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In the era of the Broadband Society, cloud journalism, and streaming, the film industry is trying to modify traditional distribution channels. The adaptation of literary classics was one of the most widespread practices to obtain well-known, quality material for new productions. The objective of this research is to understand empirically what differences are involved in industry’s major production and distribution companies’ choice between adapting preexisting material or creating an entirely new film, as well as the benefits of adaptations. The methodology is comparative and quantitative, consisting of collecting data on films from the five major distributors (Universal, Warner Bros, Disney, Sony, and Paramount) from 2010 to 2019 and analyzing variables to detect market trends related to adaptations during that decade. We observed a higher percentage of adaptations as well as correlations between adaptations and film genre, distributor and genre, adaptations and awards, awards and genre, and genre and the film’s evaluation, as well as between distributor and average budget, adaptations and budget, adaptation and opening weekend box office takings, genre and profit, adaptations and worldwide box office revenues, ratings and worldwide box office takings, and awards and worldwide box office takings; however, this was not observed between adaptation and profit and the breakeven point. It is concluded that, despite the fact that the trend of using this practice has not increased in recent years, it provides a great advantage compared with debuting new intellectual property. [ABSTRACT FROM AUTHOR]

International standardisation contributes to market expansion. The standardisation also leads to the rapid spread of the technology and allows easy entry for many competitors into the market. This often leads to severe price erosion, with the result that a company which develops business opportunities from innovation fails to profit therefrom. This paper examines the way in which Sony could succeed in profiting from the business of 130 mm MO media in spite of the fact that the media was standardised. A key factor for the success is a strategy of repeated 'open' and 'narrow' approaches. One approach is to build an entry barrier by creating a market in demand for highly reliable media. The other approach is periodic introduction of a new generation of the media with double capacity and its periodic standardisation. The market, which is once open to competitors through standardisation, is narrowed again by the aforementioned strategy. [ABSTRACT FROM AUTHOR]

This article challenges the conventional wisdom that cyber operations have limited coercive value. It theorizes that cyber operations contribute to coercion by imposing costs and destabilizing an opponent’s leadership. As costs mount and destabilization spreads, the expected utility of capitulation surpasses that of continued defiance, leading the opponent’s leaders to comply with the coercer’s demands. The article applies this ‘cost-destabilization’ model to the 2014 North Korean cyber operation against Sony. Through cost imposition and leadership destabilization, the North Korean operation, despite its lack of physical destructiveness, caused Sony to make a series of costly decisions to avoid future harm. [ABSTRACT FROM PUBLISHER]

Drawing on expectation confirmation research, we develop hypotheses regarding the effect of compensation on key customer outcomes following a major data breach and consequent service recovery effort. Data were collected in a longitudinal field study of Sony customers during their data breach in 2011. A total of 144 customers participated in the two-phase data collection that began when the breach was announced and concluded after reparations were made. Using polynomial modeling and response surface analysis, we demonstrate that a modified assimilation–contrast model explained perceptions of service quality and continuance intention and a generalized negativity model explained repurchase intention. The results of our work contribute to research on data breaches and service failure by demonstrating the impacts of compensation on customer outcomes. We discuss theoretical and practical implications. [ABSTRACT FROM AUTHOR]

There's nothing about the recent Sony hack that withstands close scrutiny. The story began as bunk, took a spin around blather and hooey, and then seems to have come to rest on drivel. [ABSTRACT FROM PUBLISHER]

This paper examines Samsung Electronics' catch-up with Sony in terms of technological capabilities and investigates the various aspects of the change in the two firms' technological characteristics in the course of the catch-up. Using the US patents of the two firms as a basis, this paper finds that in terms of the quantity of patents, Samsung Electronics' catch-up with Sony happened around the mid-1990s, and in terms of the quality of patents, Samsung Electronics' catch-up occurred earlier, at the beginning of the 1990s. In addition, Samsung Electronics has come to be more independent from Sony, proving that Samsung Electronics has gone beyond simply imitating and applying Sony's technology. This paper also analyzes the other aspects of catch-up, namely the generality and the originality of the knowledge base, technology cycle and appropriability. Samsung Electronics caught up with Sony in terms of sales, corporate value and brand value only after the 2000s. Our study shows that technological catch-up precedes the catch-up in other dimensions. This implies that technological catch-up sets the stage for value- and brand-value-based catch-up. [ABSTRACT FROM AUTHOR]

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This essay explores the controversy over peer-to-peer (p2p) software, examining the legal and ethical dimensions of allowing software companies to develop p2p technologies. It argues that, under the Supreme Court's ruling in the Sony betamax case, technology developers must be accorded the freedom to innovate and develop technologies that are capable of substantial noninfringing uses. This doctrine, known as the Sony doctrine, provides an important safe harbor for technological development, including p2p. The safe harbor, however, does not immunize conduct beyond the design, sale, or supply of the product. For other conduct that falls outside the Sony safe harbor, the traditional standards of secondary liability apply. [ABSTRACT FROM AUTHOR]

Recently Samsung Electronics Co., Ltd. (SEC) has made headlines in the mass media for its outstanding performance. Reputable international newspapers and magazines have said that it was a shock 10 see SEC transform from 'low-cost and often unreliable' into 'high-quality and sophisticated'. SEC is often compared with Sony Corporation and some say that it has already caught up with the Japan-based giant. The purpose of this paper is to give answers to two questions: Is the media talking about the whole picture of competitiveness: is SEC really as competitive as Sony? Here we try to clarify the issue of competitiveness using the generalized double diamond model (Moon, Rugman, and Verbeke 1995, 1998), which was extended from Porter's 1990) diamond model. Also, we will suggest the main factors that determine the competitiveness of multinational firms in the global market. [ABSTRACT FROM AUTHOR]