Structured AbstractPurpose: Direct Digital Manufacturing (DDM) is conceived of as either disrupting the entire manufacturing economy or merely enabling novel production. Between these extremes, we introduce an alternative where DDM coexists with and complements traditional mass production. When multiple parts run across one manufacturing line, DDM can isolate variability associated with low volume part production and may be preferred to mass production despite being expensive. If DDM complements rather than cannibalizes mass production, this alters our understanding of who adopts DDM, the products built with DDM, and DDM's long-term supply chain implications. Design/methodology/approach: This invited article explores a DDM rollout scenario and qualitatively assesses potential supply chain reconfigurations. Findings: Our analysis recognizes that existing manufacturers with heterogeneous bills-ofmaterial may develop DDM capabilities to isolate disruptive, low-volume production from scalable mass production. Developing DDM competence and raw material scale advantages, these manufacturers become the locus of change in a manufacturing landscape increasingly characterized by multi-product DDM supercenters. Originality/Value: Extant research largely focuses on two potential reasons for DDM adoption: cost-per-unit and time-to-delivery comparisons. We explore a third driver: DDM's capacity to isolate manufacturing variability attributable to low volume parts. Relative to the extant literature, this suggests a different DDM rollout, different adopters, and a different supply chain configuration. We identify mass manufacturing variability reduction as the mechanism through which DDM may be adopted. This adoption trajectory would eventually enable a supply chain transition in which spare parts inventory migrates from finished goods at proprietary facilities to raw materials at generalized DDM supercenters. 1 Direct digital manufacturing is also commonly called 3D printing. We use both interchangeably. The literature has also used the terms "additive manufacturing" and "rapid manufacturing." 4We propose a middle-of-the-road scenario where manufacturers with complex billsof-material will adopt 3D printing to extract additional scale advantages from traditional manufacturing. Hence, product variability, in addition to product launch (Khajavi et al. 2015) is a pivotal antecedent for the co-location of traditional manufacturing and DDM. Demand for specialized products and demand from specialized geographies will reduce 3D printing's raw materials costs (Ruffo, Tuck & Hague 2007), and advance 3D printing technology. We propose that resulting cost reductions and quality improvements will make 3D printing viable for urgent, otherwise disruptive production in existing manufacturing facilities.Manufacturers will allocate expedite orders for low and sporadic demand parts to 3Dprinting, reducing setup and changeover on traditional production lines.3D printing-adopting manufacturers will imprint early 3D printing technological developme...

This article integrates the business model concept with an understanding of industry recipes to show how competing business models can co-exist in a competitive market. Drawing on data from the English Premier League, we show that alternative models -based on the acquisition of talent on one dimension and the internal development of shared team experience on the other -lead to differing value creation and value capture outcomes. Drawing on the time series nature of our data, we also show that transitioning between business models can involve a decline in performance (which may be temporary), and draw some implications for managers faced with the challenge of changing their business models.Ó 2011 Elsevier Ltd. All rights reserved. IntroductionThe central strategy problem for managers is relatively simple: how to formulate and implement strategies that create value for customers and capture profits for the firm. There are a multitude of possible resource and capability configurations a firm can choose to create value, but also many uncertainties that can prevent them from converting these configurations into products that create value for customers and thus profits for the firm. Industry recipes and business models are complementary concepts that can assist managers in understanding the range of resource and capability configurations and uncertainties they face in selecting a strategy with a realistic probability of generating value for customers and capturing profits for their firm.The essence of an industry recipe, as espoused by Spender, is as "the shared knowledge base that those socialized into an industry take as familiar professional common sense" which can be used as aids in the management of strategic uncertainties (Spender, 1989: 63). A challenge in researching industry recipes is that the process by which an industry recipe is identified and the links between resource configuration options, value creation for customers and value capture for the firm is not only particular to the industry and firm, but also must be measured qualitatively to account for the unique perspectives of both managers and the industry. While in their broadest form recipes are shared, taken for granted understandings of the industry, in practice they are overlaid by the specific assumptions and practices of individual decision makers and firm contexts, thus moving the focus from general guidelines towards the challenge noted above. Teece (2010) notes that one of the key contributions of the business model approach is that it offers clear guidance as to "how a firm delivers value to customers and converts payment into profit" a point captured by Baden-Fuller and Morgan's (2010) business models definitions table in their overview of the contributions to this journal's Business Models Special Issue. In this article we outline the essential recipe that applies to English Premiership Football industry -which we term a 'talent-based recipe' -and use the business model approach to define four business model types based on two value creat...

We study earnings of individuals who exit entrepreneurship for paid employment. We find mean (median) positive rewards from entrepreneurship in subsequent paid employment relative to matched employees. Rewards are higher for former entrepreneurs hired in highly innovative sectors. We also find that the performance of the exited firm is a strong predictor of the earnings premium for former entrepreneurs when the firm performed well, while we do not find median discounts for entrepreneurs exiting low performing firms. We use registry data that encompass the population of firms and individuals in the Norwegian economy.

We propose a framework and methodology for quantifying the effect of denial of service (DoS) attacks on a distributed system. We present a systematic study of the resistance of gossip-based multicast protocols to DoS attacks. We show that even distributed and randomized gossip-based protocols, which eliminate single points of failure, do not necessarily eliminate vulnerabilities to DoS attacks. We propose Drum -a simple gossip-based multicast protocol that eliminates such vulnerabilities. Drum was implemented in Java and tested on a large cluster. We show, using closed-form mathematical analysis, simulations, and empirical tests, that Drum survives severe DoS attacks.

We propose a framework and methodology for quantifying the effect of denial of service (DoS) attacks on a distributed system. We present a systematic study of the resistance of gossip-based multicast protocols to DoS attacks. We show that even distributed and randomized gossip-based protocols, which eliminate single points of failure, do not necessarily eliminate vulnerabilities to DoS attacks. We propose Drum-a simple gossip-based multicast protocol that eliminates such vulnerabilities. Drum was implemented in Java and tested on a large cluster. We show, using closed-form mathematical analysis, simulations, and empirical tests, that Drum survives severe DoS attacks.