Knowledge that Transforms

In Information Rules, authors Shapiro and Varian reveal that many classic economic concepts can provide the insight and understanding necessary to succeed in the information age. They argue that if managers seriously want to develop effective strategies for competing in the new economy, they must understand the fundamental economics of information technology. Whether information takes the form of software code or recorded music, is published in a book or magazine, or even posted on a website, managers must know how to evaluate the consequences of pricing, protecting, and planning new versions of information products, services, and systems. The first book to distill the economics of information and networks into practical business strategies, Information Rules is a guide to the winning moves that can help business leaders navigate successfully through the tough decisions of the information economy. Subjects covered include: Competitive advantage, Economic analysis, Game theory, Information age, Information economy, Information technology, Intellectual property, Marketing strategy, New economy, Pricing, Pricing strategy, Value of information

With ongoing privatization efforts in emerging economies, governments have supported developmental financial institutions (DFIs) to spur entrepreneurial activity. The authors use stakeholder theory to suggest that postprivatization stakeholders differ in their preference to seek DFI support. The authors then posit that national developmental priorities influence the DFI's willingness to be involved in the governance of the privatized firm, and they discuss implications of DFI involvement for value creation and entrepreneurship in emerging economies.

Concepts of time vary dramatically across individuals and cultures. We draw from work in anthropology, psychology, sociology, and management to identify five time dimensions that guide our review and discussion of dynamic strategic management research. Although strategy researchers incorporate time in many ways, they generally ignore a subjective view of time and the temporal perceptions of actors in their models. We conclude by suggesting how strategy researchers and practitioners can incorporate an unambiguous and multifaceted view of time explicitly into their work.