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• Article | International Economic Review | May 2013

  Hybrid Innovation in Meiji Japan

  Tom Nicholas

  Japan's hybrid innovation system during the Meiji era of technological modernization provides a useful laboratory for examining the effectiveness of complementary mechanisms to patents. Patents were introduced in 1885, and by 1911, 1.2 million mostly non-pecuniary prizes were awarded at 8,503 competitions. Prizes provided a strong boost to patent outcomes, especially in less developed prefectures, and they also induced large spillovers of technical knowledge in prefectures adjacent to those with prizes, relative to distant control prefectures without prizes. Linking competition expenditures with the expected market value of patents induced by the prizes permits a cost-benefit assessment of the prize competitions to be made.

  Keywords: patents; Prizes; Technological Innovation; System; Patents; Knowledge; Value; Cost vs Benefits; Factories, Labs, and Plants; Performance Effectiveness; Japan;

  Citation:

  Nicholas, Tom. "Hybrid Innovation in Meiji Japan." International Economic Review 54, no. 2 (May 2013): 575–600.

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• Course Overview Note | 2013 (Revised from original 2011 version)

  The Coming of Managerial Capitalism: Overview

  Tom Nicholas

  This is a course overview note for The Coming of Managerial Capitalism. CMC is chronically organized. It starts in the late eighteenth century when America gained independence, spans the remarkable rise to industrial maturity during the nineteenth and twentieth centuries and ends at the crossroads at which the United States currently stands. There are four modules: 1) THE HISTORICAL FOUNDATIONS OF ENTREPRENEURSHIP 2) THE EMERGENCE OF ORGANIZATION 3) PROSPERITY, DEPRESSION AND WAR 4) TECHNOLOGICAL AND FINANCIAL REVOLUTIONS. Each covers a distinct period in business history but the themes overlap and these themes are collectively analyzed in a concluding session LESSONS FROM THE PAST. CMC is motivated by the idea that effective decision making in the current business environment crucially relies on a comprehensive appreciation of how things worked—or didn't work—in the past.

  Keywords: Business History; Business or Company Management; Entrepreneurship; Business Startups; Welfare or Wellbeing; War; Transformation; Technology; Finance; Situation or Environment; Decision Making; Management Analysis, Tools, and Techniques; United States;

  Citation:

  Nicholas, Tom. "The Coming of Managerial Capitalism: Overview." Harvard Business School Course Overview Note 811-033, March 2013. (Revised from original January 2011 version.)

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• Case | HBS Case Collection | 2013 (Revised from original 2009 version)

  Miles Everson at PricewaterhouseCoopers

  Robert G. Eccles and David Lane

  Miles Everson, a partner at PricewaterhouseCoopers (PwC), is the Global Engagement Partner (GEP) for a large U.S. financial institution and about to take over this role for a much larger global financial institution. The GEP role is a critical one at PwC. GEPs have responsibility for the firm's largest and most important clients. They must manage a vast external network of client employees and an equally vast internal network of the firm's employees. The GEP needs to have a deep understanding of the client and its industry in order to identify opportunities and problems where the firm's resources can be brought to bear and to match the firm's capabilities to the client's needs. GEPs must be able to simultaneously manage a larger number of tasks, often under great time pressure. This case describes how a very effective GEP-Miles Everson, who was named one of the top 25 consultants for 2006 by Consulting magazine-performs this role and provides insights into the attitudes, skills, and subject matter expertise necessary to be successful in this role. Insights into how Everson does this job are provided by both PwC and client personnel. As is often the case, Everson is responsible for a business (in his case Governance, Risk, and Compliance), and so he has substantial internal management responsibilities as well. The case raises questions about whether he will be able to retain these internal management responsibilities when he takes over a much larger and more complex global client and becomes the Senior Engagement Partner (SEP) on his current client. (SEPs perform an oversight role for the work being done by the GEP and his or her team and are typically very senior members of the firm.) The case also raises areas where Everson can improve.

  Keywords: Experience and Expertise; Customer Relationship Management; Globalized Firms and Management; Managerial Roles; Consulting Industry;

  Citation:

  Eccles, Robert G., and David Lane. "Miles Everson at PricewaterhouseCoopers." Harvard Business School Case 410-062, March 2013. (Revised from original November 2009 version.)

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