19) 6. 79 (1. 85) 15. 69** 2. 17 (1. 52) 2. 22 (1. 49) 2. 71 (1. 74) 11. 21** Univariate Defender Reactor F-Value Paired Comparisons Hypothesis (t-Tests)a D > P; A > P; R > A; R > P P > A; P > D; P > R; A > R; D > R D > P; R > P P > A; P > D; P > R; A > D; A > R Countries/Relative Capabilities Analyzer Supportedb Yes Yes Yes Yes China Market-linking capabilities Technical capabilities Marketing capabilities IT capabilities Information Technology Capabilities and Strategic Types *p < . 10. **p < . 05. aSignificant differences at p < . 0 are reported. bA hypothesis is supported if at least one pair is significantly different in the hypothesized direction. Notes: Each cell shows the mean; standard deviations are in parentheses. P = prospector, A = analyzer, D = defender, and R = reactor. Table 2. Continued 21 higher than the defender mean at p < . 05. In China, prospectors scored higher than analyzers and defenders on this capability (prospector, analyzer, and defender means were 8. 53, 7. 81, and 7. 43, respectively; the prospector mean was significantly higher than the other two means at p < . 05). H3 was supported in the United States and China samples. For the U. S. ample, defenders had significantly greater marketing capabilities than analyzers, and analyzers had significantly greater marketing capabilities than prospectors. The defender, analyzer, and prospector means on relative marketing capabilities in the United States were 3. 26, 2. 37, and 1. 75, respectively, all significantly different from one another at p < . 05 according to the pairwise t-tests. For the Chinese sample, the only differences are the pair between defenders and prospectors and the pair between reactors and prospectors. However, for the Japanese samples, the hypothesis was not supported. The three â€Å"archetypal† strategic types we re insignificantly different and, notably, rather low.The reactors had significantly greater marketing capabilities than all other three strategic types. Finally, H4 was also supported in all three countries. Almost without exception, prospectors had greater IT capabilities than analyzers, which in turn had greater IT capabilities than defenders. For example, in the U. S. sample, the relative IT capabilities for prospectors, analyzers, and defenders were 7. 95, 6. 72, and 5. 48, respectively, all significantly different from one another at p < . 05. Similar results were found in Japan and China. In summary, our expectations, expressed in our hypotheses, were that prospectors would be strongest in technical and IT capabilities and defenders in market-linking and marketing capabilities.We find support for all these hypotheses in all three countries, and all significant findings were in the hypothesized directions. The next set of hypotheses involves expected cross-national differences in terms of the relationship between capabilities and strategic types due to cultural or business environment differences. Before discussing the direct empirical testing of these hypotheses, however, we explain some preliminary findings regarding cross-national differences using data from Table 2. Market-Linking Capabilities. Reactors had significantly greater relative market-linking capabilities than did other strategic types in both Japan and China, but not in the United States. Market-linking capability = 2. 51 and 2. 71 in Japan and China, respectively; in each case, this is the highest capability mean. ) Miles and Snow (1978) find that reactors Tests of H5–H8: Cross-National Similarities and Differences 22 Michael Song, Robert W. Nason, and C. Anthony Di Benedetto did not implement strategies consistently and therefore did not fully develop internal capabilities that would enable them to compete successfully. Our results suggest that this expectation is not borne out in Japan or China, possibly because some firms in these countries have well-developed market-linking capabilities but choose to compete as reactors rather than defenders.That is, superior market-sensing skills enable these firms to act successfully as prospectors in certain markets and as adapters or defenders in others. This finding appears to be supported by the H3 results, at least for Japanese firms. Reactors in Japan have significantly greater relative marketing capabilities than all other strategic types. Leaders of a multinational organization doing business against a Japanese competitor should keep in mind that a firm apparently lacking a consistent strategy (i. e. , displaying reactive behavior) may be nonetheless highly skilled in marketing and market linking and, therefore, a surprisingly formidable opponent. Technical Capabilities.Although H2 was largely supported, it is worthwhile to note that across all four strategic types, managers from U. S. firms rated their technica l capabilities (relative to competitors) substantially lower than did their Japanese or Chinese counterparts. The means for the United States were 2. 2–3. 4 on a ten-point scale, and comparable means in Japan and China were 7–9. This finding suggests that in Japan and China, all strategic types (including defenders and reactors) have well-developed relative technical capabilities. Again, a U. S. firm in competition against, for example, a Japanese defender should not infer low technical capabilities from its competitor’s defensive posture. Marketing Capabilities.Finally, it was surprising to note that H3, which involves relative marketing capabilities, was not supported in Japan and only partially supported in China. As we noted previously, Japanese reactor firms have the greatest relative marketing capabilities; all other firms are insignificantly different on this capability. In China, defenders rate significantly higher than prospectors in this (as hypothesiz ed), but we found no other significant differences among the archetypal strategic types. Cross-National Differences. To test the cross-national hypotheses (H5–H8), we performed additional analyses to compare the means on each relative capability construct across countries for each of the four strategic types using SAS general linear model procedure.We used the same procedure described previously: a MANOVA followed by a series of pairwise t-tests to identify significant differences. As Table 3 shows, the F-statistic was significant for 13 of the 16 possible comparisons. Information Technology Capabilities and Strategic Types 23 Consider first the technology and IT capability hypotheses (H6 and H8). Table 3 shows that across all four strategic types, Japanese and Chinese SBUs rate significantly higher than U. S. SBUs in relative technical capabilities. As an example, technical capabilities for prospectors were rated as 8. 75, 8. 53, and 3. 42 for Japan, China, and the United St ates, respectively (significant at p < . 05).This is directly supportive of H6. Japanese and Chinese SBUs also rated significantly higher than their U. S. counterparts in relative IT capabilities across all four strategic types; therefore, we find only partial support for H8. For prospectors, IT capabilities were 9. 48, 8. 96, and 7. 95 for Japan, China, and the United States, respectively (significant at p < . 05). High relative IT capability among Japanese SBUs was expected according to H8, but the high relative IT capability among Chinese SBUs was unanticipated and is worthy of further research. We found less support for the market-linking and marketing capability hypotheses (H5 and H7).Cross-national differences are not very pronounced in the case of relative marketlinking capabilities. As Table 3 shows, U. S. prospector SBUs rate significantly higher than their Japanese and Chinese counterparts, and U. S. defenders rate significantly higher than their Japanese counterparts. The se findings are contradictory to the expectations of H5. Given the evidence of Japanese market-linking expertise, it is surprising that Japanese SBUs rate significantly higher than U. S. or Chinese competitors in market linking only in the case of reactors. In addition, H7 is only partially supported. Japanese and Chinese prospectors and analyzers rate significantly higher than their U. S. ounterparts on relative marketing capabilities. For example, in the case of prospectors, marketing capabilities are rated as 4. 58, 2. 92, and 1. 75 for Japan, China, and the United States, respectively (significant at p < . 05). Although we expected high relative marketing capability for Japan, we did not expect the significantly lower marketing capabilities among U. S. SBUs. Nevertheless, consistent patterns appear with respect to the cross-national hypotheses and suggest directions for further research. DISCUSSION AND CONCLUSION According to the Miles and Snow (1978) typology, organizations ado pt certain mechanisms to respond to environmental changes.That is, they choose to be pioneers in product or market development or to protect existing positions within their niches, or they seek some kind of intermediate position between these two extremes. As a result, firms exhibit relatively consistent strategies, or patterns of product-market innovation decisions, in response to environmental shifts. Furthermore, a firm that pursues a given strategy develops certain capabilities that help it implement that strategy, thus increasing the likelihood that it will continue to use the same strategy in response to future environmental shifts. As Ham- 24 Michael Song, Robert W. Nason, and C. Anthony Di BenedettoStrategic Types/ Relative Capabilities United States 1. 67 3. 42 1. 75 7. 95 9. 48 8. 96 33. 14** 3. 58 2. 92 13. 91** 8. 75 8. 53 202. 00** 1. 03 1. 21 4. 74** Country Japan China Univariate F-Value Cross-Country Comparisonsa U. S. > China; U. S. > Japan Japan > U. S. ; China > U . S. Japan > China; Japan > U. S. ; China > U. S. Japan > China; Japan > U. S. ; China > U. S. Prospectors Market-linking capabilities Technical capabilities Marketing capabilities IT capabilities Analyzers 2. 35 2. 78 2. 37 6. 72 9. 00 8. 58 3. 59 3. 37 8. 47 7. 81 230. 38** 5. 46** 58. 07** 1. 96 2. 17 1. 16n. s. — Japan > China; Japan > U. S. China > U. S. Japan > U. S. ; China > U. S. Japan > China; Japan > U. S. ; China > U. S. Market-linking capabilities Technical capabilities Marketing capabilities IT capabilities Defenders 2. 69 2. 25 3. 26 5. 48 8. 72 3. 68 3. 69 7. 94 7. 84 7. 43 2. 07 2. 22 2. 70* 163. 99** . 54n. s. 121. 94** U. S. > Japan Japan > U. S. ; China > U. S. — Japan > China; Japan > U. S. ; China > U. S. Market-linking capabilities Technical capabilities Marketing capabilities Information Technology Capabilities and Strategic Types IT capabilities Table 3. Analysis of Variance Results: Cross-National Comparisons 25 26 Table 3.Continued Country Un ited States 2. 46 2. 46 1. 98 5. 05 8. 46 7. 59 4. 81 4. 13 7. 42 6. 79 2. 51 2. 71 . 17n. s. 38. 68** 7. 99** 28. 82** Strategic Types/ Relative Capabilities Japan China Univariate F-Value Cross-Country Comparisonsa Japan > U. S. ; China > U. S. Japan > U. S. ; China > U. S. — Japan > China; Japan > U. S. ; China > U. S. Reactors Market-linking capabilities Technical capabilities Marketing capabilities IT capabilities Michael Song, Robert W. Nason, and C. Anthony Di Benedetto *p < . 10. **p < . 05. aSignificant differences at p < . 10 are reported. Notes: n. s. = not significant. brick (1983, p. ) notes, â€Å"prospectors tend to want to continue prospecting; defenders tend to want to continue defending. † Among the capabilities Miles and Snow investigate are technology, structure, management processes, and power distribution. As we noted previously, the Miles and Snow (1978) typology is, above all, a typology of innovation strategies. In this study, we mapped four ca pabilities of interest to innovating firms (market-linking, technical, marketing, and IT capabilities) onto the Miles and Snow strategic typologies. We hypothesized (in H1–H4) that prospectors, which typically pursue a first-mover strategy through product-market innovation, would need to build up technical and IT capabilities.Similarly, defenders, which are most concerned with preserving protected market segments with existing technology, must develop market-linking and marketing capabilities. We found supporting evidence for all these hypotheses in firms from all three countries. We then developed and tested a set of cross-national hypotheses (H5–H8), based on cultural and business environment differences existing among the United States, Japan, and China. Our development and empirical testing of these hypotheses represent a significant advance of the literature beyond the contributions of DeSarbo and colleagues (2005, 2006). We found clear support for one of the four hypotheses (H6), partial support for two others (H7 and H8), and no support for the last (H5).In general, the cultural and business environment prevalent in Japan and China has given SBUs in those countries relative advantages in technology and IT capabilities (H6 and H8), yet we did not observe anticipated advantages in market-linking and marketing capabilities (H5 and H7). This study has some implications for theory development and further research. In general, the results support the hypotheses that relative to other organizations, prospectors develop greater technical and IT capabilities so that they can pursue first-to-market initiatives and that defenders develop greater market-linking and marketing capabilities so that they can respond effectively to marketplace changes.These findings lend support to the Miles and Snow (1978) typology and to the contention that organizations tend to respond in certain, consistent ways to environmental change. Therefore, our findings can be i nterpreted as further empirical support of the Miles and Snow typology, originally conceived after an exploratory study of a limited number of industries but empirically supported in other settings (Hambrick 2003). Our findings are also consistent with Hambrick’s (1983) contention that prospectors want to keep prospecting and consequently develop the capabilities most closely related to Information Technology Capabilities and Strategic Types 27 prospecting more than do other firms. Because IT has evolved only in the past few years, further research should explore the impact of IT on strategic choices.Because no existing theories are sufficient to enable us to predict a priori the nature of cross-national differences in the relationship between the four capabilities and strategic types, further research also should examine further our preliminary results regarding cross-national differences in relative capabilities. In addition, note that our model provides evidence of the val idity of Conant, Mokwa, and Varadarajan’s (1990) 11-item scale for assessing strategic type in both Japan and China. We believe that this is the first application of this scale in China and one of the first in Japan (for an earlier Japanese application, see Dyer and Song 1997). There are several notable managerial implications. The Miles and Snow (1978) typology suggests that organizations must do a sincere internal and external assessment when planning strategic moves for future competition.The external assessment should include analysis not only of likely opportunities or developments in product, market, and technology but also of past moves by primary competitors classified by strategic type. In the internal assessment, the organization’s leaders must identify honestly the firm’s strengths and recognize its weaknesses in light of external challenges. They must then choose a strategic stance, deciding how it can best capitalize on the strengths and overcome th e weaknesses. Although this recommendation is hardly new, it is important in this context to recognize that there is a mutually complementary relationship between capabilities and strategies.Relative strengths in technology and IT capabilities might suggest that a prospector (or even an analyzer) strategy could be a more appropriate choice than a defender strategy. Consistent, successful pursuit of a prospector strategy over time should help a firm develop these relative strengths and enable it to retain its competitive advantage. This implicitly suggests also that a firm that recognizes itself as a reactor type should use its internal assessment to decide which â€Å"archetypal† strategic type it should strive to become. Cross-national differences in strategic type also carry managerial implications. Previously, we noted several