TY - JFULL T1 - Business Information Management N2 - The publication series 'Business Information Management' covers comprehensive and industry-specific themes out of the research and applied Information Management/System domain. KW - Informationsmanagement KW - Informationssysteme KW - Wirtschaftsinformatik KW - Information Management KW - Information Systems KW - Business Information Technology Y1 - 2004 U6 - http://nbn-resolving.de/urn/resolver.pl?urn:nbn:de:hbz:836-opus-212 SN - 1860-1987 ER - TY - JOUR A1 - Wicht, Wolfgang A1 - Sweeney, Brian T1 - Multi-National Electronic Brokerage - Pan-European IT Platform for domestic and cross-border securities business & processing T2 - Business Information Management, 1 N2 - The former bull market has led to developments in the online brokerage industry such as over-capacity, profit-margin pressure, high fixed costs and unprofitable country expansion in the current bear market environment. In order to manage this situation, tactical measures like cost containment programs and closing of international brokerages have been applied. More strategic approaches like order flow consolidation by brokerage franchises, integrated online & branch brokerages and multinational electronic brokerages are valid alternative responses to these developments. This article outlines the Multi-National Electronic Brokerage approach from a strategic, functional, operational and technical perspective. T3 - Business Information Management - 1 KW - Online Brokerage KW - Electronic Banking KW - Transaction Banking Y1 - 2004 U6 - http://nbn-resolving.de/urn/resolver.pl?urn:nbn:de:hbz:836-opus-227 PB - FH Münster ER - TY - JOUR A1 - Corsi, Alessandro A1 - Ankert, Michael A1 - Wicht, Wolfgang T1 - Transaction Banking for Electronic Brokerage - Multi-entity capable provision of execution for the Online Retail Brokerage Segment T2 - Business Information Management, 2 N2 - This article analyses the impacts on the brokerage business of existing market trends. It is here argued that the current situation shows the potential for insourcing offerings in the order routing. T3 - Business Information Management - 2 KW - Online Brokerage KW - Transaction Banking Y1 - 2004 U6 - http://nbn-resolving.de/urn/resolver.pl?urn:nbn:de:hbz:836-opus-239 PB - FH Münster ER - TY - JOUR A1 - Hessler, Matthias A1 - Wicht, Wolfgang A1 - Hornung, Sven T1 - Multi-National and Multi-Entity capable Securities Order Management System for Electronic Brokerages T2 - Business Information Management, 3 N2 - The current bear market has forced electronic brokerages to compensate the transaction-driven fixed cost degression effect of bull markets by cost containment programs, while maintaining their position in the expanded markets. Orderflow consolidation will be the key principle to obtain the critical mass for this business. Options for the consolidation of the order flow can be the consolidation across internal entities / countries of the group and the acquisition of external order volumes e.g. via brokerage franchises. The current system landscape is not designed to support multi-national and multi-entity order flow consolidation. Fragmented, redundant, legacy-based and proprietary securities order management systems have been utilized to ensure market readiness in the former bull market. This article outlines the requirements and architecture for securities order management systems which enable the efficient orderflow consolidation across entities and countries in the brokerage industry. T3 - Business Information Management - 3 KW - Online Brokerage KW - Transaction Banking Y1 - 2004 U6 - http://nbn-resolving.de/urn/resolver.pl?urn:nbn:de:hbz:836-opus-249 PB - FH Münster ER - TY - JOUR A1 - Buchholz, Wolfgang T1 - Timing strategies in the internet economy - Conceptual framework, strategic implications and empirical results for European B2B marketplaces T2 - Business Information Management, 4 N2 - This paper deals with the time-to-market in the internet economy. Past and current research on the topic, by and large, aims at market entry as the crucial starting point of a new product's implementation and commercial utilization. Time-to-market, however, goes beyond such an isolated discussion and employs a holistic approach. Also the starting point of innovation and the duration of the innovation process are important parts of the time-to-market concept presented here. Moreover, systematic research on timing has so far focused on traditional businesses. The aim of this paper is to look at the internet economy with the focus on timing strategies. After an introduction to the conceptual framework of time-to-market, this paper will discuss strategic implications of internet-based timing. Here it will focus chiefly on the beginning and the end of the innovation process. Chapter four, then, will exhibit the first results of an empirical study about European B2B-marketplaces with special respect to timing strategies. The paper concludes with an outlook on subject timing and some proposals for future research. T3 - Business Information Management - 4 KW - internet economy KW - timing strategies KW - time-to-market KW - b2b-marketplaces Y1 - 2005 U6 - http://nbn-resolving.de/urn/resolver.pl?urn:nbn:de:hbz:836-opus-252 PB - FH Münster ER - TY - RPRT A1 - Davey, Todd A1 - Meerman, Arno A1 - Galán Muros, Victoria T1 - Supporting mechanisms in European University-Business Cooperation N2 - This report presents the findings related to the supporting mechanisms of university-business cooperation (UBC) that have been found to exist in Europe. These results derive from a fifteen and a half month study on the cooperation between HEIs1 and public and private organisations in Europe. The study was conducted by the Science-to-Business Marketing Research Centre, Germany (S2BMRC) for the DG Education and Culture at the European Commission (EC) during 2010 and 2011. The main components of the project are in-depth qualitative interviews with 11 recognised UBC experts as well as a major quantitative survey. The survey was translated into 22 languages and sent to all registered European HEIs (numbering over 3,000) in 33 countries during March 2011. Through this, a final sample population of 6,280 academics and HEI representatives was achieved making the study the largest study into cooperation between HEIs and business yet completed in Europe. Further, 30 good practice UBC case studies have been created to provide positive examples of European UBC. KW - European KW - university-business cooperation KW - university KW - business KW - mechanism Y1 - 2012 U6 - http://nbn-resolving.de/urn/resolver.pl?urn:nbn:de:hbz:836-opus-5553 PB - FH Münster ER - TY - RPRT A1 - Davey, Todd A1 - Baaken, Thomas A1 - Galán Muros, Victoria A1 - Meerman, Arno T1 - Barriers and Drivers in European University-Business Cooperation N2 - This report presents the findings related to the barriers and drivers of university-business cooperation (UBC) that have been found to exist in Europe. These results derive from a fifteen and a half month study on the cooperation between higher education institutions1 (HEIs) and public and private organisations in Europe. The study was conducted by the Science-to-Business Marketing Research Centre, Germany (S2BMRC) for the DG Education and Culture at the European Commission (EC) during 2010 and 2011. The main components of the project are in-depth qualitative interviews with 11 recognised UBC experts as well as a major quantitative survey. The survey was translated into 22 languages and sent to all registered European HEIs (numbering over 3,000) in 33 countries during March 2011. Through this, a final sample population of 6,280 academics and HEI representatives was achieved, making the study the largest study into cooperation between HEIs and business yet completed in Europe. Further, 30 good practice UBC case studies have been created to provide positive examples of European UBC. KW - European KW - university-business cooperation KW - university KW - business KW - barriers Y1 - 2012 U6 - http://nbn-resolving.de/urn/resolver.pl?urn:nbn:de:hbz:836-opus-5568 PB - FH Münster ER - TY - RPRT A1 - Davey, Todd A1 - Meerman, Arno A1 - Galán Muros, Victoria T1 - Factors influencing the extent of European University-Business Cooperation N2 - This report presents the findings related to the factors affecting the extent of university-business cooperation that have been found to exist in Europe. These results derive from a fifteen and a half month study on the cooperation between higher education institutions1 (HEIs) and public and private organisations in Europe. The study was conducted by the Science-to-Business Marketing Research Centre, Germany (S2BMRC) for the DG Education and Culture at the European Commission (EC) during 2010 and 2011. The main components of the project are in-depth qualitative interviews with 11 recognised UBC experts as well as a major quantitative survey. The survey was translated into 22 languages and sent to all registered European HEIs (numbering over 3,000) in 33 countries during March 2011. Through this, a final sample population of 6,280 academics and HEI representatives was achieved making the study the largest study into cooperation between HEIs and business yet completed in Europe. Further, 30 good practice UBC case studies have been created to provide positive examples of European UBC. KW - European KW - university-business cooperation KW - university KW - business KW - factors Y1 - 2012 U6 - http://nbn-resolving.de/urn/resolver.pl?urn:nbn:de:hbz:836-opus-5571 PB - FH Münster ER - TY - CHAP A1 - Gerstlberger, Wolfgang A1 - Kesting, Tobias A1 - Korff, Nisha T1 - MARKET SEGMENTATION IN UNIVERSITY-INDUSTRY TECHNOLOGY TRANSFER T2 - Technology Transfer Conference 2011, Augsburg N2 - This presentation focuses on the knowledge and technology transfer (KTT) relations between universities as research suppliers and industrial companies as (potential) research customers from a market-oriented point of view. Y1 - 2011 U6 - http://nbn-resolving.de/urn/resolver.pl?urn:nbn:de:hbz:836-opus-5795 ER - TY - GEN A1 - Korff, Nisha T1 - Commercialisation Success - Do Drivers Change over Time? N2 - Despite increasing scholarly interest in commercialisation and university-industry linkages (UIL), a number of gaps remain in the theoretical development of this area. In particular, researchers have not yet been able to identify whether critical success factors for commercialisation change at various stages of partnership evolution. That means, as UILs increase in commitment and joint activities, how do we best manage and foster these developing partnerships at various stages of the development? The research study draws on relationship marketing theory, which shows a developing stream of research into changes of relationship characteristics and performance throughout relationship development. The qualitative phase of this study consisted of a series of semi-structured in-depth interviews with members of industry and academia in Australia and Germany/Netherlands who are involved in UILs. Some interviews were conducted face-to-face, others by phone. Over the course of an hour, participants were questioned about their involvement and experience with UILs, with a particular focus on relationship evolution. All UILs are different, uniting a range of individuals from different backgrounds and organisations, with varying skills, needs and objectives. While each UIL thus should be considered on its own, the results clearly indicate that (1) relationships evolve over time and that (2) a number of key factors appear as relevant across a cross-section of linkages. The research identified three UIL phases as well as a pre- and post-linkage stage, each characterised by a distinct measure of success. As illustrated in the model on the following page, while each of these phases had different drivers of success, common threads emerged, similarly in Australia and Germany. In particular, communication, trust, personal relationships, understanding and meeting expectations (delivery) emerged as critical throughout a linkage lifecycle, yet in different forms. It should be noted, however, that relationships do not evolve linearly. Rather, dissolution or positive divergence, for example due to a lack of immediate projects or other relevant activities, may arise at any time and may entail a re-evaluation of various aspects of the UIL and its future. KW - University-Industry Linkages KW - Success Factors KW - Phases Y1 - 2011 ER -