FN ISI Export Format VR 1.0 PT J AU Kim, JB Choi, CJ Chen, S TI Innovation management and intellectual property in knowledge-oriented economies SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE intangibility; intellectual property; knowledge exchange; measurement; standardisation AB This paper is an attempt to analyse the interface between and among innovation, technology, knowledge and intellectual property in today's global internet society. The purpose of this paper is twofold. We analyse the role of measurement and intangibility in the standard-making process of intellectual property, especially differences in intellectual property across regions of the world. Secondly, we emphasise the importance of measurement costs, and intangibility of value in technology management, and knowledge in organisations, institutions and society in the 21st century. Such factors have been relatively under researched in technology and innovation management research. C1 Sungkyunkwan Univ, Sch Business, Seoul 110745, South Korea. City Univ London, Cass Business Sch, London EC1Y 8TZ, England. Australian Natl Univ, Natl Grad Sch Management, Canberra, ACT 0200, Australia. RP Kim, JB, Sungkyunkwan Univ, Sch Business, Seoul 110745, South Korea. EM dreamie@empal.com Russell_choi@hotmail.com stephen.chen@anu.edu.au CR ARTHUR B, 1994, INCREASING RETURNS P ASGARY N, 2002, J BUSINESS ETHICS, V36, P239 BECK U, 1992, RISK SOC NEW MODERNI BOURDIEU P, 1977, OUTLINE THEORY PRACT BURT R, 1996, TRUST ORG CHOI C, 1997, COOPERATIVE STRATEGI CHOI C, 1999, J INT BUS STUD, V30, P188 CHOI JP, 1997, RAND J ECON, V28, P407 COASE RH, 1937, ECONOMICA, V4, P386 DAVID PA, 1990, AM ECON REV, V80, P355 ENGLAND P, 1992, COMP WORTH ESPELAND W, 1988, ANNU REV SOCIOL, V24, P313 GIDDENS A, 1991, CONSEQUENCES MODERNI GOMEZ PY, 2000, ORGAN SCI, V11, P696 GRANOVETTER M, 1985, AM J SOCIOL, V91, P481 HARDIN R, 1982, COLLECTIVE ACTION HAYEK FA, 1945, AM ECON REV, V35, P519 HIRSCH PM, 1996, ACAD MANAGE REV, V21, P872 HUSTED B, 2002, J BUS ETHICS, V26, P197 KOGUT B, 1996, ORGAN SCI, V7, P502 LIEBOWITZ SJ, 1990, J LAW ECON, V33, P1 LIEBOWITZ SJ, 1994, J ECON PERSPECT, V8, P133 LOCH C, 1998, MANAGE SCI, V45, P160 MACHLUP F, 1950, J ECON HIST, V10, P1 NORTH D, 1990, I I CHANGE EC PERFOR NUSSBAUM MC, 1984, P ARISTOTELIAN SOC S, V58, P55 POLYANI M, 1957, TACIT DIMENSION RESNIK DB, 2003, J BUS ETHICS, V46, P319 SAHLINS M, 1972, STONE AGE EC SIMMEL G, 1978, PHILOS MONEY SPENDER JC, 1996, STRATEGIC MANAGE J, V17, P5 STEIDLMEIER P, 1993, J BUS ETHICS, V19, P157 SUGDEN R, 1986, EC RIGHTS COOPERATIO THALER RH, 1983, PUBLIC INTEREST, V73, P60 TVERSKY A, 1974, SCIENCE, V185, P1124 WILLIAMSON O, 1985, EC I CAPITALISM WINGROVE N, 1995, RES TECHNOL MANAGE, V38, P6 ZELIZER V, 1994, SOCIAL MEANING MONEY NR 38 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2006 VL 36 IS 4 BP 295 EP 304 PG 10 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 067ZE UT ISI:000239340500002 ER PT J AU Yang, J Rui, MJ Wang, JJ TI Enhancing the firm's innovation capability through knowledge management: a study of high technology firms in China SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE corporate growth; innovation capability; knowledge acquisition; knowledge innovation ID RESOURCE-BASED VIEW; ABSORPTIVE-CAPACITY; EMPIRICAL-EXAMINATION; MANAGING KNOWLEDGE; PRODUCT INNOVATION; PERFORMANCE; GROWTH; ACQUISITION; ALLIANCES; STRATEGY AB This study investigates the effect of knowledge management on a firm's innovation capability. Knowledge acquisition and innovation are particularly examined for their impacts on innovation capability in high technology firms in China and the effect of innovation capability on long-term corporate growth is also assessed. Results show that the innovation capability of high technology firms is significantly related to knowledge acquisition and innovation in these firms. The innovation capability also has been shown to positively contribute to long-term corporate growth. C1 Univ So Mississippi Gulf Coast, Coll Business, Long Beach, MS 39560 USA. Fudan Univ, Sch Management, Shanghai 200433, Peoples R China. Georgia Inst Technol, Coll Engn, Atlanta, GA 30332 USA. RP Yang, J, Univ So Mississippi Gulf Coast, Coll Business, 730 E Beach Blvd, Long Beach, MS 39560 USA. EM jie.yang@usm.edu mjrui@fudan.edu.cn gtg730t@mail.gatech.edu CR AGUILAR F, 1967, SCANNING BUSINESS EN BRUSONI S, 2001, J MANAGE STUD, V38, P1019 CALANTONE RJ, 2002, IND MARKET MANAG, V31, P515 CANNALS J, 2001, EUROPEAN MANAGEMENT, V19, P587 CAPON N, 1990, MANAGE SCI, V36, P1143 CAVUSGIL ST, 2003, J BUS IND MARK, V18, P6 CHANDLER AD, 1998, DYNAMIC FIRM ROLE TE CLARK KB, 1990, HARVARD BUS REV, V68, P107 COFF R, 2003, ACAD MANAGE J, V46, P74 COFF RW, 1999, ORGAN SCI, V10, P119 COHEN WM, 1990, ADMIN SCI QUART, V35, P128 COLLINSON S, 2001, INT J INNOVATION MAN, V5, P73 COLLIS DJ, 1994, STRATEGIC MANAGE J, V15, P143 COVIN JG, 1990, J BUS VENTURING, V5, P391 DESS GG, 1990, J MANAGE, V16, P7 DOUGHERTY D, 1992, STRATEGIC MANAGE J, V13, P77 FALKENBERG L, 2002, ACAD MANAGEMENT P, B1 GELETKANYCZ MA, 1997, STRATEGIC MANAGE J, V18, P615 GRANTER SR, 1997, HISTOPATHOLOGY, V30, P3 GREENLEY G, 1995, BRIT J MANAGE, V40, P33 HALL R, 2003, J BUS RES, V56, P145 HOLSAPPLE CW, 2002, INFORM SOC, V18, P47 HURLEY RF, 1998, J MARKETING, V62, P42 INKPEN AC, 1998, ACAD MANAGEMENT EXEC, V12, P69 IRELAND RD, 2001, ACAD MANAGE EXEC, V15, P49 ISAKSEN A, 2001, EUR PLAN STUD, V9, P285 JOHNSON LD, 2002, INT J MANAG REV, V4, P101 KAPLAN RS, 1996, CALIF MANAGE REV, V39, P53 KUMAR N, 1993, ACAD MANAGE J, V36, P1633 LAWSON B, 2001, INT J INNOVATION MAN, V5, P377 LI T, 1998, J MARKETING, V62, P13 LIAO JW, 2003, ENTREP THEORY PRACT, V28, P63 LIYANAGE S, 2002, SINGAPORE MANAGEMENT, V24, P35 LORANGE P, 1998, LONG RANGE PLANN, V31, P18 MASSEY AP, 2002, J MANAGE INFORM SYST, V18, P37 MILLER WL, 2001, RES TECHNOL MANAGE, V44, P26 MONE MA, 1998, ACAD MANAGE REV, V23, P388 MOORMAN C, 1998, ACAD MANAGE REV, V23, P698 MORGAN RM, 1994, J MARKETING, V58, P20 NONAKA I, 1994, ORGAN SCI, V5, P1 NORMAN PM, 2004, J BUS RES, V57, P610 PACKER DW, 1964, RESOURCE ACQUISITION PATTERSON ML, 1998, J PROD INNOVAT MANAG, V15, P390 QUINN JB, 1999, SLOAN MANAGE REV, V40, P9 RINDFLEISCH A, 2001, J MARKETING, V65, P1 ROGERS EM, 1995, DIFFUSION INNOVATION ROSENTHAL R, 1991, ESSENTIALS BEHAV RES SEN FK, 2000, IEEE T ENG MANAGE, V47, P174 SHAPIRO C, 1999, INFORM RULES STAPLES DS, 2001, INT J MANAG REV, V3, P1 STARBUCK WH, 1993, INT J TECHNOL MANAGE, V8, P77 THOMAS JB, 2001, ORGAN SCI, V12, P331 VERONA G, 1999, ACAD MANAGE REV, V24, P132 WIERSEMA MF, 1995, STRATEGIC MANAGE J, V16, P447 YAN Y, 2003, INT J BUSINESS STUDI, V11, P45 ZAHRA SA, 1993, STRATEGIC MANAGE J, V14, P451 ZAHRA SA, 2002, ACAD MANAGE REV, V27, P185 ZELLMERBRUHN ME, 2003, MANAGE SCI, V49, P514 NR 58 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2006 VL 36 IS 4 BP 305 EP 317 PG 13 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 067ZE UT ISI:000239340500003 ER PT J AU Meade, P Rabelo, L Jones, A TI Applications of chaos and complexity theories to the technology adoption life cycle: case studies in the hard-drive, microprocessor, and server high-tech industries SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE chaos and complexity theories; high tech industries; product strategy; technology adoption life cycle ID PRODUCT DIFFUSION-MODELS; DISRUPTIVE TECHNOLOGIES; CONSUMER DURABLES; DYNAMICS; GROWTH AB Strategy formulation for high-technology products is very difficult. The short life cycles, and rapidly changing technology make it extremely challenging to develop and implement successful product strategy. Additionally, since the high-tech market is an example of a complex system, its behaviour is an emergent property of component interactions. The continual co-evolution of system components with respect to each other and the environment creates a highly non-linear dynamical system. This paper introduces a quantitative approach to understand the product position in the technology adoption life cycle using some of the principles and tools of Chaos and Complexity theories. This approach is demonstrated by using data sets of three case studies in the hard-drive, microprocessor, and server high-tech industries C1 Xodus Business & Technol Solut, Merritt Isl, FL 32953 USA. Univ Cent Florida, Orlando, FL 32816 USA. NIST, Mfg Syst Integrat Div, Gaithersburg, MD 20899 USA. RP Meade, P, Xodus Business & Technol Solut, 3330 Biscayne Dr, Merritt Isl, FL 32953 USA. EM pmeade@xodusbts.com lrabelo@mail.ucf.edu jonesa@cme.nist.gov CR *DISK TREND INC, 1976, 22 MARK REP COV HARD *IS STATMDR, 2003, MARK REP ANN WRAP IN *NAT SCI FDN, 1988, NSF88321 *OFF TECHN ASS, 1982, TECHN INN REV EC DEV ANDERS C, 1999, ENG MANAGEMENT J, P171 BASS FM, 1969, MANAGE SCI, V15, P215 BEWLEY R, 2001, J FORECASTING, V20, P231 BREIMAN L, 1984, CLASSIFICATION REGRE BROCKHOFF K, 1988, IEEE T ENG MANAGE, V35, P167 BRODY H, 1991, TECHNOLOGY REV JUL BROWNLIE D, 1995, IND MANAGEMENT DATA, V3 CHRISTENSEN C, 1997, INNOVATORS DILEMMA N CHRISTENSEN C, 2003, INNOVATORS SOLUTION COOPER R, 2000, RES TECHNOLOGY MANAG, V43 DANAHER P, 2001, J MARKETING RES, V38, P504 DIETRICH G, 1999, P 32 INT C SYST SCI DOHERTY N, 2001, J MARKETING THEORY P, V9, P66 FERRARY M, 2003, INT J TECHNOL MANAGE, V25, P165 FILSON A, 2000, P ENG MAN SOC 2000 I, P141 FOURT LA, 1960, J MARKETING, V25, P31 GARDNER DM, 2000, EUR J MARKETING, V34, P1053 GLEICK J, 1988, CHAOS MAKING NEW SCI GOLDER PN, 1998, J FORECASTING, V17, P259 HANSSENS D, 1990, MARKET RESPONSE MODE HOLGER E, 1998, J ENG TECHNOL MANAGE, V15, P279 HOLLAND J, 1995, HIDDEN ORDER ADAPTAT JENSEN RA, 2001, SOUTHERN ECON J, V68, P120 KAUFFMAN S, 1993, ORIGINS ORDER SELF O KAUFFMAN S, 1995, HOME UNIVERSE KAUFFMAN SA, 1991, SCI AM, V265, P64 KELLY S, 1999, EMERGENCE, V1, P51 KOCH J, 1999, EMERGENCE, V1, P43 LANGTON C, 1992, ARTIFICIAL LIFE, V2 LAPIDE L, 2001, J BUSINESS FORECASTI, V20, P18 LEFEBVRE R, 1999, EMERGENCE, V1, P7 LEVITT T, 1986, MARKETING IMAGINATIO LUCAS C, 2001, AUTOPOIESIS COEVOLUT MAHAJAN V, 1986, INNOVATION DIFFUSION MAIER FH, 1998, SYST DYNAM REV, V14, P285 MANSFIELD E, 1961, ECONOMETRICA, V29, P741 MCGRATH M, 1995, PRODUCT STRATEGY HIG MEADE N, 1998, MANAGE SCI, V44, P1115 MEADE P, 2003, THESIS U CENTRAL FLO MODIS T, 1998, CONQUERING UNCERTAIN MOORE G, 1999, CROSSING CHASM MOORE G, 1999, INSIDE TORNADO MOORE GE, 1965, ELECTRONICS, V38, P8 NOTTEN W, 2005, TECHNOLOGICAL FORECA, V72, P175 OCONNOR L, 2002, INSIDE R D WIN PHELAN S, 1995, 55 ANN M AC MAN VANC SHANKLIN W, 1994, MARKETING HIGH TECHN STERMAN J, 2000, BUSINESS DYNAMICS SY SWANSON CE, 1997, SOUTH ECON J, V63, P872 VRIEND N, 1994, 9403013 SANT FE I WALSH ST, 2005, TECHNOL FORECAST SOC, V72, P213 WATANABE C, 2005, TECHNOLOGICAL FORECA, V72, P1 WOLFRAM S, 1986, THEORY APPL CELLULAR WUENSCHE A, 1999, COMPLEXITY INT, V6 XIE JH, 1997, J MARKETING RES, V34, P378 NR 59 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2006 VL 36 IS 4 BP 318 EP 335 PG 18 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 067ZE UT ISI:000239340500004 ER PT J AU Hsu, FC Trappey, AJC Trappey, CV Hou, JL Liu, SJ TI Technology and knowledge document cluster analysis for enterprise R&D strategic planning SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE knowledge document clustering; patent analysis; technology clustering ID MANAGEMENT; INFORMATION AB Through technology and knowledge document analysis, companies can realise the condition of specified technology development and the potential competitors in the market. As patents provide exclusive right and legal protection for patent inventors, patents play an important role in the development of technology. This paper presents the process of patent knowledge extraction and methodologies of patent analysis to improve the efficiency of patent analysis. Furthermore, the methodologies proposed in this paper include patent map analysis, patent technology clustering, patent document clustering and technology maturity measurement. Through these methodologies, companies can gain rich information and perforin better in patent management. Moreover, the strategic plans of R&D can also be determined using the methodologies proposed in this paper. C1 Natl Tsing Hua Univ, Dept Ind Engn & Engn Management, Hsinchu 300, Taiwan. Natl Chiao Tung Univ, Dept Management Sci, Hsinchu 300, Taiwan. Natl Chiao Tung Univ, Inst Technol Law, Hsinchu 300, Taiwan. RP Hsu, FC, Natl Tsing Hua Univ, Dept Ind Engn & Engn Management, Hsinchu 300, Taiwan. EM rayon@avectec.com.tw trappey@ie.nthu.edu.tw trappey@cc.nctu.edu.tw adamhou@ie.nthu.edu.tw sjliu@mail.nctu.edu.tw CR *OECD, 2004, PAT INN TREND POL CH AIZAWA A, 2003, INFORM PROCESS MANAG, V39, P45 BARNETT V, 1994, OUTLIERS STAT DATA BEBENHAM J, 1998, KNOWLEDGE ENG BERRY M, 1997, DATA MINING TECHNIQU BRYSON MJ, 2004, STRATEGIC PLANNING P CHEN HC, 1996, J VIS COMMUN IMAGE R, V7, P88 CHENG CH, 1997, J COMPUT INFORM SYST, V38, P30 DENG W, 2001, P 12 INT WORKSH DAT, P270 FEIGENBAUM E, 1983, 5 GENERATION READING HAWKINS DM, 1980, IDENTIFICATION OUTLI HOU JL, 2003, INT J PROD RES, V42, P1747 HOU JL, 2003, INT J SERVICES TECHN, V4, P424 IDRIS K, 2004, INTELLECTUAL PROPERT JONES KS, 1972, J DOC, V28, P11 KARKI MMS, 1997, WORLD PATENT INFORMA, V19, P269 KOSTOFF RN, 1998, SCIENTOMETRICS, V43, P27 LEE JH, 2001, EXPERT SYST APPL, V20, P299 LOU X, 2003, P INT JOINT C NEUR N, V3, P1786 LUHN HP, 1957, IBM J RES DEV, V1, P309 MEYER M, 2000, SCIENTOMETRICS, V49, P93 MURATA M, 2000, P 5 INT WORKSH INF R, P81 NARIN F, 1994, SCIENTOMETRICS, V30, P147 NARIN F, 1996, SCIENTOMETRICS, V36, P293 SHARMA SC, 1996, APPL MULTIVARIATE TE TRAPPEY AJC, 2004, COMPUT IND, V53, P39 TRAPPEY AJC, 2004, P 8 WORLD MULT SYST, V1, P132 TRAPPEY AJC, 2004, P ANN INT S 4 EUR SY TRAPPEY CV, 2003, P INT S PROD LIF CYC WANG BB, 2002, P INT C COMM CIRC SY, V2, P1230 WANG W, 2000, P 1 INT C WEB INF SY, V1, P283 YAO YH, 2003, ROBOT CIM-INT MANUF, V19, P355 YOON B, 2004, J HIGH TECHNOLOGY MA, V15, P37 NR 33 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2006 VL 36 IS 4 BP 336 EP 353 PG 18 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 067ZE UT ISI:000239340500005 ER PT J AU Shih, MH Tsai, HT Wu, CC Lu, CH TI A holistic knowledge sharing framework in high-tech firms: game and co-opetition perspectives SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE agent contest; co-opetition; game theory; knowledge sharing ID SOCIAL DILEMMAS; INFORMATION; COMMUNICATION; MANAGEMENT AB High-tech companies are renowned for their high level of intellectual works even though they are facing a competitive environment. Knowledge sharing, therefore, plays an important role in a high-tech company's performance and innovation. In implementing knowledge sharing, high-tech firms often encounter setbacks due to neglecting human nature and the knowledge trading mechanism within organisations. This article aims to propose a holistic knowledge sharing framework by applying game theory, co-opetition, agent contest and reward systems, to solve the employee's dilemma and free-rider behaviour problems. Based on this framework, we categorise high-tech firms into four types of knowledge sharing, such as job guarantee, individual performance, team performance, and team learning. Empirical results showed that the type of team learning firm with agent contest and reward systems designed for both team and individual could build a co-opetitive knowledge sharing environment. C1 Natl Sun Yat Sen Univ, Dept Business Management, Kaohsiung 804, Taiwan. Cheng Shiu Univ, Dept Int Trade, Kaohsiung 833, Taiwan. RP Tsai, HT, Natl Sun Yat Sen Univ, Dept Business Management, 70,LianHai Rd, Kaohsiung 804, Taiwan. EM s_shih@mail.syg.com.tw htt@mail.nsysu.edu.tw ericwu@bm.nsysu.edu.tw chlu@csu.edu.tw CR *A AND BUS CONS, 1999, ZUK KNOWL MAN ALCHIAN AA, 1972, AM ECON REV, V62, P777 ALLAN A, 1998, INNOVATION MANAGEMEN BOLTON P, 1990, AM ECON REV, V80, P93 BONG SH, 2004, INT J TECHNOL MANAGE, V27, P16 BRANDLE N, 2001, P SOC PHOTO-OPT INS, V2, P1 BROWN JS, 1991, ORGAN SCI, V2, P40 COASE RH, 1937, ECONOMICA, V4, P386 CONNOLLY T, 1990, ORG COMMUNICATION TE, P219 CONNOLLY T, 1992, SOCIAL DILEMMAS THEO, P199 CRAWFORD VP, 1982, ECONOMETRICA, V50, P1431 DAVENPORT TH, 1998, SLOAN MANAGE REV, V39, P43 DAVENPORT TH, 1998, WORKING KNOWLEDGE OR DAWES RM, 1980, ANNU REV PSYCHOL, V31, P169 DESSEIN W, 2002, REV ECON STUD, V69, P811 DRUCKER PF, 1993, POST CAPITALIST SOC DRUCKER PF, 1994, ATLANTIC MONTHLY, V274, P53 HALONEN M, 2002, ECON J, V112, P539 HAMEL G, 1991, STRATEGIC MANAGE J, V12, P83 HANLEY SS, 1999, INFORM WEEK APR, P16 HARDIN G, 1968, SCIENCE, V162, P243 HAREM T, 1996, MANAGING KNOWLEDGE P, P116 HARRIGAN KR, 1991, PLANNING REV, V48, P4 HART SL, 1995, ACAD MANAGE REV, V20, P986 HATANO K, 2003, C NAG CIT U JAP HENDRIKS P, 1999, KNOWLEDGE PROCESS MA, V6, P91 HOLMSTROM B, 1982, BELL J ECON, V13, P324 KHALIL TM, 2000, MANAGEMENT TECHNOLOG KOLLOCK P, 1998, ANNU REV SOCIOL, V24, P183 LAWLER EE, 1992, ULTIMATE ADV CREATIN LEONARDBARTON D, 1995, WELLSPRINGS KNOWLEDG LOEBECKE C, 1999, DATABASE ADV INFORMA, V30, P14 MOHRMAN AM, 1992, PERFORMANCE MEASUREM, P217 MONGE PR, 1998, ORGAN SCI, V9, P411 NASH JF, 1950, ECONOMETRICA, V18, P155 NONAKA I, 1995, KNOWLEDGE CREATING C NONAKA I, 1995, ORGAN SCI, V6, P394 OLSON M, 1965, LOGIC COLLECTIVE ACT POLANYI M, 1966, TACIT DIMENSION QUINN JB, 1992, INTELLIGENT ENTERPRI RASMUSEN E, 2001, GAMES INFORM INTRO G ROBERTS J, 2000, TECHNOL ANAL STRATEG, V12, P429 ROGERS EW, 2001, J TECHNOLOGY, V12, P39 SCHRADER S, 1990, ZWISCHENBETRIEBLICHE SENGE P, 1998, EXECUTIVE EXCELLENCE, V15, P11 SVEIBY KE, 1997, NEW ORG WEALTH MANAG SWEENEY J, 1973, SOC SCI RES, V2, P277 THOMPSON JD, 1967, ORG ACTION WASKO MM, 2000, J STRATEGIC INF SYST, V9, P155 NR 49 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2006 VL 36 IS 4 BP 354 EP 367 PG 14 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 067ZE UT ISI:000239340500006 ER PT J AU Trappey, CV Shih, TY Hoang, T TI Marketing intellectual property using electronic libraries: a survey of system-on-chip engineers and managers in Sweden and Taiwan SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE customer relationship management; design and re-use; electronic design libraries; intellectual property (IP) licensing; IP trade business models; legal knowledge management; relationship marketing; system on chip (SoC) ID SOFTWARE REUSE; DESIGN; INNOVATIONS; INFORMATION; SUCCESS; ISSUES; IBM AB Intellectual Property (IP) trade concerns and the IP trade business models are important issues in the IP market and the system-on-chip (SoC) industry. A survey of Taiwan Hsinchu Science Park and Sweden Kista Technology Center SoC companies compares opinions of managers and engineers toward design libraries, global standards, and IP licensing. Since the added value of services gives electronic libraries market advantage over other IP trade business models, emphasis should be placed on service expansion, knowledge management, and relationship building. Nationality does not play a significant role with the trade of SoC IP and the Taiwanese and the Swedes are interpreting the market issues with the same level of enthusiasm - positive, but not strong. The implication is that unless libraries build confidence and enthusiasm, their global trade model leadership can be lost. The paper concludes with a library framework to build legal knowledge and customer relationship management services. C1 Natl Chiao Tung Univ, Dept Management Sci, Hsinchu 300, Taiwan. Volvo Powertrain, Agnesberg, Sweden. RP Shih, TY, Natl Chiao Tung Univ, Dept Management Sci, 1001 T Hsueh Rd, Hsinchu 300, Taiwan. EM trappey@cc.netu.edu.tw trace@ms16.hinet.net Thien.Hoang@volvo.com CR *ART COMP INC, 2001, PROC PERF PROD *ART, 2004, ART COMP IP PARTN CH *CAD DES SYST INC, 2002, AMS DES *GET2CHIP COM INC, 2001, GET2CHIP PROL LIQ CE *HISP, 2004, SAMPL FRAM HSINCH SC *IBM, 2003, IBMS IP TRAD BUS MOD *VSIA, 1997, VSI ALL ARCH DOC V1, P1 ANIMI R, 1999, ARTISAN COMPONENTS F ARENSMAN R, 1999, ELECTRON BUS, V25, P72 BASSET P, 1998, P 5 INT C SOFTW REUS, P373 BEDNAR TR, 2002, IBM J RES DEV, V46, P661 BEDNAREK M, 2004, INTELLECTUAL PROPERT, V16, P1 BETTERLEY RS, 2001, RISK MANAGEMENT, V48, P17 BORG EA, 2001, TECHNOVATION, V21, P515 BRICAUD P, 2001, ELECT ENG DESIG 1120, P31 BRICAUD P, 2002, INT S QUAL EL DES IS, P257 DARRINGER JA, 2002, IBM J RES DEV, V46, P691 DOERRE GW, 2002, IBM J RES DEV, V46, P649 EZRAN M, 1998, P 24 EUROMICRO C, V2, P20875 FOWLER TB, 2002, IT PROFESSIONAL, V4, P39 GRANSTRAND O, 1999, EC MANAGEMENT INTELL GRISS ML, 1993, IBM SYST J, V32, P548 HAVE MT, 2000, MICR EL DEV EUR APPL HERING I, 2002, MANAGING INTELLECTUA, V117, P12 HIGGINS SH, 1999, J BUS IND MARK, V14, P61 HOANG VN, 2003, SAMPLE FRAME KISTA T KATSIOULAS T, 2003, 1 FSA KNIGHT HJ, 1996, PATENT STRATEGY RES LENNARD CK, 2000, DESIGN AUTOMATION TE, P1 LIPPE P, 1998, ELECT BUSINESS MATSUMOTO C, 1999, EE DESIGN MITTELSTAEDT JD, 1997, J PUBLIC POLICY MARK, V16, P14 MORISIO M, 2002, IEEE T SOFTWARE ENG, V28, P340 NARAYANAN VK, 2001, MANAGING TECHNOLOGY NEJMEH BA, 1994, COMMUN ACM, V37, P23 RATFORD V, 2002, P 2002 DES AUT TEST SANTARINI M, 1999, EE TIMES SEEPOLD R, 2002, P ISQED, P75 SHIMIZU S, 2004, IBM J RES DEV, V48, P751 SMITH GV, 1995, INTELLECTUAL PROPERT SMITH GV, 2000, VALUATION INTELLECTU TIRSO JR, 1993, IBM SYST J, V32, P612 TRAPPEY AJC, 2004, 8 WORLD MULT SYST CY VASQUEZ C, 2003, IDC WORLD TIMES SURV WERNER K, 2004, ELECT ENG TIMES 1108, P70 YGLESIAS KP, 1993, IBM SYST J, V32, P615 NR 46 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2006 VL 36 IS 4 BP 368 EP 386 PG 19 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 067ZE UT ISI:000239340500007 ER PT J AU Gao, P TI R&D knowledge management in a telecommunications consortium: an actor-network perspective SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE actor-network theory; consortium; mobile commerce; R&D knowledge management ID CREATION AB This paper is concerned with the R&D knowledge management in a consortium. It presents an ethnographic study on Mobiconomy group, a consortium designing mobile services. We first demonstrate that the actor-network theory can be linked with theory of organisational knowledge creation, and thus apply it to examining the knowledge creation in Mobiconomy as a 'black-boxing' process. This paper discloses the improvisatory characteristics of knowledge creation process in a consortium. The author argues that a consortium should have a pre-project phase when a common vocabulary is developed and an integrator is introduced. The experience of our case consortium - that the white book has emerged as a tool of R&D knowledge management - can be drawn upon by other consortia. Implications for understanding the future trend of the mobile commerce market have been given. C1 Univ Manchester, IDPM, Manchester M13 9QH, Lancs, England. RP Gao, P, Univ Manchester, IDPM, Harold Hankins Bldg,Oxford Rd, Manchester M13 9QH, Lancs, England. EM Ping.Gao@manchester.ac.uk CR ALDRICH HE, 1995, RES POLICY, V24, P301 ARTHUR WB, 1989, ECON J, V99, P116 BENBASAT I, 1987, MIS QUART, V11, P369 BIJKER WE, 1990, SOCIAL CONSTRUCTION BOLAND RJ, 1996, INFORMATION TECHNOLO, P308 BOONE ME, 2001, MANAGING INTERACTIVE BOUTELLIER R, 2000, MANAGING GLOBAL INNO BROWN JS, 2001, ORGAN SCI, V12, P198 CALLON M, 1991, SOCIOLOGY MONSTERS E, P132 DAVID PA, 1985, AM ECON REV, V75, P332 DORNAN A, 2001, ESSENTIAL GUIDE WIRE FERRARI FM, 2004, J KNOWLEDGE MANAGEME, V8, P117 HAUG T, 2002, TELECOMMUN POLICY, V26, P101 HOLMES ME, 1991, STUDYING INTERPERSON, P286 HOLZBLATT K, 1993, COMMUN ACM, V36, P93 KANTER RM, 2001, EVOLVE SUCCEEDING DI KNIGHTS D, 1993, J MANAGE STUD, V30, P975 LATOUR B, 1996, ARAMIS LOVE TECHNOLO LOUIS PJ, 2001, M COMMERCE CRASH COU MATHEWS JA, 2002, RES POLICY, V31, P633 MONTEIRO E, 1996, INFORMATION TECHNOLO, P325 MULLERVEERSE F, 2000, MOBILE COMMERCE REPO NONAKA I, 1994, ORGAN SCI, V5, P14 NONAKA I, 2000, LONG RANGE PLANN, V33, P5 ORLIKOWSKI WJ, 1996, INFORM SYST RES, V7, P63 POLANYI M, 1966, TACIT DIMENSION SILVA FSC, 2003, KNOWLEDGE PROCESS MA, V10, P37 TUOMI I, 2002, NETWORKS INNOVATION WALSHAM G, 1997, INFORMATION SYSTEMS, P466 NR 29 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2006 VL 36 IS 4 BP 387 EP 401 PG 15 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 067ZE UT ISI:000239340500008 ER PT J AU Jardim-Goncalves, R Figay, N Steiger-Garcao, A TI Enabling interoperability of STEP Application Protocols at meta-data and knowledge level SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE interoperability; ISO10303; knowledge model; meta-modelling; OWL; product data exchange; STEP; XML AB Numerous proposals exist worldwide for the representation of data models and services for the main manufacturing activities. The ISO 10303 STEP has developed more than 40 standard Application Protocols for product data representation, and they reflect the consolidated expertise of major industrial worldwide specialists working together for more than 20 years, covering the principal product data management areas for the main industries. However, these standards are focused on product data representation. A framework to enable them to interoperate at meta-model and knowledge levels permits the reuse of this existing expertise, extending its capabilities in complementary application domains, like advanced modelling tools, knowledge management and the emergent semantic web technologies. This paper proposes a framework for the development, usage and extension of integrated data and knowledge models, using as a reference existent standard-based protocols. The work results from the research and development completed by the authors under the umbrella of international projects. C1 Univ Nova Lisboa, Dept Eng Electrotecn & Computadores, Fac Ciencias & Tecnol, P-1200 Lisbon, Portugal. RP Jardim-Goncalves, R, Univ Nova Lisboa, Dept Eng Electrotecn & Computadores, Fac Ciencias & Tecnol, P-1200 Lisbon, Portugal. EM rg@uninova.pt nicolas.figay@eads.net asg@uninova.pt CR 1995, ATLAS *AP236, 2002, 10303 AP236 ISO *DSTC PTY LTD, 1999, UML PROF ENT DISTR O *EBXML, 2001, EBXML TECHN ARCH SPE *FSIG, 2002, FUNST INT GROUP *IDEAS, 2003, IST200137368 IDEAS *ISO, 2002, 10303 ISO *OMG XMI, 2001, OBJ MAN GROUP XML ME *OMG, 2001, AD20010609 OMG *PLIB, 1998, TC184SC4 ISO DIS *RISESTEP, 1998, 20459 RISESTEP EU *SAVE, 2002, CT980760 SAVE BPR *SMART, 2004, IST200152224 SMART *STEP 1, 1994, 10303 ISO STEP *STEP 2, 1998, TC184SC4 ISO STEP 2 *STEP 25, 2001, ISO10303 STEP 25 ALONSO G, 1999, P 9 INT WORKSH RES I, P132 ARSANJARI A, 1999, P PATT LANG PROGR PL CAMARINHAMATOS L, 1999, IFIP WORK C INFR VIR, CH2 CHEN Q, 2000, INTER ENTERPRISE COL CLEMENTS P, 1997, INT C ENT INT MOD TE DAVULCU H, 1999, P 9 INT WORKSH RES I, P12 DUCROUX F, 1999, IT INTEGRATION SUPPO, P137 FOWLER J, 2000, COOPERATIVE USE STEP JARDIMGONCALVES R, 1999, INT J COMPUT APPL T, V12, P39 JARDIMGONCALVES R, 2001, AGILE MANUFACTURING, P735 JARDIMGONCALVES R, 2002, COMMUN ACM, V45, P53 JARDIMGONCALVES R, 2003, INT J INTERNET ENTER, V1, P167 JARDIMGONCALVES R, 2004, INCOM2004 11 IFAC S JARDINGONCALVES R, 2001, 8 ISPE INT C CE RES LAZCANO A, 2000, INT J COMPUTER SYSTE, V15 NAGI L, 1997, IIE T DESIGN MANUFAC, V29, P839 NAYAK N, 2001, P WORKSH INF TECHN V, P80 PARENT C, 1998, COMMUN ACM, V41, P166 POYET P, 1999, PRODNET COMM INFR IF, CH19 RADEKE E, 1999, 9 INT WORKSH RES ISS, P36 RAY S, 2003, P 13 ANN INT S INCOS SARDET E, 1997, GLOBAL NETWORK ENG, V97, P179 STARZYK D, 1999, MFG991004 OMG PDES I UMAR A, 1999, P 9 INT WORKSH RES I, P4 WEST M, 2001, ISOTC184SC4WG10 NR 41 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2006 VL 36 IS 4 BP 402 EP 421 PG 20 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 067ZE UT ISI:000239340500009 ER PT J AU Katz, J TI Market-oriented reforms, globalisation and the recent transformation of the production and social structure of developing countries SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE market-oriented reforms; globalisation; industrial growth; developing countries AB This article offers a brief reflection upon the extent to which reforms from inward-oriented into outward-oriented policy regimes have led to industrial growth in developing countries. The article points to some of the limitations of the economic theory and the economic profession to tackle the issue of industrial development in developing countries. C1 Consejo Nacl Invest Cient & Tecn, RA-1033 Buenos Aires, DF, Argentina. Univ Chile, Santiago, Chile. RP Katz, J, Consejo Nacl Invest Cient & Tecn, RA-1033 Buenos Aires, DF, Argentina. EM jorgekatz@terra.cl CR *WORLD BANK, 2002, STRATEGIC OPTIONS, V1 KATZ J, 2001, STRUCTURAL REFORMS P KUCZYNSKI PP, 2003, WASHINGTON CONSENSUS LANDESMANN M, 2003, EC PAPERS VIENNA I I NR 4 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2006 VL 36 IS 1-3 BP 21 EP 24 PG 4 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 060SR UT ISI:000238822400004 ER PT J AU Bell, M TI Time and technological learning in industrialising countries: how long does it take? How fast is it moving (if at all)? SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE technological learning; technological capabilities; late industrialisation; time-scales ID SECTORAL PATTERNS; SYSTEMS; BRAZIL AB There has been a wealth of research on technological learning in firms, industries and clusters in industrialising economies. Most of this has centred on issues about change over time: paths of technical change, trajectories of capability accumulation, and the forces that shape these trends. This paper argues, however, that little of this work has adequately addressed the empirical heart of these dynamic issues: the time-scales involved, their differences and the reasons for these. Consequently, the field of research can offer managers and policymakers very limited understanding about these time-centred issues at the core of decisions about investment in learning. This is primarily a consequence of the way research has been organised and funded, and the paper calls for new approaches to support deliberately designed longitudinal research. C1 Univ Sussex, Freeman Ctr, SPRU Sci & Technol Policy Res, Brighton BN1, Sussex, England. RP Bell, M, Univ Sussex, Freeman Ctr, SPRU Sci & Technol Policy Res, Brighton BN1, Sussex, England. EM M.Bell@sussex.ac.uk CR AMSDEN AH, 2003, RES POLICY, V32, P553 ARIFFIN N, 2000, THESIS U SUSSEX UK BAZAN L, 2004, LOCAL ENTERPRISES GL BELL M, 1982, EC NEW TECHNOLOGY DE BELL M, 1984, TECHNOLOGICAL CAPABI, P187 BELL M, 1993, IND CORP CHANGE, V2, P157 BELL M, 1999, WORLD DEV, V27, P1715 CASSIOLATO JE, 2003, SYSTEMS INNOVATION D CIMOLI M, 2003, IND CORP CHANGE, V12, P387 CONSONI F, 2006, INT J TECHNOLOGY MAN DAHLMAN C, 1987, WORLD DEV, V16, P759 DAHLMAN CJ, 1987, TECHNOLOGY GENERATIO, P154 DUTRENIT G, 2000, LEARNING KNOWLEDGE M FIGUEIREDO PN, 2001, TECHNOLOGICAL LEARNI HOBDAY MG, 1995, INNOVATION E ASIA CH HOBDAY MG, 2002, WORKSH ORG KOR DEV I KATZ J, 1987, TECHNOLOGY GENERATIO KIM L, 1997, IMITATION INNOVATION KIM L, 1998, ORGAN SCI, V9, P506 LALL S, 1987, LEARNING IND ACQUISI LALL S, 1992, WORLD DEV, V20, P165 LASTRES HMM, 2003, SYSTEMS INNOVATION D, P1 MALERBA F, 1993, IND CORP CHANGE, V2, P45 MALERBA F, 1997, IND CORP CHANGE, V6, P83 MALERBA F, 2002, IND CORP CHANGE, V11, P667 MALERBA F, 2004, SECTORAL SYSTEMS INN, P9 MATHEWS JA, 2000, TIGER TECHNOLOGY CRE MCKELVEY M, 2004, SECTORAL SYSTEMS INN, P73 MYTELKA L, 2003, SYSTEMS INNOVATION D, P249 PAVITT K, 1984, RES POLICY, V13, P343 QUADROS R, 2001, ACTES GERPISA, V32, P35 ROBSON M, 1988, RES POLICY, V17, P1 SCHMITZ H, 1995, WORLD DEV, V23, P9 SCHMITZ H, 1998, 82 IDS SCHMITZ H, 1999, WORLD DEV, V27, P1627 STEWART F, 1982, EC NEW TECHNOLOGY DE TACLA CL, 2006, INT J TECHNOL MANAGE, V36, P62 VIOTTI EB, 2002, TECHNOL FORECAST SOC, V69, P653 WONG PK, 2003, COMPETITIVENESS FDI, P191 YU FLT, 2005, INT J TECHNOLOGY MAN, V29 NR 40 TC 1 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2006 VL 36 IS 1-3 BP 25 EP 39 PG 15 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 060SR UT ISI:000238822400005 ER PT J AU Dutrenit, G TI Instability of the technology strategy and building of the first strategic capabilities in a large Mexican firm SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE learning; knowledge management; technological capabilities; strategic capabilities; technology strategy; latecomer firms ID ACCUMULATION AB The transition process from building a minimum knowledge base to deploying the first strategic capabilities is a neglected issue in the literature on technological accumulation in Latin American firms. This paper analyses three organisational processes that may affect this stage and discusses the role of an unstable firm's technology strategy in influencing such processes. Based on a detailed case study of Vitro S.A., one of the largest and most successful Mexican industrial groups, this paper argues that a context characterised by macroeconomic instability and distortions, and the lack of vision of the firm's top management about the role of technology in competitiveness, contribute to explaining the instability of the firm's technology strategy. This, in turn, is a major factor that negatively influences the conversion of individual into organisational learning, the coordination of different learning strategies, and the steadiness of the know ledge-creation process. The weaknesses in these processes make the deployment of strategic capabilities and the completion of the transition process more difficult. C1 Metropolitan Autonomous Univ, Coyoacan 04960, Mexico. RP Dutrenit, G, Metropolitan Autonomous Univ, Campus Xochimilco,UAM-X,Calzada Hueso 1100,Col Vi, Coyoacan 04960, Mexico. EM gdutrenit@laneta.apc.org CR AMSDEN AH, 1989, ASIAS NEXT GIANT S K ANCORI B, 2000, IND CORP CHANGE, V9, P255 ARZA V, 2005, INNOVATION MANAGEMEN BELL M, 1995, TRADE TECHNOLOGY INT, P69 BRADY T, 2002, 3 C ORG KNOW LEARN C CASAS R, 2001, FORMACION REDES CONO CASSIOLATO JE, 2003, SYSTEMS INNOVATION D CIMOLI M, 2000, DEV INNOVATION SYSTE DAHLMAN C, 1982, EC NEW TECHNOLOGY DE, P105 DODGSON M, 1993, ORGAN STUD, V14, P375 DOSI G, 2000, NATURE DYNAMICS ORG DUTRENIT G, 2000, DEV INNOVATION SYSTE, P226 DUTRENIT G, 2000, LEARNING KNOWLEDGE M DUTRENIT G, 2003, TRIMEST ECON, V70, P109 DUTRENIT G, 2004, SCI TECHNOLOGY SOC, V9, P209 DUTRENIT G, 2005, INNOVATION MANAGEMEN, V7, P105 FERRAZ JC, 1999, OXFORD DEV STUDIES, V27 FIGUEIREDO PN, 2001, TECHNOLOGICAL LEARNI FIGUEIREDO PN, 2003, IND CORP CHANGE, V12, P607 HEDBERG B, 2001, HDB ORG LEARNING KNO, P535 HOBDAY M, 1995, CHALLENGE JAPAN HOBDAY M, 2000, TECHNOLOGY LEARNING KATZ J, 1987, TECHNOLOGY GENERATIO KATZ J, 2001, SISTEMA NACIONAL INN KIM L, 1997, IMITATION INNOVATION KIM L, 2000, TECHNOLOGY LEARNING KOSACOFF B, 2000, CORPORATE STRATEGIES LALL S, 1987, LEARNING IND ACQUISI LALL S, 1992, WORLD DEV, V20, P165 LALL S, 2000, TECHNOLOGY LEARNING LEONARDBARTON D, 1995, WELLSPRINGS KNOWLEDG, P38 NONAKA I, 1995, KNOWLEDGE CREATING C PATEL P, 2000, NATURE DYNAMICS ORG PAVITT K, 1998, IND CORP CHANGE, V7, P433 PEREZ C, 1996, COMERCIO EXTERIOR, V46, P347 PRAHALAD CK, 1990, HARVARD BUS REV, V68, P79 TEECE DJ, 1997, STRATEGIC MANAGE J, V18, P509 VERACRUZ AO, 2004, CULTURA EMPRESA COMP YIN RK, 1994, APPL SOCIAL RES METH NR 39 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2006 VL 36 IS 1-3 BP 43 EP 61 PG 19 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 060SR UT ISI:000238822400007 ER PT J AU Tacla, CL Figueiredo, PN TI The dynamics of technological learning inside the latecomer firm: evidence from the capital goods industry in Brazil SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE rate of technological learning; technological learning; latecomer firm; innovative capability ID CAPABILITY-ACCUMULATION AB This article focuses on the implications of the intra-firm learning processes for the direction and rate of latecomer firm-level technological capability accumulation. This relationship is examined in a capital goods firm - producer of equipment and complete plants for pulp and paper mills - during its lifetime of 24 years. Using a single case-study design, this article draws from first-hand empirical evidence gathered through one-year fieldwork. The framework for capability identifies three technological functions: engineering activities and project management, operational processes and practices, and process equipment. The framework for learning identifies four learning processes. These are examined on the basis of four features: variety, intensity, functioning, and interaction. In addition to clarifying how learning processes work within the latecomer firm, this article contributes to providing a concrete notion of the time-frame to materialise the returns, in terms of innovative capability building, expected by managers from their learning efforts over time. C1 Getulio Vargas Fdn, EBAPE FGV, Brazilian Sch Publ & Business Adm, BR-22250900 Rio De Janeiro, Brazil. RP Figueiredo, PN, Getulio Vargas Fdn, EBAPE FGV, Brazilian Sch Publ & Business Adm, Praia Botafogo 190 Room 510, BR-22250900 Rio De Janeiro, Brazil. EM celsotacla@avalon.sul.com.br pnf@fgv.br CR AMSALEM MA, 1983, TECHNOLOGY CHOICE DE ARGYRIS C, 1978, ORG LEARNING THEORY ARIFFIN N, 1999, IND TECHNOLOGY DEV M, P150 ARIFFIN N, 2000, THESIS SPRU U SUSSEX ARIFFIN N, 2004, OXFORD DEV STUDIES, V32, P559 BABU MGN, 1999, DISCUSSION PAPER SER BARTZOKAS A, 1997, DISCUSSION PAPER SER BELL M, 1984, TECHNOLOGICAL CAPABI BELL M, 1995, TRADE TECHNOLOGY INT BESSANT J, 1998, INT J INNOVATION MAN, V2, P409 CIMOLI M, 2003, IND CORP CHANGE, V12, P387 DALCOMUNI SM, 1997, THESIS SPRU U SUSSEX DOSI G, 1988, J ECON LIT, V26, P1120 DUTRENIT G, 2000, LEARNING KNOWLEDGE M DUTRENIT GB, 1998, THESIS SPRU U SUSSEX FIGUEIREDO PN, 1999, THESIS SPRU U SUSSEX FIGUEIREDO PN, 2001, TECHNOLOGICAL LEARNI FIGUEIREDO PN, 2002, RES POLICY, V31, P73 FIGUEIREDO PN, 2003, IND CORP CHANGE, V12, P607 GARVIN DA, 1993, HARVARD BUS REV, V71, P78 HEDBERG B, 1981, HDB ORG DESIGN HOBDAY M, 1995, INNOVATION E ASIA CH HOLLANDER S, 1965, SOURCES INCREASED EF IANSITI M, 1998, TECHNOLOGY INTEGRATI JACOBSSON S, 1995, RES POLICY, V24, P127 JORGE MM, 1993, ESTUDO COMPETIVIDADE KIM L, 1997, IMITATION INNOVATION KIM L, 1998, ORGAN SCI, V9, P506 KIM LS, 1997, CALIF MANAGE REV, V39, P86 LALL S, 1992, WORLD DEV, V20, P165 LEONARDBARTON D, 1992, SLOAN MANAGE REV, V34, P23 LEONARDBARTON D, 1995, LONGITUDINAL FIELD R LEONARDBARTON D, 1995, WELLSPRINGS KNOWLEDG MANSFIELD E, 1979, ECONOMICA, V46, P187 MASS W, 1996, BUSINESS EC HIST, V25, P1 MILES MB, 1984, QUALITATIVE DATA ANA NAKAOKA T, 1993, TECHNOLOGY DEV, V6 NAKAOKA T, 1994, JS94271 SUNT TOY INT NELSON R, 1982, EVOLUTIONARY THEORY PACK H, 1987, PRODUCTIVITY TECHNOL PATEL P, 1997, RES POLICY, V26, P141 PATTON MQ, 1990, QUALITATIVE EVALUATI PAVITT K, 1991, BRIT J MANAGE, V2, P41 ROSENBERG N, 1982, INSIDE BLACK BOX ROTHWELL R, 1994, HDB IND INNOVATION SENGE PM, 1990, SLOAN MANAGEMENT FAL, P7 TACLA CL, 2004, ACUMULACAO COMPETENC TEECE D, 1994, IND CORP CHANGE, V3, P537 TEUBAL M, 1987, INNOVATION PERFORMAN, P104 TIDD J, 1997, MANAGING INNOVATION TREMBLAY P, 1994, THESIS SPRU U SUSSEX VALENCA ACV, 2001, IND MAQUINAS EQUIPAM, P93 VERMULM R, 1995, SCI TECHNOLOGY BRAZI WORTMANN M, 1990, RES POLICY, V19, P175 YIN RK, 1994, APPL SOCIAL RES METH, V5 NR 55 TC 2 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2006 VL 36 IS 1-3 BP 62 EP 90 PG 29 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 060SR UT ISI:000238822400008 ER PT J AU Consoni, F Quadros, R TI From adaptation to complete vehicle design: a case study of product development capabilities in a carmaker in Brazil SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE multinational corporations; Brazilian carmakers; product development competencies; technological capabilities ID INNOVATION AB The paper is concerned with the technological activities accomplished in multinational subsidiaries of carmakers in Brazil, particularly with their involvement in Product Development (PD) and the related acquisition of technological capabilities. It has been found that carmakers have been following different PD strategies, presenting a variation of PD capabilities that justified the definition of a specific typology according to their levels of complexity. An in-depth case study has been carried out about the Meriva project (GM Brazil), which has been one of the most complex cases of PD performed by a Brazilian automotive unit ever. Amongst its findings, there has been a change on the quality, complexity and responsibility of the activities the Brazilian engineering has carried out, qualifying some of the subsidiaries to play a major role on automotive global PD. C1 Univ Estadual Campinas, Dept Polit Cient & Tecnol, Inst Geociencias, BR-13083970 Campinas, SP, Brazil. RP Consoni, F, Univ Estadual Campinas, Dept Polit Cient & Tecnol, Inst Geociencias, Caixa Postal 6152, BR-13083970 Campinas, SP, Brazil. EM flavia@ige.unicamp.br ruyqc@ige.unicamp.br CR AMSDEN A, 2001, WORKING PAPER SERIES, P28 ARIFFIN N, 1999, IND TECHNOLOGY DEV M, P150 ARIFFIN N, 2004, OXFORD DEV STUDIES, V32, P559 BELL M, 1984, TECHNOLOGICAL CAPABI, P187 BELL M, 1995, TRADE TECHNOLOGY INT, P69 BIRKINSHAW J, 1996, J INT BUS STUD, V27, P467 CLARK K, 1991, PRODUCT DEV PERFORMA, P400 CONSONI F, 2003, ACTES GERPISA 0611, P15 CONSONI F, 2004, THESIS IG DPCT UNICA, P269 COSTA I, 2002, RES POLICY, P1431 FIGUEIREDO PN, 2001, TECHNOLOGICAL LEARNI FRANCO E, 2003, RES EVALUAT, V12, P117 LALL S, 1992, WORLD DEV, V20, P165 MUFFATTO M, 1999, INT J OPER PROD MAN, V19, P449 QUADROS R, 2001, ACTES GERPISA, V32, P35 QUADROS R, 2001, TECHNOL FORECAST SOC, V67, P203 REDDY P, 1997, WORLD DEV, V25, P1821 NR 17 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2006 VL 36 IS 1-3 BP 91 EP 107 PG 17 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 060SR UT ISI:000238822400009 ER PT J AU Arvanitis, R Zhao, W Qiu, HX Xu, JN TI Technological learning in six firms in Southern China: success and limits of an industrialisation model SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE Asia; China; industrial development; technological learning; private enterprises; interactive learning; economic reform ID PERFORMANCE; INNOVATION; TRANSITION; FRAMEWORK; TRADE AB This article examines the creation of industrial enterprises and the basic models of firm-level technological learning behaviour of the last 20 years in China. Six case studies of technological learning and links to external sources of know-how from the South of China in the Pearl River Delta are examined. It is shown that the learning process that has been experienced in these enterprises is similar to that of other fast growing East Asian economies. Until now enterprises have been acquiring technology through external linkages with foreign clients that become their main providers of technology. A detailed account of the enterprises allows a typology of the external technological learning. It is claimed that the growth of the South of China lies in this 'external' interactive technological learning, as in other East Asian economies. C1 UR Savoir & Dev, IRD, F-93143 Bondy, France. ChineseFrench Ctr Sociol Ind & Technol, Guangzhou, Peoples R China. Zhongshan Univ, Inst Res Dev Guangdong, Guangzhou, Peoples R China. RP Arvanitis, R, ChineseFrench Ctr Sociol Ind & Technol, Guangzhou, Peoples R China. EM rigas@option-service.fr zhaowei_chine@hotmail.com purigud@zsu.edu.cn CR *GUANGD OFF SCI TE, 2002, REP SCI TECHN RES GU ACS Z, 1991, INNOVATION TECHNOLOG ARVANITIS R, 1998, SPECIAL ISSUE SCI TE, V3 ARVANITIS R, 2000, PRATIQUE TRANSFERTS ARVANITIS R, 2000, TECHNOLOGIE IDEOLOGI, V14, P225 ARVANITIS R, 2003, PERSPECTIVES CHINOIS, P53 ARVANITIS R, 2004, LETT ANTENNE ANTENNE ARVANITIS R, 2004, R D U DIFFERENT I SE BELL M, 1993, IND CORP CHANGE, V2, P157 CAO C, 2004, CHINA PERSPECTIVES, V54, P4 CHAN A, 2003, PERSPECTIVES CHINOIS, V75, P43 CHEN CF, 1996, RES POLICY, V25, P759 CHENG JYS, 2003, GUANGDONG PREPARING COHEN WM, 1990, ADMIN SCI QUART, V35, P128 DUTRENIT G, 2000, LEARNING KNOWLEDGE M ERNST D, 2000, ASIA PACIFIC J MANAG, V17, P223 ERNST D, 2002, RES POLICY, V31, P1417 FIGUEIREDO PN, 2002, RES POLICY, V31, P73 GEREFFI G, 1999, J INT ECON, V48, P37 GREGORY N, 2000, CHINAS EMERGING PRIV GU S, 1999, CHINAS IND TECHNOLOG GU S, 2001, THEME SCI TECHNOLOGY GUIHEUX G, 2002, CHINA PERSPECTIV MAY GUIHEUX G, 2003, PERSPECTIVES CHINOIS, V78, P4 HENDRISCHKE H, 2004, CHINAS RATIONAL ENTR HOBDAY M, 1995, INNOVATION E ASIA CH HOBDAY M, 1997, ASIA PACIFIC BUSINES, V4, P48 HUANG C, 2004, R&D MANAGE, V34, P367 HUCHET JF, 1999, CHINA PERSPECTIVES, V23, P5 HUCHET JF, 2004, CAHIERS CEDIMES, V2 KIM L, 1997, IMITATION INNOVATION KIM L, 2000, DYNAMICS TECHNOLOGIC KLEINKNECHT A, 1991, RES POLICY, V20, P579 KRUG B, 2004, CHINAS RATIONAL ENTR LALL S, 1998, SCI TECHNOLOGY SOC, V3, P11 LEMOINE F, 2004, WORLD DEV, V32, P829 LIN YJ, 2000, MIRACLE CHINOIS STRA LIU XL, 2001, RES POLICY, V30, P1091 MARTINSONS MG, 1999, CHINA 2000 EMERGING MATHEWS JA, 1999, DRUID SUMM C NAT INN PENG MW, 2000, ACAD MANAGE J, V43, P486 PIRELA A, 1993, RES POLICY, V22, P431 RICHET X, 2000, POST-COMMUNIST ECON, V14, P169 ROSENBERG N, 1992, TECHNOLOGY WEALTH NA ROWEN HS, 1998, E ASIAN GROWTH POLIT SHI YZ, 2001, J WORLD BUS, V36, P184 SHIN JS, 1996, EC LATECOMERS CATCHI SIGURDSON J, 2002, CHINA PERSPECTIVES, V42, P37 SUTTMEIER RP, 1999, ASIAN PERSPECT, V23, P153 TIDD J, 1997, MANAGING INNOVATION WALSH K, 2003, FOREIGN HITECH CHINA WANG P, 2001, P AC MAN C SING WHITE S, 1998, RES POLICY, V27, P369 XIE W, 2003, RES POLICY, V32, P1463 XIE W, 2003, TECHNOVATION, V24, P499 XU JN, 2004, REGIONAL INNOVATION ZHAO W, 2000, PRATIQUE TRANSFERTS NR 57 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2006 VL 36 IS 1-3 BP 108 EP 125 PG 18 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 060SR UT ISI:000238822400010 ER PT J AU Tsekouras, G TI Gaining competitive advantage through knowledge integration in a European industrialising economy SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE capability-building process; technological capability; integration of knowledge; managerial and organisational processes ID CAPABILITIES AB 'Traditional' theoretical tools used to analyse capability building in a development context tend to focus on the accumulation of technological resources, ignoring the significant managerial and organisational aspects of the innovation process. This paper has looked into the performance of eight leading food-processing firms in a typical European industrialising economy. The results show that managerial and organisational aspects and, more specifically, the integration of knowledge over time, across technologies and with suppliers and other external organisations, affect critically the overall innovative and competitive performance of companies. 'Integrative' companies managed to develop more product innovations; low integration ability was associated with lower rates of growth and profitability. The paper calls for practitioners and policymakers alike to look more into managerial and organisational arrangements, especially those that affect the ability of the firm to integrate their knowledge and for them to turn the integration principle to an overriding principle for their actions and policies. C1 Brighton Univ, CENTRIM, Freeman Ctr, Falmer BN1 9QE, England. RP Tsekouras, G, Brighton Univ, CENTRIM, Freeman Ctr, Univ Sussex Campus, Falmer BN1 9QE, England. EM G.Tsekouras@brighton.ac.uk CR *EUR COMM EUR UN, 2004, EUR UN SECT COMP IND *EUR, 2000, STAT FOC *GSRT, 2000, GROSS NAT R D EXP GR *GSRT, 2001, NAT MEAS FIRMS INN *GSRT, 2004, SURV INN ENT GREEC 1 *TROFIMA POTA, 1992, 18 PROD YOGH GREEC 1, P19 BELL M, 1993, IND CORP CHANGE, V2, P157 CARLSSON B, 1994, IND CORP CHANGE, V3, P687 DADDERIO L, 2004, VIRTUAL PRODUCT DAHLMAN C, 1984, TECHNOLOGICAL CAPABI, P317 DAHLMAN CJ, 1990, TECHNOLOGY STRATEGY FARMA DI, 1994, IN HOUSE NEW SHEET FIGUEIREDO PN, 2003, INT J TECHNOL MANAGE, V26, P655 FRANSMAN M, 1984, TECHNOLOGICAL CAPABI GALIZZI G, 1996, EC INNOVATION CASE F, P133 GIANITSIS T, 1985, GREEK IND DEV CRISIS GIANITSIS T, 1993, TECHNOLOGICAL STRUCT HENDERSON R, 1994, IND CORP CHANGE, V3, P63 HOPE K, 1993, FINANC TIMES, V8, P19 IANSITI M, 1994, IND CORP CHANGE, V3, P557 JUSTMAN M, 1989, UNPUB STRUCTURALIST KANELLIS D, 1995, ETHNOS DAILY NEWSPAP, V4, P45 KAPLINSKY R, 1994, EASTERNISATION SPREA KRALOGLOU G, 1994, KEFALAIO SEP, P51 LALL S, 1992, WORLD DEV, V20, P165 LAZONICK W, 1991, BUSINESS ORG MYTH MA NESTA L, 2005, IN PRESS J IND EC PISANO GP, 1994, STRATEGIC MANAGE J, V15, P85 PRAHALAD CK, 1990, HARVARD BUS REV, V68, P79 ROTHWELL R, 1992, R&D MANAGE, V22, P221 SUTTON J, 1991, SUNK COSTS MARKET ST TEECE D, 1994, IND CORP CHANGE, V3, P537 TEECE DJ, 1997, STRATEGIC MANAGE J, V18, P509 VAITSOS K, 1987, TECHNOLOGICAL TRANS VANDENVEN AH, 1989, RES MANAGEMENT INNOV VONTUNZELMAN N, 2005, INOVACAO TRENOLOGICA WESTPHAL LE, 1985, INT TECHNOLOGY TRANS, P167 WHISTON TG, 1992, MANAGERIAL ORG INTEG NR 38 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2006 VL 36 IS 1-3 BP 126 EP 147 PG 22 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 060SR UT ISI:000238822400011 ER PT J AU Vera-Cruz, AO TI Firms' culture and technological behaviour: the case of two breweries in Mexico SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE technological learning; technological capabilities; organisational culture; latecomer firms ID CAPABILITY-ACCUMULATION; PERFORMANCE; IMPROVEMENT AB This paper addresses two related issues seldom explored in the literature on learning and technological capability accumulation in developing countries: first, whether and how firms' learning and accumulation processes change in response to radical modifications in the context; second, how differently firms respond to such changes, with special emphasis on the role played by the firms' culture in the variability of responses. This study is based on detailed case studies of two internationally competing Mexican breweries. The cases reconstruct the lifetime process of learning and technological accumulation of the case-study firms, emphasising strategies, processes and mechanisms. They reveal the way in which the firms' culture shaped learning processes and created rigidities in the firms' responses to changes. The results show that early experiences of the firms and deeply ingrained assumptions underlying the firms' culture are a major factor for explaining the variability of the firms' learning responses to changes in the context. C1 Metropolitan Autonomous Univ, Mexico City 04960, DF, Mexico. RP Vera-Cruz, AO, Metropolitan Autonomous Univ, Campus Xochimilco,UAM-X,Calzada Hueso 1100,Col Vi, Mexico City 04960, DF, Mexico. EM veracruz@correo.xoc.uam.mx CR *FEMS, 1978, ANN REP *GRUP MOD, 1994, ANN REP ARIFFIN N, 2004, OXFORD DEV STUDIES, V32, P559 BEL M, 1984, TECHNOLOGICAL CAPACI, P187 BELL M, 1984, J DEV ECON, V16, P101 BELL M, 1995, TRADE TECHNOLOGY INT, P69 CIMOLI M, 2003, IND CORP CHANGE, V12, P387 DAHLMAN C, 1982, EC NEW TECHNOLOGY DE, P105 DETERT JR, 2000, ACAD MANAGE REV, V25, P850 DOSI G, 1982, RES POLICY, V11, P147 DUTRENIT G, 2000, LEARNING KNOWLEDGE M DUTRENIT G, 2003, 7 INT C TECHN POL IN FERRAZ JC, 1999, OXFORD DEV STUDIES, V27 FIGUEIREDO PN, 2001, TECHNOLOGICAL LEARNI FIGUEIREDO PN, 2002, RES POLICY, V31, P73 FIGUEIREDO PN, 2003, IND CORP CHANGE, V12, P607 GARVIN DA, 1993, HARVARD BUS REV, V71, P78 HAMPDENTURNER C, 1990, CORPORATE FUTURE VIR HANDY C, 1993, UNDERSTANDING ORG HANDY C, 1995, GODS MANAGEMENT CHAN HANNAN M, 1989, ORG ECOLOGY KARZ J, 1986, DESARROLLO CRISIS CA KATZ J, 1987, TECHNOLOGY GENERATIO KATZ J, 2000, REFORMAS ESTRUCTURAL KIM L, 1997, IMITATION INNOVATION KIM L, 2000, TECHNOLOGY LEARNING KOSACOFF B, 2000, CORPORATE STRATEGIES LALL S, 1987, LEARNING IND ACQUISI LALL S, 1992, WORLD DEV, V20, P165 LEONARDBARTON D, 1995, WELLSPRINGS KNOWLEDG NELSON R, 1982, EVOLUTIONARY THEORY NOORDERHAVEN NG, 2002, 200291 TILB U SCHEIN EE, 1996, STRATEGIC PRAGMATISM SCHEIN EH, 1984, SLOAN MANAGE REV, V25, P3 SCHEIN EH, 1991, ORG CULTURE LEADERSH SCOTTKEMMIS D, 1998, 222WP ILO WORLD EMPL STINCHCOMBE AL, 1965, HDB ORG, P142 TEECE D, 1994, IND CORP CHANGE, V3, P537 TEECE D, 1995, FIRM ORG IND STRUCTU UNGER K, 1994, AJUSTE ESTRUCTURA ES VERACRUZ AO, 2000, THESIS SPRU VERACRUZ AO, 2004, CULTURA APRENDIZAJE YIN RK, 1994, APPL SOCIAL RES METH NR 43 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2006 VL 36 IS 1-3 BP 148 EP 165 PG 18 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 060SR UT ISI:000238822400012 ER PT J AU Rasiah, R TI Ownership, technological intensities, and economic performance in South Africa SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE ownership; technology; economic performance; South Africa ID DIRECT FOREIGN-INVESTMENT; CAPABILITY-ACCUMULATION; FIRMS; PRODUCTIVITY; SPILLOVERS; GROWTH AB This paper examines statistical differences and determinants of labour productivity, and export, skill and technological intensities between foreign and local auto parts, electronics, food, pharmaceutical and garment firms in South Africa. Foreign firms enjoyed higher labour productivity, and export, overall technology, process and R&D intensities than local firms in pharmaceuticals, and export, process technology and R&D intensities than local firms in garments. Local firms enjoyed higher export, skills and process technology intensities, and invested more in training than foreign firms in auto parts. Local firms enjoyed higher skills-intensity levels than foreign firms in electronics. The links between productivity, and skills and technology variables were stronger in local firms than in foreign firms. Technological intensity was highly correlated with tabour productivity but it did not have a statistically significant link with export intensity. C1 Univ Malaya, Fac Econ & Adm, Kuala Lumpur 50603, Malaysia. RP Rasiah, R, Univ Malaya, Fac Econ & Adm, Kuala Lumpur 50603, Malaysia. EM rasiah@intech.unu.edu CR *OECD, 1998, INT IND R D PATT TRE *UNU INTECH SURV, 2002, PROJ FIN I NEW TECHN AITKEN B, 1997, J INT ECON, V43, P103 AITKEN BJ, 1999, AM ECON REV, V89, P605 ALI A, 1992, MALAYSIAS IND QUEST AMSDEN A, 2001, DO FOREIGN FIRMS CON ARIFFIN N, 1999, IND TECHNOLOGY DEV M ARIFFIN N, 2004, OXFORD DEV STUDIES, V32, P559 AUDRETSCH DB, 2002, SMALL BUS ECON, V18, P13 BELL M, 1995, TRADE TECHNOLOGY INT BLACK A, 2001, J INT DEV, V13, P779 BLOMSTROM M, 1986, J IND ECON, V35, P97 BLOMSTROM M, 1999, EUR ECON REV, V43, P915 CAPANELLI G, 1999, IND TECHNOLOGY DEV M CAVES R, 1974, ECONOMICA, V41, P176 CIMOLI M, 2003, IND CORP CHANGE, V12, P387 COSTA I, 2001, DRUID WINT C AALB 18 DOSI G, 1982, RES POLICY, V11, P147 DUNNING JH, 1974, EC ANAL MULTINATIONA EMMANUEL A, 1989, APPROPRIATE UNDERDEV ERNST D, 1998, TECHNOLOGICAL CAPABI FIGUEIREDO PN, 2002, RES POLICY, V31, P73 FIGUEIREDO PN, 2003, IND CORP CHANGE, V12, P607 GERREFI G, 2002, INT J BUSINESS SOC, V3 GHOSE A, 2003, JOBS INCOME GLOBALIZ GUJARATI D, 1988, BASIC ECONOMETRICS HARRIS J, 1971, ENTREPRENEURSHIP EC HIRSCHMAN A, 1958, STRATEGY EC DEV HIRSCHMAN A, 1970, EXIT VOICE LOYALTY R HYMER S, 1972, NEW HAVEN EC GROWTH, P113 KATZ JM, 1987, TECHNOLOGY GENERATIO KILBY J, 1969, IND OPEN EC NIGERIA KILBY P, 1965, AFRICAN ENTERPRISE N KUMAR D, 1983, CAMBRIDGE HIST INDIA LALL S, 1992, WORLD DEV, V20, P165 LASTRES HMM, 2000, 2 ANN GLOB DEV NETW MARX K, 1953, NY DAILY TRIBUN 0610 NELSON R, 1994, EC GROWTH STRUCTURAL OYEYINKA B, 2003, INT J BUSINESS SOC, V4, P1 PIORE M, 1982, 2 IND DIVIDE PROSPEC PRATTEN C, 1971, EC SCALE MANUFACTURI RASIAH R, 1994, CAMBRIDGE J ECON, V18, P279 RASIAH R, 1995, FOREIGN CAPITAL IND RASIAH R, 2004, FOREIGN FIRMS TECHNO RASIAH R, 2004, OXFORD DEV STUDIES, V16, P581 ROMER P, 1986, J POLITICAL EC, V99, P500 ROMER P, 1987, NBER MACROECONOMIC A ROMER P, 1994, J ECON PERSPECT, V8, P1 ROMER PM, 1987, AM ECON REV, V77, P56 ROMER PM, 1990, J POLITICAL EC, V98, P71 SCHERER FM, 1992, IND MARKET STRUCTURE SENDER J, 1986, DEV CAPITALISM AFRIC SJOHOLM F, 1999, ECON DEV CULT CHANGE, V47, P559 SOLOMON E, 1970, BELL J ECON, V1, P65 VAITSOS C, 2003, INTECH DISCUSSION PA VERON R, 1973, SOVEREIGNTY BAY WARREN B, 1973, NEW LEFT REV, V81, P3 WARREN B, 1980, IMPERIALISM PIONEER WESTPHAL LE, 1990, SCI TECHNOLOGY LESSO WIGNARAJA G, 2002, OXFORD DEV STUDIES, V30 NR 60 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2006 VL 36 IS 1-3 BP 166 EP 189 PG 24 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 060SR UT ISI:000238822400013 ER PT J AU Liu, JJ Qian, JY Chen, J TI Technological learning and firm-level technological capability building: analytical framework and evidence from Chinese manufacturing firms SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE technological learning; technological learning strategy; technological capability building ID INTERFIRM DIFFERENCES; DEVELOPING-COUNTRIES; INDUSTRY; PERFORMANCE; STRATEGY; PERSPECTIVE; INNOVATION; MODEL; ACCUMULATION; MANAGEMENT AB Technological learning plays a crucial role in the development of a firm's technological capability in late-industrialising countries. Based on the comprehensive case studies of five, large Chinese technology-based manufacturing firms, this paper explores three complementary, interdependent and dynamic patterns of firm-level technological capability building: (i) the import of technology, (ii) co-innovation, and (iii) in-house R&D. This paper seeks to further an analytical framework for linking technological learning strategy to patterns of technological capability building, and this paper also aims to present an in-depth case analysis to apply such framework. The framework consists of three core elements (i.e., gap analysis of technological capability, formulation of technological learning strategy and patterns of technological capability building) and four supporting elements (strategy, organisation, exogenous environment and firm's performance). The results show that these patterns are complementary, interdependent, dynamic and co-evolving for firms in. late-industrialising countries to build extensive technological capability, improve technological learning performance and rapidly respond to a hyper-competitive networked environment. C1 Zhejiang Univ, Coll Management, Hangzhou 310058, Peoples R China. Zhejiang Univ, City Coll, Hangzhou 310015, Peoples R China. RP Liu, JJ, Zhejiang Univ, Coll Management, Hangzhou 310058, Peoples R China. EM liujingjiang@zju.edu.cn qianjy@zucc.edu.cn cj@sba.zju.edu.cn CR ABERNATHY WJ, 1978, TECHNOL REV, V80, P40 ANDERSON P, 1990, ADMIN SCI QUART, V35, P604 BELL M, 1993, IND CORP CHANGE, V2, P157 BELL M, 1995, TRADE TECHNOLOGY INT BIERLY P, 1996, STRATEGIC MANAGE J, V17, P123 CHAMBERS C, 2004, EUR J OPER RES, V152, P226 CHEN J, 2003, TECHNOVATION, V23, P861 CHIESA V, 1996, J PROD INNOVAT MANAG, V13, P105 COOPER RG, 1995, J PROD INNOVAT MANAG, V12, P374 CROSSAN MM, 1996, ORGAN DYN, V24, P20 DODGSON M, 1991, BRIT J MANAGE, V2, P133 EISENHARDT KM, 1988, ACAD MANAGE J, V31, P737 EISENHARDT KM, 1989, ACAD MANAGE REV, V14, P532 FARJOUN M, 2002, STRATEGIC MANAGE J, V23, P561 FIGUEIREDO PN, 2001, TECHNOLOGY LEARNING FIGUEIREDO PN, 2002, RES POLICY, V31, P73 FIGUEIREDO PN, 2002, TECHNOVATION, V22, P685 FIGUEIREDO PN, 2003, INT J TECHNOL MANAGE, V26, P685 FLORICEL S, 2003, R&D MANAGE, V33, P501 GIL Y, 2003, TECHNOVATION, V23, P333 GOODMAN RA, 1994, TECHNOLOGY STRATEGY HIPKIN I, 2004, OMEGA-INT J MANAGE S, V32, P245 HITT MA, 2000, J ENG TECHNOL MANAGE, V17, P231 KIM L, 1997, IMITATION INNOVATION KIM LS, 1997, CALIF MANAGE REV, V39, P86 KIM Y, 2002, RES POLICY, V31, P543 KOGUT B, 1996, ORGAN SCI, V7, P502 KUMAR V, 1999, J TECHNOL TRANSFER, V24, P81 LALL S, 1982, EC NEW TECHNOLOGY DE LANE PJ, 2001, STRATEGIC MANAGE J, V22, P1139 LEE JJ, 1988, R&D MANAGE, V18, P235 MADANMOHAN TR, 2004, TECHNOVATION, V24, P979 NONAKA I, 1994, ORGAN SCI, V5, P14 PANDA H, 1996, TECHNOVATION, V16, P561 PRAMONGKIT P, 2000, TECHNOVATION, V20, P189 PRENCIPE A, 2001, INT J INNOVATION MAN, V3, P299 PUTRANTO K, 2003, TECHNOL FORECAST SOC, V70, P163 RICHARD R, 2000, J BURN CARE REHABI 1, V21, P70 STEENSMA HK, 1996, J ENG TECHNOL MANAGE, V12, P267 TSAI KH, 2004, J HIGH TECHNOLOGY MA, V15, P183 XIE W, 2004, TECHNOVATION, V24, P499 XU QR, 2000, MANAGEMENT RES DEV T XU QR, 2001, PATTERNS BASIC LAWS YIN RK, 1993, CASE STUDY RES DESIG ZAHRA SA, 2000, ACAD MANAGE J, V43, P925 NR 45 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2006 VL 36 IS 1-3 BP 190 EP 208 PG 19 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 060SR UT ISI:000238822400014 ER PT J AU Li, EY Chen, JS Huang, YH TI A framework for investigating the impact of IT capability and organisational capability on firm performance in the late industrialising context SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE technological capability; IT capability; dynamic capability; organisational capability; information synergy; innovativeness; firm performance ID RESEARCH-AND-DEVELOPMENT; INFORMATION-TECHNOLOGY; COMPETITIVE ADVANTAGE; DYNAMIC CAPABILITIES; PRODUCT DEVELOPMENT; INNOVATION; MANAGEMENT; CORE; INVESTMENTS; COOPERATION AB From the viewpoint of the whole organisation, the capabilities of a firm can be classified into technological capability and organisational capability. Nowadays, how to accelerate the rate of building up and accumulating technological capabilities is of vital importance to the latecomer companies in order to catch up with technological frontier companies. Technological capability encompasses the Information Technology (IT) capability and other technical but non-IT capabilities. In this paper we focus on the IT capability and its effect on a firm's performance and propose an integrated framework that provides the latecomer firms with a roadmap to build up their capabilities and improve their performance. The purpose is to advance an understanding of the relationship among IT capability, organisational capability, and firm performance. C1 Natl Chengchi Univ, Coll Commerce, Taipei 11605, Taiwan. Yuan Ze Univ, Dept Business Adm, Chungli 320, Taoyuan County, Taiwan. Yuan Ze Univ, Sch Management, Div Ecommerce, Chungli 320, Taoyuan County, Taiwan. Fu Jen Catholic Univ, Dept Lib & Informat Sci, Taipei 24205, Taiwan. RP Li, EY, Natl Chengchi Univ, Coll Commerce, 64,Sec 2,Zhi Nan Rd, Taipei 11605, Taiwan. EM eli@calpoly.edu jchen@saturn.yzu.edu.tw s909601@mail.yzu.edu.tw CR ANDREU R, 1996, J STRATEGIC INF SYST, V5, P111 ARTHUR B, 1996, HARVARD BUS REV, V74, P100 BARNEY J, 1991, J MANAGE, V17, P99 BELL M, 1995, TRADE TECHNOLOGY INT BHARADWAJ AS, 2000, MIS QUART, V24, P169 BHARADWAJ S, 1993, J MARKETING, V57, P1347 BHARDWAJ A, 1999, P 20 INT C INF SYST BROWN CV, 1299, REPOSITIONING IT ORG BROWN JS, 2003, HARVARD BUS REV, V81, P109 BRYNJOLFSSON E, 1993, COMMUN ACM, V36, P66 BULLINGER HJ, 2000, COMPUT IND, V42, P99 BUSHEV M, 1994, SYNERGETICS CHAOS OR CARR NG, 2003, HARVARD BUS REV, V81, P41 CLARK CE, 1997, MIS QUART, V21, P425 DAVENI RA, 1994, HYPER COMPETITION MA DAVENPORT TH, 1994, HARVARD BUS REV, V72, P119 DAVENPORT TH, 1998, HARVARD BUS REV, V76, P121 DEDRICK J, 1998, ASIAS COMPUTER CHALL DEWETT T, 2001, J MANAGE, V27, P313 EISENHARDT KM, 2000, STRATEGIC MANAGE J, V21, P1105 ETTLIE JE, 1984, MANAGE SCI, V30, P682 EVANS P, 1999, HARVARD BUS REV, V77, P85 FEENY DF, 1998, SLOAN MANAGE REV, V39, P9 FIGUEIREDO PN, 2003, INT J TECHNOL MANAGE, V26, P655 GALBRAITH JR, 1974, INTERFACES, V4, P28 GARCIA R, 2002, J PROD INNOVAT MANAG, V19, P110 GEFEN D, 2002, J MANAGE INFORM SYST, V19, P47 GOLDMAN SL, 1995, AGILE COMPETITORS VI GOLDRATT EM, 2000, NECESSARY SUFFICIENT HAMEL G, 1994, COMPETING FUTURE BRE LUCAS HC, 1999, INFORM TECHNOLOGY PR MALTZ E, 1996, J MARKETING RES, V33, P47 MARSHALL GJ, 2000, CYBERNET SYST, V31, P397 MCAFEE A, 2003, MIT SLOAN MANAGE REV, V44, P83 MCKENNEY JL, 1995, WAVES CHANGE BUSINES MENON A, 1997, J ACAD MARKET SCI, V25, P187 MYERS S, 1996, SUCCESSFUL IND INNOV, P69 NONAKA I, 1995, KNOWLEDGE CREATING C OLIN T, 2003, R&D MANAGE, V33, P1 OLSON EM, 2001, J PROD INNOVAT MANAG, V18, P258 POWELL TC, 1997, STRATEGIC MANAGE J, V18, P375 PRAHALAD CK, 1990, HARVARD BUS REV, V68, P79 RAYMOND L, 2000, INT J ELECTRON COMM, V5, P29 RAYPORT JF, 2001, ELECT COMMERCE ROSS JW, 1996, SLOAN MANAGE REV, V38, P31 ROWLEY J, 2002, MARKETING INTELLIGEN, V20, P215 SAMBAMURTHY V, 1997, DYNAMICS IT BASED OR, P143 SAMBAMURTHY V, 2003, MIS QUART, V27, P237 SAXENIAN A, 2001, IND CORP CHANGE, V10, P893 SIRCAR S, 2000, J MANAGE INFORM SYST, V16, P69 SLATER SF, 1995, J MARKETING, V59, P63 SLOTEGRAAF RJ, 2004, J ACAD MARKET SCI, V32, P371 SONG XM, 1997, J PROD INNOVAT MANAG, V14, P35 SUBRAMANIAN A, 1996, OMEGA-INT J MANAGE S, V24, P631 TEECE DJ, 1997, STRATEGIC MANAGE J, V18, P509 THATCHER ME, 2001, J MANAGE INFORM SYST, V18, P17 TIPPINS MJ, 2003, STRATEGIC MANAGE J, V24, P745 TUOMINEN M, 2003, INT J TECHNOL MANAGE, V25, P643 ULRICH D, 1990, ORG CAPABILITY COMPE UTTERBACK JM, 1975, OMEGA-INT J MANAGE S, V3, P639 VOTTERDELL P, 2002, INT J INNOVATION MAN, V6, P343 WEILL P, 1998, LEVERAGING NEW INFRA WEST MA, 1996, J APPL PSYCHOL, V81, P680 NR 63 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2006 VL 36 IS 1-3 BP 209 EP 229 PG 21 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 060SR UT ISI:000238822400015 ER PT J AU Xie, W White, S TI Windows of opportunity, learning strategies and the rise of China's handset makers SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE China; technological learning; mobile phone handset industry; product innovation; latecomer strategies ID CAPABILITY-ACCUMULATION; TECHNOLOGY DEVELOPMENT; LATECOMER FIRMS; INDUSTRIALIZATION; PERSPECTIVE; CAPACITY; INDIA AB This paper examines the linkage among the industry and policy environment, firm-level resources and capabilities, and the success of learning strategies in China's handset makers. Within a particular context - characterised by a large domestic market, disintegrated technological regime, established foreign firms and supportive government policies - these firms were able to exploit their own specific advantages and were also able to acquire new resources and capabilities, quite rapidly emerging as serious competitors in the domestic market vis-a-vis global incumbents. These latecomers have tightly linked their product innovation efforts to the local market characteristics and have created competitive advantages through their distribution channels. Our findings have strategic implications for new entrants in other industry and national contexts, and also for research on the critical conditions and processes supporting successful technological learning. C1 Tsing Hua Univ, Sch Econ & Management, Beijing 100008, Peoples R China. INSEAD, Singapore 138676, Singapore. RP Xie, W, Tsing Hua Univ, Sch Econ & Management, Beijing 100008, Peoples R China. EM xiew@em.tsinghua.edu.cn steven.white@insead.edu CR 1999, CHINA MARKETS YB, P991 2001, CHINA MARKETS YB, P911 2003, YB CHINAS ELECT IND, P271 AMSDEN AH, 1989, ASIAS NEXT GIANT S K AMSDEN AH, 2001, RISE REST CHALLENGES BELL M, 1993, IND CORP CHANGE, V2, P157 BOUT BJ, 2004, MCKINSEY Q, P25 BOWONDER B, 1998, INT J TECHNOL MANAGE, V15, P622 CHOUNG J, 2000, WORLD DEV, V28, P969 COHEN WM, 1990, ADMIN SCI QUART, V35, P128 DAHLMAN CJ, 1990, TECHNOLOGY STRATEGY FIGUEIREDO PN, 2001, TECHNOLOGICAL CAPABI FIGUEIREDO PN, 2002, RES POLICY, V31, P73 FIGUEIREDO PN, 2003, IND CORP CHANGE, V12, P607 HIRAOKA LS, 2001, INT J TECHNOL MANAGE, V21, P456 HOBDAY M, 1994, J DEV STUD, V30, P831 HOBDAY M, 1995, HDB IND INNOVATION HOBDAY M, 1995, WORLD DEV, V23, P1171 HOBDAY M, 1998, ASIA PACIFIC BUSINES, V4, P48 JEGATHESAN J, 1997, INT J TECHNOL MANAGE, V13, P196 KAPLINSKY R, 2000, WORKING PAPER SERIES KIM L, 1987, TECHNOVATION, V7, P277 KIM L, 1997, IMITATION INNOVATION KIM L, 2000, TECHNOLOGY LEARNING KIM LS, 1992, RES POLICY, V21, P437 KIM Y, 2003, R&D MANAGE, V33, P59 KUMAR V, 2000, INT J TECHNOL MANAGE, V19, P846 LALL S, 1987, LEARNING IND ACQUISI LALL S, 1992, WORLD DEV, V20, P165 LALL S, 1996, LEARNING ASIAN TIGER LEE JJ, 1988, R&D MANAGE, V18, P235 MATHEWS JA, 2000, TIGER TECHNOLOGY CRE MATHEWS JA, 2001, INT J TECHNOL MANAGE, V22, P457 NELSON R, 1982, EVOLUTIOANRY THEORY PACK H, 2000, J TECHNOLOGY MANAGEM, V19, P77 PENROSE ET, 1959, THEORY GROWTH FIRM TEECE DJ, 1997, STRATEGIC MANAGE J, V18, P509 VONHIPPEL E, 1988, SOURCES INNOVATION WERNERFELT B, 1984, STRATEGIC MANAGE J, V5, P171 WHITE S, 2002, ORGAN STUD, V23, P917 WU SH, 2000, INT J TECHNOL MANAGE, V22, P503 XIE W, 2003, RES POLICY, V32, P1463 XIE W, 2004, R&D MANAGE, V34, P407 NR 43 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2006 VL 36 IS 1-3 BP 230 EP 248 PG 19 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 060SR UT ISI:000238822400016 ER PT J AU Choung, JY Hwang, HR Yang, H TI The co-evolution of technology and institution in the Korean information and communications industry SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE Korea; technology strategy; information and telecommunications; innovation system ID LATECOMER FIRMS AB The Korean IT industry has shown distinct patterns in learning mechanisms and organisational configuration throughout its entry into advanced information technology. Innovation systems in the area of information technology have also evolved along with technological capability, thereby changing the focus of technological strategies and the role of public institutions. It is found that distinctive patterns of learning and diffusion mechanisms in the case of DRAMs, TDX, and CDMA systems represent successful catch-up situations in Korea as presented in this paper. This paper characterises the stylised facts of the Korean innovation system in the IT sector and traces how technology and institutions coevolved throughout the development process. The transition from technology-using to technology-generating is not an automatic process. Cumulative learning in both technology and organisation is a critical factor to upgrade technological capabilities. The main policy implication of the paper is that it is important to design the cot-responding organisational and institutional arrangement in accordance with the changing need of technological upgrading. C1 Informat & Commun Univ ICU, Sch IT Business, Taejon, South Korea. Daejon Dev Inst, Daejeon City Off, Taejon, South Korea. Sejong Univ, Grad Sch Management, Seoul, South Korea. RP Choung, JY, Informat & Commun Univ ICU, Sch IT Business, POB 77, Taejon, South Korea. EM jychoung@icu.ac.kr hrhwang@djdi.re.kr yhs@sejong.ac.kr CR *ETRI, 1989, VLSI JOINT DEV PLAN *ETRI, 1989, WHIT PAP TDX DEV PRO *ETRI, 1999, CDMA TOD TOM *FKII, 1995, KOR INF IND WHIT PAP *USPTO, 2004, TECHN ASS FOR REP AMSDEN A, 1989, ASIAS NEXT GIANT S K CHOI Y, 1996, DYNAMIC TECHNO MANAG CHOUNG J, 1998, THESIS U SUSSEX UK CHOUNG J, 2000, WORLD DEV, V28, P969 CHUNG K, 1999, R D MANAGEMENT, V24 CHUNG KH, 1998, IEEE T ENG MANAGEMEN, V45 ERNST D, 1998, TECHNOLOGICAL CAPABI, P5 FREEMAN C, 1987, TECHNOLOGY POLICY EC HOBDAY M, 1995, WORLD DEV, V23, P1171 HOBDAY M, 1997, RES POLICY, V226, P689 HWANG HR, 1998, THESIS U SUSSEX UK KIM JS, 2000, IT REVOLUTION KOREA KIM L, 1982, RES POLICY APR, V22 KIM L, 1993, OUP KIM L, 1997, CALIFORNIA MANAGEMEN, V39 KIM L, 2000, TECHNOLOGY LEARNING KIM LS, 2001, INT SOC SCI J, V53, P297 KIM S, 2001, BENCHMARKING INT J, V8 LALL S, 2000, TECHNOLOGY LEARNING LEBAS C, 2003, NIS WORKSH PAR TSER LUNDVALL BA, 1992, NATL SYSTEMS INNOVA MATHEWS J, 2000, TIGER TECHNOLOGY CRE NELSON R, 1994, IND CORP CHANGE, V3, P47 NELSON R, 2003, 1 GLOB C INN SYST DE NELSON RR, 1999, ECON J, V109, P416 OM CS, 1997, J KSME KOREAN, V19 RADOSEVIC S, 1998, TECHNOL SOC, V20, P75 SHIN JS, 1996, TECHNOLOGY TRANSFER WADE R, 1990, GOVERNING MARKET EC NR 34 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2006 VL 36 IS 1-3 BP 249 EP 266 PG 18 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 060SR UT ISI:000238822400017 ER PT J AU Berger, M Diez, JR TI Do firms require an efficient innovation system to develop innovative technological capabilities? Empirical evidence from Singapore, Malaysia and Thailand SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE technological capabilities; technological learning; OEM to OBM migration strategy; innovation; linkages; South-East Asia ID ACCUMULATION AB Technological change in firms in late-industrial i sing countries is very much a process of acquiring and improving technological capabilities. The paper reviews some literatures on technological capabilities, technological learning and systems of innovation to prepare the ground for the investigation of the following questions: Do firms with high technological capabilities, in terms of the Original Equipment Manufacturer (OEM) to Own Brand Manufacturing (OBM) framework, also have high innovation and linkage capabilities? And does the quality of the national and regional innovation system positively influence these capabilities? In order to answer these questions, the paper compares groups of firms with different capabilities in Bangkok (Thailand), Penang (Malaysia) and Singapore. Finding evidence in favour of both questions, we argue that the quality of the innovation system is highly important for learning and innovation, even though figures for Penang suggest that firms can do better than the quality of their respective National Innovation System (NIS) would predict. Nevertheless, the influence of the innovation system is clearly stronger than the level of technological capabilities - at least in the classification used in our study. Hence, we additionally assert that more subtle classification methods for the assessment of technological capabilities should be used in future research. C1 Joanneum Res, Inst Technol & Reg Policy, A-1040 Vienna, Austria. Univ Kiel, Inst Geog, D-24098 Kiel, Germany. RP Berger, M, Joanneum Res, Inst Technol & Reg Policy, Wiedner Hauptstr 76, A-1040 Vienna, Austria. EM martin.berger@joanneum.at diez@geographie.uni-kiel.de CR *AS DEV BANK, 2000, KEY IND DEV AS PAC C, V31 *BROOK GROUP, 2001, TECHN INN IND ENT TH *IMD, 1998, WORLD COMP YB 1998 *IMD, 1999, WORLD COMP YB 1999 *IMD, 2001, WORLD COMP YB 2001 *OECD, 1997, MEAS SCI TECHN ACT *UNIDO, 2002, IND DEV REP 2002 200 ABRAMOVITZ M, 1986, J ECON HIST, V46, P385 ARIFFIN N, 2004, OXFORD DEV STUDIES, V32, P559 AROCENA R, 1999, 1999 DRUID SUMM C NA AROCENA R, 2002, 0205 DAN RES UN IND BELL M, 1995, TRADE TECHNOLOGY INT, P69 BRACZYK HJ, 1998, REGIONAL INNOVATION COOKE P, 1992, GEOFORUM, V23, P365 COOKE P, 1998, ASS EC FIRMS REGIONS DIEZ JR, 2002, BETRIEBLICHER INNOVA, V22 DIEZ JR, 2002, INT REGIONAL SCI REV, V25, P63 DOSI G, 1988, IFIAS RES SERIES, V6 DUTRENIT G, 2000, NEW HORIZONS EC INNO ERNST D, 1998, TECHNOLOGICAL CAPABI, P5 ERNST D, 2002, EC INNOVATION NEW TE, V11, P497 FIGUEIREDO PN, 2002, TECHNOVATION, V22, P685 FIGUEIREDO PN, 2003, IND CORP CHANGE, V12, P607 FISCHER MM, 2001, ADV SPATIAL SCI FREEMAN C, 1987, TECHNOLOGY POLICY EC FRITSCH M, 1998, RAUMFORSCHUNG RAUMOR, V56, P243 GRUPP H, 1997, MESSUNG ERKLARUNG TE HOBDAY M, 1995, INNOVATION E ASIA CH HOBDAY M, 2000, TECHNOLOGY LEARNING, P129 INTARAKUMNERD P, 2002, RES POLICY, V31, P1445 INTARAKUNNERD P, 2004, 1 AS INT C INN SYST KI L, 1999, IND CORP CHANGE, V8, P111 KIESE M, 2004, REGIONALE INNOVATION, V56 KIM L, 1997, MANAGEMENT INNOVATIO LALL S, 1992, WORLD DEV, V20, P165 LALL S, 2000, TECHNOLOGY LEARNING, P13 LUNDVALL BA, 2002, RES POLICY, V31, P213 MARCELLE GM, 2002, INT C SCI TECHN INN NELSON RR, 1993, NATL INNOVATION SYST OHMAE K, 1993, FOREIGN AFF, V72, P78 POLANYI M, 1966, TACIT DIMENSION SCHILLER D, 2003, THESIS U HANNOVER STERNBERG R, 2000, EUR PLAN STUD, V8, P389 STRACKE S, 2003, THESIS U HANNOVER VIRASA T, 2001, REG WORKSH INN MAN S WON GPK, 1999, DRUID SUMM C NAT INN WONG PK, 1995, NATL INNOVATION SYST WONG PK, 1999, TECHNOLOGY COMPETITI, P53 WONG PK, 2001, INT J TECHNOL MANAGE, V22, P539 NR 49 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2006 VL 36 IS 1-3 BP 267 EP 285 PG 19 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 060SR UT ISI:000238822400018 ER PT J AU Cano, CP Cano, PQ TI Human resources management and its impact on innovation performance in companies SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE Human Resources (HR) management; technical and scientific personnel; innovation performance ID SUSTAINED COMPETITIVE ADVANTAGE; LEARNING CAPABILITY; TECHNOLOGY; SYSTEMS; FIRM; ORGANIZATIONS; PERSPECTIVE; TURNOVER; PAY AB This study is based on the recent literature concerning the management of Human Resources (HR) and, more specifically, how this may influence innovation in a company. We start with the hypothesis that certain management practices in this area (goal recognition and reward for achievement, team work organisation, the creation of a common language and the sharing of experiences amongst R&D workers, inter alia) will have a positive effect on innovation performance in the firm. The influence of industrial sector to which a firm belongs and the combined application of these politics are also considered. These hypotheses are tested with a survey of 670 innovations developed by the Spanish firms. C1 Politechn Univ Madrid, Dept Ingn Org, Adm Empresas & Estadist, Madrid 28031, Spain. RP Cano, CP, Politechn Univ Madrid, Dept Ingn Org, Adm Empresas & Estadist, Carretera Valencia Km,7, Madrid 28031, Spain. EM cpcano@eui.upm.es pquevedo@eui.upm.es CR *COTEC, 1998, LIBR BLANC SIST ESP *OCDE, 1997, MED ACT CIENT TECN D ALBANESE R, 1985, ACAD MANAGE REV, V10, P244 ARCHIBUGI D, 1991, RES POLICY, V20, P299 ARCHIBUGI D, 1994, EVALUATION COMMUNITY ARGYRIS C, 1978, ORG LEARNING THEORY ARTHUR JB, 1994, ACAD MANAGE J, V37, P670 BAER M, 2003, J ORGAN BEHAV, V24, P45 BAKER G, 1994, Q J ECON, V109, P1125 BALKIN DB, 1993, J OCCUP ORGAN PSYCH, V66, P139 BALKIN DB, 2000, ACAD MANAGE J, V43, P1118 BARNEY J, 1991, J MANAGE, V17, P99 BARNEY J, 1995, ACAD MANAGEMENT EXEC, V9, P49 BOUND J, 1984, R D PATENTS PRODUCTI CHATTERJI D, 1993, RES TECHNOL MANAGE, V36, P21 COOMBS R, 1996, RES POLICY, V25, P403 CROSSAN MM, 1999, ACAD MANAGE REV, V24, P522 DELERY JE, 1996, ACAD MANAGE J, V39, P802 DESSLER G, 1999, ACAD MANAGEMENT EXEC, V13, P58 DIBELLA AJ, 1996, J MANAGE STUD, V33, P361 DUCHESNEAU D, 1979, STUDY INNOVATION MAN FEY CF, 2001, ORGAN STUD, V22, P853 GARVN A, 1993, HAVARD BUSINESS REV, V13, P78 GOMEZ PJ, 2003, INVESTIGACIONES EURO, V9, P13 HAGE J, 1970, SOCIAL CHANGE COMPLE HANSEN JA, 1992, NEW INDICATORS IND I HARKINS SG, 1982, J PERS SOC PSYCHOL, V43, P1214 HUBER GP, 1991, ORGAN SCI, V2, P88 HULT GTM, 1997, J BUS RES, V40, P97 ICHNIOWSKI C, 1996, IND RELAT, V35, P299 ICHNIOWSKI C, 1997, AM ECON REV, V87, P291 ICHNIOWSKI C, 1999, MANAGE SCI, V45, P704 JAMES WM, 2002, RES TECHNOL MANAGE, V45, P57 JERVIS P, 1975, IEEE T ENG MANAGE, V22, P19 JONES AM, 1994, BRIT J MANAGE, V5, P153 KAMOCHE K, 1996, J MANAGE STUD, V33, P213 KANDEL E, 1992, J POLIT ECON, V100, P801 KERR J, 1987, ACADEMY MANAGEMENT E, V1, P99 KLEINMAN H, 1975, INDICATORS OUTPUT NE LADO AA, 1994, ACAD MANAGE REV, V19, P699 LAU HCW, 2002, EXPERT SYST APPL, V22, P1 LAURSEN K, 2002, INT J EC BUSINESS, V9, P139 LAURSEN K, 2003, CAMBRIDGE J ECON, V27, P243 LEONARD RW, 1992, GLENDALE L REV, V11, P1 LEONARDBARTON D, 1992, SLOAN MANAGE REV, V34, P23 LEVITT B, 1988, ANNU REV SOCIOL, V14, P319 MCGILL ME, 1992, ORGAN DYN, V21, P5 MEJIA LRG, 2001, MNAGING HUMAN RESOUR NONAKA I, 1991, HARVARD BUS REV, V69, P96 NONAKA I, 1994, ORGAN SCI, V5, P1 NONAKA I, 1995, KNOWLEDGE CREATING C OSTERMAN P, 1994, IND LABOR RELAT REV, V47, P173 PATEL P, 1995, HDB EC INNOVATION TE, P15 PAVITT K, 1984, RES POLICY, V13, P343 PFEFFER J, 1995, ACAD MANAGEMENT EXEC, V9, P55 REEMAN H, 1971, 6 LOND HMSO SCHANKERMAN M, 1991, NATL BUREAU EC RES W, V3780 SCHMOOKLER J, 1966, INVENTION EC GROWTH SENGE PM, 1990, 5 DISCIPLINE ART PRA SHAW JD, 1998, ACAD MANAGE J, V41, P511 SHIMSHONI D, 1970, MINERVA, V8, P59 SIMON H, 1991, ORGAN SCI, V2, P125 SMITH K, 1992, SCI PUBL POLICY, V19, P383 SNELL SA, 1996, RES PERS H, V14, P61 SOUITARIS V, 1999, INT J INNOVATION MAN, V3, P287 STEWARD JM, 1969, IEEE T ENG MANAGEMEN, V16 TRAJTENBERG M, 1989, J POLIT ECON, V97, P444 ULRICH D, 1993, ORGAN DYN, V22, P52 VANGELIS S, 2002, R&D MANAGE, V32, P61 WALSH JP, 1991, ACAD MANAGE REV, V16, P57 NR 70 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2006 VL 35 IS 1-4 BP 11 EP 28 PG 18 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 045YQ UT ISI:000237779000002 ER PT J AU Diaz-Diaz, NL Aguiar-Diaz, I De Saa-Perez, P TI Technological knowledge assets and innovation SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE technological knowledge assets; innovation; Knowledge Management (KM) ID RESOURCE-BASED VIEW; ORGANIZATIONAL KNOWLEDGE; STRATEGIC ALLIANCES; PRODUCT DEVELOPMENT; DEVELOPMENT SPILLOVERS; COMPETITIVE ADVANTAGE; ABSORPTIVE-CAPACITY; CODIFIED KNOWLEDGE; EMPIRICAL-ANALYSIS; TACIT KNOWLEDGE AB The aim of this paper is to study the influence of technological knowledge assets with different levels of codification on innovation capability from the resource- and knowledge-based view of the firm. To that end, a study of 1444 Spanish industrial firms was performed between 1998 and 2000, based on information provided by the Survey of Business Strategies (SBS). The results show that technological knowledge assets exert different levels of influence depending on their character. Thus, tacit assets exert more influence on firm innovation than other technological knowledge assets. Specifically, technological knowledge capabilities are the most significant during the three-year period of analysis. C1 Univ Las Palmas Gran Canaria, Fac CC EE & Empresariales, Dept Econ Financiera & Contabil, Las Palmas Gran Canaria 35017, Spain. Univ Las Palmas Gran Canaria, Fac CC EE & Empresariales, Dept Econ & Direcc Empresas, Las Palmas Gran Canaria 35017, Spain. RP Diaz-Diaz, NL, Univ Las Palmas Gran Canaria, Fac CC EE & Empresariales, Dept Econ Financiera & Contabil, Campus Univ Tafira,Modulo D-0-11, Las Palmas Gran Canaria 35017, Spain. EM ndiaz@defc.ulpgc.es iaguiar@defc.ulpgc.es pdesaa@dede.ulpgc.es CR AKHTER S, 2003, BUS HORIZONS, V46, P19 ALMEIDA P, 1996, STRATEGIC MANAGE J, V17, P155 ALMEIDA P, 1999, MANAGE SCI, V45, P905 ALMEIDA P, 2003, RES POLICY, V32, P301 ARORA A, 2001, IND CORP CHANGE, V10, P419 BALCONI M, 2002, RES POLICY, V31, P357 BARNEY J, 2001, J MANAGE, V27, P625 BENEITO P, 2003, RES POLICY, V32, P693 BIERLY PE, 1996, IEEE T ENG MANAGE, V43, P368 BORG EA, 2001, TECHNOVATION, V21, P515 CASSIMAN B, 1999, PAPELES EC ESPANOLA, V81, P143 CASTELLI I, 2004, INT J TECHNOL MANAGE, V27, P712 CAVUSGIL ST, 2003, J BUS IND MARK, V18, P6 COHEN WM, 1990, ADMIN SCI QUART, V35, P128 COHEN WM, 2002, RES POLICY, V31, P1349 CONTRACTOR F, 2002, J INT MANAGEMENT, V8, P1 COOK SDN, 1999, ORGAN SCI, V10, P381 COOMBS R, 1998, RES POLICY, V27, P237 DECAROLIS DM, 1999, STRATEGIC MANAGE J, V20, P953 DEEDS DL, 2000, J BUS VENTURING, V15, P211 EDMONDSON AC, 2003, DECISION SCI, V34, P197 ENSIGN PC, 1999, J HIGH TECHNOLOGY MA, V10, P203 FERNANDNEZ E, 1998, COMPETITIVIDAD EMPRE GALENDE J, 2003, RES POLICY, V32, P715 GOPALAKRISHNAN S, 1999, J HIGH TECHNOLOGY MA, V10, P147 GOPALAKRISHNAN S, 2001, J ENG TECHNOL MANAGE, V18, P107 GORDO E, 2003, B EC BANCO ESPANA MA, P33 GRANT RM, 1996, ORGAN SCI, V7, P375 GRANT RM, 2004, J MANAGE STUD, V41, P61 GULATI R, 1999, STRATEGIC MANAGE J, V20, P397 HAGEDOORN J, 2002, J MANAGE STUD, V39, P167 HAGEDOORN J, 2003, RES POLICY, V32, P1365 HATZICHRONOGLOU T, 1997, OCDE GD 19972 HELFAT CE, 2000, STRATEGIC MANAGE J, V21, P961 HIDALGO A, 1999, EC IND, V330, P43 HIDALGO A, 2003, INT J ENTREPRENEURSH, V3, P358 HITT MA, 2000, J ENG TECHNOL MANAGE, V17, P231 HOWELLS J, 2004, INT J TECHNOL MANAGE, V27, P143 IRELAND RD, 2002, J MANAGE, V28, P413 JOHNSON D, 2002, EC INNOVATION NEW TE, V11, P163 KAISER U, 2002, INT J IND ORGAN, V20, P747 KAKABADSE N, 2001, KNOWLEDGE PROCESS MA, V8, P137 KELLEY DJ, 2002, J BUS VENTURING, V17, P41 KOGUT B, 1992, ORGAN SCI, V3, P383 KUSUNOKI K, 1998, ORGAN SCI, V9, P699 LEIPONEN A, 2004, STRATEGIC POLICY SEM LEONARD D, 1998, CALIF MANAGE REV, V40, P112 LEV B, 2001, INTANGIBLES MANAGEME MARKMAN GD, 2001, J HIGH TECHNOLOGY MA, V12, P273 MARTINEZROS E, 2004, MANAGEMENT RES, V2, P147 MCEVILY SK, 2005, STRATEGIC MANAGE J, V23, P285 MCGAUGHEY SL, 2002, ACAD MANAGE REV, V27, P248 MOEN J, 2005, J LABOR ECON, V23, P81 MOWERY DC, 1996, STRATEGIC MANAGE J, V17, P77 NAVAS JE, 1994, ORG EMPRESA NUEVAS T NDOFOR HA, 2004, J MANAGE, V30, P685 NONAKA I, 1994, ORGAN SCI, V5, P14 NONAKA I, 2000, IND CORP CHANGE, V9, P1 NONAKA I, 2001, MANAGING IND KNOWLED, P330 PALOP F, 1999, FDN COTEC INNOVACION, P15 PATEL P, 1997, RES POLICY, V26, P141 PHAAL R, 2004, INT J TECHNOL MANAGE, V27, P1 RAO H, 2002, ACAD MANAGE J, V45, P491 RAY G, 2004, STRATEGIC MANAGE J, V25, P23 ROBERTS J, 2000, TECHNOL ANAL STRATEG, V12, P429 ROLLAND N, 2000, KNOWLEDGE HORIZONS P, P225 ROSENKOPF L, 2003, MANAGE SCI, V49, P751 SALAS V, 1996, EC IND, V307, P17 SCHULZ M, 2001, ACAD MANAGE J, V44, P661 SENKER J, 1995, IND CORP CHANGE, V4, P425 SONG J, 2003, MANAGE SCI, V49, P351 TEECE DJ, 2000, LONG RANGE PLANN, V33, P35 TYLER BB, 2001, J ENG TECHNOL MANAGE, V18, P1 VANDAAL B, 1998, KNOWLEDGE PROCESS MA, V5, P255 VONKROGH G, 2000, 43 U ST GALL IFB I M ZACK MH, 1999, SLOAN MANAGE REV, V40, P45 ZAHRA SA, 2002, ACAD MANAGE REV, V27, P185 ZAHRA SA, 2002, STRATEGIC MANAGE J, V23, P377 ZANDER U, 1995, ORGAN SCI, V6, P76 NR 79 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2006 VL 35 IS 1-4 BP 29 EP 51 PG 23 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 045YQ UT ISI:000237779000003 ER PT J AU Cabello-Medina, C Carmona-Lavado, A Valle-Cabrera, R TI Identifying the variables associated with types of innovation, radical or incremental: strategic flexibility, organisation and context SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE radical and incremental innovation; organisation; strategic flexibility; context ID PRODUCT INNOVATION; ADOPTION; COMMUNICATION; TECHNOLOGIES; DETERMINANTS; DESIGN AB There is a broad area of research that focuses on organisational factors that promote innovation. However, studies on the subject of the variables associated with the type of innovation, radical or incremental, are still scarce. We have made a theoretical revision concerning the possible connections between several contextual, strategic and organisational characteristics and the kinds of innovation concerned. Our review of the literature allows us to formulate a set of propositions about the nature of these relationships. Our field study of some 124 Spanish companies supports most of our propositions. C1 Univ Pablo De Olavide, Seville 41013, Spain. RP Cabello-Medina, C, Univ Pablo De Olavide, Ctra Utrera,Km 1, Seville 41013, Spain. EM mcabmed@upo.es acarlav@upo.es rvalcab@dee.upo.es CR *OECD EUR, 1997, OS MAN PROP GUID COL BIERLY P, 1996, STRATEGIC MANAGE J, V17, P123 BUESA M, 1998, REV EC APLICADA, V6, P111 BURNS T, 1961, MANAGEMENT INNOVATIO CAMELO C, 2000, EC IND, V333, P149 CHANDY RK, 1998, J MARKETING RES, V35, P474 CHANDY RK, 2000, J MARKETING, V64, P1 CHESBROUGH HW, 1996, HARVARD BUS REV, V74, P65 COOMBS R, 1996, RES POLICY, V25, P403 DAFT RL, 1986, MANAGE SCI, V32, P554 DAFT RL, 1993, ORGAN SCI, V4, P1 DAMANPOUR F, 1988, COMMUN RES, V15, P545 DAMANPOUR F, 1991, ACAD MANAGE J, V34, P555 DAMANPOUR F, 1996, MANAGE SCI, V42, P693 DAMANPOUR F, 1998, J ENG TECHNOL MANAGE, V15, P1 DARROCH J, 2002, J INTELLECTURAL CAPI, V3, P210 DENISON D, 1999, ADV STRATEG MANAGE, V14, P1 DENISON DR, 1997, ADV STRATEG MANAGE, V14, P1 DERADA DV, 2002, TECNICAS ANAL MULTIV DEWAR RD, 1986, MANAGE SCI, V32, P1422 ESCORSA P, 2000, TECNOLOGIA INNOVACIO ETTLIE JE, 1984, MANAGE SCI, V30, P682 FENTON E, 2000, INNOVATING ORG, P1 FIDLER LA, 1984, ACAD MANAGE REV, V9, P704 GASSMANN O, 2003, R&D MANAGE, V33, P243 GATIGNON H, 2002, MANAGE SCI, V48, P1103 GREEN SG, 1995, IEEE T ENG MANAGE, V42, P203 GREENACRE M, 1993, CORRESPONDENCE ANAL HAGE J, 1980, THEORIES ORG HALL R, 2003, J BUS RES, V56, P145 HAMEL G, 2002, FAST COMPANY, V65, P114 HENDERSON RM, 1990, ADMIN SCI QUART, V35, P9 HITT MA, 1998, ACAD MANAGEMENT EXEC, V12, P22 JOHANNESSEN JA, 2001, EUROPEAN J INNOVATIO, V4, P20 JOHNSON JD, 1990, J BUS COMMUN, V27, P7 LANDETA J, 1999, METODO DELPHI TECNIC LEI D, 1996, ORGAN STUD, V17, P501 LEVY JP, 2003, ANAL MULTIVARIABLE C LUQUE T, 2000, TECNICAS ANAL DATOS MILES RE, 1997, ACAD MANAGEMENT EXEC, V11, P7 NUNNALLY J, 1995, TEORIA PSICOMETRICA PAVON J, 1997, GESTION INNOVACION E PETTIGREW A, 2000, INNOVATING ORG RICE MP, 2001, R&D MANAGE, V31, P409 RUIGROK W, 1999, MANAGE INT REV, V39, P41 SANCHEZ CM, 1998, J ENG TECHNOL MANAGE, V15, P257 SCIULLI LM, 1998, J RETAIL BANKING SER, V20, P13 SHENHAR AJ, 1995, J ENG TECHNOL MANAGE, V12, P175 TATIKONDA MV, 2000, J OPER MANAG, V18, P401 THIESSEN V, 1998, VISUALIZATION CATEGO, P239 TIDD J, 1999, MANAGING INNOVATION TIJSSEN RJW, 2002, RES POLICY, V31, P509 TUSHMAN M, 1978, ACAD MANAGE J, V21, P624 TUSHMAN M, 1986, CALIF MANAGE REV, V28, P74 TUSHMAN ML, 1986, ADMIN SCI QUART, V31, P439 WHITTINGTON R, 1999, ORGAN SCI, V10, P583 WOLFF JEA, 1994, J CELL PHARM, V3, P1 NR 57 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2006 VL 35 IS 1-4 BP 80 EP 106 PG 27 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 045YQ UT ISI:000237779000005 ER PT J AU Galende, J TI The appropriation of the results of innovative activity SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE knowledge protection; patents; mechanisms for appropriating the results; innovative process ID RESEARCH-AND-DEVELOPMENT; RESOURCE-BASED VIEW; COMPETITIVE ADVANTAGE; DYNAMIC CAPABILITIES; STRATEGIC ALLIANCES; TECHNOLOGY POLICY; MARKET-STRUCTURE; PATENTS; FIRM; APPROPRIABILITY AB The aim of this paper is to analyse the five fundamental alternatives within reach of the innovator for achieving a better appropriation of the results of technological activity. These are patents, industrial secret, cost and time for imitation, continuous innovation and complementary resources. We seek to contrast which factors determine the firm's choice of one method or another. By applying a model and different working hypotheses to a sample of 152 Spanish innovative firms, we establish how and to what degree the Spanish firms protect their technology and which resources and innovative characteristics determine the firm's choice of method of appropriation of innovative results. C1 Univ Salamanca, Fac Econ & Empresa, Dept Adm & Econ Empresa, E-37007 Salamanca, Spain. RP Galende, J, Univ Salamanca, Fac Econ & Empresa, Dept Adm & Econ Empresa, Campus Miguel de Unamuno, E-37007 Salamanca, Spain. EM jgalende@usal.es CR *OECD, 1997, OECD PROP GUID COLL *OECD, 2002, OECD PROP STAND PRAC AMIT R, 1993, STRATEGIC MANAGE J, V14, P33 ARROW KJ, 1962, RATE DIRECTION INVEN, P609 ARUNDEL A, 2001, RES POLICY, V30, P611 BARNEY J, 1991, J MANAGE, V17, P99 BASBERG BL, 1987, RES POLICY, V16, P131 BEISE M, 1999, RES POLICY, V28, P397 BERNSTEIN JI, 1989, J IND ECON, V37, P315 BROUWER E, 1999, RES POLICY, V28, P615 BUGHIN J, 1994, RES POLICY, V23, P653 CEFIS E, 2001, RES POLICY, V30, P1139 COHEN WM, 1989, ECON J, V99, P569 COHEN WM, 1989, HDB IND ORG, V2, P1059 COHEN WM, 1990, ADMIN SCI QUART, V35, P128 COHEN WM, 2002, RES POLICY, V31, P1349 COLLINSON S, 1999, TECHNOL ANAL STRATEG, V11, P337 COOMBS R, 1996, RES POLICY, V25, P403 DIERICKX I, 1989, MANAGE SCI, V35, P1504 DODGSON M, 1993, HUM RELAT, V46, P77 DODGSON M, 1994, HDB IND INNOVATION, P285 DOSI G, 1988, J ECON LIT, V26, P1120 DYERSON R, 1999, J MANAGE STUD, V36, P629 GALENDE J, 1999, RES POLICY, V28, P891 GARUD R, 1994, STRATEGIC MANAGE J, V15, P365 GEROSKI P, 1995, HDB EC INNOVATION TE, P90 GOPALAKRISHNAN S, 2001, J ENG TECHNOL MANAGE, V18, P107 GRANT RM, 1991, CALIF MANAGE REV, V33, P114 GUMBAU M, 1997, REV ESPANOLA EC, V14, P41 HAGEDOORN J, 1993, STRATEGIC MANAGE J, V14, P371 HARABI N, 1995, RES POLICY, V24, P981 HELFAT CE, 1994, MANAGE SCI, V40, P1720 HENDERSON R, 1996, RAND J ECON, V27, P32 HISLOP D, 2003, EUROPEAN J INNOVATIO, V6, P159 HOEGL M, 2004, RES POLICY, V33, P1153 KINGSTON W, 2001, RES POLICY, V30, P403 LEVIN RC, 1985, AM ECON REV, V75, P20 LEVIN RC, 1987, BROOKINGS PAPERS EC, V3, P783 LEVIN RC, 1988, AM ECON REV, V78, P424 MANSFIELD E, 1981, ECON J, V91, P907 MANSFIELD E, 1985, J IND ECON, V34, P217 MANSFIELD E, 1986, AM ECON REV, V76, P190 MANSFIELD E, 1986, MANAGE SCI, V32, P173 MANSFIELD E, 1991, RES POLICY, V20, P1 MCMILLAN GS, 2000, RES POLICY, V29, P1 MOWERY DC, 1996, STRATEGIC MANAGE J, V17, P77 NELSON R, 1959, J POLITICAL EC, V67, P297 NELSON RR, 1982, EVOLUTIONARY THEORY NONAKA I, 1995, KNOWLEDGE CREATING C NORMAN PN, 2002, J HIGH TECHNOLOGY MA, V13, P177 PAVITT K, 1984, RES POLICY, V13, P343 PAVITT K, 1987, SCI PUBL POLICY, V14, P182 PETERAF MA, 1993, STRATEGIC MANAGE J, V14, P179 POLANYI M, 1962, PERSONAL KNOWLEDGE P REED R, 1990, ACAD MANAGE REV, V15, P88 ROSENBERG N, 1976, PERSPECTIVES TECHNOL ROTHAERMEL FT, 2001, RES POLICY, V30, P1235 SAHAL D, 1979, INT J SYST SCI, V10, P259 SANTORO MD, 2002, RES POLICY, V31, P1163 STADLER M, 1992, J ECON, V56, P137 STOCK GN, 2001, TECHNOVATION, V21, P625 STORPER M, 1995, RES POLICY, V24, P895 TEECE D, 1988, INTERFACES, V18 TEECE D, 1998, DINAMIC FIRM ROLE TE TEECE DJ, 1987, COMPETITIVE CHALLENG, P185 TEECE DJ, 1997, STRATEGIC MANAGE J, V18, P509 TRIPSAS M, 1995, RES POLICY, V24, P367 VERONA G, 2003, IND CORP CHANGE, V12, P577 VEUGELERS R, 1999, RES POLICY, V28, P63 VONHIPPEL E, 1988, SOURCES INNOVATION WERNERFELT B, 1984, STRATEGIC MANAGE J, V5, P171 WEST J, 2003, RES POLICY, V32, P809 WINTER SG, 1987, COMPETITIVE CHALLENG, P159 NR 73 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2006 VL 35 IS 1-4 BP 107 EP 135 PG 29 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 045YQ UT ISI:000237779000006 ER PT J AU Lopez-Sanchez, JI Minguela-Rata, B Rodriguez-Duarte, A Sandulli, FD TI R&D resources and diversification: controlling for indirect diversification and endogeneity SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE patents; diversification; R&D; technological assets; Spanish firms; endogeneity; innovation; subsidiaries; strategy ID TECHNOLOGICAL DIVERSIFICATION; MARKET-STRUCTURE; INDUSTRIAL RESEARCH; MULTIPRODUCT FIRMS; D INVESTMENT; PERFORMANCE; INNOVATION; DETERMINANTS; CAPABILITIES; RELATEDNESS AB This work studies the impact of technological innovation activities on the diversification strategy of the firm. This work contributes to the research on this field controlling for the endogeneity of the patenting and diversification decisions. Moreover, it improves previous research by measuring not only direct but also indirect diversification. On the basis of a sample of 983 industrial Spanish firms, the results show that innovation drives diversification, while diversification does not influence innovation decisions. C1 Univ Complutense Madrid, Grp Invest Prod & Tecnol Informac & Comunicac, Dept Org Empresas, Fac Ciencias Econ & Empresariales, Madrid 28223, Spain. RP Lopez-Sanchez, JI, Univ Complutense Madrid, Grp Invest Prod & Tecnol Informac & Comunicac, Dept Org Empresas, Fac Ciencias Econ & Empresariales, Campus Somosaguas, Madrid 28223, Spain. EM jilopez@ccee.ucm.es minguela@ccee.ucm.es duarte@ccee.ucm.es sandulli@ccee.ucm.es CR *INE, 1999, ENC SOBR INN TECHN E *OCDE, 1981, MED ACT CIENT TECN M ARGYRES N, 1996, STRATEGIC MANAGE J, V17, P395 ARROW KJ, 1962, RATE DIRECTION INVET AW BY, 1998, INT J IND ORGAN, V16, P313 BAYSINGER B, 1989, ACAD MANAGE J, V32, P310 BILLINGS BA, 1999, R&D MANAGE, V29, P289 BRESCHI S, 2003, RES POLICY, V32, P69 CAMERON FK, 1904, J PHYS CHEM-US, V8, P1 CANTWELL JA, 1998, INT J INNOVATION MAN, V2, P45 CHATTERJEE S, 1991, STRATEGIC MANAGE J, V12, P33 CHRISTENSEN HK, 1981, STRATEGIC MANAGEMENT, V2, P327 COHEN WM, 1990, ADMIN SCI QUART, V35, P128 COMANOR WS, 1965, REV ECON STAT, V47, P182 COMANOR WS, 1967, Q J ECON, V81, P639 DAELLENBACH US, 1999, R&D MANAGE, V29, P199 DIERICKX I, 1989, MANAGE SCI, V35, P1504 DOI N, 1985, MANAGE DECIS ECON, V6, P147 DUSSAUGE P, 1992, STRATEGIC TECHNOLOGY GEMBA K, 2001, RES POLICY, V30, P1165 GIGET M, 1984, CPE, V40 GRABOWSKI HG, 1968, J POLITICAL EC, V76, P292 GRANT RM, 1977, B ECON RES, V29, P84 GRANT RM, 1988, ACAD MANAGE J, V31, P771 GRANT RM, 1988, STRATEGIC MANAGEMENT, V9, P333 HARGADON A, 2000, HARVARD BUS REV, V78, P157 HITT MA, 1997, ACAD MANAGE J, V40, P767 HOSKISSON RE, 1988, STRATEGIC MANAGEMENT, V9, P605 JAFFE AB, 1986, AM ECON REV, V76, P984 KIM DJ, 1996, ORGAN SCI, V7, P283 LEMELIN A, 1982, REV ECON STAT, V64, P646 MACDONALD JM, 1985, REV ECON STAT, V67, P583 MANSKI CF, 1981, STRUCTURAL ANAL DISC, P2 MARCH JG, 1991, ORGAN SCI, V2, P71 MCEACHERN WA, 1978, J IND ECON, V26, P349 MERINO F, 1997, STRATEGIC MANAGE J, V18, P733 MILLER DJ, 2004, STRATEGIC MANAGE J, V25, P1097 NATHANSON D, 1982, WHARTON MAGAZINE SUM, P19 NELSON R, 1959, J POLITICAL EC, V67, P297 NONAKA I, 1994, ORGAN SCI, V5, P1 NONAKA I, 1995, KNOWLEDGE CREATING C NONAKA Y, 1991, HARVARD BUS REV, V32, P27 PAKES A, 1988, VALUE PATENTS INDICA PATEL P, 1995, HDB EC INNOVATION TE, P14 PENNERHAHN J, 2005, STRATEGIC MANAGE J, V26, P121 ROGERS M, 2002, AUSTR EC REV, V35, P155 SCHERER FM, 1965, AM ECON REV, V55, P1097 SCHERER FM, 1980, IND MARK STRUCT, P407 SCOTT JT, 1987, J IND ECON, V36, P193 SCOTT JT, 1988, MANAGERIAL DECISION, V9, P173 SCOTT JT, 1991, INNOVATION TECHNOLOG, P132 SILVERMAN BS, 1999, MANAGE SCI, V45, P1109 SUZUKI K, 1993, LONG RANGE PLANN, V26, P42 TEECE DJ, 1980, J ECON BEHAV ORGAN, V1, P223 TEECE DJ, 1997, STRATEGIC MANAGE J, V18, P509 WOOLDRIDGE JM, 2002, ECONOMETRIC ANAL CRO WRIGHT DJ, 1999, INT J IND ORGAN, V17, P419 ZANDER I, 1997, RES POLICY, V26, P209 NR 58 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2006 VL 35 IS 1-4 BP 136 EP 155 PG 20 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 045YQ UT ISI:000237779000007 ER PT J AU Montoro-Sanchez, A Mora-Valentin, EM Guerras-Martin, LA TI R&D cooperative agreements between firms and research organisations: a comparative analysis of the characteristics and reasons depending on the nature of the partner SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE Spanish cooperative agreements in R&D; firms and research organisations' collaborations; characteristics and reasons to cooperate in R&D; nature of the partner ID ACADEMIC RESEARCH; INDUSTRIAL INNOVATIONS; TECHNOLOGY-TRANSFER; BASIC RESEARCH; UNIVERSITY; SCIENCE; COLLABORATION; MOTIVATIONS; ALLIANCES; EVOLUTION AB This paper is intended to present a descriptive analysis of a representative set of Spanish cooperative agreements in R&D activities between firms and Research Organisations (RO), including universities, public research centres and private institutes or associations. For this purpose, we have examined 800 collaborations (1995-2000) boosted by the public agency, Centre for the Development of Industrial Technology (CDTI). Firstly, the main characteristics of the project have been studied such as investment, public subsidies, kind and number of partners and duration. Secondly, the various partners have been inquired about the reasons that have led them to cooperate in R&D. Finally, the results have been analysed from a global point of view and classified according to the nature of the partner with the aim of adopting a comparative perspective of the data. The results show that cooperation between firms and RO still is not the general pattern of behaviour in Spain for technological activities. C1 Univ Complutense Madrid, Dept Org Empresas, Fac Ciencias Econ & Empresariales, Madrid 28223, Spain. Univ Rey Juan Carlos, Fac CC Juridicas & Sociales, Dept Econ & Empresa Adm Direcc & Org, Madrid 28032, Spain. RP Montoro-Sanchez, A, Univ Complutense Madrid, Dept Org Empresas, Fac Ciencias Econ & Empresariales, Madrid 28223, Spain. EM mangeles@ccee.ucm.es evamaria.mora@urjc.es luisangel.guerras@urjc.es CR *CDTI, 1995, ANN REP 1995 1996 19 *OECD, 1990, U ENT OECD MEMB COUN ACOSTA J, 1998, 979808 U LAG FAC CIE ACOSTA J, 2000, ESTUDIOS EC APLICADA, V15, P5 ACOSTA J, 2000, SCI PUBL POLICY, V27, P337 AHN SI, 1995, TECHNOVATION, V15, P241 AUTIO E, 1996, J ENG TECHNOL MANAGE, V13, P301 BAILEY WJ, 1998, INT J TECHNOL MANAGE, V15, P24 BARNES T, 2002, EUROPEAN MANAGEMENT, V20, P272 BAYONA C, 2002, R&D MANAGE, V32, P321 BAYONA G, 2000, 4500 U PUBL NAV DEP BEHRENS TR, 2001, RES POLICY, V30, P179 BEISE M, 1999, RES POLICY, V28, P397 BLACKMAN C, 1991, TECHNOL ANAL STRATEG, V3, P297 BONACCORSI A, 1994, R&D MANAGE, V24, P229 BOWIE NE, 1994, U BUSINESS PARTNERSH BOYLE KA, 1986, IEEE T ENG MANAGE, V33, P33 BRAND RA, 1998, INT SAMPE TECH CONF, V30, P1 BRAVO A, 1998, DEMANDA TECHNOLOGIA BRAVO A, 1998, SEC950480 CICYT CALVO JL, 2000, EC IND, V331, P139 CASANI F, 1995, INFORM COMERCIAL ESP, V746, P25 CASSANDRAS CG, 1999, APPL COMPUT CONT SIG, V1, P1 CHASTENET D, 1990, INTERFACES U ENTREPR CHEN EY, 1994, TECHNOVATION, V14, P449 CYERT RM, 1997, ORGAN DYN, V25, P45 DAVENPORT S, 1999, INT J TECHNOL MANAGE, V18, P173 DAVENPORT S, 1999, TECHNOVATION, V19, P31 DIERDONCK RV, 1990, RES POLICY, V19, P551 DODGSON M, 1992, TECHNOL ANAL STRATEG, V4, P227 DODGSON M, 1993, TECHNOLOGICAL COLLAB FORREST JE, 1992, R&D MANAGE, V22, P41 FRANSMAN M, 2001, RES POLICY, V30, P263 FRITSCH M, 1999, IND INNOVATION, V6, P69 FRITSCH M, 2001, RES POLICY, V30, P297 GARCIA E, 1992, EC IND, V286, P113 GARCIA E, 1995, REV ASTURIANA EC, V4, P195 GEISLER E, 1993, INT J TECHNOL MANAGE, V8, P435 GEISLER E, 1993, INT J TECHNOL MANAGE, V8, P802 GEMUNDEN HG, 1992, R&D MANAGE, V22, P359 GIBSON DV, 1994, R D COLLABORATION TR GODIN B, 2000, RES POLICY, V29, P273 GRAY CC, 2001, J PEDIATR PSYCHOL, V26, P247 GUERRASMARTIN LA, 2003, REV INVESTIGACION IN, V6, P67 HAGEDOORN J, 2000, RES POLICY, V29, P567 HALL BH, 2000, NATL BUREAU EC RES, V7643 HEIJS J, 2000, EC IND, V334, P81 JONESEVANS D, 1999, R&D MANAGE, V29, P47 KAUFMAN A, 2000, STRATEGIC MANAGE J, V21, P649 KAUFMANN A, 2001, RES POLICY, V30, P791 LIYANAGE S, 1994, TECHNOVATION, V14, P641 LOPEZMARTINEZ RE, 1994, R&D MANAGE, V24, P17 MANDADO E, 1995, EC IND, V301, P45 MANSFIELD E, 1991, RES POLICY, V20, P1 MANSFIELD E, 1995, REV ECON STAT, V77, P55 MANSFIELD E, 1998, RES POLICY, V26, P773 MARTIN M, 1999, RESULTADOS 2000 CONT MARTINEZ A, 1995, TECHNOVATION, V15, P613 MARTINEZ A, 1999, ESIC MARKET, V102, P123 MEYERKRAHMER F, 1998, RES POLICY, V27, P835 MONTOROSANCHEZ MA, 1999, REV ICADE, V48, P247 MONTOROSANCHEZ MA, 2000, REV EC EMPREA, V14, P31 MORA E, 2000, IND HIGHER ED, V14, P165 MORAVALENTIN EM, 2002, SCI PUBL POLICY, V29, P37 MORAVALENTIN EM, 2004, RES POLICY, V33, P17 NORDBERG M, 1994, CONTRACT BENEFITS CO PISANO GP, 1989, RES TECHNOLOGICAL IN, V4, P227 RAPPERT B, 1999, RES POLICY, V28, P873 RIALP A, 1996, PAPELES EC ESPANOLA, V66, P248 RIALP J, 1999, EC IND, V326, P139 ROSENBERG N, 1990, RES POLICY, V19, P165 SALAS V, 1989, EC IND, V266, P47 SANCHIS JR, 1999, REV EUROPEA DIRECCIO, V3, P83 SANTORO MD, 1999, INT J MANAG REV, V1, P225 SCHARTINGER D, 2001, J TECHNOLOGY TRANSFE, V26, P247 SCHMOCH U, 1997, INTERAKTION AKADEMIS SENKER J, 1997, SCI PUBL POLICY, V24, P173 SIEGEL D, 1999, 7256 NAT BUR EC RES SOETENDORP R, 1996, INNOVATION INTELLECT, P109 STEPHAN PE, 2001, J TECHNOLOGY TRANSFE, V26, P247 SUTZ J, 2000, RES POLICY, V29, P279 TURPIN T, 1996, R&D MANAGE, V26, P267 WALLMARK JT, 1997, TECHNOVATION, V17, P127 WONG PK, 1994, GLOBAL BENCHMARKING NR 84 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2006 VL 35 IS 1-4 BP 156 EP 181 PG 26 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 045YQ UT ISI:000237779000008 ER PT J AU Fernandez, Z Nieto, MJ TI The internet: competitive strategy and boundaries of the firm SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE internet technology; competitive strategy; technological cooperation; firm boundaries; matched-sample comparison group methodology ID INFORMATION-TECHNOLOGY; ADVANTAGE; PERFORMANCE; BUSINESS; ALLIANCES; NETWORKS; INDUSTRY; TRANSFORMATION; PRODUCTIVITY; COOPERATION AB Many advantages have been ascribed to the internet. Although it lacks the necessary characteristics to be regarded as a strategic resource, the internet seems to be a useful tool to provide support for competitive strategies. In this study, we discuss how the internet can be used to support the development of capabilities and redefine firm boundaries. Using a sample of Spanish manufacturing firms, we find positive relationships between the use of the internet and product differentiation based on innovation as well as the introduction of organisational changes. In addition, we present evidence that the internet modifies firm boundaries as a result of the positive relationships found between the use of the internet and the degree of vertical integration, as well as the establishment of technological agreements. C1 Univ Carlos III Madrid, Management & Strategy Div, Madrid, Spain. RP Nieto, MJ, Univ Carlos III Madrid, Management & Strategy Div, Madrid, Spain. EM zulima@emp.uc3m.es mnieto@emp.uc3m.es CR AFUAH A, 2003, ACAD MANAGE REV, V28, P34 AFUAH AN, 2000, INTERNET BUSINESS MO AMIT R, 2001, STRATEGIC MANAGE J, V22, P493 BHARADWAJ AS, 2000, MIS QUART, V24, P169 BLACK SE, 2001, REV ECON STAT, V83, P434 BOOTH ME, 1998, J BUS RES, V41, P29 BRENAHAN TF, 1997, MICROECONOMICS, P1 BROCKHOFF K, 1992, MANAGE SCI, V38, P514 BRYNJOLFSSON E, 1994, MANAGE SCI, V40, P1628 BRYNJOLFSSON E, 1997, INFORMATIONWEEK SEP, V22, P54 BRYNJOLFSSON E, 2000, J ECON PERSPECT, V14, P23 BRYNJOLFSSON E, 2000, MANAGE SCI, V46, P563 BRYNJOLFSSON E, 2002, INTANGIBLE ASSETS CO BRYNJOLFSSON E, 2003, REV ECON STAT, V85, P793 CALKINS JD, 2000, MCKINSEY Q, P140 CLAY K, 2002, J IND ECON, V50, P351 CLEMONS E, 1998, NATURE COMPETITION E CLEMONS EK, 1991, MIS QUART, V15, P275 CUSUMANO MA, 1991, STRATEGIC MANAGE J, V12, P563 DEWAN S, 1998, INFORM SYST RES, V9, P219 DEWETT T, 2001, J MANAGE, V27, P313 DYER JH, 1996, STRATEGIC MANAGE J, V17, P271 DYER JH, 1998, ACAD MANAGE REV, V23, P660 EVANS P, 1999, HARVARD BUS REV, V77, P85 FULK J, 1995, ORGAN SCI, V6, P337 GARBI E, 2002, J BUSINESS STRATEGIE, V19, P1 GULATI R, 1998, STRATEGIC MANAGE J, V19, P293 GULATI R, 2000, STRATEGIC MANAGE J, V21, P203 HAGEDOORN J, 1994, STRATEGIC MANAGE J, V15, P291 HAGEDOORN J, 2000, RES POLICY, V29, P567 HENDERSON R, 1994, STRATEGIC MANAGE J, V15, P63 HITT LM, 1999, INFORM SYST RES, V10, P134 HUBER GP, 1990, ACAD MANAGE REV, V15, P47 KIM E, 2004, J MANAGE, V30, P569 LEE Z, 2002, J BUSINESS STRATEGIE, V19, P55 LOVE PED, 2004, INFORM MANAGEMENT MATA FJ, 1995, MIS QUART, V19, P487 MURNANE RJ, 1999, NBER EC RES LOB WORK PARK NK, 2004, J MANAGE, V30, P7 PORTER M, 2001, HARVARD BUSINESS MAR, P63 PORTER ME, 1980, COMPETITIVE STRATEGY POWELL TC, 1997, STRATEGIC MANAGE J, V18, P375 SAMPLER JL, 1998, STRATEGIC MANAGE J, V19, P343 SHAPIRO C, 1999, INFORM RULES STRATEG SMITH MD, 1999, UNDERSTANDING DIGITA TEECE DJ, 1986, RES POLICY, V15, P285 TEECE DJ, 1988, TECHNICAL CHANGE EC, P256 TEECE DJ, 1992, J ECON BEHAV ORGAN, V18, P1 TIPPINS MJ, 2003, STRATEGIC MANAGE J, V24, P745 VENKATRAMAN N, 1994, SLOAN MANAGE REV, V35, P73 YANG T, 2002, BIOMOL ENG, V19, P1 YATES J, 1989, CONTROL COMMUNICATIO NR 52 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2006 VL 35 IS 1-4 BP 182 EP 195 PG 14 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 045YQ UT ISI:000237779000009 ER PT J AU Muina, FEG de Castro, GM Saez, PL Lopez, JEN TI The complexity in technological capabilities: evidence from biotechnological Spanish firms SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE complexity; Knowledge Management; technological capabilities ID RESOURCE-BASED VIEW; SUSTAINABLE COMPETITIVE ADVANTAGE; STRATEGIC MANAGEMENT RESEARCH; ABSORPTIVE-CAPACITY; PHARMACEUTICAL-INDUSTRY; ORGANIZATIONAL CAPABILITIES; DYNAMIC CAPABILITIES; KNOWLEDGE MANAGEMENT; EMPIRICAL-TEST; PERFORMANCE AB The difficult recognition of some individual knowledge-based resources contained within any technological capability and the comprehension of their contribution to its operation, are the most recognised attributes of assets, which must accomplish to create and sustain competitive advantages. Nevertheless, the strategic value of intangible resources needs to receive more empirical attention, since previous results dealing with complexity and its effects on firm success are not conclusive at all. Apart from some environmental variables, one of the reasons that can explain this situation can be related to the theoretical treatment complexity received in the literature. Because of this, our aim is to develop an in-depth empirical analysis, where both quantitative and qualitative approaches to the complexity construct are integrated. To do that, we studied the empirical evidence coming from a sample of biotechnological Spanish firms devoted to either human or animal health. C1 Univ Rey Juan Carlos, Fac Ciencias Juridicas & Sociales, Dept Org Empresas, Madrid, Spain. Univ Rey Juan Carlos, Fac Ciencias Econ & Empresariales, Dept Org Empresas, Madrid, Spain. RP Muina, FEG, Univ Rey Juan Carlos, Fac Ciencias Juridicas & Sociales, Dept Org Empresas, Madrid, Spain. EM fernando.muina@urje.es gregorio.martin@ccee.ucm.es pedro.lopez@ccee.ucm.es jenavas@ccee.ucm.es CR ADLER PS, 1990, SLOAN MANAGE REV, V25, P37 AFUAH A, 2002, STRATEGIC MANAGE J, V23, P171 AMIT R, 1993, STRATEGIC MANAGE J, V14, P33 ANDERSON PW, 1988, EC COMPLEX EVOLVING ANDREWS KR, 1971, CONCEPT CORPORATE ST ARGYRES N, 1996, STRATEGIC MANAGE J, V17, P129 BARNEY J, 1991, J MANAGE, V17, P99 BARNEY JB, 1992, ADV STRATEG MANAGE, V8, P39 BARNEY JB, 1999, SLOAN MANAGE REV, V40, P137 BARNEY JB, 2001, ACAD MANAGE REV, V26, P41 BLACK JA, 1994, STRATEGIC MANAGE J, V15, P131 CAVES RE, 1980, J ECON LIT, V18, P64 CHRISTENSEN J, 1996, COMPETENCE THEORY FI, P111 COHEN WM, 1990, ADMIN SCI QUART, V35, P128 COLLIS DJ, 1994, STRATEGIC MANAGE J, V15, P143 CONNER KR, 1996, ORGAN SCI, V7, P477 COWAN R, 1997, IND CORP CHANGE, V6, P595 DECAROLIS DM, 1999, STRATEGIC MANAGE J, V20, P953 DECAROLIS DM, 2003, J MANAGE, V29, P27 DEEPHOUSE DL, 2000, J MANAGE, V26, P1091 DENRELL J, 2003, STRATEGIC MANAGE J, V24, P977 DIERICKX I, 1989, MANAGE SCI, V35, P1504 DOUGLAS TJ, 2003, STRATEGIC MANAGE J, V24, P333 ERIKSEN B, 1996, COMPETENCE THEORY FI, P54 FOSS NJ, 1997, RESOURCES FIRMS STRA, P306 FUENTELSAZ L, 2003, RES POLICY, V32, P533 GARCIAMUINA FE, 2004, THESIS U COMPLUTENSE GODFREY PC, 1995, STRATEGIC MANAGE J, V16, P519 GRANT RM, 1991, CALIF MANAGE REV, V33, P114 GRANT RM, 1995, ACAD MANAGEMENT BEST, P17 GRANT RM, 1996, STRATEGIC MANAGE J, V17, P109 HALL R, 1992, STRATEGIC MANAGE J, V13, P135 HART SL, 1995, ACAD MANAGE REV, V20, P986 HEDLUND G, 1993, IMPLEMENTING STRATEG HELFAT CE, 2003, STRATEGIC MANAGE J, V24, P997 HENDERSON R, 1994, STRATEGIC MANAGE J, V15, P63 HILL CWL, 1991, STRATEGIC MANAGEMENT, V12, P187 HOLLAND JH, 1991, AM ECON REV, V81, P365 HUBERMAN BA, 1986, PHYSICA D, V22, P376 IANSITI M, 1994, IND CORP CHANGE, V3, P557 INKPEN AC, 1998, ORGAN SCI, V9, P454 KNOTT AM, 2003, STRATEGIC MANAGE J, V24, P929 KOGUT B, 1992, ORGAN SCI, V3, P383 LADO AA, 1994, ACAD MANAGE REV, V19, P699 LANE PJ, 1998, STRATEGIC MANAGE J, V19, P461 LENOX M, 2004, STRATEGIC MANAGE J, V25, P331 LEONARDBARTON D, 1995, WEELSPRINGS KNOWLEDG LEVINTHAL DA, 1997, MANAGE SCI, V43, P934 LIEBESKIND JP, 1996, STRATEGIC MANAGE J, V17, P93 LIPPMAN SA, 1982, BELL J ECON, V13, P418 MAHONEY JT, 1995, J BUS RES, V33, P91 MAKADOK R, 2001, STRATEGIC MANAGE J, V22, P387 MARKMAN GD, 2004, IN PRESS J MANAGEMEN MATUSIK SF, 2002, STRATEGIC MANAGE J, V23, P457 MCEVILY SK, 2000, ACAD MANAGE REV, V25, P294 MCEVILY SK, 2002, STRATEGIC MANAGE J, V23, P285 MCGRATH RG, 1995, STRATEGIC MANAGE J, V16, P251 MILLER D, 1996, ACAD MANAGE J, V39, P519 NELSON R, 1982, EVOLUTIONARY THEORY NICHOLLSNIXON CL, 2003, STRATEGIC MANAGE J, V24, P651 NONAKA I, 1995, KNOWLEDGE CREATING C PENROSE ET, 1959, THEORY GROWTH FIRM PETERAF MA, 1993, STRATEGIC MANAGE J, V14, P179 PETERAF MA, 2003, STRATEGIC MANAGE J, V24, P1027 POLANYI M, 1962, TACIT DIMENSION PRAHALAD CK, 1990, HARVARD BUS REV, V68, P79 PRAHALAD CK, 1990, HARVARD BUS REV, V68, P79 REED R, 1990, ACAD MANAGE REV, V15, P88 ROBINS JA, 1992, ORGAN SCI, V3, P522 RODRIGUEZ FZ, 1996, REV EUROPEA DIRECCIO, V5, P73 ROTHAERMEL FT, 2004, STRATEGIC MANAGE J, V25, P201 SAVIOTTI PP, 1998, RES POLICY, V26, P843 SCHROEDER RG, 2002, STRATEGIC MANAGE J, V23, P105 SCHUMPETER J, 1934, THEORY EC DEV SELZNICK P, 1957, LEADERSHIP ADM SOCIO SIMON HA, 1962, P AM PHILOS SOC, V106, P467 SIMONIN BL, 1999, STRATEGIC MANAGE J, V20, P595 SINGH K, 1997, ACAD MANAGE J, V40, P339 SNOW CC, 1980, ADM SCI Q, V25, P317 SOO C, 2002, CALIF MANAGE REV, V44, P129 SPENDER JC, 1996, STRATEGIC MANAGE J, V17, P45 STOCK GN, 2001, J HIGH TECHNOLOGY MA, V12, P77 SZULANSKI G, 1996, STRATEGIC MANAGE J, V17, P27 TEECE DJ, 1986, RES POLICY, V15, P285 TEECE DJ, 1997, STRATEGIC MANAGE J, V18, P509 TENG BS, 2002, ACAD MANAGE EXEC, V16, P81 THOMKE S, 2002, STRATEGIC MANAGE J, V23, P619 WERNERFELT B, 1984, STRATEGIC MANAGE J, V5, P171 WIKLUND J, 2003, STRATEGIC MANAGE J, V24, P1307 WILCOXKING A, 2001, STRATEGIC MANAGEMENT, V22, P75 WINTER SG, 1987, COMPETITIVE CHALLENG, P159 YEOH PL, 1999, STRATEGIC MANAGE J, V20, P637 ZAHRA SA, 2002, ACAD MANAGE REV, V27, P185 ZANDER U, 1995, ORGAN SCI, V6, P76 ZOLLO M, 1999, WORKING PAPER REGINA ZOTT C, 2003, STRATEGIC MANAGE J, V24, P97 NR 96 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2006 VL 35 IS 1-4 BP 224 EP 240 PG 17 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 045YQ UT ISI:000237779000011 ER PT J AU Sawng, YW Kim, SH Han, HS TI R&D group characteristics and Knowledge Management activities: a comparison between ventures and large firms SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE venture and large firm; R&D group characteristic; Knowledge Management activity ID PERFORMANCE; ENVIRONMENT; TEAMS; COMMUNICATION; COMMUNITIES; INNOVATION; MODEL AB The purpose of this study is to identify the relationship between R&D group characteristics and Knowledge Management activities and to analyse the differences of such relationships, depending on the type of firms - venture and large firms - to which R&D groups belong. Among 300 distributed questionnaires, 133 R&D team data were collected from 58 firms in Korea IT industry - 83 from 10 large firms and 50 from venture firms. The results showed that R&D group characteristics were related with Knowledge Management activities regardless of the firm type. In terms of firm type, the analysis also revealed some significant results. Firstly, the content of R&D group characteristics and the degree of Knowledge Management activities were somewhat different between venture and large firms. Secondly, the relationship between R&D group characteristics and Knowledge Management activities differed according to the firm type. That is, the degree of knowledge creation is high, when group size is small, female ratio is high and group cohesiveness is high; whereas knowledge sharing is more activated when work duration is long and female ratio is high. The results of this study revealed that an effective design of an R&D group considering the firm context was very important to enhance Knowledge Management activities. C1 Daegu Haany Univ, Dept Business Adm, Gyengsang City, Gyesangbookdo, South Korea. Elect & Telecommun Res Inst, Taejon 305606, South Korea. Hanyang Univ, Dept Informat Technol Management, Coll Informat & Commun, Seoul 133791, South Korea. RP Kim, SH, Daegu Haany Univ, Dept Business Adm, Gyengsang City, Gyesangbookdo, South Korea. EM ywsong@etri.re.kr kshuri@dhu.ac.kr hshan@hanyang.ac.kr CR ACS ZJ, 1990, INNOVATION SMALL FIR ALLEE V, 2000, EXECUTIVE EXCELLENCE, V17, P8 AMABILE TM, 1996, ACAD MANAGE J, V39, P1154 BARRY B, 1997, J APPL PSYCHOL, V82, P62 BECKMAN A, 1997, AI SOFT COMP C BANFF BISHOP JW, 2000, J APPL PSYCHOL, V85, P439 BREWER MB, 1986, J PERS SOC PSYCHOL, V46, P823 BROWN JS, 2001, ORGAN SCI, V12, P198 CAMPION MA, 1993, PERS PSYCHOL, V46, P823 CANNONBOWERS JA, 1995, TEAM EFFECTIVENESS D, P333 COHEN SG, 1996, HUM RELAT, V49, P643 COHEN WM, 1995, HDB EC INNOVATION TE, P182 DAMANPOUR F, 1991, ACAD MANAGE J, V3, P220 DAVENPORT TH, 1998, SLOAN MANAGE REV, V39, P43 DIBELLA A, 1998, ORG LEARN INTEGRATED DREW SAW, 1997, LONG RANGE PLANN, V30, P427 DUNPHY D, 1996, HUM RELAT, V49, P677 EPPLER MJ, 2000, EUROPEAN MANAGEMENT, V18, P334 FJERMESTAD J, 1998, J ORG COMP ELECT COM, V8, P83 GALBRAITH JK, 1952, AM CAPITALISM GIST ME, 1987, J MANAGE, V13, P237 GLADSTEIN DL, 1984, ADMIN SCI QUART, V29, P499 GOLDSTEIN DK, 1984, MIS QUART, V8, P103 GOODMAN PS, 1987, RES ORGAN BEHAV, V9, P121 GRANT RM, 1996, STRATEGIC MANAGE J, V17, P109 GRAVES SB, 1993, STRATEGIC MANAGE J, V14, P593 HACKMAN JR, 1980, WORK REDESIGN HACKMAN JR, 1983, NORMATIVE MODEL WORK HILDRETH P, 2000, J KNOWLEDGE MANAGEME, V4, P27 HOLSAPPLE C, 1997, KENTUCKY INITIATIVE, V104, P34 JACKSON AE, 1995, TEAMS EFFECTIVENESS, P204 KATZ R, 1982, ADM SCI Q, V27, P81 KELLER RT, 1994, ACAD MANAGE J, V37, P167 KIRKMAN BL, 2001, ORGAN DYN, V30, P12 KRAFT K, 1989, J IND ECON, V37, P329 LAVE J, 1991, SITUATED LEARNING LE LEONARD BD, 1995, WELLSPRINGS KNOWLEDG LEONARD D, 1998, CALIF MANAGE REV, V40, P112 LESSER EL, 2001, IBM SYST J, V40, P831 LIEBOWITZ J, 1999, KNOWLEDGE MANAGEMENT MAGRATH JE, 1984, GROUPS INTERACTION P MCDERMOTT R, 1999, KNOWLEDGE MANAGEMENT, V11, P26 MCDERMOTT R, 1999, KNOWLEDGE MANAGEMENT, V8, P32 MCINTYRE RM, 1995, TEAM EFFECTIVENESS D, P9 MOENAERT RK, 1994, J PROD INNOVAT MANAG, V11, P31 NAHM JW, 1996, J EC THEORY ECONOMET, V2, P258 NONAKA I, 1994, ORGAN SCI, V5, P14 NONAKA I, 1995, KNOWLEDGE CREATING C ODELL C, 1996, C KNOWL MAN TRANSF B PAVITT K, 1987, J IND ECON, V35, P297 PEARSON C, 1992, HUM RELAT, V44, P905 RIM MH, 2005, ETRI J, V27, P206 ROTHWELL R, 1977, R&D MANAGE, V7, P23 ROTHWELL R, 1982, INNOVATION SMALL MED ROTHWELL R, 1994, HDB IND INNOVATION, P310 RUGGLES RL, 1997, KNOWLEDGE MANAGEMENT SABHERWAL R, 2003, DECISION SCI, V34, P225 SAMBAMURTHY V, 1992, INFORMATION SYSTEMS, V3, P224 SANDERS G, 1985, MIS Q, V9, P17 SCHERER FM, 1984, INNOVATION GROWTH SC SCHERER FM, 1990, IND MARKET STRUCTURE SCHUMPETER JA, 1942, CAPITALISM SOCIALISM SHEA GP, 1987, SLOAN MANAGE REV, V28, P25 SIMONIN B, 1997, ACAD MANAGE J, V40, P509 SIMONS TL, 2000, J APPL PSYCHOL, V85, P102 STORCK J, 2000, SLOAN MANAGE REV, V41, P63 SZULANSKI G, 1996, STRATEGIC MANAGE J, V17, P27 TSOUKAS H, 1996, STRATEGIC MANAGE J, V17, P11 YAVERBAUM GJ, 1988, MIS Q, V12, P75 ZACK MH, 1999, CALIF MANAGE REV, V41, P125 ZANDER U, 1995, ORGAN SCI, V6, P76 NR 71 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2006 VL 35 IS 1-4 BP 241 EP 261 PG 21 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 045YQ UT ISI:000237779000012 ER PT J AU Quintana-Garcia, C Benavides-Velasco, CA TI Searching for complementary technological knowledge and downstream competences: clustering and cooperation SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE agglomeration economies; cooperation networks; biotechnology; spillovers; vertical alliances; technological capabilities ID RESOURCE-BASED VIEW; BIOTECHNOLOGY INDUSTRY; COMPETITIVE ADVANTAGE; DYNAMIC CAPABILITIES; INTERFIRM COOPERATION; PRODUCT INNOVATION; ACADEMIC RESEARCH; UNITED-STATES; FIRM; NETWORKS AB Alliances usually are considered a suitable strategy to obtain complementary resources in high-technology firms. In this paper, we make some advances in this topic analysing how the combined effect of location and cooperation networks explains different levels of access to scientific and technological knowledge and downstream competences. Our empirical evidence shows that being located in technological clusters benefits access to spillovers and knowledge from local upstream alliances. Additionally, this location positively influences the number of foreign downstream alliances that joint to national ones are the most effective ties to complete production and marketing capabilities. These results are important because both scientific knowledge and downstream competences are critical to innovation performance. C1 Fac Ciencias Econ & Empresariales, Dpto Econ & Adm Empresas, Malaga 29071, Spain. Dpto Econ & Adm Empresas, ETS Ingn Ind, Malaga 29071, Spain. RP Quintana-Garcia, C, Fac Ciencias Econ & Empresariales, Dpto Econ & Adm Empresas, Campus El Ejido,S-N, Malaga 29071, Spain. EM cqg@uma.es cabv@uma.es CR 2002, SISTEMA REGIONAL INF *ASEBIO, 2002, INF AS 2002 *CDTI, 2002, CENTR DES TECN IND *CICYT, 1998, SPAN RES GROUPS ENT *GEN ESP, 2002, EMPR ESP DED BIOT *ISI, 2002, ISI WEB SCI *OECD, 2001, 20012006 OECD STI *OEPM, 2002, OEPMPAT ACS ZJ, 1992, AM ECON REV, V82, P363 ACS ZJ, 2002, INNOVATION GROWTH CI ALMEIDA P, 1999, MANAGE SCI, V45, P905 ANSELIN L, 2000, PAP REG SCI, V79, P435 ASHEIM B, 1996, EUROPEAN PLANNING ST, V4, P379 AUDRETSCH DB, 1996, AM ECON REV, V86, P630 AUDRETSCH DB, 1996, AM ECON REV, V86, P641 BAPTISTA R, 2001, TECHNOL FORECAST SOC, V66, P31 BARNEY J, 1991, J MANAGE, V17, P99 BEST MH, 1999, CONTRIBUTIONS POLITI, V18, P105 CABO PG, 1999, INT J TECHNOL MANAGE, V18, P188 CAMAGNI R, 1991, INNOVATION NETWORKS CAMAGNI R, 2000, HIGH TECHNOLOGY CLUS, P118 CAPELLO R, 1999, REG STUD, V33, P353 CAPELLO R, 2005, REG STUD, V39, P75 CARRINCAZEAUX C, 2001, RES POLICY, V30, P777 CASPER S, 2001, IND INNOVATION, V8, P5 CHESHIRE P, 1996, URBAN STUD, V33, P1111 COHEN WM, 1990, ADMIN SCI QUART, V35, P128 COOMBS JE, 2000, J HIGH TECHNOLOGY MA, V11, P235 COOMBS R, 1996, TECHNOLOGICAL COLLAB COOMBS R, 2000, COMPETENCE GOVERNANC, P209 DANNEELS E, 2002, STRATEGIC MANAGE J, V23, P1095 DECAROLIS DM, 1999, STRATEGIC MANAGE J, V20, P953 DEEDS D, 1996, J BUS VENTUR, V12, P31 DEEDS DL, 1999, J BUSINESS VENTURING, V15, P211 DOLLINGER MJ, 1997, STRATEGIC MANAGE J, V18, P127 EISENHARDT KM, 2000, STRATEGIC MANAGE J, V21, P1105 ENRIGHT M, 1995, COORDINATION INFORM, P1 ENRIGHT MJ, 1998, DYNAMIC FIRM ROLE TE, P315 FELDMAN MP, 1994, ANN ASSOC AM GEOGR, V84, P210 FELDMAN MP, 1994, GEOGRAPHY INNOVATION FLORIDA R, 2000, REGIONAL INNOVATION, P231 FOSS NJ, 1999, SCANDINAVIAN J MANAG, V15, P1 GEORGE G, 2002, J BUS VENTURING, V17, P577 GODDARD JB, 1978, CONT IND SPATIAL ANA, P62 GRANT RM, 1991, CALIF MANAGE REV, V33, P114 GREENE WH, 1998, ECONOMETRIC ANAL HAIR J, 1998, MULTIVARIATE DATA AN HENDERSON JV, 1986, J URBAN ECON, V19, P47 HOWELLS J, 2002, URBAN STUD, V30, P871 HOWELLS JRL, 1984, REG STUD, V18, P13 INKPEN AC, 1998, ORGAN SCI, V9, P454 INKPEN AC, 2005, ACAD MANAGE REV, V30, P146 ISARD W, 1956, LOCATION SPACE EC JAFFE AB, 1989, AM ECON REV, V79, P957 JAFFE AB, 1993, Q J ECON, V108, P577 LAWSON C, 1999, CAMBRIDGE J ECON, V23, P151 LEMARIE S, 2001, SMALL BUS ECON, V17, P61 LERNER J, 1999, J BUS, V72, P285 LOSCH A, 1954, EC LOCATION MADHOK A, 2000, J INT BUS STUD, V31, P325 MAGRINI S, 1999, REG SCI URBAN ECON, V29, P257 MALECKI EJ, 1980, RES POLICY, V9, P2 MARSHALL A, 1920, PRINCIPLES EC MARTIN PJ, 1994, 909 CEPR MASKELL P, 1999, CAMBRIDGE J ECON, V23, P167 MCEVILY B, 1999, STRATEGIC MANAGE J, V20, P1133 MCNAMARA P, 1998, IBAR, V19, P99 NIOSI J, 2002, RES POL, V32, P737 OERLEMANS LAG, 2001, PAP REG SCI, V80, P337 OWENSMITH J, 2004, ORGAN SCI, V15, P5 PETERAF MA, 1993, STRATEGIC MANAGE J, V14, P179 PISANO GP, 1991, RES POLICY, V20, P237 PORTER ME, 1990, COMPETITIVE ADVANTAG PORTER ME, 2000, ECON DEV Q, V14, P15 POWELL WW, 1996, ADMIN SCI QUART, V41, P116 POWELL WW, 1998, CALIF MANAGE REV, V40, P228 PRAHALAD CK, 1990, HARVARD BUS REV, V68, P79 PREVEZER M, 1998, DYNAMICS IND CLUSTER, P52 QUINCE T, 2002, 235 ESRC ROBINSON JP, 1991, MEASURES PERSONALITY ROTHAERMEL FT, 2001, STRATEGIC MANAGE J, V22, P687 SHAN WJ, 1991, STRATEGIC MANAGE J, V12, P419 SHAN WJ, 1994, STRATEGIC MANAGE J, V15, P387 SHARP M, 1999, INT J BIOTECHNOLOGY, V1, P132 SHENKAR O, 1999, ORGAN SCI, V10, P134 SMITH D, 1971, IND LOCATION EC GEOG STEPHAN P, 2000, INT J TECHNOL MANAGE, V19, P165 TEECE DJ, 1997, STRATEGIC MANAGE J, V18, P509 UTTERBACK JM, 1974, SCIENCE, V183, P620 WALKER G, 1997, ORGAN SCI, V8, P109 WEBER A, 1928, THEORY LOCATION IND WERNERFELT B, 1984, STRATEGIC MANAGE J, V5, P171 YLIRENKO H, 2001, STRATEGIC MANAGE J, V22, P587 ZELLER C, 2001, SMALL BUS ECON, V17, P123 ZUCKER LG, 1998, AM ECON REV, V88, P290 ZUCKER LG, 1998, ECON INQ, V36, P65 NR 96 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2006 VL 35 IS 1-4 BP 262 EP 283 PG 22 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 045YQ UT ISI:000237779000013 ER PT J AU Gonzalez-Alvarez, N Munoz-Doyague, MF TI Causal ambiguity of technological competencies, human resource practices and competitive advantage SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE causal ambiguity; technology transfer; imitation; high involvement human resource practices ID FIRM PERFORMANCE; MANAGEMENT-PRACTICES; KNOWLEDGE TRANSFER; MANUFACTURING PERFORMANCE; ECONOMIC-PERFORMANCE; STRATEGIC MANAGEMENT; SYSTEMS; IMPACT; PRODUCTIVITY; TURNOVER AB Traditionally, it has been recognised that causal ambiguity of technology, by making it difficult for competitors to identify the technological competencies on which a particular firm bases its competitive advantage, represents an effective protection mechanism helping the firm to obtain superior performance. Recently, researchers have unearthed evidence that the effects of causal ambiguity also could be extended to the interior of the firm itself, hampering the diffusion of its own technological capabilities among its managers. In this case, the existence of causal ambiguity will have a negative impact on firm performance. The first aim of this article is to analyse both perspectives with the last end of establishing the net influence that causal ambiguity exerts on firm performance. The second one, to study how the high involvement human resources practices can help to solve this debate. With this in mind, a set of hypothesis is proposed and they will contrast using a sample of 258 Spanish manufacturing firms. C1 Univ Leon, Area Org Empresas, E-24071 Leon, Spain. RP Gonzalez-Alvarez, N, Univ Leon, Area Org Empresas, Campus Vegazana S-N, E-24071 Leon, Spain. EM ddenga@unileon.es ddefmd@unileon.es CR *DUNS BRADSTR ESP, 2000, DUNS 50 000 PRINC EM ARGOTE L, 2000, ORGAN BEHAV HUM DEC, V82, P150 ARTHUR JB, 1992, IND LABOR RELAT REV, V45, P488 ARTHUR JB, 1994, ACAD MANAGE J, V37, P670 BAE J, 2000, ACAD MANAGE J, V43, P502 BALIGA BR, 1996, STRATEGIC MANAGE J, V17, P41 BARNEY J, 1991, J MANAGE, V17, P99 BARNEY JB, 1986, ACAD MANAGE REV, V11, P656 BARNEY JB, 1986, MANAGE SCI, V32, P1231 BARNEY JB, 2001, ACAD MANAGE REV, V26, P41 BARON RM, 1986, J PERS SOC PSYCHOL, V51, P1173 BECKER BE, 1998, RES PERS H, V16, P53 BESANKO D, 2000, EC STRATEGY BETTIS RA, 1981, STRATEGIC MANAGEMENT, V17, P123 CHRISTENSEN HK, 1981, STRATEGIC MANAGEMENT, V2, P327 COHEN WM, 2000, WORKING PAPER NATL B, V7552 CUTCHERGERSHENF.J, 1991, IND LABOR RELAT REV, V44, P241 DECAROLIS DM, 2003, J MANAGE, V29, P27 DELANEY JT, 1996, ACAD MANAGE J, V39, P949 DELERY JE, 1996, ACAD MANAGE J, V39, P802 DELERY JE, 1998, HUM RESOUR MANAGE R, V8, P289 DEMSETZ H, 1972, J LAW ECON, V16, P1 DIERICKX I, 1989, MANAGE SCI, V35, P1504 GEROSKI PA, 1995, INT J IND ORGAN, V13, P412 GUTHRIE JP, 2004, IN PRESS ACAD MANAGE HANSEN MT, 1999, ADMIN SCI QUART, V44, P82 HILL CWL, 1992, ORGAN SCI, V3, P501 HUBER GP, 1991, ORGAN SCI, V2, P88 HUSELID MA, 1995, ACAD MANAGE J, V38, P635 HUSELID MA, 1997, UNPUB IMPACT HIGH PE ICHNIOWSKI C, 1997, AM ECON REV, V87, P291 ITAMI H, 1987, MOBILISING INVISIBLE KING AW, 2001, STRATEGIC MANAGE J, V22, P75 KOCH MJ, 1996, STRATEGIC MANAGE J, V17, P335 KOCHAN TA, 1994, MUTUAL GAINS ENTERPR LADO AA, 1994, ACAD MANAGE REV, V19, P699 LEVIN RC, 1987, BROOKINGS PAPERS EC, V3, P783 LIN BW, 2003, R&D MANAGE, V33, P327 LIPPMAN SA, 1982, BELL J ECON, V13, P418 MACDUFFIE JP, 1995, IND LABOR RELAT REV, V48, P197 MAHONEY JT, 1992, STRATEGIC MANAGE J, V13, P363 MCEVILY SK, 2000, ACAD MANAGE REV, V25, P294 MCEVILY SK, 2004, STRATEGIC MANAGE J, V25, P713 MOSAKOWSKI E, 1997, ORGAN SCI, V8, P414 NAMAN JL, 1993, STRATEGIC MANAGE J, V14, P137 NELSON RR, 1982, EVOLUTIONARY THEORY ODELL C, 1998, CALIF MANAGE REV, V40, P154 OSTERLOH M, 2000, ORGAN SCI, V11, P538 REED R, 1990, ACAD MANAGE REV, V15, P88 RICHARD OC, 2001, INT J HUM RESOUR MAN, V12, P299 ROBBINS SP, 1990, ORG THEORY STRUCTURE RUMELT RP, 1984, COMPETITIVE STRATEGI, P556 RUMELT RP, 1987, COMPETITIVE CHALLENG, P137 RUMELT RP, 1994, FUNDAMENTAL ISSUES S SHOEMAKER PJH, 1994, ADV STRATEGIC MANA A, V10, P3 SIMONIN BL, 1999, STRATEGIC MANAGE J, V20, P595 SNELL SA, 1996, RES PERS H, V14, P61 SZULANSKI G, 1996, STRATEGIC MANAGE J, V17, P27 TEECE DJ, 1976, MULTINATIONAL CORPOR TEECE DJ, 1987, COMPETITIVE CHALLENG, P185 WALTON R, 1985, HARVARD BUS REV, V73, P77 WELBOURNE TM, 1996, ACAD MANAGE J, V39, P891 WIERSEMA MF, 1993, STRATEGIC MANAGE J, V14, P485 WINTER SG, 1987, COMPETITIVE CHALLENG, P159 WRIGHT PM, 1994, INT J HUM RESOUR MAN, V5, P301 NR 65 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2006 VL 35 IS 1-4 BP 308 EP 328 PG 21 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 045YQ UT ISI:000237779000015 ER PT J AU Revilla, E Acosta, J Sarkis, J TI An empirical assessment of a learning and knowledge management typology for research joint ventures SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE Research Joint Ventures (RJV); Knowledge Management (KM); learning ID STRATEGIC ALLIANCES; ABSORPTIVE-CAPACITY; INNOVATION; FRAMEWORK; ENVIRONMENTS; INTEGRATION; CULTURE; DIALOG AB As innovation and technology management grow in complexity, the need for inter-organisational cooperation increases. A part of this cooperation requires the understanding of how Knowledge Management (KM) and learning processes may function to support a successful research and development collaboration. To further this understanding, we use a contingency theory to examine the influence of the locus of a Research Joint Venture (RJV) on KM. To do this, we introduce a typology for RJVs to help categorise different KM efforts within a RJV environment. The typology is based on two dimensions: the locus of the RJV knowledge and the KM approach. Using a broad European database, 98 RJV projects are used to evaluate the typology and test two hypotheses related to these relationships. Implications for research and management of these types of projects are also introduced. C1 Inst Empresa, Madrid 28006, Spain. Univ La Laguna, Inst Univ Desarrollo Reg, Dept Anal Econ, San Cristobal la Laguna 38071, Spain. Clark Univ, Grad Sch Management, Worcester, MA 01610 USA. RP Revilla, E, Inst Empresa, Maria Molina,12-5, Madrid 28006, Spain. EM elena.revilla@ie.edu jacosta@ull.es jsarkis@clarku.edu CR *COUNC COMP, 1996, ENDL FRONT LIM RES U ARGYRIS C, 1978, ORG LEARNING THEORY BERDROW I, 2003, J WORLD BUS, V38, P15 BONACCORSI A, 1994, R&D MANAGE, V24, P229 BROWN SL, 1997, ADMIN SCI QUART, V42, P1 CHESBROUGH HW, 1996, HARVARD BUS REV, V74, P65 CHOI B, 2002, INFORM MANAGE, V2006, P1 COHEN WM, 1990, ADMIN SCI QUART, V35, P128 DAFT RJ, 1987, RES SOCIOLOGY ORG, V5, P1 DAFT RL, 1986, MANAGE SCI, V32, P554 DRUCKER PF, 1995, WALL STREET J 0329, P12 GARAVAN T, 1997, LEARNING ORG, V4, P18 GEORGE G, 2001, J HIGH TECHNOLOGY MA, V12, P205 GRANT RM, 1996, ORGAN SCI, V7, P375 GRANT RM, 2004, J MANAGE STUD, V41, P61 HANSEN MT, 1999, HARVARD BUSINESS MAR, P107 HAYES R, 1988, DYNAMIC MANUFACTURIN HEDLUND G, 1994, STRATEGIC MANAGE J, V15, P73 HENDERSON RM, 1990, ADMIN SCI QUART, V35, P9 IANSITI M, 1997, HARVARD BUS REV, V75, P69 INKPEN A, 1998, EUROPEAN MANAGEMENT, V16, P223 INKPEN AC, 1998, ORGAN SCI, V9, P454 ISAACS WN, 1993, ORGAN DYN, V22, P24 JAIKUMAR R, 1986, RES TECHNOLOGICAL IN, V3, P169 JONES AM, 1994, BRIT J MANAGE, V5, P153 KIM DH, 1993, THESIS MIT SLOAN SCH LANE PJ, 2001, STRATEGIC MANAGE J, V22, P1139 LARSSON R, 1998, ORGAN SCI, V9, P285 LUUKKONEN T, 1998, RES POLICY, V27, P599 MARCH JG, 1958, ORGANIZATIONS MCDERMOTT R, 1999, CALIF MANAGE REV, V41, P103 MIRVIS PH, 1996, J ORGAN CHANGE MANAG, V9, P13 MOWERY DC, 1983, EXPLOR ECON HIST, V20, P351 NELSON RR, 1990, RES POLICY, V79, P119 NONAKA I, 1994, ORGAN SCI, V5, P1 NONAKA I, 2000, IND CORP CHANGE, V9, P1 PEREZLOPEZ J, 1991, TEORIA ACCION HUMANA POLANYI M, 1967, TACIT DIMENSION POPPER M, 2000, MANAGE LEARN, V31, P181 POWELL WW, 1996, ADMIN SCI QUART, V41, P116 PRIETO I, 2003, THESIS U VALLADOLID REVILLA E, 2005, IN PRESS TECHNOVATIO SCHEIN EH, 1993, ORGAN DYN, V22, P40 SENGE PM, 1990, 5 DISCIPLINE SIMONIN BL, 1999, STRATEGIC MANAGE J, V20, P595 SPENDER JC, 1996, STRATEGIC MANAGE J, V17, P5 TUSHMAN ML, 1986, ADMIN SCI QUART, V31, P439 VANDERKROGT FJ, 1998, HUMAN RESOURCE DEV Q, V9, P156 VONKROGH G, 2001, LONG RANGE PLANN, V34, P421 WEICK KE, 1991, ORGAN SCI, V2, P116 WINTER S, 1987, COMPETITIVE CHALLENG, P157 ZACK MH, 1999, CALIF MANAGE REV, V41, P125 NR 52 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2006 VL 35 IS 1-4 BP 329 EP 348 PG 20 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 045YQ UT ISI:000237779000016 ER PT J AU Karkkainen, P Ojanpera, T TI Pushing technology to where the market will be: the case of Nokia SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE innovation management; technology management; corporate research; strategic planning; role of standardisation and road maps in innovation; networking effect; digital convergence; real options AB Nokia has evolved to it digital convergence company. Its telecom past has taught it important lessons in the power of networking. It continues to value open standards while it pursues innovations in the evolving areas of mobile phones, networks, multimedia and enterprise solutions. Nokia Research Center has aligned its research to maintain leading, edge competencies in the relevant technologies, at the same time addressing the market needs. The discussion of the case examples highlights the risks and opportunities of radical initiatives. RP Karkkainen, P, Lillangintie 36, FIN-02550 Evitskog, Finland. EM kpertti@yahoo.com tero.ojanpera@nokia.com CR BAGHAI M, 1999, ALCHEMY GROWTH CHESBROUGH H, 2003, OPEN INNOVATION CHRISTENSEN CM, 2003, INNOATORS SOLUTION CHRISTENSEN CM, 2004, RES TECHNOL MANAGE, V47, P12 KILKKI K, 2004, INT S SERV LOC ACC I MEYER MH, 1997, MANAGE SCI, V43, P216 PULKKINEN M, 1997, ACTA U OECONOMICAE H, A122 REED DP, 1999, SNEAKY EXPONENTIAL M UTTERBACK JM, 1994, MASTERING DYNAMICS I NR 9 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2006 VL 34 IS 3-4 BP 203 EP 216 PG 14 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 041QC UT ISI:000237469800002 ER PT J AU van den Elst, J Tol, R Smits, R TI Innovation in practice: Philips Applied Technologies SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE innovation; innovation process; innovation models; innovation networks; new product development; users; ICT; electronics AB Different business environments within Philips demand different innovation approaches. In a high-tech business-to-business environment with demanding lead customers, innovation is driven by customer intimacy. In a fast-moving business-to-consumer environment, a combination of consumer marketing intelligence and technology is required,captured in a clear process to meet the critical time-to-market requirements.Innovation outside the existing business scope of the regular Philips divisions is handled separately.The role of Philips Applied Technologies (Apptech) is described, including competencies and processes. The central questions addressed in this paper are: 'Which innovation models are being used by Philips?' and 'What is the role of Apptech in the innovation processes and how does Apptech effectuate its role?" An open approach is evolving wherein innovation is performed in international networks of partners in new markets and with complementary skills. Assuming the task of integrator in such a network, entrepreneurs and lead customers complete the current technical and process-oriented capabilities of Apptech. C1 Philips Appl Technol, NL-5600 JB Eindhoven, Netherlands. Univ Utrecht, Dept Innovat Studies, NL-3508 TC Utrecht, Netherlands. RP van den Elst, J, Glaslaan 2, NL-5616 LW Eindhoven, Netherlands. EM john.van.den.elst@philips.com ronal.tol@philips.com r.smits@geog.uu.nl CR *EUR COMM EUR, 1999, 2 EUR REP S T IND KE *OECD, 1992, REP TECHN EC PROGR *OECD, 1999, BOOST INN CLUST APPR CHESBROUGH HW, 2003, OPEN INNOVATION NEW CHRISTENSEN CM, 2000, INNOVATORS DILEMMA CHRISTENSEN CM, 2003, INNOVATORS SOLUTIION COOPER RG, 2001, WINNING NEW PRODUCTS DAVID PA, 1985, AM ECON REV, V75, P332 KAPLAN RS, 1996, BALANCED SCORECARD T KLEINKNECHT A, 1998, CAMBRIDGE J ECON, V22, P387 LEONARDBARTON D, 1998, WELLSPRINGS KNOWLEDG MEEUS M, 2004, HOE DAN WEL MET INNO MOORE GA, 1999, INSIDE TORNADO MARKE OERLEMANS LAG, 1998, TIJDSCHR ECON SOC GE, V89, P298 OUDSHOORN N, 2003, USERS MATTER COCONST PINCHOT G, 1999, INTRAPRENEURING ACTI PORTER ME, 1980, COMPETITIVE STRATEGY PORTER ME, 1985, COMPETITIVE ADV CREA PORTER ME, 1990, COMPETITIVE ADV CREA PORTER ME, 1990, COMPETITIVE ADV NATI PORTER ME, 1990, COMPETITIVE STRATEGY RIES A, 1994, PROFILE BUSINESS SCHUMPETER J, 1934, THEORY EC DEV SMIT J, 2001, BMC HEALTH SERV RES, V1 SMITS R, 2002, TECNOLOGICAL FORECAS TIDD J, 1997, MANAGING INNOVATION UTTERBACK J, 1994, MASTERING DYNAMICS I VONHIPPEL E, 1988, SOURCES INNOVATON WHEELWRIGHT SC, 1992, REVOLUTIONIZING PROD NR 29 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2006 VL 34 IS 3-4 BP 217 EP 231 PG 15 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 041QC UT ISI:000237469800003 ER PT J AU Pinnekamp, F TI The internal entrepreneur as a catalyst to successful product development: a case study SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE Research and Development (R&D); innovation; intrapreneurial; motivation continuous improvement; team spirit; enterprise culture AB Product development is an essential part of the total innovation process. This paper describes some of the elements that are indispensable for successful product development. The advancement of the circuit breaker, a product that is used to make Or break the flow Of electrical Current, is analysed over a period of almost 30 years. During this time. it becomes clear that continuous improvement in technology relies heavily on individual personalities - the internal entrepreneur - and the creative climate these personalities create. The following description of the processes used in research and product development sheds new light on the importance of the individual researcher, his motivation and passion - Often Underestimated in the technology management concepts presented in the last three decades. C1 ABB Asea Brown Boveri Ltd, CH-8050 Zurich, Switzerland. RP Pinnekamp, F, ABB Asea Brown Boveri Ltd, Affolternstr 55, CH-8050 Zurich, Switzerland. EM friedrich.pinnekamp@ch.abb.com CR BOZEMAN B, 2001, INT J TECHNOL MANAGE, V22, P716 BURTON J, 1999, INT J TECHNOL MANAGE, V17, P16 JUNG HH, 2002, THESIS ETH LIYANAGE S, 1999, INT J TECHNOL MANAGE, V18, P272 PINCHOT G, 1987, RES MANAGEMENT, V30 PROBERT D, 1999, INT J TECHNOL MANAGE, V17, P646 NR 6 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2006 VL 34 IS 3-4 BP 232 EP 242 PG 11 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 041QC UT ISI:000237469800004 ER PT J AU Verloop, J TI The Shell way to innovate SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE outside-the-box innovation; innovation models; managing innovation; innovation funnel; GameChanger; business process; value of innovation; valley of death AB The distinctive Shell approach to innovation derives from how the innovation process is managed and executed. The management approach is a combination of robust business process, with clear objectives and decision points, and a light-touch style of management that recognises the emotive aspects of innovation such as creativity drive and change. An important aspect is the integration of sustainable development in the innovation effort. Sustainable innovation incorporates the values of society as a third driver in addition to customer needs and technological options. Successful innovation management requires a transparent and effective innovation business process based on a sound understanding of the nature and characteristics of the innovation process. Innovation is a quest for bringing an idea to market, while managing innovation is about creating value during that process by involving the stakeholders, identifying and reducing the risks, structuring the decision-making process and improving the chances of success - knowing that ultimately the winner is unpredictable. RP Verloop, J, Jozef Israelslaan 30, NL-2596 AR The Hague, Netherlands. EM janverloop@tuscali.nl CR AZIDES I, 1992, MASTERING CHANGE BERKHOUT AJ, 2000, DYNAMIC ROLE KNOWLED BRIDGES W, 1995, MANAGING TRASITIONS BUCKLEY JV, 1998, GOING GROWTH REALIZI CHRISTENSEN CM, 1997, INNOVATORS DILEMMA COOPER RG, 1993, WINNING NEW PRODUCTS DRUCKER PF, 1985, INNOVATION ENTREPREN GAYNOR GH, 2002, INNOVATIION DESIGN GOUDSBLOM J, 1992, FIRE CIVILIZATION HAMEL G, 1999, HARVARD BUSINESS REV HAMEL G, 2000, LEADING REVOLUTION IANSITI M, 2004, HARVARD BUSINESS REV KLINE S, 1986, POSITIVE SUM STRATEG LESLIE KJ, 1997, MCKINSEY Q MORRISON A, 2003, GOING IEA DELIVERING PHARSON R, 2002, HAVARD BUSINESS REV QUINN JB, 1995, HAVARD BUSINESS REV SCHUMPETER JA, 1934, THEORY EC DEV VANDERVEER J, 2003, ED WITH BORD C VERLOOP J, 2004, INSIGHT INNOVATION NR 20 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2006 VL 34 IS 3-4 BP 243 EP 259 PG 17 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 041QC UT ISI:000237469800005 ER PT J AU Meijer, EM TI DSM and innovation: a case study SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE innovation; R&D organisation; core competences; competence management; global virtual lab; technology strategy; public-private partnerships; venturing; life sciences; material sciences AB This paper focuses oil the process of innovation management at DSM, a Dutch multi-specialty company active worldwide in life science and nutritional products. performance materials and industrial chemicals. Drawing on the company's impressive history of self-transformation through, innovation and the author's own extensive experience in managing R&D and innovation processes at DSM, the paper addresses such matters as the Organisation of R&D and innovation, the development and management of technological competences in a global set-up, the alignment of technology strategy and business strategy. and the role of public-private partnerships ill achieving innovation. The paper concludes with a short consideration of new horizons for innovation in the life sciences and material sciences. C1 Unilever, Foods R&D, NL-3133 AT Vlaardingen, Netherlands. RP Meijer, EM, Unilever, Foods R&D, Olivier Noordlaan 120, NL-3133 AT Vlaardingen, Netherlands. EM Emmo.Meijer@unilever.com CR *OECD, 2003, PUBL PRIV PARTN RES NR 1 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2006 VL 34 IS 3-4 BP 260 EP 277 PG 18 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 041QC UT ISI:000237469800006 ER PT J AU Ruff, F TI Corporate foresight: integrating the future business environment into innovation and strategy SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE corporate foresight; futures research; society and technology; market and society; strategic planning; innovation management; automotive business; product and process innovations; early warning; technology push and market pull C1 DaimlerChryslet AG, Soc & Technol Res Grp, D-10559 Berlin, Germany. RP Ruff, F, DaimlerChryslet AG, Soc & Technol Res Grp, Alt Moabit 96A, D-10559 Berlin, Germany. EM frank.ruff@daimlerchrysler.com CR ANSOFF HI, 1975, CALIFORNIA MANAGEMEN, V18, P21 ANSOFF HI, 1984, IMPLANTING STRATEGIC BARON W, 2003, INNOVATIONS TECHNIKA BARRE R, 2001, STRATEGIC POLICY INT, P51 BURMEISTER K, 2002, ZUKUNFTSFORSCHUNG UN BURMEISTER K, 2004, CORPORATE FORESIGHT COATES JF, 1997, 2025 SCEN US GLOB SO COATES V, 2001, TECHNOL FORECAST SOC, V67, P1 CUHLS K, 1998, DELPHI 98 UMFR STUD DAVIS G, 2002, PROB FUT C STRATH U GEORGHIOU L, 2001, APPROACH POTENTIAL N GIMPEL B, 2000, IDEEN FINDEN PRODUKT GLENN JC, 1999, FUTURES RES METHODOL GLENN JC, 2000, STATE FUTURE MILLENI GREEN J, 2004, P EU US SEM NEW TECN KRYSTEK K, 1993, FRUHAUFKLARUNG UNTER LIEBL F, 1996, STRATEGISCHE FRUHAUF MARTIN BR, 2002, INT PRACTICE TECHNOL MINX E, 1999, HDB TECHNIKFOLGENABS MINX E, 2005, THEXIS, V2, P7 MORRISON I, 1994, FUTURE TENSE BUSINES RADER M, 2001, STRATEGIC POLICY INT, P37 RUFF F, 2004, P EU US SEM NEW TECH SCHULERHAINSCH E, 2003, ETRIA WORLD C WORLD SCHWARTZ P, 1991, ART LON VIEW PATHS S SMITS R, 2001, IPTS TECHNICAL REPOR, P1 VANDERDUIN P, 2004, P EU US SEM NEW TECH WEBER J, 1999, TECHNOLOGY ASSESSMEN ZWECK A, 2001, IPTS TECHNICAL REPOR, P23 NR 29 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2006 VL 34 IS 3-4 BP 278 EP 295 PG 18 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 041QC UT ISI:000237469800007 ER PT J AU Ortt, JR Smits, R TI Innovation management: different approaches to cope with the same trends SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE innovation management; innovation system; trends ID RESEARCH-AND-DEVELOPMENT; PRODUCT DEVELOPMENT; ORGANIZATION; EVOLUTION; SERVICES AB The constant failure rate of new product introductions in the last decades implies that little progress in innovation management can be witnessed. Innovation management is seen as an activity in a multi-level system. The main trends in this system will be described. These trends are inter-related in a complex way and, as a result, the focus in innovation management Should be on the combined effect of these trends and on the events that could destabilise the entire system. This article describes four general consequences of the trends in innovation management: 1 the end of the linear model 2 the rise of the systems approach 3 the inherent uncertainty and need for learning 4 innovation becomes more entrepreneurial. These consequences can lead to entirely differerent approaches to innovation management. two of which will be discussed. The article concludes that significant progress in innovation management has been obtained, but the failure rate has remained the same because of the changing conditions. C1 Delft Univ Technol, Fac Technol Policy & Management, NL-2628 BZ Delft, Netherlands. RP Ortt, JR, Delft Univ Technol, Fac Technol Policy & Management, Jaffalaan 5, NL-2628 BZ Delft, Netherlands. EM j.r.ortt@tbm.tudelft.nl r.smits@geog.uu.nl CR *BOOZ ALL HAM, 1982, NEW PROD MAN 1980S *EUR COMM, 1994, ROWTH COMP STRENGTH *OECD, 1992, TECHN EC KEY REL BARRAS R, 1986, RES POLICY, V15, P161 BARRE R, 1997, SCI TOMORROWS EUROPE BAYUS BL, 1994, J PROD INNOVAT MANAG, V11, P300 BENETT RC, 1982, BUS HORIZONS, V2, P51 BERKHOUT AJ, 2000, DYNAMIC ROLE KNOWLED BERKHOUT AJ, 2006, IN PESS INT J TECHNO BIEMANS WG, 1989, DEV INNOVATIONS NETW BIJKER W, 1987, SOCIAL CONSTRUCTION BOWONDER B, 2000, RES TECHNOLOGY M SEP, P40 BROWN SL, 1997, ADMIN SCI QUART, V42, P1 CARLSSON B, 1995, TECHNOLOGICAL SYSTEM CHIAROMONTE F, 2003, INT J TECHNOL MANAGE, V25, P538 COOPER RG, 1990, BUSINESS HORIZON MAY, P44 CORCORAN E, 1994, RES TECHNOLOGY M JUL, P14 CRAWFORD CM, 1977, J MARKETING, V41, P51 CRAWFORD CM, 1979, RES MANAGEMENT SEP, P9 CRAWFORD CM, 1987, RES MANAGE, V30, P20 DENHERTOG P, 1998, 3 SI4S STEP DENHERTOG P, 2000, INT J INNOVATION MAN, V4, P491 ETZKOWITZ H, 2000, RES POLICY, V29, P109 FREEMAN C, 1987, TECHNOLOGY POLICY EC FREEMAN C, 1988, SMALL COUNTRIES FACI FREEMAN C, 1997, SCI TOMORROWS EUROPE GALLOUJ F, 1997, RES POLICY, V26, P537 GASSMANN O, 1999, RES POLICY, V28, P231 GERMERAAD P, 2001, RES TECHNOLOGY M MAR, P15 GIBBONS M, 1994, NEW PRODUCTION KNOWL GRIFFIN A, 1997, J PROD INNOVAT MANAG, V14, P429 GRUPP H, 1992, DYNAMICS SCI BASED I GRUPP H, 1993, TECHNOLOGIE BEGINN 2 GUPTA AK, 1996, J PROD INNOVAT MANAG, V13, P497 HAGEDOORN J, 1990, LEADING CO STRUCTURE HAMEL G, 1994, HARVARD BUS REV, V72, P122 HANSEN MT, 1999, HARVARD BUSINESS MAR, P106 HIPP C, 1999, AI SOC, V13, P88 HOLLINGSWORTH R, 1997, CONT CAPITALISM EMBE HOWELLS J, 1990, RES POLICY, V19, P133 IRVINE J, 1989, RES FORESIGHT CREATI KUHLMANN S, 1999, ENHANCING DISTRIBUTE LIYANAGE S, 1999, INT J TECHNOL MANAGE, V18, P372 LUNDVALL B, 1998, GLOBALISING LEARNING LUNDVALL BA, 1992, NATL SYSTEMS INNOVAT NELSON R, 1977, RES POLICY, V6 NELSON R, 1993, NATL INNOVATION SYST NIOSI J, 1999, J BUS RES, V45, P111 OUDSHOORN N, 2004, USERS MATTER COCONST RIP A, 1998, HUMAN CHOICE CLIMATE ROSENBERG N, 1976, PERSPECTIVES TECHNOL ROSENBERG N, 1982, INSIDE BLACK BOX TEC ROTHKE SE, 1994, ASSESSMENT, V1, P1 ROUSSEL PA, 1991, MANAGEMENT RES DEV N SCHMOCH U, 2001, THESIS KARLSRUHE SCOTT G, 2001, TECHNOL ANAL STRATEG, V13, P343 SILVERSTONE R, 1992, COMMUNICATION DESIGN SIMON H, 1976, ADM BEHAV STUDY DECI SMITS R, 1995, POLICY SCI, V28, P272 SMITS R, 2002, TECHNOL FORECAST SOC, V69, P861 SZAKONYI R, 1998, RES TECHNOLOGY M NOV, P25 TIDD J, 2001, MANAGING INNOVATION TROTT P, 2002, INNOVATION MANAGEMEN URBAN GL, 1993, DESIGN MARKETING NEW VANDERSTEEN M, 1999, THESIS DELFT VONHIPPEL E, 1988, SOURCES INNOVATION WIND J, 1997, J MARKETING RES, V34, P1 ZIMAN J, 2001, REAL SCI WHAT IT IS NR 68 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2006 VL 34 IS 3-4 BP 296 EP 318 PG 23 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 041QC UT ISI:000237469800008 ER PT J AU Porter, AL Cunningham, SW TI Just-in-time technology analysis support SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE Technology Analyses (TA); Just-in-Time (JIT); organisational decision-making; technolgoy strategy; decision support; R&D indicators; innovation; automated analyses; structured processes AB This paper offers a vision of Just-in-Time (JIT) Technology Analyses (TA) - fast, timely, and structured guidance in support of technology technological decision making. It provides a framework to translate technology strategy into a set of operational indicators for assessing, innovation prospects. The paper weighs advantages and impacts of timely information tor organisational decision making. It notes the technological and organisational requirements for JIT analyses, then briefly discusses the steps involved, as well as opportunities for rapid and automated analyses. Six brief vignettes illustrate the principles and potential of JIT-TA. C1 Search Technol Inc, R&D, Norcross, GA 30071 USA. Delft Univ Technol, Fac Technol Policy & Management, NL-2600 GA Delft, Netherlands. RP Porter, AL, Search Technol Inc, R&D, 4960 Peachtree Ind Blvd, Norcross, GA 30071 USA. EM aporter@searchtech.com ScottC@tbm.tudelft.nl CR DISMUKES JP, 2004, ACCELERATING RADICAL MOON H, 2003, ORGAN BEHAV HUM DEC, V92, P67 PORTER AL, 2004, RES TECHNOL MANAGE, V47, P16 PORTER AL, 2004, TECHNOL FORECAST SOC, V71, P287 PORTER AL, 2005, TECHNOLOGY MINING PORTER AL, 2007, P EU US SEM NEW TECH RICH F, 2004, ACCELERATING RADICAL SCHOENECK DJ, 2004, ACCELERATING RADICAL SIMON HA, 1960, NEW SCI MANAGEMENT D WATTS RJ, 1997, TECHNOL FORECAST SOC, V56, P25 WATTS RJ, 2004, 5 INT C DAT MIN TEST WILLEMS, 2004, RTD PORTFOLIO MANAGE NR 12 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2006 VL 34 IS 3-4 BP 319 EP 339 PG 21 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 041QC UT ISI:000237469800009 ER PT J AU McAdam, R Reid, R Keogh, W TI Technology and market knowledge creation and idea generation: an integrated quality approach SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE technology; market innovation; new product development; multiple case ID PRODUCT DEVELOPMENT; LIFE-CYCLE; MANAGEMENT; INNOVATION; PERFORMANCE; PROJECT; SUCCESS AB A lack of nnderstanding exists regarding how technology and market knowledge can be incorporated effectively within an organisation's approaches to Innovation and New Product and Service Development (I&NP&SD). We present a previously developed theoretical framework for representing both knowledge creation and idea generation within the process of I&NP&SD. We use this framework to analyse how organisations create and incorporate technology and market knowledge Sources and ideas within approaches to I&NP&SD. The theoretical framework is useful in defining the need to create a broad range of technology and market knowledge Sources, rather than relying on prescribed linear processes. The new knowledge generated will be subjected to invisible filters within an organisation, which can negate naive assumptions about acceptance of the new technology and market knowledge. In practice, an eclectic range of quality mechanisms can be used to integrate and incorporate new knowledge within the I&NP&SD approaches. C1 Univ Ulster, Belfast BT37 0QB, Antrim, North Ireland. Glasgow Caledonian Univ, Family Business Unit, Glasgow G4 0BA, Lanark, Scotland. Heriot Watt Univ, Sch Management & Languages, Edinburgh EH14 4AS, Midlothian, Scotland. RP McAdam, R, Univ Ulster, Newtownabbey, Belfast BT37 0QB, Antrim, North Ireland. EM r.mcadam@ulster.ac.uk r.reid@gcal.ac.uk w.keogh@hw.ac.uk CR ALLISON SFH, 2005, J CRIM JUST, V33, P19 ALVESSON M, 1996, MAKIGN SENSE MANAGEM AMABILE TM, 1998, HARVARD BUS REV, V76, P77 ANCONA DG, 1992, ADMIN SCI QUART, V37, P634 ANDRIOPOULOS C, 2000, MANAGE DECIS, V38, P734 BHATT GD, 2000, J KNOWLEDGE MANAGEME, V4, P15 BSTIELER L, 2003, J BUS IND MARK, V18, P146 CAPLAN N, 1979, AM BEHAV SCI, V22, P459 CHESBROUGH HW, 2003, MIT SLOAN MANAGE REV, V44, P35 CHILES TH, 2000, J MANAGE STUD, V37, P185 CORMICAN K, 2003, INT J TECHNOL MANAGE, V26, P53 CRESWELL J, 1994, RES DESIGN QUALITATI DAVENPORT TH, 1998, SLOAN MANAGE REV, V39, P43 DEAZIN R, 1999, ACAD MANAGE REV, V24, P286 DEMEREST M, 1997, J LONG RANGE PLANNIN, V30, P374 DODGSON M, 1992, TECHNOL ANAL STRATEG, V4, P83 EASTERBYSMITH M, 1993, MANAGMEENT RES INTRO EISENHARDT KM, 1989, ACAD MANAGE REV, V14, P532 FARRUKH R, 2003, INT J TECHNOL MANAGE, V25, P2 FERRARY M, 2003, INT J TECHNOL MANAGE, V25, P165 GEISLER E, 2003, INT J TECHNOL MANAGE, V25, P675 GORE C, 1999, TOTAL QUAL MANAGE, V10, P554 HENRY J, 1991, CREATIVE MANAGEMENT HORWITZ FM, 2003, HUMAN RESOURCE MANAG, V13, P23 JOHNSON WC, 1997, J BUSINESS IND MARKE, V12, P383 KELLY D, 2000, INT J SERVICE IND MA KROGH GV, 1998, CALIFORNIA MANAGEMEN, V40, P133 LAVE J, 1991, SITUATED LEARNIGN LE LEONARDBARTON D, 1995, WELLSPRINGS KNOWLEDG LICHTENTHALER E, 2004, INT J TECHNOL MANAGE, V27, P255 MADHAVAN R, 1998, J MARKETING, V62, P1 MAIER N, 1963, PROBELM SOLVING DISC MARAKAS G, 1999, DECISION SUPPORT SYS MCADAM R, 2005, TECHNOVATION, V25, P1418 MCMILLAN A, 2003, RES TECHNOL MANAGE, V46, P40 MORRIS R, 1999, RES TECHNOL MANAGE, V42, P15 NONAKA I, 1995, KNOWLEDGE CREATING C OSBORN A, 1963, APPL IMAGINATION PAPADAKIS V, 1998, TECHNOL ANAL STRATEG, V10, P89 PEDLAR M, 1998, MANAGING LEARNING PRASAD B, 1997, IND MANAGE DATA SYST, V97, P90 RIKARDS T, 1999, CREATIVITY MANAGEMEN ROTHWELL R, 1994, INT MARKET REV, V11, P7 RUMIZEN MC, 1998, J KNOWLEDGE MANAGEME, V2, P77 SICOTTE H, 2004, INT J TECHNOL MANAGE, V27, P176 STEIER F, 1991, RES REFLEXIVITY TAYLOR S, 1997, ASSESSMENT, V4, P9 TITUS P, 2000, J MARKETING ED, V22, P225 WEISS C, 1977, USING SOCIAL RES PUB YIN R, 1994, CASE STUDY RES NR 50 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2006 VL 34 IS 3-4 BP 340 EP 359 PG 20 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 041QC UT ISI:000237469800010 ER PT J AU Tarn, DDC TI Industry as the knowledge base: the way Asians integrate knowledge from academic, industrial, and public sectors SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE industry-based; Knowledge-Management (KM; Asia; model construction ID STRATEGIC ALLIANCES; PRODUCT DEVELOPMENT; JOINT VENTURES; COMPETITIVENESS; BIOTECHNOLOGY; MANAGEMENT; INNOVATION; STATES; COLLABORATION; PERSPECTIVE AB Knowledge Management (KM) has played a critical role in innovation and technology management-related fields over the past decades. Most KM Studies investigate related issues from the perspectives of an organisational or firm-to-firm level. Many firms create and sustain their innovativeness and capability via their counterparts within and across the industry, and their KM activities Occur at the industrial level. The members of the KM activities may include firms, research and academic institutes, governments, and even their competitors and clients. This study takes industry as the knowledge base and explores the content of Industry-based Knowledge Managements (IKM) and how it is practiced in Asia. IKM is classified as four modes - knowledge clustering, enlarging, exchanging, and initiating. Some practical IKM cases in Japan, South Korea, China and Taiwan are reviewed to verify the model and to clarify the IKM contents of cacti mode. Suggestions and directions toward IKM practices and research for the future are given. C1 I Shou Univ, Dept Business Adm, Saga 840, Japan. RP Tarn, DDC, I Shou Univ, Dept Business Adm, 1 Sect 1,Hsueh Cheng Rd, Saga 840, Japan. EM dctarn@pchome.com.tw CR ADAMS ME, 1998, J PROD INNOVAT MANAG, V15, P403 ANSOFF HI, 1966, CORPORATE STRATEGY BAKER WE, 1999, J ACAD MARKET SCI, V27, P411 BIERNACKI SW, 1996, SEMICOND SCI TECH, V11, P17 BONORA EA, 1991, STRAT MAN SOC INT C BROWN JS, 1998, CALIF MANAGE REV, V40, P90 COHEN D, 1998, CALIF MANAGE REV, V40, P22 COHEN WM, 1990, ADMIN SCI QUART, V35, P128 DAVENPORT TH, 1998, CALIFORNIA MANAGEMEN, V40, P193 DAYASINDHU N, 2002, TECHNOVATION, V22, P551 DEYOUNG HG, 1991, ELECT BUSINESS, V17, P28 DRUCKER PF, 1993, POST CAPITALIST SOC FRANSMAN M, 1995, RES POLICY, V24, P13 FREEMANTLE M, 1996, CHEM ENG NEWS, V74, P33 GARDNER M, 1990, IND HIGHER ED, V4, P113 GARRITY EJ, 1994, EXPERT SYST APPL, V7, P397 GEOGHTIOU LG, 1993, R&D MANAGE, V23, P161 GRANT RM, 1996, STRATEGIC MANAGE J, V17, P109 HAMEL G, 1991, STRATEGIC MANAGE J, V12, P83 HARGADON AB, 1998, CALIF MANAGE REV, V40, P209 HEDLUND G, 1994, STRATEGIC MANAGE J, V15, P73 INKPEN AC, 1998, ORGAN SCI, V9, P454 KROGH GV, 1998, CALIFORNIA MANAGEMEN, V40, P133 LEONARD D, 1998, CALIF MANAGE REV, V40, P112 LEONARDBARTON D, 1995, WELLSPRINGS KNOWLEDG LEX M, 1995, TRENDS BIOTECHNOL, V13, P39 LINCOLN JR, 1998, CALIF MANAGE REV, V40, P241 LINDSAY R, 2003, OSTEOPOROSIS INT, V14, P1 MCMILLAN CJ, 1989, BUSINESS Q, V54, P34 MOWERY DC, 1989, CALIF MANAGE REV, V32, P107 MOWERY DC, 1996, STRATEGIC MANAGE J, V17, P77 NIEFER W, 1990, CIEMENS REV, V57, P4 NIL S, 1987, NATURE, V326, P437 NIL S, 1988, OUTLOOK SCI POLICY, V10, P38 NONAKA I, 1995, KNOWLEDGE CREATING C NONAKA I, 1998, CALIF MANAGE REV, V40, P40 PAGANO A, 2003, INT J AUTOMOT TECHN, V3, P84 PAVITT K, 1991, SCI PUBL POLICY, V18, P363 PORTER ME, 1990, COMPETITIVE ADVANTAG POWELL WW, 1998, CALIF MANAGE REV, V40, P228 QUINN JB, 1992, INTELLIGENT ENTERPRI QUINTAS P, 1997, LONG RANGE PLANN, V30, P385 RADOSVIC S, 1991, SCI PUBL POLICY, P251 RICHTER FJ, 1995, LONG RANGE PLANN, V28, P37 RODNEY S, 2002, KNOWLEDGE PROCESS MA, V9, P237 ROESSNER JD, 1996, TECHNOL FORECAST SOC, V51, P133 RUGGLES R, 1998, CALIF MANAGE REV, V40, P80 SANCHEZ R, 1997, STRATEGIC LEARNING K SAPIENZA AM, 1989, R&D MANAGE, V19, P285 SARVARY M, 1998, CALIFORNIA MANAGEMEN, V40, P95 SCHEEL C, 2002, J KNOWLEDGE MANAGEME, V6, P356 SCOTT GM, 1998, R&D MANAGE, V28, P225 SENGE P, 1990, 5 DISCIPLINE SIMONIN BL, 1999, STRATEGIC MANAGE J, V20, P595 SMITH RL, 1995, COMPUT IND ENG, V29, P95 SPEK R, 1997, KNOWLEDGE MANAGEMENT SRIVASTAVA RK, 2001, J MANAGE, V27, P777 STAHLE P, 2002, J KNOWLEDGE MANAGEME, V6, P177 STREB J, 2003, RES POLICY, V32, P1125 TASSEY G, 1990, TECHNOLOGICAL FORECA, V37, P85 TEECE DJ, 1998, CALIF MANAGE REV, V40, P55 TSAI WP, 1998, ACAD MANAGE J, V41, P464 WILLIAMSON OE, 1975, MARKETS HIERARCHIES ZACK MH, 1998, CALIFORNIA MANAGEMEN NR 64 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2006 VL 34 IS 3-4 BP 360 EP 378 PG 19 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 041QC UT ISI:000237469800011 ER PT J AU Verworn, B TI How German measurement and control firms integrate market and technological knowledge into the front end of new product development SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE fuzzy front end; idea generation; new product development; project selection; project planning ID SUCCESS FACTORS; UNITED-STATES; GENERATION; INNOVATION; IDEAS AB During the last five years, researchers and practitioners in the field of technology and innovation management have been paying increased attention to the fuzzy front end of innovation, which ranges from opportunity identification to the go/no go decision for development. Nevertheless, little is known about the fuzzy front end in practice. This article examines the fuzzy front end of new product development projects in German measurement and control firms. For this purpose, every German company in that area was asked to describe the development process for the last product it introduced to the market. One hundred forty-four fully completed questionnaires were returned. The focus of the Study is oil how to integrate market and technological knowledge into the fuzzy front end. In addition, results are compared to theoretical and empirical findings. C1 European Business Sch Schloss Reichartshausen, Chair Ind Management, D-65375 Oestrich Winkel, Germany. RP Verworn, B, European Business Sch Schloss Reichartshausen, Chair Ind Management, D-65375 Oestrich Winkel, Germany. EM verworn@vdi.de CR *BOOZ, 1982, NEW PROD MAN 1980 AGGTELEKY B, 1992, PROJEKTPLANUNG HDB F BAKER NR, 1985, RES MANAGE, V28, P35 BALBONTIN A, 1999, INT J TECHNOL MANAGE, V17, P259 CLELAND DI, 1999, PROJECT MANAGEMENT S COOPER RG, 1986, J PROD INNOVAT MANAG, V3, P71 COOPER RG, 1990, NEW PRODUCTS KEY FAC COOPER RG, 1994, IEEE ENG MANAGMT REV, V22, P24 GALBRAITH J, 1973, DESIGNING COMPLEX OR GESCHKA H, 1992, SOURCE BOOK CREATIVE GRIFFIN A, 1997, J PROD INNOVAT MANAG, V14, P429 HERSTATT C, 2001, INNOVATIONSMANAGEMEN, P149 HERSTATT C, 2004, INT J PRODUCT DEV, V1, P43 JIN Z, 2000, CREATIVITY INNOVATIO, V9, P21 JOHNE FA, 1988, J PROD INNOVAT MANAG, V5, P114 KHURANA A, 1997, SLOAN MANAGE REV, V38, P103 LESTER RK, 2004, INNOVATION MISSING D MAIDIQUE MA, 1984, IEEE T ENG MANAGE, V31, P192 MOENAERT RK, 1995, IEEE T ENG MANAGE, V42, P243 MOORE WL, 1993, PRODUCT PLANNING MAN MURPHY SA, 1997, R&D MANAGE, V27, P5 PINTO JK, 1988, PROJECT MANAGEMENT J, V19, P67 ROCHFORD L, 1991, IND MARKET MANAG, V20, P287 RUBINSTEIN AH, 1994, INT J TECHNOL MANAGE, V9, P652 SMITH GF, 1998, J CREATIVE BEHAV, V32, P107 SONG XM, 1997, J MARKETING, V61, P1 SOWREY T, 1987, GEN IDEAS NEW PRODUC VERGANTI R, 1997, R&D MANAGE, V27, P377 NR 28 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2006 VL 34 IS 3-4 BP 379 EP 389 PG 11 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 041QC UT ISI:000237469800012 ER PT J AU Berkhout, AJ Hartmann, D van der Duin, P Ortt, R TI Innovating the innovation process SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE innovations; change; creativity; entrepreneurship; knowledge management; knowledge economy innovation management; innovation economy; sociotechnical; socioeconomic; Lisbon strategy ID RESEARCH-AND-DEVELOPMENT AB In the innovation literature, the development of innovation models is subdivided into generations. Until now, we dislinguish three generations. Because current models provide a poor representation of what happens in today's open innovation networks. there is a growing need for a fourth-generation concept. So far, requirements for next-generation concepts have been discussed but well-defined models have not reached the open literature yet. This paper describes a fourth-generation innovation model, which describes the innovation regime by a 'circle of change'. It links changes in scientific insights, technological capabilities, product design and manufacturing, and markets. The model replaces the traditional chain concept by a circle with four 'nodes of change', connected by four interacting 'cycles of change'. Collectively, they may be seen as the arena of opportunity with processes crossing traditional boundaries. These processes have a cyclic nature and tire representative of today's open innovation. C1 Delft Univ Technol, Fac Technol Policy & Management, NL-2628 BX Delft, Netherlands. RP Berkhout, AJ, Delft Univ Technol, Fac Technol Policy & Management, Jaffalaan 5, NL-2628 BX Delft, Netherlands. EM a.j.berkhou@tbm.tudelft.nl l.hartmann@tbm.tudelft.nl p.vanderduin@tbm.tudelft.nl j.r.ortt@tbm.tudelft.nl CR BERKHOUT AJ, 2000, DYNAMIC ROLE KNOWLED BERKHOUT AJ, 2005, HOLLAND MANAGEMENT R, V99, P53 BERKHOUT AJ, 2006, INT J TECHNOLOGY MAN BROWN JS, 2003, OPEN INNOVATION CHESBROUGH H, 2003, OPEN INNOVATION CHIESA V, 2001, R D STRATEGY ORG MAN CHRISTENSEN CM, 2003, INNOVATORS SOLUTION FLORIDA R, 2003, RISE CREATIVE CLASS FORRESTER J, 1961, IND DYNAMICS LIYANAGE S, 1999, INT J TECHNOL MANAGE, V18, P372 MILLER WL, 2001, RES TECHNOLOGY M SEP, P26 NIOSI J, 1999, J BUS RES, V45, P111 ROBERTS E, 1978, PEGASUS COMMUNICATIO ROTHWELL R, 1994, INT MARKET REV, V11, P7 ROUSSEL PA, 1991, 3 GENERATION R D MAN SENGE PM, 1994, 5 DISCIPLINE ART PRA STOKES DE, 1997, PASTEURS QUADRANT BA VOLBERDA HW, 1998, BUILDING FLEXIBLE FI VONHIPPEL E, 2005, DEMOCRATIZING INNOVA NR 19 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2006 VL 34 IS 3-4 BP 390 EP 404 PG 15 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 041QC UT ISI:000237469800013 ER PT J AU Knockaert, M Lockett, A Clarysse, B Wright, M TI Do human capital and fund characteristics drive follow-up behaviour of early stage high-tech VCs? SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE Venture Capital (VC); early stage high-tech firms; post-investment follow-up behaviour; human capital; fund characteristics ID VENTURE CAPITALISTS; FIRMS; INVESTMENT; GOVERNANCE; MANAGEMENT; OWNERSHIP; RISKS AB This paper uses a unique dataset to examine the neglected but important issue concerning the relationship between the human capital and fund characteristics of venture capitalists and post-itivestment follow-up behaviour in early stage high-tech investments. We found no indication that involvement in monitoring activities by the investment manager is determined by either fund or human capital characteristics. In relation to value-adding activities, human capital variables were the most important, with previous consulting experience and entrepreneurial experience contributing to a higher involvement in value-adding activities. Furthermore, the diversity of an investment manager's portfolio was negatively related to involvement in value-adding activities. Finally, with respect to fund level characteristics, we found that investment managers of captive funds were less involved in value-adding activities. C1 Univ Ghent, Vlerick Leuven Gent Mangement Sch, B-9000 Ghent, Belgium. Univ Nottingham, Sch Business, Ctr Management Buy Out Res, Nottingham NG8 1BB, England. RP Knockaert, M, Univ Ghent, Vlerick Leuven Gent Mangement Sch, Reep 1, B-9000 Ghent, Belgium. EM mirjam.knockaert@vlerick.be andy.lockett@nottingham.ac.uk bart.clarysse@vlerick.be mike.wright@nottingham.ac.uk CR *EUR RESP SOC, 2003, EUR LUNG WHIT BOOK, P1 *EUR VENT CAP ASS, 2002, EVCA YB ANN SURV PAN *EUR VENT CAP ASS, 2003, EVCA YB ANN SURV PAN BAUM CF, 2004, J APPL ECONOM, V19, P1 BECKER GS, 1975, HUMAN CAPITAL BRUTON G, 1998, ENTREPRENEURSHIP THE, V21, P41 BRUTON G, 2005, ENTREPRENEURSHIP THE CABLE DM, 1997, ACAD MANAGE REV, V22, P142 DAHLQVIST J, 2000, ENTERPRISE INNOVATIO, V6, P67 DIMOV PD, 2005, J BUSINESS VENTURING, V20, P1 ELANGO B, 1995, J BUS VENTURING, V10, P157 ENGEL D, 2004, IND INNOVATION, V11, P249 FAMA EF, 1983, J LAW ECON, V26, P301 FARAG H, 2004, VENTURE CAPITAL, V6, P257 GIMENO J, 1997, ADMIN SCI QUART, V42, P750 GIST ME, 1992, ACAD MANAGE REV, V17, P183 GOMEZMEIJA LR, 1990, ACAD MANAGE REV, V25, P492 GOMPERS PA, 1995, J FINANC, V50, P1461 HAIR JF, 1998, MULTIVARIATE DATA AN HART O, 1995, FIRMS CONTRACTS FINA HELLMANN T, 2002, J FINANC ECON, V64, P285 KAPLAN SN, 2001, AM ECON REV, V91, P426 KIRZNER I, 1973, COMPETITION ENTREPRE LAM S, 1991, J BUSINESS FINANCE A, V18, P137 LAPORTA R, 1999, J FINANC, V54, P471 LERNER J, 1995, J FINANC, V50, P301 LOCKETT A, 2002, RES POLICY, V31, P1009 MACMILLAN IC, 1989, J BUS VENTURING, V4, P27 MAINGART S, 2002, J BUSINESS VENTURING, V4, P27 MARTIN R, 2002, J ECON GEOGR, V2, P121 MITCHELL F, 1997, ENTREPRENEURSHIP THE, V21, P45 MURRAY G, 1999, VENTURE CAPITAL, V1, P351 MURRAY GC, 1998, REG STUD, V32, P405 PRUTHI S, 2003, ASIA PACIFIC J MANAG, V20, P175 RAY DM, 1991, INT SMALL BUSINESS J, V10, P11 REPULLO R, 1990, VENTURE CAPITAL FINA SAHLMAN WA, 1990, J FINANC ECON, V27, P473 SAPIENZA HJ, 1992, J BUS VENTURING, V7, P9 SAPIENZA HJ, 1994, ACAD MANAGE J, V37, P1618 SAPIENZA HJ, 1994, MANAGE FINANC, V20, P3 SAPIENZA HJ, 1995, AC MAN BEST PAP P, P105 SAPIENZA HJ, 1996, J BUS VENTURING, V11, P439 SCHEFCZYK M, 2001, BRIT J MANAGE, V12, P201 STEIER L, 1995, J MANAGE STUD, V32, P337 SWEETING RC, 1997, J MANAGE STUD, V34, P125 UCBASARAN D, 2003, ENTREP THEORY PRACT, V28, P107 UCHASARAN D, 2003, ENTREP REGION DEV, V15, P207 VANDENBERGHE LAA, 2002, CORP GOV, V10, P124 WEBER C, 2002, FINANCZBETRIEF, V4, P545 WOOD R, 1989, ACAD MANAGE REV, V14, P361 WRIGHT M, 1998, J BUSINESS FINANCE A, V25, P521 WRIGHT M, 1999, POST-COMMUNIST ECON, V11, P27 NR 52 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2006 VL 34 IS 1-2 BP 7 EP 27 PG 21 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 037FZ UT ISI:000237133800002 ER PT J AU Baeyens, K Vanacker, T TI Venture capitalists' selection process: the case of biotechnology proposals SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE venture capital; selection process; biotechnology ID INVESTMENT DECISION; FIRMS; CONTRACTS; MARKET; MODEL; BIAS AB The paper analyses venture capitalists' (VCs) selection process in biotechnology ventures. Biotech ventures operate in an extremely risky environment making this an interesting research setting. The majority of venture capitalists exclude certain biotech sectors ex-ante because of regulatory uncertainty, the long development process to a market-ready product and the difficulty to understand the technology. The more thorough due diligence process focuses on financial, market and technology criteria. Management team capabilities are more important for later stage investors, whereas early stage investors expect to have an impact on the future recruiting of professional managers. Despite the higher risk of biotech investments, we find no evidence that VCs require higher hurdle rates or more complete contracts for these investments, compared to investments in other technology-based companies. The most important reason for not reaching an investment agreement is disagreement over valuation, due to large differences in risk perception between entrepreneurs and venture capitalists and the lack of a standard valuation tool for biotech projects. C1 Univ Ghent, Dept Accounting & Corp Finance, B-9000 Ghent, Belgium. Vlerick Leuven Gent Management Sch, B-9000 Ghent, Belgium. RP Baeyens, K, Univ Ghent, Dept Accounting & Corp Finance, Kuiperskaai 55E, B-9000 Ghent, Belgium. EM Katleen.Baeyens@UGent.be TomR.Vanacker@UGent.be CR *EUR VENT CAP ASS, 2004, EUR VENT CAP ASS YB AMIT R, 1998, J BUS VENTURING, V13, P441 BARROW C, 2001, MANAGEMENT INT, V6, P55 BOWER JD, 2004, P 12 ANN INT HIGH TE BRIERLEY P, 2001, BANK ENGLAND Q REV, V41, P64 BRUTON GD, 2003, J BUS VENTURING, V18, P233 CLARYSSE B, 2005, FRONTIERS ENTREPRENS EVANS AG, 2003, ENTREP THEORY PRACT, V28, P87 FRIED VH, 1994, FINANC MANAGE, V23, P28 GUISO L, 1998, J ECON BEHAV ORGAN, V35, P39 HART O, 1995, ECON J, V105, P678 HELLMANN G, 2002, INT POLITIK, V57, P1 HEY JD, 2002, GENEVA PAP R I THEOR, V27, P5 KAPLAN SN, 2003, REV ECON STUD, V70, P281 KAPLAN SN, 2004, J FINANC, V59, P2177 LOCKETT A, 2002, RES POLICY, V31, P1009 MACMILLAN IC, 1985, J BUSINESS VENTURING, V1, P119 MANIGART S, 1997, SMALL BUS ECON, V9, P125 MANIGART S, 2000, EUROPEAN FINANCIAL M, V6, P389 MURRAY GC, 1995, RES POLICY, V24, P283 MUZYKA D, 1996, J BUS VENTURING, V11, P273 NORTON E, 1993, J BUS VENTURING, V8, P431 PROWSE S, 1998, J BANK FINANC, V22, P785 REYNOLDS PD, 2000, GLOBAL ENTREPRENEURS SENKER J, 1998, BIOTECHNOLOGY COMPET SIEGEL S, 1988, NON PARAMETRIC STAT SMITH JK, 2000, ENTREPRENEURIAL FINA STIGLITZ JE, 1981, AM ECON REV, V71, P393 TYEBJEE TT, 1984, MANAGE SCI, V30, P1051 VANOSNABRUGGE M, 2000, VENTURE CAPITAL, V2, P91 WRIGHT M, 1998, J BUSINESS FINANCE A, V25, P521 ZACHARAKIS AL, 2000, J BUS VENTURING, V15, P323 NR 32 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2006 VL 34 IS 1-2 BP 28 EP 46 PG 19 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 037FZ UT ISI:000237133800003 ER PT J AU Kollmann, T Kuckertz, A TI Investor relations for start-ups: an analysis of venture capital investors' communicative needs SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE Investor Relations (IR); venture capital; start-up; conjoint analysis ID FIRMS AB The term 'Investor Relations' (IR) often refers only to the very formal and primarily anonymous relations and communication between publicly traded companies and their (potential) shareholders. Especially for young and not yet publicly traded companies (so-called start-ups), it can be shown that the individual contact to a very small and well-known group of investors (e.g., venture capital investors) is essential for Survival. Using conjoint analysis, this paper examines the Communicative needs of venture capital investors, as they are the formative influence on the communication strategy of young, unlisted start-ups. C1 Univ Duisburg Essen, D-45141 Essen, Germany. RP Kollmann, T, Univ Duisburg Essen, Campus Essen,Univ Str 9, D-45141 Essen, Germany. EM tobias.kollmann@uni-due.de andreas.kuckertz@uni-due.de CR *GERM VENT CAP ASS, 2003, BVK STAT ACHLEITNER AK, 2001, INVESTOR RELATIONS N, P23 ACHLEITNER AK, 2001, INVESTOR RELATIONS N, P3 ACHLEITNER AK, 2003, CONTROLLING JUNGEN U, P3 ACHLEITNER AK, 2003, E VENTURE MANAGEMENT, P567 AMIT R, 1998, J BUS VENTURING, V13, P441 BACKHAUS K, 2000, MULTIVARIATE ANALYSE BASSEN A, 2002, I INVESTOREN CORPORA BEREKOVEN L, 1999, MARKTFORSCHUNG BYGRAVE WD, 1992, VENTURE CAPITAL CROS CORNELLI F, 2003, REV ECON STUD, V70, P1 DUERR M, 1994, INVESTOR RELATIONS FREEMAN R, 1984, STRATEGIC MANAGEMENT GADDE L, 2001, SUPPLY NETWORK STRAT GOMPERS PA, 2000, VENTURE CAPITAL CYCL GUSTAFSSON A, 2001, CONJOINT MEASUREMENT HERRMANN A, 2000, MARKFORSCHUNG METHOD HOMMEL U, 2003, FINANZBETRIEB, V5, P323 KATZ JP, 1998, LONG RANGE PLANN, V31, P755 KRYSTEK U, 1993, BETRIEB, V46, P1785 MAIER M, 1995, SHARHOLDER MARKETING OTTER T, 2001, CONJOINTANALYSE MESS SCHEFCZYK M, 2000, EXISTENZGRUENDUNG RA, P83 SCHULZ M, 1999, AKTIENMARKETING SIMON H, 2002, Z BETRIEBWIRTSCHAFT, V18, P381 TIEMANN K, 1997, INVESTOR RELATIONS TUOMINEN P, 1995, LIIKETALOUDELLINEN A, V44, P288 VERBOOM E, 1992, PRAXIS THEORIE UNTER, P333 WEITNAUER W, 2001, HDB VENTURE CAPITAL WRIGHT M, 1998, J BUSINESS FINANCE A, V25, P521 NR 30 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2006 VL 34 IS 1-2 BP 47 EP 62 PG 16 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 037FZ UT ISI:000237133800004 ER PT J AU Wustenhagen, R Teppo, T TI Do venture capitalists really invest in good industries? Risk-return perceptions and path dependence in the emerging European energy VC market SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE venture capital (VC); innovation; renewable energy; technological change; path dependence ID IMPACT; FIRMS; POLICY; MODEL AB Venture Capital (VC) plays an important role in the commercialisation of innovation. Sectors like information and communication technologies and biotech account for two-thirds of all VC investments. Little attention has been paid to Understanding how the venture capital market extends to new industries. Based oil a survey of European energy technology VCs, we discuss the factors determining the emergence of a new market sector for VC investments. While there are sizeable investment opportunities, only 2-5% of all venture capital is invested in energy. Three factors call help explain differences between energy and other more popular VC sectors: the perceived risk (market adoption risk, exit risk, technology risk, people risk, and regulatory risk) of investments in energy technologies the perceived returns in energy VC investments in all evolutionary perspective, the maturity of energy as a VC investment sector. C1 Univ St Gallen, Inst Econ & Environm IWO HSG, CH-9000 St Gallen, Switzerland. Helsinki Univ Technol, FIN-02015 Helsinki, Finland. RP Wustenhagen, R, Univ St Gallen, Inst Econ & Environm IWO HSG, Tigerbergstr 2, CH-9000 St Gallen, Switzerland. EM rolf.wuestenhagen@unisg.ch tarja.teppo@hut.fi CR *BUND DTSC KAP BVK, 2003, JAHR 2002 BUND DTSCH *IEA, 2003, WORLD EN INV OUTL *SUST ASS MAN SAM, 2002, CHANG CLIM EN SECT N *UN DEV PROGR UNDP, 2000, WORLD EN COUNC WEC U *UN, 1992, AG 21, CH99 AMIT R, 1998, J BUS VENTURING, V13, P441 BARRY CB, 1990, J FINANC ECON, V27, P447 BAUM JAC, 2004, J BUS VENTURING, V19, P411 BIRD L, 2002, RENEW SUST ENERG REV, V6, P513 BLACK BS, 1998, J FINANC ECON, V47, P243 CUMMING DJ, 2003, J BANK FINANC, V27, P511 FRIED VH, 1994, FINANC MANAGE, V23, P28 GLADSTONE D, 1989, VENTURE CAPITAL INVE GOLDSTONE JA, 1998, AM J SOCIOL, V104, P829 GOMPERS P, 1999, VENTURE CAPITAL CYCL GOMPERS P, 2000, J FINANC ECON, V55, P281 GOMPERS PA, 1998, BROOKINGS PAP ECO AC, P149 HELLMANN T, 2002, J FINANC, V57, P169 HELLMANN T, 2004, 1702 STANF GRAD SCH HENIG P, 2003, VENTURE CAPITAL NOV, P32 HOFFMAN DG, 2002, MANAGING OPERATIONAL JONES C, 2003, PRICE DIVERIFYABLE R KAPLAN S, 2004, J FINANCE KASEMIR B, 2000, J COMMON MARK STUD, V38, P891 KUEMMERLE W, 2001, COMP STUDIES TECHNOL, V7, P227 LANGE JE, 2001, VENTURE CAP, V3, P309 LERNER J, 1999, J BUS, V72, P285 LJUNGQVIST AP, 2002, CASH FLOW RETURN RIS LOGERFO J, 2005, CLEANTECH VENTURE IN MANIGART S, 1994, J BUS VENTURING, V9, P525 MARCH JG, 1987, MANAGE SCI, V33, P1404 MARGOLIS RM, 1999, ENERG POLICY, V27, P575 MEGGINSON W, 2004, J APPL CORPORATE FIN, V16, P8 MOORE B, 2005, THESIS U ST GALLEN MULLER C, 2004, J SMALL BUS MANAGE, V42, P93 NORTH DC, 1990, I I CHANGE EC PERFOR PETTY JW, 1994, J AP CORP FIN, V7, P48 PIERSON P, 2000, AM POLIT SCI REV, V94, P251 RUHNKA JC, 1991, J BUS VENTURING, V6, P115 SAGAR AD, 2002, ENERG POLICY, V30, P465 TYEBJEE TT, 1984, MANAGE SCI, V30, P1051 VENKATARAMAN S, 2004, J BUS VENTURING, V19, P153 WRIGHT M, 1998, J BUSINESS FINANCE A, V25, P521 WUSTENHAGEN R, 2000, THESIS U ST GALLEN ZACHARAKIS AL, 1998, J BUS VENTURING, V13, P57 ZIDER B, 1998, HARVARD BUS REV, V76, P131 NR 46 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2006 VL 34 IS 1-2 BP 63 EP 87 PG 25 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 037FZ UT ISI:000237133800005 ER PT J AU Grichnik, D Hisrich, RD TI Strategic and investment behaviour in the German and Israeli venture capital industries: a comparison with the USA SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE strategy involvement; strategic decision making; venture capital governance; investment process; venture capital industries ID DECISION-PROCESS; FIRMS; GOVERNANCE AB Venture capital, the financing concept that has more than a 30-year formal history in some western countries such as the USA, still remains relatively unknown in many countries. The USA and some other countries have more mature venture capital sector dominated by investments in high technology. However, this is not the case in most other countries. Surprisingly, this is the case in countries with a strong and highly developed economy such as Germany, as well as in smaller Countries with a booming high technology sector such as Israel. In both countries, little empirical work has been done to gain insights on how the venture capital industry works. By using the same research methodology as in prior US Studies, this paper identifies different investment behaviours of German and Israeli venture capitalists prior to the investment decision and as well as their involvement in the strategy of the portfolio firm. C1 Univ Witten Herdecke, Chair Corp Finance & Entrepreneurship, D-58448 Witten, Germany. Thunderbird Univ, Garvin Sch Int Management, Glendale, AZ 85306 USA. RP Grichnik, D, Univ Witten Herdecke, Chair Corp Finance & Entrepreneurship, Alfred Herrhausen Str 50, D-58448 Witten, Germany. EM grichnik@uni-wh.de hisrichr@t-bird.edu CR *BVK AVCO SECA, 2004, UNT GEM JB VENT CAP *BVK, 2003, BUND DTSCH KAP GERM *IVC, 2004, ISR VENT CAP RES CTR AMIT R, 1990, CALIF MANAGE REV, V32, P102 BHIDE A, 1994, HARVARD BUS REV, V72, P129 BRUSH CG, 1992, J BUS VENTURING, V7, P157 BYGRAVE WD, 1992, VENTURE CAPITAL CROS CHAN YS, 1983, J FINANC, V38, P1543 ELANGO B, 1995, J BUS VENTURING, V10, P157 FELSENSTEIN D, 2002, GROWTH CHANGE, V33, P196 FRIED VH, 1991, MANAGEMENT RES NEWS, V14, P17 FRIED VH, 1994, FINANC MANAGE, V23, P28 FRIED VH, 1995, CALIF MANAGE REV, V37, P101 FRIED VH, 1998, J BUS VENTURING, V13, P493 JUDGE WQ, 1992, ACAD MANAGE J, V35, P766 PAPADIMITRIOU S, 2002, EUROPEAN BUSINESS RE, V14, P104 SAHLMAN W, 1988, J APPLIED CORPORATE, V1, P23 SAHLMAN WA, 1990, J FINANC ECON, V27, P473 SAPIENZA HJ, 1996, J BUS VENTURING, V11, P439 SCHERTLER A, 2001, 1087 KIEL I WORLD EC SHANE S, 2002, MANAGE SCI, V48, P364 WIJBENGA FH, 2003, VENTURE CAPITAL, V5, P231 ZACHARAKIS AL, 1998, J BUS VENTURING, V13, P57 NR 23 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2006 VL 34 IS 1-2 BP 88 EP 104 PG 17 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 037FZ UT ISI:000237133800006 ER PT J AU Patzelt, H Knyphausen-Aufsess, DZ Arnoldt, I TI How do venture capitalists spread risk by diversification within specialised life science portfolios? SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE venture capital; biotechnology; portfolio strategy; portfolio diversification; risk; industry specialisation; multiple case study ID FIRMS; INVESTMENTS; INDUSTRY; STRATEGY; DETERMINANTS; PERFORMANCE AB Venture Capitalists (VC) invest large amounts of money in risky start-up firms. In order to keep their investment risks low, they carefully select their portfolio companies and systematically spread risks within their portfolio. Whereas selection criteria for portfolio companies are well studied, little is known about how VCs diversify their portfolios, in particular when dedicated to one industry. We introduce a framework for analysis of dedicated life science portfolios. By applying it to seven portfolios and drawing on additional interview data, we find that VCs invest more in risky drug development companies and less in medical technology, diagnostics and service/supply firms when their portfolio also contains non-life science firms. A higher portion of drug development firms correlate with more diversification within this sub-portfolio among different therapeutic markets and lead compound technologies. We conclude that specialisation within one industry on certain technologies or markets does not contribute to VCs' risk reduction. C1 Max Planck Inst Econ Entrepreneurship, Growth & Publ Policy Grp, D-07745 Jena, Germany. Ott Friedrich Univ Bamberg, D-96045 Bamberg, Germany. Univ Bamberg, D-96045 Bamberg, Germany. RP Patzelt, H, Max Planck Inst Econ Entrepreneurship, Growth & Publ Policy Grp, Kaha Str 10, D-07745 Jena, Germany. EM patzelt@econ.mpg.de dodo.knyphausen@sowi.uni-bamberg.de ilona.arnoldt@gmx.de CR *BIOC, 2005, MON RAIS 2005 *BVK, 2004, JB 2004 *ERNST YOUNG, 2000, EV ERNST YOUNGS 7 AN *ERNST YOUNG, 2004, ASP ASTR DTSCH BIOT BYGRAVE WD, 1987, J BUS VENTURING, V2, P139 CULLEN WC, 1993, BIOTECHNOLOGY REV, V1, P110 EISENHARDT KM, 1989, ACAD MANAGE REV, V14, P532 ELANGO B, 1995, J BUS VENTURING, V10, P157 FRIED VH, 1995, CALIF MANAGE REV, V37, P101 FRUMAU CCF, 1992, RES POLICY, V21, P97 GORMAN M, 1989, J BUS VENTURING, V4, P231 GUPTA AK, 1992, J BUS VENTURING, V7, P347 HELLMANN T, 2000, REV FINANC STUD, V13, P959 KAPLAN SN, 2001, AM ECON REV, V91, P426 KELLOGG D, 2000, FINANCIAL ANAL J, V56, P76 KNYPHAUSENAUFSE.D, 2005, VENTURE CAPITAL ENTR LERNER J, 1995, J FINANC, V50, P301 LOCKETT A, 2001, OMEGA-INT J MANAGE S, V29, P375 LUBATKIN M, 1994, ACAD MANAGE J, V37, P109 MACMILLAN IC, 1985, J BUSINESS VENTURING, V1, P119 MACMILLAN IC, 1989, J BUS VENTURING, V4, P27 MANIGART S, 2002, J BUS VENTURING, V17, P291 MARKOWITZ HM, 1967, PORTFOLIO SELECTION MEYER J, 1995, MULTINATIONAL BUSINE, V3, P53 MITCHELL F, 1995, ACCOUNTING BUSINESS, V25, P186 MUZYKA D, 1996, J BUS VENTURING, V11, P273 NORTON E, 1993, J BUS VENTURING, V8, P431 PALEPU K, 1985, STRATEGIC MANAGE J, V6, P239 PREVEZER M, 2001, SMALL BUS ECON, V17, P17 ROBINSON RB, 1987, J BUS VENTURING, V2, P53 RUHNKA JC, 1991, J BUS VENTURING, V6, P115 SAHLMAN WA, 1990, J FINANC ECON, V27, P473 SANDERS WG, 2004, STRATEGIC MANAGE J, V25, P167 SAPIENZA HJ, 1992, J BUS VENTURING, V7, P9 SHEPHERD DA, 1999, J SMALL BUS MANAGE, V37, P76 STINCHCOMBE AL, 1965, ORG SOCIAL STRUCTURE TYEBJEE TT, 1984, MANAGE SCI, V30, P1051 WRIGHT M, 1997, J BUS VENTURING, V12, P227 WRIGHT M, 1998, J BUSINESS FINANCE A, V25, P521 YIN RK, 1994, CASE STUDY RES DESIG NR 40 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2006 VL 34 IS 1-2 BP 105 EP 125 PG 21 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 037FZ UT ISI:000237133800007 ER PT J AU Petit, P Quere, M TI The 'industrialisation' of venture capital: new challenges for intermediation issues SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE Venture Capital (VC) industry; ICT sectors; life science sectors; academic start-ups; financial and non financial intermediation AB This paper investigates the comparison between the US and European Venture Capital (VC) industries and their developmental conditions. Some characteristics of the US VC industry cannot be carelessly used as a benchmark for European VC industries. We then distinguish R&D-oriented and market access-oriented VC objectives which leads us to develop a comprehensive approach of the VC industry by insisting on the economic implications of its current industrialisation. The intermediation function, covered by venture capital, is characterised by its sectoral and institutional dimensions. Moreover, accounting for this diversity of VC industries helps in recommending policies that comply with national and local specific requirements. C1 Univ Paris 13, CNRS, CEPN, Ctr Econ, F-75013 Paris, France. CNRS, Ctr Rech Econ & Applicat, CEPREMAP, F-75013 Paris, France. CNRS, GREDEG 12C, Grp Rech Droit Econ & Gest, F-06560 Valbonne, France. DRIC, OFCE, F-06560 Valbonne, France. RP Petit, P, Univ Paris 13, CNRS, CEPN, Ctr Econ, 142,Rue Chevaleret, F-75013 Paris, France. EM pascal.petit@cepremap.cnrs.fr quere@idefi.cnrs.fr CR *EUR COMM, 2001, ENT DG INN SMES PROG *EUR VENT CAP ASS, 2002, EUR VENT CAP ASS YB, P76 *EUR VENT CAP ASS, 2003, ANN REP *NAT VENT CAP ASS, 2004, VENT IMP 2004 VENT C *OECD, 2000, INN SCORB KNOWL BAS *OST, 2004, YB 2004 AVNIMLECH G, 2003, EVOLUTIONARY VENTURE BAYGAN G, 2000, DSTIDOC2000, V7 BONNACORSI A, 2005, SCIENTOMETRICS, V1, P20 CARACOSTAS P, 1998, SOC ULTIME FRONTIERE, P212 CIEPLY S, 2001, IND INNOVATION, V8, P159 DUOCAGE E, 2003, 55 LIFRI FLORIDA R, 1988, RES POLICY, V17, P119 GOMPERS P, 1999, 6906 NBER GORMAN M, 1989, J BUS VENTURING, V4, P231 HELLMANN G, 2002, INT POLITIK, V57, P1 HELLMANN T, 2000, REV FINANC STUD, V13, P959 KENNEY M, 2000, 142 BRIE KOPP P, 2001, BIOTECHNOLOGIES HAUT LACHMANN J, 1999, CAPITAL RISQUE CAPIT MANIGART S, 2002, ERS200298ORG MAYER C, 2003, 9645 NBER MULDUR U, 2001, REV EC IND, P115 SCHERTLER A, 2001, 1087 KIEL I WORLD EC SCHWIENBACHER A, 2002, EMPIRICAL ANAL VENTU STOLPE M, 2004, EUROPE ENTRY VENTURE VANARK B, 2001, 20015 STI OECD NR 27 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2006 VL 34 IS 1-2 BP 126 EP 145 PG 20 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 037FZ UT ISI:000237133800008 ER PT J AU Guilhon, B Montchaud, S TI The dynamics of venture capital industry SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE Venture Capital (VC) industry; principles of organisation; contracting model; localisation effect; institutional context ID REVOLUTION; MARKET AB Born in the USA, the Venture Capital (VC) industry has spread throughout Europe. This new principle of organisation financing innovation requires institutional arrangements which cater both to the specifics of different national frameworks and to the trend towards homogenisation. We elaborate an econometric model which takes account of economic variables, institutional factors and the specific elements of the VC activity to appreciate the dynamics of the VC industry. C1 Univ Mediterranee, CEFI, F-13290 Les Milles, France. RP Guilhon, B, Univ Mediterranee, CEFI, Chateau La Farge Route Milles, F-13290 Les Milles, France. EM guilhon@univ-aix.fr sandra_montchaud@yahoo.fr CR *EUR PRIV EQ VENT, 2004, BENCHM EUR TAX LEG E *OCED, 1996, FIN MARK TRENDS *OCED, 2000, NEW EC CHANG ROL INN ACS ZJ, 1991, INNOVATION TECHNOLOG AMABLE B, 1997, SYSTEMS INNOVATION E AMABLE B, 1999, FINANCE INNOVATION V AMABLE B, 1999, MIMEOGRAPH ARMOUR J, 2004, 281 ESRC U CAMBR CTR AVNIMELECH G, 2004, REV ECON, V55, P1265 BAYGAN G, 2003, 3 STI BECKER R, 2000, GENESIS VENTURE CAPI BLACK BS, 1998, J FINANC ECON, V47, P243 CHANDLER AD, 1988, MAIN VISIBLE MANAGER DUBOCAGE E, 2003, 55 IFRI FREEMAN C, 2004, IND CORP CHANGE, V13, P541 GILSON RJ, 2003, STANFORD LAW REV, V55, P1067 GOMPERS P, 2001, J ECON PERSPECT, V15, P145 GOMPERS PA, 1998, BROOKINGS PAP ECO AC, P149 GOMPERS PA, 1998, J BANK FINANC, V22, P1089 GOMPERS PA, 1999, VENTURE CAPITAL CYCL GOMPERS PA, 2003, 9816 NBER GORDON RJ, 2004, 10661 NBER GUILHON B, 1996, COOPERATION ENTRE EN GUILHON B, 2004, MARCHES CONNAISSANCE GUILHON B, 2005, INT J ENTREPRENEURSH HALL BH, 2002, OXFORD REV ECON POL, V18, P35 HANCKE B, 1999, LETT REGULATION SEP, P1 HART O, 2001, J ECON LIT, V39, P1079 HENDERSON R, 1993, RAND J ECON, V24, P248 JENG L, 2000, J CORP FINANC, V6, P241 JENSEN MC, 1993, J FINANC, V48, P831 KAPLAN SN, 2001, 8202 NBER KAPLAN SN, 2003, NBER REPORTER, P22 LANGLOIS RN, 2003, IND CORP CHANGE, V12, P351 POTERBA J, 1989, TAX POLICY EC SHARFSTEIN DS, 1998, 6352 NBER WILLIAMSON OE, 1991, ADM SCI Q, V36, P269 NR 37 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2006 VL 34 IS 1-2 BP 146 EP 160 PG 15 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 037FZ UT ISI:000237133800009 ER PT J AU Liu, MMH Zhang, JA Hu, B TI Domestic VCs versus foreign VCs: a close look at the Chinese venture capital industry SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE venture capital; financial system reform; technology innovation AB An increasing Volume of research is being clone to investigate the Chinese venture capital industry. Yet very little has contributed to examining the difference between the Chinese domestic venture capital industry and its foreign Counterparts. It is because of the economic forces, particularly the financial frameworks that confer the Chinese venture capital industry with a unique figure: the Chinese venture capital serves not only as traditional venture capital, but also as in alternative financial mechanism, a legitimate yet much more flexible and efficient finance Substitute to bank finance. This paper examines the Chinese Venture capital industry in a bigger context: China's financial system reforms and its unique structure of the transitional economy. Venture capital means more in China. It serves multiple goals. To further promote venture capital in China, different driving forces have to reconcile their differences, and be consistent in their objectives. C1 Renmin Univ China, Sch Finance, Beijing 100872, Peoples R China. Minist Sci & Technol China, Beijing 100862, Peoples R China. RP Liu, MMH, Renmin Univ China, Sch Finance, Beijing 100872, Peoples R China. EM manniemm@sfruc.edu.cn zhangja@mail.most.gov.cn hubo@sfruc.edu.cn CR *CHIN STAT BUR, 2005, CHIN STAT YB 2004 *PEOPL BANK CHIN, 2003, PEOPL BANK CHIN Q ST *ZER2IPO INC, 2000, ANN STAT REP CHIN VE BATJARGAL B, 2004, ORG SCI APR BLACK BS, 1998, J FINANC ECON, V47, P243 BROWNE A, 2004, WALL STREET J AUG BRUTON GD, 2003, J BUS VENTURING, V18, P233 CHENG S, 2004, CHINA VENTURE CAPITA CUMMING D, 2002, LAW FINANCE ANAL VEN GOMPERS P, 2004, VENTURE CAPITAL CYCL GUO Y, 2001, PRIVATE EQUITY PULSE HAEMMIG M, 2003, GLOBALIZATION VENTUR KUMAR S, 2004, VENTURE CAPITAL, V6, P351 LAURENCESON J, 2001, J INT DEV, V13, P211 LAWRENCE SV, 2003, FAR E EC REV, V166, P26 LI J, 2004, ASSESSMENT CHINAS UN LIU M, 2000, VENTURE CAPITAL REFO LO C, 2004, CHINA BUSINESS REV, V31 MARTIN NA, 2004, BARRONS 0112, V84 PEI X, 2004, STAT CHINA TORCHES P VAUGHN C, 2002, COLUMBIA J ASIAN LAW, V16 WANG S, 2004, CHINA VENTURE CAPITA WHITE S, 2002, INT C FIN SYST CORP WRIGHT M, 1998, J BUSINESS FINANCE A, V25, P521 WU D, 2004, CHINA INSURANCE YB XIA B, 2001, REPORT CHINA PRIVATE NR 26 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2006 VL 34 IS 1-2 BP 161 EP 184 PG 24 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 037FZ UT ISI:000237133800010 ER PT J AU Le Bas, C Picard, F TI Models for allocating public venture capital to innovation projects: lessons from a French public agency SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE innovation; public venture capital; profitability; management of knowledge; patents; infocom; biotechnology AB This paper identifies the variables which structure the analysis carried out in a French public venture capital organisation (ANVAR), which makes decisions regarding the funding of innovation projects at early stages of development. Our observations gathered through the elaboration Of cognitive maps, concern the processes and routines used by this organisation in supporting innovation and diffusion of emerging technologies especially inforrnation/communication technology and biotechnology. We study in particular the capacity to appropriate rents from innovation, the factors limiting profitability, and the nature of risks (as recommended by Martin and Scott, 2000). In terms of technology management, the main implications are that three managerial tasks are crucial for passing the selection barrier: management of intellectual property assets', management of external relationships of the firm; management of knowledge or human capital. C1 Inst Sci Homme, LEFI, F-69363 Lyon 07, France. Univ Technol Belfort Montbeliard, Lab RECITS, EA3897, F-90010 Belfort, France. RP Le Bas, C, Inst Sci Homme, LEFI, 14,Ave Berthelot, F-69363 Lyon 07, France. EM 1ebas@univ-lyon2.fr fabienne.picard@utbm.fr CR *SESSI, 2002, CAP TUT JEUN POUSS S, P4 ADAMS W, 1986, MAINSTREAMS IND ORG, P413 AXELROD RM, 1976, STRUCTURE DECISION C BAYGAN G, 2003, 20033 STI WP OECD BETZ F, 2003, MANAGING TECHNOLOGIC CALORI R, 1993, REV FRANCAISE GE MAR, P86 COSSETTE P, 1994, CARTES COGNITIVES OR, P13 DOSI G, 1988, J ECON LIT, V26, P1120 DOSI G, 1995, HASA WORKING PAPER, V95 DUBOCAGE E, 2002, VENTURE CAPITAL INT, V4, P25 FREEMAN C, 1982, EC IND INNOVATION GOMPERS P, 1994, BUSINESS EC HIST, V23, P1 GOMPERS PA, 1999, WP JAN GUILHON B, 2001, TECHNOLOGY MARKETS K JENG LA, 1998, WP KLOFSTEN M, 1999, VENTURE CAPITAL INT, V1, P83 KORTUM S, 1999, WP NOV LEBAS C, 2002, RAPPORT FINAL RECHER, P43 LERNER J, 1996, NBER WORKING PAPER LERNER J, 2003, 313 HARV RES LINDSTROM G, 2001, VENTURE CAPITAL INT, V3, P151 MARTIN S, 2000, RES POLICY, V29, P437 MURRAY G, 1999, VENTURE CAPITAL, V1, P351 NARAYANAN VK, 2003, MANAGING TECHNOLOGY NELSON RR, 1982, EVOLUTIONARY THEORY OSHEA M, 1996, VENTURE CAPITAL OECD PAVITT K, 1984, RES POLICY, V13, P343 PICARD F, 2003, SERIE DYNAMIQUE TECH, P671 RAKOTOIVELO C, 1996, 1 CERAG SHAPIRO C, 2000, EC INFORM GUIDE STRA SMART G, 1999, VENTURE CAPITAL, V1, P59 SWANN GMP, 2001, J EVOL ECON, V11, P59 TEECE DJ, 1996, J ECON BEHAV ORGAN, V31, P193 THOMKE S, 2002, HARVARD BUSINESS APR, P74 TOLMAN EC, 1948, PSYCHOL REV, V55, P189 TYKVOVA T, 2000, WP VERSTRATETE T, 1996, CAHIERS RECHERCHE NR 37 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2006 VL 34 IS 1-2 BP 185 EP 198 PG 14 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 037FZ UT ISI:000237133800011 ER PT J AU Kollmann, T TI What is e-entrepreneurship? - fundamentals of company founding in the net economy SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE e-business; e-entrepreneurship; net economy; phases of development; success factors ID E-BUSINESS AB Internal and external information and communication processes at enterprises across almost every industry sector have been increasingly supported by electronic information technologies. The fundamental advantages of such technologies insure that this trend will continue in the future. The constant development of technology in the accompanying Net Economy has had a significant influence on various possibilities for developing innovative business concepts based on electronic information and communication networks and realising these by establishing a new company (e-ventures). Against this background, the term 'e-entrepreneurship' respectively describes the act of establishing new companies specifically in the Net Economy. Therefore, this article focuses on answering the following questions: which environment and which possibilities does the Net Economy offer for new and innovative entrepreneurial activities'? C1 Univ Duisburg Essen, Chair E Business & E Entrepreneurship, D-45141 Essen, Germany. RP Kollmann, T, Univ Duisburg Essen, Chair E Business & E Entrepreneurship, Campus Essen,Univ Str 9, D-45141 Essen, Germany. EM tobias.kollmann@uni-due.de CR AMIT R, 2001, STRATEGIC MANAGE J, V22, P493 EVANS PB, 1997, HARVARD BUS REV, V75, P71 HAGEL J, 1997, NET GAIN, P35 HAMMER M, 1993, REENGINEERING CORPOR JELASSI T, 2005, STRATEGIES E BUSINES, P3 KIRZNER IM, 1973, COMPETITION ENTREPRE KOLLMANN T, 1998, ELECT MARKETS, V8, P44 KOLLMANN T, 2001, J COMPUTER MEDIATED, V6 KOLLMANN T, 2004, E VENTURE GRUNDLAGEN KOLLMANN T, 2004, INT J BUSINESS PERFO, V6, P133 LUMPKIN GT, 2004, ORGAN DYN, V33, P161 MATLAY H, 2004, J SMALL BUSINESS ENT, V11, P408 MEYER C, 2001, HARVARD BUSINESS REV, V79, P24 PORTER ME, 1985, COMPETITIVE ADV PORTER ME, 1985, HARVARD BUS REV, V63, P149 PRUDEN HO, 1978, J MARKETING, V42, P63 RAYPORT JF, 2002, INTRO E COMMERCE, P245 RUHNKA JC, 1987, J BUS VENTURING, V2, P167 SCHUMPETER JA, 1911, THEORY EC DEV INQUIR STALK G, 1988, HARVARD BUS REV, V66, P28 TAPSCOTT D, 1996, DIGITAL EC PROMISE P TAYLOR M, 2004, J SMALL BUSINESS ENT, V11, P280 WALTER A, 2002, INT J ENTREPRENEURSH, V2, P268 WEIBER R, 1998, EUR J MARKETING, V32, P603 ZWASS V, 2003, INT J ELECTRON COMM, V7, P7 NR 25 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2006 VL 33 IS 4 BP 322 EP 340 PG 19 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 030XI UT ISI:000236668300002 ER PT J AU Gundry, LK Kickul, JR TI Leveraging the 'E' in entrepreneurship: test of an integrative model of e-commerce new venture growth SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE e-commerce entrepreneurship; growth; innovation; internal processes; organisational effectiveness; technology ID E-BUSINESS; STRATEGIES; BOUNDARIES; RESOURCES; ROLES; FIRMS AB The technological and strategic framework that entrepreneurial firms use to plan and achieve firm growth is often seen as the integration and alignment of external market opportunities with internal management competencies. Results from 131 entrepreneurs of c-commerce firms revealed that the building of technology infrastructure functions as a critical antecedent to how these firms developed innovations related to internal management practices, new marketing strategies, and new product, service, and business improvements. Additionally, these innovations not only facilitated the entrepreneur's ability to grow; they also allowed the firm to attain effectiveness in the areas of creating value for customers, insulating the business from competition, and enhancing the overall value of the firm. From these findings, implications for how entrepreneurs leverage their technology towards developing and implementing new innovations and growth initiatives are discussed. C1 Depaul Univ, Dept Management, Chicago, IL 60604 USA. Elizabeth McCandless Chair Entrepreneurship, Simmons Sch Management, Boston, MA 02215 USA. RP Gundry, LK, Depaul Univ, Dept Management, 1E Jackson Blvd, Chicago, IL 60604 USA. EM lgundry@depaul.edu jill.kickul@simmons.edu CR AMIT R, 2001, STRATEGIC MANAGE J, V22, P493 AMOR D, 2000, E BUSINESS REVOLUTIO ANDERSON JC, 1988, PSYCHOL BULL, V103, P411 BENTLER PM, 1980, PSYCHOL BULL, V88, P588 CARTWRIGHT SD, 2000, J BUS STRAT, V21, P22 CHOI S, 1997, EC ELECT COMMERCE DRUCKER PF, 1997, ORG FUTURE FEESER HR, 1987, THESIS PURDUE U GINN CW, 1989, FRONTIERS ENTREPRENE GUNDRY LK, 2001, J BUS VENTURING, V16, P453 GUNDRY LK, 2002, TECHNOLOGICAL ENTREP GUNDRY LK, 2003, ENTREPRENEURSHIP WAY HITT MA, 1998, ACAD MANAGE REV, V23, P218 HODGETTS RM, 1999, ORGAN DYN, V28, P7 HOY F, 1993, STATE ART ENTREPRENE IANSITI M, 1997, HARVARD BUS REV, V75, P108 JORESKOG KG, 1993, LISREL 8 GUIDE PROGR KICKUL J, 2001, J MANAGE, V27, P347 KOSHIUR D, 1997, UNDERSTANDING ELECT LUMPKIN GT, 2004, ORGAN DYN, V33, P161 MAXWELL J, 2002, SAM ADV MANAGE J, V67, P9 MCGRATH RG, 1992, ACAD MANAGEMENT BEST, P85 MCKNIGHT LW, 2001, CREATIVE DESTRUCTION MILLER MH, 1992, J APPL CORPORATE FIN, V4, P4 MORGAN RB, 1996, STAFFING NEW WORKPLA MORINO M, 1999, E COMMERCE NEISWANDER D, 1989, FRONTIERS ENTREPRENE NETEMEYER RG, 1990, J APPL PSYCHOL, V75, P148 OLIVA RA, 1998, MARK MANAG, V7, P38 OLIVER RW, 2000, J BUS STRAT, V21, P8 PISTRUI D, 1998, RES ENTR RENT 12 LYO PISTRUI D, 1999, GROWTH INTENTIONS EX POTTRUCK DS, 2000, CLICKS MORTAR PASSIO PRAHALAD CK, 1990, HARVARD BUS REV, V68, P79 RAYPORT JF, 1998, HARVARD BUSINESS REV SCHUMPETER JA, 1950, CAPITALISM SOCIALISM SPECTOR PE, 1981, RES DESIGNS STEENSMA HK, 2000, J INT BUS STUD, V31, P591 VACHANI S, 2002, INT J ENTREPRENEURSH, V2, P566 WEIBER R, 1998, EUR J MARKETING, V32, P603 WILLIAMS LJ, 1986, J APPL PSYCHOL, V71, P219 NR 41 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2006 VL 33 IS 4 BP 341 EP 355 PG 15 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 030XI UT ISI:000236668300003 ER PT J AU Gruber, M Henkel, J TI New ventures based on open innovation - an empirical analysis of start-up firms in embedded Linux SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE embedded Linux; entrepreneurship; innovation; liabilities of newness and smallness; open source innovations ID OPEN-SOURCE SOFTWARE; ENTREPRENEURSHIP; COMMUNITIES; MARKET AB An important and intriguing aspect of c-entrepreneurship is the formation of new ventures in the domain of open source software (OSS). Previous research on these ventures has primarily looked at the design of business models. The purpose of this paper is to explore how three key challenges of venture management - the liabilities of newness and smallness of start-ups and market entry barriers - affect new ventures in OSS. Based on empirical data from personal interviews and a large scale survey, we find that several liabilities that are typically discussed in the entrepreneurship literature are much less of a challenge for new ventures in OSS. Our findings have implications for the emerging theory on e-entrepreneurship and for entrepreneurs considering to exploit business opportunities based on OSS and on open innovation in general. C1 Tech Univ Munich, Chair Technol & Innnovat Management, D-80333 Munich, Germany. Ecole Polytech Fed Lausanne, Chair Entrepreneurship & Technol Commercializat, Coll Management & Technol, CH-1015 Lausanne, Switzerland. RP Henkel, J, Tech Univ Munich, Chair Technol & Innnovat Management, Arcisstr 21, D-80333 Munich, Germany. EM marc.gruber@epfl.ch henkel@wi.tum.de CR *OP SOURC IN, 2003, OP SOURC DEF *WIND COM, 2004, MICR EAS SHAQR SOURC ALDRICH H, 1986, RES ORGAN BEHAV, V8, P165 BAIN JS, 1956, BARRIERS NEW COMPETI BEHLENDORF B, 1999, OPEN SOURCES VOICES, P149 BIRCH D, 1987, JOB CREATION AM BONACCORSI A, 2004, COMP MOTIVATIONS IND BRUDERL J, 1990, ADMIN SCI QUART, V35, P530 CARSON DJ, 1985, EUR J MARKETING, V19, P7 COOPER AC, 1977, BUS HORIZONS, V20, P16 CORNWALL JR, 1990, ORG ENTREPRENEURSHIP DAHLANDER L, 2005, RES POLICY, V34, P481 ECKHARDT JT, 2003, J MANAGE, V29, P333 FALLGATTER MJ, 2002, THEORIE ENTREPRENEUR FINK M, 2003, BUSINESS EC LINUX OP FRANKE N, 2003, RES POLICY, V32, P1199 GILBERT RJ, 1989, HDB IND ORG GRUBER M, 2004, SCHMALENBACH BUSINES, V56, P164 HANNAN MT, 1984, AM SOCIOL REV, V49, P149 HECKER F, 1999, IEEE SOFTWARE, V16, P45 HENKEL J, 2003, P 6 INT C BUS INF 20 HENKEL J, 2003, THESIS J MAXIMILIANS HENKEL J, 2004, MUNICH MIT SURVEY DE HENKEL J, 2004, PATTERNS FREE REVEAL HENKEL J, 2004, Z BETRIEBSWIRTHSCH S, V4, P1 HIENERTH C, 2004, COMMERCIALIZATION US JUNGBAUERGANS M, 1991, SCHMALENBACHS Z BETR, V43, P987 KARAKAYA F, 1989, J MARKETING, V53, P80 KOLLMANN T, 2004, E VENTURE GRUNDLAGEN LANFEAR C, 2002, VDC WHITEPAPER LINUX LOMBARDO J, 2001, EMBEDDED LINUX MCGRATH RG, 1996, OPTIONS ENTREPRENEUR MELLEWIGT T, 2002, Z BETRIEBSWIRT, V72, P81 MILES MB, 1994, QUALITATIVE DATA ANA MOODY G, 2001, REBEL CODE INSIDE LI MUGLER J, 1995, BETRIEBSWIRTSCHAFTSL OSTERLOH M, 2001, OPEN SORUCE NEW RULE PENROSE ET, 1959, THEORY GROWTH FIRM PFEFFER J, 1978, EXTERNAL CONTROL ORG PORTER ME, 1980, COMPETITIVE STRATEGY PORTER ME, 1985, COMPETITIVE ADVANTAG RAYPORT JF, 1995, HARVARD BUS REV, V73, P75 ROMANELLI E, 1989, ADMIN SCI QUART, V34, P369 SCHEER HC, 2001, HDB THIN FILM MAT, V5, P1 SCHOONHOVEN CB, 1990, ADMIN SCI QUART, V35, P177 SHANE S, 2000, ACAD MANAGE REV, V25, P217 SHEPHERD W, 1979, EC IND ORG STINCHCOMBE AL, 1965, HDB ORG, P153 STRAUSS AL, 1990, BASICS QUALITATIVE R SUTTON J, 1991, SUNK COSTS MARKET ST TIMMONS JA, 1999, NEW VENTURE CREATION VONHIPPEL E, 2001, MIT SLOAN MANAGE REV, V42, P82 VONHIPPEL E, 2005, IN PRESS DEMOCRATIZI WEBB W, 2002, PICK PLACE LINUX GRA WEBB W, 2002, UNLOCKED EMBEDDING O WEBER S, 2004, SUCCESS OPEN SOURCE WEIBER R, 1998, EUR J MARKETING, V32, P603 WILLIAMSON OE, 1989, HDB IND ORG, V1, P135 YIP GS, 1982, BARRIERS ENTRY CORPO YOON E, 1985, J PROD INNOVAT MANAG, V3, P134 NR 60 TC 1 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2006 VL 33 IS 4 BP 356 EP 372 PG 17 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 030XI UT ISI:000236668300004 ER PT J AU Serarols-Tarres, C Padilla-Melendez, A del Aguila-Obra, AR TI The influence of entrepreneur characteristics on the success of pure dot.com firms SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE cyber-trader; digital entrepreneur; e-entrepreneurship; electronic commerce; entrepreneurship; information technologies; internet; success factors ID VENTURE PERFORMANCE; INDUSTRY STRUCTURE; BUSINESS UNIT; STRATEGY; MANAGEMENT; IMPACT AB The growing popularity of the Internet, accompanied by falling access costs, is provoking all increase in the number of users and buyers oil the net, and the appearance of new organisations that commercialise their products and services exclusively on the net. At present, this type of firms, known as dot.coms or cyber-traders, is playing an increasingly significant role on the internet, although the majority have not yet achieved much success. Despite this, there have been few studies focusing on the factors that affect the Success of these companies. This Current work attempts to determine if the characteristics of the entrepreneur may constitute a success' factor for such firms, and if so, to what extent. With this in mind, 23 cases of Spanish dot.coms were analysed and a model to explain the influence of the entrepreneur characteristics oil the success of pure dot.com firms was proposed. C1 Univ Autonoma Barcelona, Dept Econ Empresa, Fac CC Econ & Empresarials Edifici B, E-08193 Barcelona, Spain. Univ Malaga, Fac Ciencias Econ & Empresariales, Dept Econ & Business Adm, E-29071 Malaga, Spain. RP Serarols-Tarres, C, Univ Autonoma Barcelona, Dept Econ Empresa, Fac CC Econ & Empresarials Edifici B, E-08193 Barcelona, Spain. EM christian.serarols@uab.es apm@uma.es anarosa@uma.es CR *AECE FECEMD, 2003, EST COM EL *EUR COMM, 1997, EUR IN EL COMM ALSTETE JW, 2002, INT J ENTREPRENEURIA, V8, P222 ARGENTI J, 1976, CORPORATE COLLAPSE C BALLANTINE JW, 1992, J SMALL BUS MANAGE, V30, P13 BIRLEY S, 1987, J BUS VENTURING, V2, P155 BRUSH CG, 1992, J BUS VENTURING, V7, P157 BYGRAVE WD, 1989, ENTREPRENEURSHIP THE, V14, P7 CHANDLER GN, 1993, J BUS VENTURING, V8, P391 COLLINS OF, 1964, ENTERPRISING MAN COLOMBO MG, 2001, SMALL BUS ECON, V16, P177 COOPER A, 1994, J BUSINESS VENTURING, V9, P351 COOPER AC, 1981, LONG RANGE PLANN, V14, P39 COOPER AC, 1993, J BUS VENTURING, V8, P241 COOPER RG, 1979, J MARKETING, V43, P93 COOPER RG, 1984, J PROD INNOVAT MANAG, V1, P5 CRESSY R, 1996, EL P INT COUNC SMALL, P1 CRESWELL JW, 1997, QUALITATIVE INQUIRY DARLEUX CM, 1998, PROPOSITION CONCEPTU DARLEUX CM, 1999, KAUFFM ENTR RES C CO DESS GG, 1984, STRATEGIC MANAGE J, V5, P265 EISENHARDT KM, 1989, ACAD MANAGE REV, V14, P532 FEESER HR, 1988, FRONTIERS ENTREPRENE, P549 GUPTA AK, 1984, ACAD MANAGE J, V27, P25 HOUSTON B, 1972, HARVARD BUS REV, V70, P25 KEELEY RH, 1990, MANAGE SCI, V36, P1256 KOTHA S, 1998, EUROPEAN MANAGEMENT, V16, P212 LEWIS J, 1984, SUCCESS FAILURE SMAL LITTUNEN H, 2000, INT J ENTREPRENEURIA, V6, P295 LUSSIER RN, 1995, J SMALL BUSINESS STR, V6, P21 LUSSIER RN, 1996, J SMALL BUSINESS STR, V7, P21 MAGANA M, 1998, FACTORS AFFECTING SU MCDOUGALL PP, 1992, J BUS VENTURING, V7, P267 PLANELLAS M, 1999, INFLUENCIAS CARACTER QUINN M, 1990, QUALITATIVE EVALUATI SANDBERG WR, 1987, J BUS VENTURING, V2, P5 SAPIENZA HJ, 1988, AM J SMALL BUSINESS, V12, P45 SAPIENZA HJ, 1997, ENTREP THEORY PRACT, V22, P5 SCHWARTZ E, 1997, WEBONOMICS 9 ESSENTI SEXTON EA, 1989, FRONTIERS ENTREPRENE, P28 SHAPERO A, 1975, PSYCHOL TODAY, V9, P83 SHAPERO A, 1982, ENCY ENTREPRENEURSHI, P72 SHARMA S, 1980, J MARKETING STARR J, 1991, FRONTIERS ENTREPRENE, P213 STUART R, 1987, J BUS VENTURING, V2, P215 STUART RW, 1990, J BUS VENTURING, V5, P151 TIMMONS JA, 1994, NEW VENTURE CREATION VECIANA JM, 1999, REV EUROPEA DIRECCIO, V8, P11 VESPER K, 1989, NEW VENTURE STRATEGI WATSON K, 1998, INT J ENTREPRENEURIA, V4, P217 NR 50 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2006 VL 33 IS 4 BP 373 EP 388 PG 16 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 030XI UT ISI:000236668300005 ER PT J AU Keuper, F Brosel, G Hans, R TI E-entrepreneurship strategies to overcome barriers to market entry - a system theory and cybernetics perspective SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE complexity; convergence; cybernetics; divergence; external system; market entry barrier; market exit barrier; multi-stability; system; system theory AB Any market - and thus also that of the Telecommunications, IT, Media, and Entertainment (TIME) field -can be characterised as a system. All systems have a particular degree of complexity. As c-enterprises are sub-systems of the overall 'TIME' system, they will always be of lesser complexity than their 'parent' system. It is this differential, named in this article the complexity gradient, which, seen from both the cybernetics and the system theory perspective, effectively constitutes the most significant barrier to market entry for e-entrepreneurs. It is thus appropriate for those e-enterprises to consider three questions: how can complexity be characterised in the TIME industry? what visible commercial challenges does this produce'? what are the challenges when interpreted from a system theory and cybernetics standpoint? These questions are addressed in the following article, which also offers e-entrepreneur recommendations based in system theory and cybernetics. C1 Steinbeis Hsch Berlin, Lehrstuhl Betriebswirtschaftslehre Insbesondere K, Hsch Unternehmensfuhrung & Innovat, D-10247 Berlin, Germany. RP Keuper, F, Steinbeis Hsch Berlin, Lehrstuhl Betriebswirtschaftslehre Insbesondere K, Hsch Unternehmensfuhrung & Innovat, Gurtelstr 29A-30, D-10247 Berlin, Germany. EM dr.keuper@t-online.de Gerrit.Broesel@tu-ilmenau.de rene.hans@de.ibm.com CR ANDREN L, 2003, INT J ENTREPRENEURSH, V3, P546 ASHBY WR, 1952, DESIGN BRAIN ASHBY WR, 1956, INTRO CYBERNETICS ASSIS JAB, 2003, INT J ENTREPRENEURSH, V3, P151 BUTTNER SL, 2001, STRUKTUREN PROZESSE ENGELBRECHT A, 2001, BIOKYBERNETISCHE MOD ETEMAD H, 2004, J INT ENTREPRENEURSH, V2, P5 FRANK HG, 1971, KYBERNETISCHE GRUNDL GREBEL T, 2004, ENTREPRENEURSHIP HANS R, 2005, UNPUB KONZEPTUALISIE HESS T, 2002, ELECT BUSINESS MOBIL, P569 KEUPER F, 2001, BETRIEB FORSCH PRAX, V53, P392 KEUPER F, 2003, STRATEGIEN KONZEPTE KEUPER F, 2004, SYSTEMTHEORETISCHE K KOLLMANN T, 1998, KONSEQUENZEN EINFUHR KRAFFT L, 2003, AKTUELLE AUSFALL RAT KRIEB M, 2001, OPTIONEN BRANCHENUBE KRIEG W, 1971, KYBERNETISCHE GRUNDL LUHMANN N, 1996, GRUNDRISS ALLGEMEINE SAAL M, 2003, HORIZONT, P38 ULRICH H, 1970, UNTERNEHMUNG PRODUKT VONFOERSTER H, 1993, KYBERNETHIK ZERDICK A, 2000, STRATEGIES DIGITAL M NR 23 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2006 VL 33 IS 4 BP 389 EP 405 PG 17 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 030XI UT ISI:000236668300006 ER PT J AU Hering, T Olbrich, M Steinrucke, M TI Valuation of start-up internet companies SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE company valuation; decision value; discounted cash flow method; due diligence; e-business; future earnings method; internet start-up; multiples; real options; state marginal price model ID PRODUCT PERFORMANCE; MARKET SEGMENTATION; BUSINESS EVALUATION; INVESTMENT; DETERMINANTS; MODELS; FIRMS AB The valuation of start-up companies is of importance both in venture financing as well as when a company is sold or goes public. This paper details the procedure to determine the value of a company in e-business. It first investigates which models must be applied, before proceeding to work out how the company's payment surpluses on which the valuation is based should be estimated. This article makes it clear that it is less the choice of the valuation model and much more the surplus forecast that constitutes the real challenge in valuing start-up internet companies. C1 Fern Univ Hagen, Chair Business Adm, D-58084 Hagen, Germany. Fern Univ Hagen, Dept Prod Management, D-58084 Hagen, Germany. RP Hering, T, Fern Univ Hagen, Chair Business Adm, Univ Str 11, D-58084 Hagen, Germany. EM Thomas.Hering@FernUni-Hagen.de Martin.Steinrucke@FernUni-Hagen.de CR ABRAMS JB, 2001, QUANTITATIVE BUSINES ACHLEITNER A, 2001, BETRIEBS BERATER, V56, P927 AMRAM M, 1999, REAL OPTIONS MANAGIN AMRAM M, 2000, J APPL CORPORATE FIN, V13, P8 ARNOLD T, 2001, J APPL CORPORATE FIN, V14, P52 AULER W, 1926, WELT KAUFMANNS, V8, P41 BERGER PG, 2002, J ACCOUNTING RES, V40, P347 BLACK F, 1973, J POLITICAL EC, V81, P637 BLATTBERG R, 1974, J MARKETING, V38, P17 BRETZKE WR, 1975, PROGNOSEPROBLEM UNTE CLAYCAMP HJ, 1968, J MARKETING RES, V5, P388 COPELAND TE, 1988, FINANCIAL THEORY COR COPELAND TE, 2000, VAUATION MEASURING M COX JC, 1979, J FINANC ECON, V7, P229 DAMODARAN A, 2000, J APPL CORPORATE FIN, V13, P29 DAMODARAN A, 2002, INVESTMENT VALUATION DIRRIGL H, 1994, BETRIEB FORSCH PRAX, V46, P409 ESTRADA J, 2000, EUROPEAN BUSINESS FO, P56 GREEN PE, 1991, J MARKETING, V55, P20 GREENSIDE M, 1976, MASSACHUSETTS CP JUL, P33 HAX H, 1964, ZFBF, V16, P430 HERING T, 1999, FINANZWIRTSCHAFTLICH HERING T, 2000, BETRIEB FORSCH PRAX, V52, P433 HERING T, 2000, BETRIEBSWIRTSCHAFT, V60, P362 HERING T, 2003, DTSCH STEUERRECHT, V41, P1579 HERING T, 2003, INVESTITIONSTHEORIE HERTZ DB, 1964, HARVARD BUS REV, V42, P95 HIRSCHLEIFER J, 1958, J POLITICAL EC, V66, P329 INSELBAG I, 1997, J APPL CORPORATE FIN, V10, P114 JAENSCH G, 1966, WERT PREIS GANZEN UN KASPER LJ, 1997, BUSINESS VALUATIONS KELLOG D, 2000, FINANCIAL ANAL J, V56, P77 KOLLMANN T, 2002, HDB ELECT BUSINESS, P881 KOLLMANN T, 2003, HARVARD BUSINESS MAN, V25, P59 KOTLER P, 1999, PRINCIPLES MARKETING LAUX H, 1969, UNTERNEHMENSFORSCHUN, V13, P205 LAUX H, 1971, Z BETRIEBSWIRT, V41, P525 LESLIE KJ, 1998, CORPORATE FINANCE, P13 LIE E, 2002, FINANC ANAL J, V58, P44 LILIEN GL, 1989, IEEE T ENG MANAGE, V36, P3 LIU J, 2001, EQUITY VALUATION USI LUEHRMAN TA, 1997, HARVARD BUS REV, V75, P145 MATSCHKE MJ, 1972, BETRIEBSWIRTSCHAFTLI, V24, P146 MATSCHKE MJ, 1975, ENTSCHEIDUNGSWERT UN MATSCHKE MJ, 1976, BFUP, V28, P517 MATSCHKE MJ, 1979, FUNKTIONALE UNTERNEH, V2 MATSEN FA, 1969, ADV PHOTOCHEM, V7, P1 MILES JA, 1980, J FINANCIAL QUANTITA, V15, P719 MOXTER A, 1983, GRUNDSATZE ORDNUNGSM OLBRICH M, 2000, BETRIEB FORSCH PRAX, V52, P454 PRATT SP, 1996, VALUING BUSINESS PRATT SP, 1998, VALUING SMALL BUSINE RAPPAPORT A, 1998, CREATING SHAREHOLDER RICHTER A, 1942, PRAKTISCHE BETRIEBSW, V22, P105 SCHMALENBACH E, 1917, ZFHF, V12, P1 SCHNEIDER WX, 1998, VIS COGN, V5, P1 SCHWARTZ ES, 2000, ASS INVESTMENT M MAY, P62 SEBASTIAN KH, 2001, VENTURE CAPITAL 2001, P72 SIEBEN G, 1967, Z BETRIEBSWIRT, V37, P126 SIEBEN G, 1976, BETRIEBSWIRTSCHAFTLI, V28, P491 SIEBEN G, 1979, DTSCH STEUERRECHT, V17, P455 SIEBEN G, 1993, HANDWORTERBUCH BETRI, P4315 SMITH KW, 1995, REAL OPTIONS CAPITAL, P135 STEINRUCKE M, 2002, BETRIEB FORSCH PRAX, V54, P292 STOREY CD, 1996, INT J SERV IND MANAG, V7, P32 TRIGEORGIS L, 1995, REAL OPTIONS CAPITAL, P2 VONCOLBE WB, 1957, ZUKUNFTSERFOLG VONMOLTKE G, 1900, MOLTKES MILITARISCHE, V2, P291 WEINGARTNER HM, 1963, MATH PROGRAMMING ANA WILLNER R, 1995, REAL OPTIONS CAPITAL, P221 NR 70 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2006 VL 33 IS 4 BP 406 EP 419 PG 14 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 030XI UT ISI:000236668300007 ER PT J AU Bassen, A Blasel, D Faisst, U Hagenmuller, M TI Performance measurement of corporate venture capital - balanced scorecard in theory and practice SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE balanced scorecard; corporate venture capital; intrapreneurship; performance measurement AB A large number of corporations have invested in e-business ventures in order to create strategic values, such as enhanced innovation or improved entrepreneurship, within the firm's network. The achievement of these objectives may take several years before resulting in financial returns for the corporation and is therefore very difficult to measure. At the same time, challenging market conditions have put financial valuations especially of e-business ventures under pressure over the last years. Consequently, the realisation of strategic returns becomes increasingly important to Corporate Venture Capital investors. This paper develops a performance measurement framework based on the Balanced Scorecard concept of Kaplan and Norton. The framework intends to make the results of Corporate Venture Capital activities more transparent by integrating both strategic and financial measures. The case of Siemens Venture Capital illustrates the practical use of a Balanced Scorecard. It shows the development process of the Siemens Venture Capital Scorecard and demonstrates its evolution over several years. C1 Univ Augsburg, Sch Business, D-86135 Augsburg, Germany. Univ Hamburg, Sch Econ & Social Sci, Chair Finance & Investments, D-20146 Hamburg, Germany. Siemens Venture Capital, D-80312 Munich, Germany. Books Demand GmbH, D-22848 Norderstedt, Germany. RP Faisst, U, Univ Augsburg, Sch Business, Univ Str 16, D-86135 Augsburg, Germany. EM alexander.bassen@wiso.uni-hamburg.de doris.blasel@siemens.com ulrich.faisst@wiwi.uni-augsburg.de moritz.hagenmueller@alumni.unisg.ch CR *EUR COMM BANN CON, 1999, CORP VENT EUR *EUR VENT CAP ASS, 1994, EVCA PERF MEAS PRINC *EUR VENT CAP ASS, 2001, EVCA VAL GUID ANDREWS K, 1971, CONCEPT COPORATE STR BIGGADIKE R, 1979, HARVARD BUS REV, V57, P103 BLOCK Z, 1995, CORPORATE VENTURING BRAMANTE J, 2003, IBM I BUSINESS VALUE DOUGHERTY D, 1995, ENTREPRENEURSHIP THE, V19, P113 EPSTEIN M, 1998, EUROPEAN MANAGEMENT, V16, P190 FAISST U, 2002, PERFORMANCE MEASUREM GOMPERS P, 1998, NATL BUREAU EC RES W, V6725 HELLMANN T, 2002, J FINANC ECON, V5, P285 KANTER RM, 1990, J BUS VENTURING, V5, P415 KAPLAN RS, 1992, HARVARD BUS REV, V1, P71 KAPLAN S, 2002, REV ECON STUD, V70, P281 MARKOWITZ HM, 1952, J FINANC, V7, P77 MAULA M, 2000, 20 ANN C STRAT MAN S MAULA M, 2003, VENTURE CAPITAL INT, V5, P117 NORREKLIT H, 2000, MANAGE ACCOUNTING, V11, P65 RIND K, 1981, STRATEGIC MANAGEMENT, V2, P169 SHRADER S, 1997, J BUSINESS VENTURING, V1, P47 SIEGEL R, 1988, J BUSINESS VENTURING, V3, P233 SILVER AD, 1993, STRATEGIC PARTNERING STEWART T, 1997, INTELLECTUAL CAPITAL STUART TE, 2000, STRATEGIC MANAGE J, V21, P791 SYKES HB, 1990, J BUSINESS VENTURING, V1, P37 THORNHILL S, 2000, J BUSINESS VENTURING, V1, P25 WINTERS TE, 1988, J BUSINESS VENTURING, V3, P207 ZAHRA SA, 1996, J BUS VENTURING, V11, P289 NR 29 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2006 VL 33 IS 4 BP 420 EP 437 PG 18 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 030XI UT ISI:000236668300008 ER PT J AU Koch, LT Schmengler, K TI Entrepreneurial success and low-budget internet exposure: the case of online-retailing SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE entrepreneurial companies; entrepreneurial lifecycle-model; entrepreneurship dynamics; low-budget internet exposures; online-retailing; RBV AB Online-retailing might be regarded as a Solution to the challenge of becoming and remaining competitive in an evolutionary and dynamic economic environment, especially for entrepreneurs. Theoretical requirements concerning online-retailing, that are discussed in the common literature are mostly not appropriate for newly founded enterprises. They are very extensive and to bring them to fruition often involves financial resources entrepreneurs cannot obtain. The aim of this paper is to fill the seeming research gap in literature on low-budget marketing, especially internet marketing. Regarding entrepreneurial companies and empirical literature, the central propositions of this paper maintain that, firstly, low-budget internet exposures of entrepreneurial firms are successful mainly in a market niche, and secondly, that they evolve corresponding to the company's development. Theoretical approaches taken into consideration are the resource-based view to analyse the capability of development in the context of the life-cycle model. C1 Berg Univ Gesamthsch Wuppertal, Chair Entrepreneurship & Econ Dev, D-42097 Wuppertal, Germany. RP Schmengler, K, Berg Univ Gesamthsch Wuppertal, Chair Entrepreneurship & Econ Dev, Gaussstr 20, D-42097 Wuppertal, Germany. EM Koch@wiwi.uni-wuppertal.de Schmengler@wiwi.uni-wuppertal.de CR *CENTR INT AG, 2004, WORLD FACTB *EUR MARK CONF, 1997, INT ENC MARK *JUP, 2004, POP EXPL BERG H, 2004, EVOLUTION GRUNDUNGSU CARSON D, 1995, MARKETING ENTREPRENE CIOMPI L, 1988, PSYCHE SCHIZOPHRENIA DAVENPORT TH, 2001, ATTENTION EC DAY GS, 1994, J MARKETING, V58, P37 DEFIGUEIREDO JM, 2000, SLOAN MANAGE REV, V41, P41 DELMAR F, 2004, J BUSINESS VENTURING, P285 DHOLAKIA N, 2001, ELECT COMMERCE TRANS DHOLAKIA RR, 2002, SWITCHING ELECT STOR FITTKAU, 2004, W3B UMFRAGE FRITZ W, 2000, INTERNET MARKETING E FRITZ W, 2001, INTERNET MARKETING, P1 GRAHAM JR, 1996, DIRECTMARKETING, V59, P26 GRUBER M, 2003, INT J TECHNOL MANAGE, V26, P600 ILLIK JA, 2002, ELECT COMMERCE GRUND JONES O, 2003, COMPETTIVE ADVANTAGE KALKOTA R, 1996, ELECT COMMERCE MANAG KIRZNER I, 1973, COMPETITION ENTREPRE KNIGHT RM, 1992, RES MARKETING ENTREP KOLLMANN T, 1998, AKZEPTANZ INNOVATIVE MEFFERT H, 2000, MARKETING MEFFERT H, 2001, INTERNET MARKETING, P453 MEVENKAMP A, 2001, INTERNET MARKETING, P261 NELSON RR, 1982, EVOLUTIONARY THEORY PICOT A, 2001, WETTBEWERB INTERNETO, V292, P9 ROBERTS EB, 1991, INT J TECHNOL MANAGE, V6, P59 SARASVATHY SD, 2001, ACAD MANAGE REV, V26, P243 SCHMENGLER K, 2003, ONLINE MARKETING KLE SCHUMPETER JA, 1911, THEORY EC DEV INQUIR SHANE S, 2000, ORGAN SCI, V11, P448 WAMSER C, 2001, STRATEGISCHES ELECT WERNERFELT B, 1984, STRATEGIC MANAGE J, V5, P171 YIN RK, 2003, CASE STUDY RES DESIG ZACHARIAS C, 2000, GRUENDUNGS WACHSTUMS, V1 NR 37 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2006 VL 33 IS 4 BP 438 EP 451 PG 14 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 030XI UT ISI:000236668300009 ER PT J AU Kim, H Ames, M TI Business incubators as economic development tools: rethinking models based on the Korea experience SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE business incubator; economic development; technology management; small business; small and medium enterprises; competitiveness; infrastructure; management models; business start up; business launch AB The growth rate of Korean business incubators (BI) is explosive compared to growth rate of incubation programs in the United States of America. The authors' secondary and primary research reveals that the stresses of rapid growth exposed difficulties with existing models. These difficulties can be better addressed by working models that extend existing, descriptive frameworks and models. It is hoped the working models presented in this article will aid in dealing with the challenges faced by the Korean BI industry, and will perhaps have general application to the 3,000 plus BI in other countries. C1 Hoseo Univ, Seoul, South Korea. Calif State Univ Fullerton, Dept Management, Fullerton, CA 92834 USA. RP Kim, H, Hoseo Univ, 1463 10 Seocho 3 Dong, Seoul, South Korea. EM kimhong@office.hoseo.ac.kr sbiames@fullerton.edu CR *KIET, 2002, EFF OP STRAT BUS INC *LG IIT, 2000, KOR BUS INC MOD OP M *OECD, 1997, TECHN INC NURT SMALL *SMBA, 2001, BUS INC PROM STRAT ADKINS D, 2002, INCUBATING RURAL ARE ADKINS D, 2003, 10 KEYS INCUBATION S ALLEN D, 1985, J SMALL BUSINESS MAN, V23 ANUPINDI R, 1999, MANAGING BUSINESS PR BAE J, 1998, REPORT KOREA ADV I S, P153 BARRY T, 1991, MANAGING TOTAL QUALI BERGER R, 1984, SMALL BUSINESS INCUB CAMPBELL C, 1985, EC DEV REV, V2 EVANS J, 2002, MANAGEMENT CONTROL Q, V7 GALLOWAY D, 1994, MAPPING WORK PROCESS KANG B, 1993, J URBAN ADM SEOUL CI, V7, P159 KATZ D, 1966, SOCIAL PSYCHOL ORG, V4, CH4 KERZNER H, 2003, PROJECT MANAGEMENT S KIM D, 2003, P NAT BUS INC ASS 17 KING B, 1987, BETTER DESIGNS HALF LALKAKA R, 1997, 3 UNIDO SMALL MED IN LALKAKA R, 1999, BUSINESS INCUBATION LEE D, 2000, OPERATIONAL CHARACTE LICHTENSTEIN G, 1996, INCUBATING NEW ENTER LINDER S, 2003, 2002 STATE BUSINESS MOLNAR L, 1997, IMPACT INCUBATOR INV PARK J, 2001, BUSINESS INCUBATOR P PARK J, 2001, PEND PROBL BI MAN WO PARK J, 2002, EFFECTIVE OPERATIONA RICE M, 1995, GROWING NEW VENTURES RICE MP, 2002, J BUS VENTURING, V17, P163 ROSENAU M, 1998, SUCCESSFUL PROJECT M SHIN C, 1999, J VENTURE MANAGEMENT, V2 SMILOR RW, 1987, IEEE T ENG MANAGE, V34, P146 TRIBUS M, 1988, QUALITY 1 WESNER J, 1995, WINNING QUALITY APPL WOLFE C, 2001, BEST PRACTICES ACTIO NR 36 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2006 VL 33 IS 1 BP 1 EP 24 PG 24 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 005UN UT ISI:000234849600001 ER PT J AU Lettl, C Herstatt, C Gemuenden, HG TI Learning from users for radical innovation SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE radical innovation; user-driven innovation; new product development ID PRODUCT DEVELOPMENT; PERSPECTIVE; PERFORMANCE; FIRMS AB Our study focuses on the question what kinds of users are able to actively contribute to the development of radical innovations and what firms can learn from them to improve their innovative capability. A multiple case study analysis was conducted in the field of medical technology. The case study analysis reveals that users with a unique set of characteristics can contribute substantially to the development of radical innovations. By interacting with these users, firms learned on the product innovation dimension, process dimension and technology dimension. C1 Tech Univ Berlin, Chair Innovat & Technol Management, D-10623 Berlin, Germany. Tech Univ Hamburg, Dept Technol & Innovat Management, D-21073 Hamburg, Germany. RP Lettl, C, Tech Univ Berlin, Chair Innovat & Technol Management, Str 17 Juni 135,H71, D-10623 Berlin, Germany. EM christopher.lettl@tim.tu-berlin.de c.herstatt@tu-harburg.de hans.gemuenden@tim.tu-berlin.de CR ALLEN TJ, 1964, IEEE T ENG MANAGE, V11, P158 BIEMANS WG, 1991, TECHNOVATION, V11, P163 BIRCH HG, 1951, J EXP PSYCHOL, V41, P121 BOWER JL, 1995, HARVARD BUS REV, V73, P43 BRUNER JS, 1951, CURRENT TRENDS SOCIA, P71 BRUNER JS, 1957, PSYCHOL REV, V64, P123 CHANDY RK, 1998, ORG RADICLA PRODUCT CHRISTENSEN CM, 1996, STRATEGIC MANAGE J, V17, P197 CHRISTENSEN CM, 1997, INNOVATORS DILEMMA N COHEN WM, 1990, ADMIN SCI QUART, V35, P128 DAHL DW, 2002, J MARKETING RES, V39, P47 DEQUECH D, 2001, J ECON ISSUES, V35, P911 GIGERENZER G, 2001, BOUNDED RATIONALITY, P37 HOLYOAK KJ, 1995, MENTAL LEAPS ANALOGY LEIFER R, 2000, RADICAL INNOVATION M LETTL C, 2004, DIE ROLLE ANWENDERN LILIEN GL, 2002, MANAGE SCI, V48, P1042 LUTHJE C, 2003, P 32 ANN C EUR MARK LYNN GS, 1996, CALIFORNIA MANAGEMEN, V38, P3 MCDERMOTT CM, 1999, J OPER MANAG, V17, P631 MCDERMOTT CM, 2002, J PROD INNOVAT MANAG, V19, P424 OCONNOR GC, 2001, J PROD INNOVAT MANAG, V18, P231 OLSON EL, 2001, J PROD INNOVAT MANAG, V18, P388 PYKA A, 2002, EUROPEAN J INNOVATIO, V5, P152 RAM S, 1989, J CONSUMER MARKETING, V6, P5 SALOMO S, 2003, EMPIRIE BETRIEBWIRTS, P399 SCHOLZ M, 1995, P INT S PLASMA 95 WA, V2, P15 SHAW B, 1985, R&D MANAGE, V15, P283 SHETH JN, 1981, RES MARKETING, V4, P273 SIMON H, 1957, ADM BEHAV SIMON, 1996, NEW PALGRAVE SOH PH, 2003, RES POLICY, V32, P1569 URBAN GL, 1988, MANAGE SCI, V34, P569 URBAN GL, 1996, J MARKETING, V60, P47 VERYZER RW, 1998, J PROD INNOVAT MANAG, V15, P136 VERYZER RW, 1998, J PROD INNOVAT MANAG, V15, P304 VONHIPPEL E, 1979, IND INNOVATION, P82 VONHIPPEL E, 1986, MANAGE SCI, V32, P791 VONHIPPEL E, 2000, HEALTH FORUM J, V43, P20 NR 39 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2006 VL 33 IS 1 BP 25 EP 45 PG 21 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 005UN UT ISI:000234849600002 ER PT J AU Gassmann, O Sandmeier, P Wecht, CH TI Extreme customer innovation in the front-end: learning from a new software paradigm SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE innovation process; front-end management; NPD; open innovation; customer integration; knowledge absorption; Extreme Programming; probe and learn process ID PRODUCT DEVELOPMENT; EQUIPMENT INNOVATIONS; MARKET ORIENTATION; IDEA-GENERATION; USER; PERFORMANCE; ENVIRONMENTS; CHAMPIONS; SUCCESS; FIRMS AB The front-end phase of the innovation process constitutes up to two-thirds of the total cost of new product development (NPD). In response to the new open innovation paradigm, new ways to integrate customers' knowledge into the innovation front-end must be explored. In an attempt to learn from analogous situations in which the interface between developers and customers has been managed successfully, this article analyses the Extreme Programming (XP) approach of software engineering. Through its iterative but disciplined probe-and-learn cycles, the approach helps companies effectively develop advanced products with the help of their customers. Using case studies from interviews with R&D directors of 20 technology-intensive companies, the applicability of successful practices from XP to traditional NPD is analysed. The authors identify four determinants for front-end management that reside between creativity and resource efficiency. These determinants dictate the potential for front-end effectiveness improvement and enable the maximum amount of knowledge generation and absorption from the customer. C1 Univ St Gallen, Inst Technol Management, CH-9000 St Gallen, Switzerland. RP Sandmeier, P, Univ St Gallen, Inst Technol Management, Dufourstr 40A, CH-9000 St Gallen, Switzerland. EM oliver.gassmann@unisg.ch patricia.sandmeier@unisg.ch christoph.wecht@unisg.ch CR ACEBAL CF, 2002, INFORMATIK, P5 ATUAHENEGIMA K, 1995, J PROD INNOVAT MANAG, V12, P275 ATUAHENEGIMA K, 1996, J PROD INNOVAT MANAG, V13, P456 BACON G, 1994, CALIF MANAGE REV, V36, P32 BECK K, 2000, EXTREME PROGRAMMING BIEMANS WG, 1991, TECHNOVATION, V11, P163 BOBROWSKI PE, 2000, J TECHNOLOGY TRANSFE, V25, P181 BROWN SL, 1995, ACAD MANAGE REV, V20, P2 BUERGEL HD, 1997, CONTROLLING, V9, P218 CHESBROUGH HW, 2003, MIT SLOAN MANAGE REV, V44, P35 CHRISTENSEN CM, 1997, INNOVATORS DILEMMA CHRISTENSEN CM, 2001, WHATS BIG IDEA CONWAY HA, 1986, J PROD INNOVAT MANAG, V3, P276 COOPER RG, 1988, IND MARKET MANAG, V17, P249 COOPER RG, 1990, BUS HORIZONS, V33, P3 COOPER RG, 1993, J PROD INNOVAT MANAG, V10, P90 COOPER RG, 1999, J PROD INNOVAT MANAG, V16, P115 CRISPIN L, 2002, INFORMATIK, P10 DAHAN E, 2001, HDB MARKETING, P179 GASSMANN O, 2004, IO NEW MANAGEMENT, P22 GOLDENBERG J, 2003, HARVARD BUS REV, V81, P120 HAGEDOORN J, 2002, J MANAGE STUD, V39, P167 HAUSCHILDT J, 2001, R&D MANAGE, V31, P41 HERSTATT C, 2002, MANAGEMENT FRUHEN IN HERSTATT C, 2002, VERKAUF, P1 HERSTATT C, 2003, MANAGEMENT FRUHEN IN HOWELL JM, 1990, ADMIN SCI QUART, V35, P317 HOWELL JM, 2001, J PROD INNOVAT MANAG, V18, P15 HUGHES GD, 1996, J PROD INNOVAT MANAG, V13, P89 KATZ R, 1982, R&D MANAGE, V12, P7 KELLEY T, 2001, ART INNOVATION LESSO KHURANA A, 1997, SLOAN MANAGE REV, V38, P103 KIM J, 2002, R&D MANAGE, V32, P269 KOEN PA, 2002, PDMA TOOLBOOK NEW PR, P5 KOHLI AK, 1990, J MARKETING, V54, P1 KOHN S, 2002, INNOVATIVE UNTERNEHM KOTLER P, 1999, KOTLER MARKETING CRE LENGNICKHALL CA, 1996, ACAD MANAGE REV, V21, P791 LEONARDBARTON D, 1993, ACAD MANAGE J, V36, P1125 LEONARDBARTON DE, 1995, WELLSPRINGS KNOWLEDG LETTL C, 2004, FORSCHUNGS ENTWICKLU LILIEN GL, 2002, MANAGE SCI, V48, P1042 LUETHJE C, 2003, INT J TECHNOL MANAGE, V26, P561 LYNN GS, 1996, CALIFORNIA MANAGEMEN, V38, P3 MARKHAM SK, 1998, J PROD INNOVAT MANAG, V15, P436 MAUZY J, 2003, CREATIVITY INC BUILD MCGRATH ME, 1996, SETTING PACE PRODUCT, P17 MILISON MR, 1992, J PROD INNOVAT MANAG, V9, P53 MULLER A, 2001, STRAT MAN SOC ANN C MULLER A, 2002, STRATEGY LEADERSHIP, V30, P4 MURPHY SA, 1996, TECHNOVATION, V16, P431 MURPHY SA, 1997, R&D MANAGE, V27, P5 NAMBISAN S, 2002, ACAD MANAGE REV, V27, P392 PUNCH KF, 1998, INTRO SOCIAL RES QUA QUINN JB, 2000, SLOAN MANAGE REV, V41, P13 RIGBY D, 2002, HARVARD BUS REV, V80, P80 SAKKAB NY, 2002, RES TECHNOL MANAGE, V45, P38 SANDMEIER P, 2004, TECHNISCHE RUNDSCHAU, V96, P31 SCHACHTNER K, 1999, INFORMATION MANAGEME, V14, P81 STAKE RE, 1988, COMPLEMENTARY METHOD, P253 THOMKE S, 2002, HARVARD BUS REV, V80, P74 ULWICK AW, 2002, HARVARD BUS REV, V80, P91 URBAN GL, 1988, MANAGE SCI, V34, P569 VONHIPPEL E, 1977, R&D MANAGE, V8, P13 VONHIPPEL E, 1986, MANAGE SCI, V32, P791 VONHIPPEL E, 1988, SOURCES INNOVATION VONHIPPEL E, 1999, HARVARD BUS REV, V77, P47 VONHIPPEL E, 2001, MIT SLOAN MANAGE REV, V42, P82 VONHIPPEL E, 2002, MANAGE SCI, V48, P821 YIN RK, 1994, CASE STUDY RES DESIG NR 70 TC 1 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2006 VL 33 IS 1 BP 46 EP 66 PG 21 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 005UN UT ISI:000234849600003 ER PT J AU Middel, R Coghlan, D Coughlan, P Brennan, L McNichols, T TI Action research in collaborative improvement SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE action research; research methodology; continuous improvement; collaborative improvement ID OPERATIONS MANAGEMENT AB There is an increasing need to apply and transfer continuous improvement (CI) to inter-organisational processes. As such collaborative improvement (Col) is emerging as a new concept within managerial literature and practice. This paper begins with a discussion on the logic and value of applying action research (AR) in empirical research in the field of Cl and Col to contribute to both theory and practice. It introduces the theory and characteristics of AR and describes the implementation of an AR process in an inter-organisational setting through the adoption of an AR model. Finally, it discusses the generation of theory through AR and concludes that AR is relevant and valid in research on CI and Col as it contributes both to concerns of practitioners and the body of knowledge. C1 Univ Twente, Dept Technol & Org, NL-7500 AE Enschede, Netherlands. Univ Dublin Trinity Coll, Sch Business Studies, Dublin 2, Ireland. RP Middel, R, Univ Twente, Dept Technol & Org, POB 217, NL-7500 AE Enschede, Netherlands. EM h.g.a.middel@bbt.utwente.nl dcoghlan@tcd.ie coughlnp@tcd.ie brennaml@tcd.ie mcnichot@tcd.ie CR ADLER N, 2004, COLLABORATIVE RES OR ARGYRIS C, 1974, THEORIES PRACTICE ARGYRIS C, 1985, ACTION SCI ARGYRIS C, 1991, PARTICIPATORY ACTION, P85 ARGYRIS C, 1996, ORG LEARNING, V2 AVISON D, 2001, INFORMATION TECHNOLO, V14, P28 BABUROGLU ON, 1992, ORGAN STUD, V13, P19 BENBASAT I, 1987, MIS QUART, V11, P369 BOER H, 2003, INT J TECHNOL MANAGE, V26, P805 BUSHE GR, 1991, PARALLEL LEARNIGN ST CAGLIANO R, 2002, CONTINUOUS INNOVATIO, P131 CLARK P, 1972, ACTION RES ORG CHANG COGHLAN D, 2002, SYST PRACT ACT RES, V15, P273 COGHLAN D, 2004, SYST PRACT ACT RES, V17, P37 COGHLAN D, 2005, DOING ACTION RES YOU COGHLAN D, 2005, RES ORG CHANGE DEV, V15, P275 COUGHLAN P, 2002, INT J OPER PROD MAN, V22, P220 EDEN C, 1996, HDB ORG STUDIES, P526 ELDEN M, 1993, HUM RELAT, V46, P121 FOSTER M, 1972, HUM RELAT, V25, P529 FRIEDMAN VJ, 2001, HDB ACTION RES, P159 GUMMESSON E, 2000, QUALITATIVE METHODS KALTOFT R, 2003, P EUROMA POMS C 2003, V3, P601 LAU F, 1999, INFORMATION TECHNOLO, V12, P148 MIDDEL HGA, 2004, RES METHODOLOGIES SU, P365 MIDDEL HGA, 2005, INT J PRODUCTION PLA, V16, P368 PANNIRSELVAM GP, 1999, J OPER MANAG, V18, P95 PETTIGREW AM, 1990, ORGAN SCI, V1, P267 RAPOPORT RN, 1970, HUM RELAT, V23, P499 RASHFORD NS, 1994, DYNAMICS ORG LEVELS REASON P, 2001, HDB ACTION RES REASON P, 2004, BRIEF NOTES THEORY P SCHEIN EH, 1987, CLIN PERSPECTIVE FIE SCHEIN EH, 1999, PROCESS CONSULTATION SHANI AB, 1985, CONT ORG DEV CURRENT, P438 SHANI AB, 2003, LEARNING DESIGN SUSMAN GI, 1978, ADM SCI Q, V23, P582 TORBERT WR, 1991, POWER BALANCE TRANSF WESTHEAD P, 1995, INT J ENTREPRENEURIA, V1, P6 WHYTE WF, 1991, PARTICIPATORY ACTION, P85 WOODHARPER T, 1985, RES METHODS INFORMAT, P169 NR 41 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2006 VL 33 IS 1 BP 67 EP 91 PG 25 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 005UN UT ISI:000234849600004 ER PT J AU Berson, Y Linton, JD TI Leadership style and quality climate perceptions: contrasting project vs. process environments SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE leadership; quality; process; project; R&D; manufacturing ID RESEARCH-AND-DEVELOPMENT; TRANSFORMATIONAL LEADERSHIP; TRANSACTIONAL LEADERSHIP; MANAGEMENT; PERFORMANCE; INNOVATION; MODEL; TQM AB This study considers differences in leadership style for establishing a climate for quality improvement on project vs. process environments. A total of 1,050 employees, working for a high-tech organisation (511 in high volume assembly line manufacturing environments and 539 in R&D environments) rated the transformational and transactional leadership of their unit managers as well as a company survey measure of quality management practices of their units. Contrary to our expectations, transactional leadership was not positively associated with quality climate perceptions in process settings. The implications to quality management research is also considered. C1 Univ Haifa, Fac Educ, IL-31905 Haifa, Israel. Rensselaer Polytech Inst, Lally Sch Management & Technol, Troy, NY 12180 USA. RP Berson, Y, Univ Haifa, Fac Educ, IL-31905 Haifa, Israel. EM yberson@poly.edu linton@rpi.edu CR AFT L, 2000, WORK MEASUREMENT MET ANDERSON JC, 1994, ACAD MANAGE REV, V19, P472 ARBUCKLE JL, 1999, AMOS STRUCTURAL MODE AVOLIO BJ, 1999, J OCCUP ORGAN PSYC 4, V72, P441 BARLING J, 1996, J APPL PSYCHOL, V81, P827 BASS BM, 1985, LEADERSHIP PERFORMAN BASS BM, 1990, BASS STOGDILLS HDB L, P184 BASS BM, 1990, MANUAL MULTIFACTOR L BASS BM, 1994, IMPROVING LEADERSHIP BASS BM, 1997, AM PSYCHOL, V52, P130 BRAVER NAC, 1995, RES TECHNOL MANAGE, V38, P40 BURNS JM, 1978, LEADERSHIP BYRNE B, 2001, STRUCTURAL EQUATION CHANG PL, 1998, INT J TECHNOL MANAGE, V16, P393 CONGER JA, 1998, CHARISMATIC LEADERSH DEAN JW, 1994, ACAD MANAGE REV, V19, P392 DEBACKERE K, 1997, R&D MANAGE, V27, P197 DEMING WE, 1986, OUT CRISIS DILWORTH JB, 1989, PRODUCTIONS OPERATIO EKVALL G, 1994, CREATIVITY INNOVATIO, V3, P139 HARRISON FL, 1981, ADV MANAGEMENT PROJE HAYES RH, 1979, HARVARD BUS REV, V57, P133 HOUSE RJ, 1997, J MANAGE, V23, P409 HOWELL JM, 1990, ADMIN SCI QUART, V35, P317 HOWELL JM, 1993, J APPL PSYCHOL, V78, P891 JORESKOG KG, 1971, PSYCHOMETRIKA, V36, P409 JUDGE TA, 2000, J APPL PSYCHOL, V85, P751 JURAN JM, 1993, QUALITY PLANNING ANA KATHURIA R, 2001, PROD OPER MANAG, V10, P460 KELLER RT, 1992, J MANAGE, V18, P489 KERZNER H, 1988, SEARCH EXCELLENCE PR KIELLA ML, 1997, INT J OPER PROD MAN, V17, P184 KRAJEWSKI LJ, 1996, OPERATIONS MANAGEMEN LOWE KB, 1996, LEADERSHIP QUART, V7, P385 LOWERY G, 1990, MANAGING PROJECTS MI MARTINICH JM, 1997, PRODUCTION OPERATION MEYERS FE, 2002, MOTION TIME STUDY LE NEIBEL BW, 1999, METHODS STANDARDS WO OLSSON M, 2001, INT J TECHNOL MANAGE, V22, P327 PAWAR BS, 1997, ACAD MANAGE REV, V22, P80 PEARSON AW, 1998, INT J TECHNOL MANAGE, V16, P405 PINTO J, 1989, RES TECHNOL MANAGE, V32, P12 ROSS J, 2001, TRENDS PLANT SCI, V6, P2 SCHMENNER RW, 1994, PLANT SERVICE TOURS SHINGO S, 1986, ZERO QUALITY CONTROL SILVERMAN M, 1987, ART MANAGING TECHNIC SOUSA R, 2002, J OPER MANAG, V20, P91 TAYLOR FW, 1911, PRINCIPLES SCI MANAG THITE M, 2000, INT J PROJECT MANAGE, V18, P235 WALDMAN DA, 1994, ACAD MANAGE REV, V19, P510 NR 50 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2006 VL 33 IS 1 BP 92 EP 110 PG 19 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 005UN UT ISI:000234849600005 ER PT J AU Littler, D TI Alliance enigmas SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE alliances; technological development; risks of collaboration; collaboration management; alliance function; trust ID INTERNATIONAL JOINT VENTURES; STRATEGIC ALLIANCES; COLLABORATION; PERFORMANCE; SUCCESS AB The development of inter-organisational relations or alliances that in themselves embrace a range of structures is firmly on the agenda of many organisations that are involved in technological innovation. There is a basic paradox between, on the one hand, the managerial prescription for effective alliances that emphasises the importance of extensive preplanning and agreement in order to ensure inter alia there are no asymmetries in goals, strategies, contributions and the modus operandi of the different parties; and, on the other hand, the apparent need for freedom, flexibility, and 'room for learning' that experience suggests are necessary for the development of such relationships. The paper analyses the issues associated with the effective management of alliances and suggests propositions for further analysis. C1 Univ Manchester, Manchester Business Sch, Manchester M15 6PB, Lancs, England. RP Littler, D, Univ Manchester, Manchester Business Sch, Booth St W, Manchester M15 6PB, Lancs, England. EM dale.littler@mbs.ac.uk CR AREND RJ, 2003, STRATEGIC MANAGE J, V24, P279 BLOIS KJ, 1999, J MANAGEMENT STU MAR, V36, P198 BLONDER C, 1992, EUROPEAN MANAGEMENT, V10, P412 BUCKLEY PJ, 1988, COOPERATIVE STRATEGI, P31 CHIESA V, 2004, TECHNOL ANAL STRATEG, V16, P73 CONTRACTOR FJ, 1998, COOPERATIVE STRATEGI COOPER RG, 1990, R&D MANAGE, V20, P169 DAS TK, 2002, J MANAGE STUD, V39, P725 DEVLIN G, 1988, LONG RANGE PLANN, V21, P18 DODGSON M, 1992, FUTURES, V25, P459 FARR CM, 1992, R&D MANAGE, V22, P55 FREEMAN C, 1984, EC IND INNOVATION FRYXELL GE, 2002, J MANAGE STUD, V39, P865 GULATI R, 1998, STRATEGIC MANAGE J, V19, P293 HAGEDOORN J, 2002, J MANAGE STUD, V39, P167 HAMEL G, 1989, HARVARD BUS REV, V67, P133 HARDY C, 2003, J MANAGE STUD, V40, P321 HARRIGAN KR, 1985, STRATEGIES JOINT VEN HERGERT M, 1988, COOPERATIVE STRATEGI, P99 KALE P, 2000, STRATEGIC MANAGE J, V21, P217 KALE P, 2002, STRATEGIC MANAGE J, V23, P747 KENT DH, 1991, STRATEGIC MANAGEMENT, V12, P383 KOGUT B, 1989, J IND ECON, V38, P183 KOKA BR, 2002, STRATEGIC MANAGE J, V23, P795 LANE PJ, 2001, STRATEGIC MANAGE J, V22, P1139 LITTLE RA, 1995, J ACCID EMERG MED, V12, P1 LITTLER D, 1988, TECHNOLOGICAL DEV, P114 LITTLER D, 1998, INT J TECHNOL MANAGE, V15, P139 LORANGE P, 1988, STRATEGIES GLOBAL CO, P370 LYNCH RP, 1990, J BUS STRAT, V11, P4 LYONS MP, 1991, LONG RANGE PLANN, V24, P130 MINTZBERG H, 1987, CALIF MANAGE REV, V30, P11 MORGAN K, 1994, J SLEEP RES, V3, P1 NUENO P, 1988, LONG RANGE PLANN, V21, P11 PARKHE A, 1993, ACAD MANAGE J, V36, P794 PARKHE A, 1993, ACAD MANAGE REV, V18, P227 PORTER M, 1990, ECONOMIST 0609, P26 POWELL TC, 2003, STRATEGIC MANAGE J, V24, P285 ROTHWELL R, 1972, FACTORS SUCCESS IND WILSON D, 1995, J STRATEGIC MARKETIN, V3, P167 NR 40 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2006 VL 33 IS 2-3 BP 115 EP 129 PG 15 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 005UP UT ISI:000234849800002 ER PT J AU Allison, MA Browning, S TI Competing in the Cauldron of the global economy: tools, processes, case studies, and theory supporting economic development SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE economic development; online data gathering; dynamic decision modelling; enabling infrastructure; global competition; micromultinational; Enterpriser (R); appreciative inquiry; Scottish enterprise AB In this paper, we explore selected tools and processes as well as the underlying theory we use to support business strategic planning and cluster economic development. Key among these are enabling infrastructures and new forms of leadership, which include appreciative inquiry. In particular, we report our experiences in working with micromultinational businesses in the UK and extend the findings reported by Dimitratos, Johnson, Slow, and Young (2003) to suggest four additional success strategies for companies that are 'taking their businesses global'. We conclude with two short case studies. C1 Allison Grp LLC, Brooklyn, NY 11222 USA. Icaem Insight Ltd, Fife KY11 9TD, Scotland. RP Allison, MA, Allison Grp LLC, 100 Freeeman St,Suite F2, Brooklyn, NY 11222 USA. EM maa@allisongroup.com insight@icaem.co.uk CR 2003, APPRECIATIVE INQUIRY 2003, FORTUNE MAGAZIN 0420 2003, LARGE INT URBAN AREA *APRR INQ COMM, 2003, APPR INQ COMM *M SEL RES ALL, 2003, M SEL RES ALL *TEC, 2003, CHIEF EX WORK TOG *TEX A M U MAYS BU, 2003, BOIS CIT ID POP COMP *US FED OMB, 2002, RAT PERF FED PROGR ALLISON M, 1983, UNPUB PROPRIETARY CU ALLISON M, 1986, UNPUB PROPRIETARY CU ALLISON M, 1990, UNPUB PROPRIETARY CU ALLISON M, 2002, INT C COMPL SYST ICC BARYAM Y, 1997, READING BARYAM Y, 2003, SIGNIFICANT POINTS S BUCKINGHAM M, 1999, 1 BREAK ALL RULES WH, P3 BUCKINGHAM M, 2001, NOW DISCOVER YOUR ST CAIRNCROSS F, 2003, TEC ANN M MARCH 31 CONN S, 2004, INT J ENTREPRENEURSH, V4, P383 DAVIS S, 1998, READING DIMITRATOS P, 2003, EUROPEAN MANAGEMENT, V21, P164 FELKINS P, 2002, CRESSKILL, P1 FULMER I, 2000, ARE 100 BEST BETTER HALL J, 1998, WHAT IS APPRECIATIVE HAMMOND S, 1996, THIN BOOK APPRECIATI KELLY S, 1999, COMPLEXITY ADV SCI C LEVERING R, 2000, GREAT PLACE WORK WHA, P1 MITLETONKELLY E, 2002, INT C COMPL SYST ICC PETZINGER T, 1999, NEW PIONEERS MEAN WO, P1 ROSEN R, 2000, GLOBAL LIT LESSONS B SATOSI W, 1985, PATTERN RECOGNITION SELIGMAN M, 2003, AUTHENTIC HAPPINESS SENGE P, 1990, 5 DISCIPLINE ART PRA SENGE P, 1994, 5 DISCIPLINE FIELDBO SENGE P, 1999, DANCE CHANGE CHALLEN SHEMAN H, 1998, OPEN BOUNDARIES CREA SPINOSA C, 1997, DISCLOSING NEW WORLD STACEY R, 2000, STRATEGIC MANAGEMENT TOWERSPERRIN, 2001, RES REPORT NR 38 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2006 VL 33 IS 2-3 BP 130 EP 143 PG 14 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 005UP UT ISI:000234849800003 ER PT J AU Karkkainen, H Hallikas, J TI Decision making in inter-organisational relationships: implications from systems thinking SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE decision making; systems thinking; cognitive maps; causal maps; networks; inter-organisational relationships ID MANAGEMENT; MAPS AB The purpose of this paper is to explore and increase the understanding of the dynamics of decision making in inter-organisational networks. There is relatively little research that employs holistic and systemic approaches for enhancing the understanding of the topic. The systemic nature of network-related decisions is illustrated by empirical case examples. We study and illustrate what systems thinking pragmatically means in the context of networks and how it affects the inter-organisational networks and the network-related decision making in the context of business environment, risks, and learning. We also discuss the related academic and managerial implications to decision making in networks. C1 Lappeenranta Univ Technol, Dept Ind Engn & Management, FIN-53851 Lappeenranta, Finland. RP Karkkainen, H, Lappeenranta Univ Technol, Dept Ind Engn & Management, POB 20, FIN-53851 Lappeenranta, Finland. EM hannu.karkkainen@lut.fi jukka.hallikas@lut.fi CR ACKOFF RL, 1994, SYSTEMS PRACTICE, V7, P3 ACKOFF RL, 1999, RECREATING CORPORATI AKKERMANS H, 1999, INT J OPER PROD MAN, V19, P565 ALLEE V, 2000, J INTELLECTUAL CAPIT, V1, P17 ALLEE V, 2003, FUTURE KNOWLEDGE INC ARONSON D, 1998, OVERVIEW SYSTEMS THI AXELROD R, 1976, STRUCTURE DECISION C AXELSSON K, 2003, INT J ELECTRON COMM, V1, P1 BADDELEY A, 1990, HUMAN MEMORY THEORY BAZERMAN M, 1998, JUDGMENT MANAGERIAL BENSAOU M, 1999, SLOAN MANAGE REV, V40, P35 BLOMQVIST K, 2002, THESIS LAPPEENRANTA, P122 BRUCE AJ, 1995, THESES ZOOLOGICAE, V25, P1 CHOO CW, 1998, KNOWING ORG ORG USE DOYLE JK, 1998, SYST DYNAM REV, V14, P3 DOZ YL, 1996, STRATEGIC MANAGE J, V17, P55 DOZ YL, 1998, ALLIANCE ADV ART CRE DUYSTERS G, 1999, R&D MANAGE, V29, P343 FIOL CM, 1992, J MANAGE STUD, V29, P267 FORRESTER JW, 1961, IND DYNAMICS FORTUNE J, 1995, LEARNING FAILURE SYS HOLMBERG S, 2000, INT J PHYS DISTRIB, V30, P847 HUBER GP, 1986, MANAGE SCI, V32, P572 HUFF AS, 1990, MAPPING STRATEGIC JARILLO JC, 1988, STRATEGIC MANAGEMENT, V9, P31 KARKKAINEN H, 2002, INT J PROD ECON, V80, P85 KARKKAINEN H, 2003, INT J TECHNOL MANAGE, V25, P588 KWAHK KY, 1999, DECIS SUPPORT SYST, V25, P155 LAMMING R, 1993, PARTNERSHIP STRATEGI MARCH JG, 1993, ORGANIZATIONS RIGBY C, 2000, INT J AGILE MANAGEME, V2, P178 SENGE P, 1990, 5 DISCIPLINE ART PRA SENGE P, 1990, SLOAN MANAGEMENT FAL, P189 SIMON HA, 1957, MODELS MAN SOCIAL RA SIMON HA, 1960, NEW SCI MANAGEMENT D STACEY RD, 2000, STRATEGIC MANAGEMENT STERMAN JD, 1994, SYST DYNAM REV, V10, P291 STERMAN JD, 2001, CALIF MANAGE REV, V43, P8 SWAN J, 1997, BRIT J MANAGE, V8, P183 WILDING R, 1998, INT J PHYS DISTRIB, V28, P599 WOMACK JP, 1994, HARVARD BUSINESS MAR, P93 NR 41 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2006 VL 33 IS 2-3 BP 144 EP 159 PG 16 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 005UP UT ISI:000234849800004 ER PT J AU Zutshi, RK TI Confucian value system and its impact on joint venture formation SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE international joint ventures; Singapore; India; China; Confucian; society; alliances; partner selection; Chinese networks; Chinese familial system ID STRATEGIC ALLIANCES; NATIONAL CULTURE; CHINA; PARTNER; TRUST; PERFORMANCE; SUCCESS; DETERMINANTS; PERSPECTIVES; COMPETITION AB Prior research suggests that in international joint ventures (IJVs) between firms from diverse cultures, partner related factors are of importance for the successful management of the joint venture. This paper reports the study of IJVs formed by Singapore firms in People's Republic of China and India. Since Singapore and China share a common Confucian culture, it was expected that Singapore firm's approach to joint venture formation in India will differ significantly from its approach to joint ventures in China. The results, however, suggest that the partner selection process follows a different logic in Confucian societies, and Singapore firms were as successful in forming IJVs in India as in China. The paper further explores the influence of Confucian ethics and values on the formation of Chinese business networks. Findings also suggest that Singapore firms have bought into the Confucian value system, and the argument that partner commitment and trustworthiness are critical to long-term, harmonious and successful joint ventures. C1 Long Isl Univ, Dept Management, New York, NY 11548 USA. RP Zutshi, RK, Long Isl Univ, Dept Management, CW Post Campus,720 No Blvd, New York, NY 11548 USA. EM rvzutshi@gmail.com CR *SING EC DEV BOARD, 1993, REG FOR P MAY 21 22 ARINO A, 1997, INT STUDIES MANAGEME, V27, P19 BEAMISH PW, 1987, J INT BUS STUD, V18, P1 BEAMISH PW, 1993, J INT MARKETING, V1, P27 BLEEKE J, 1991, HARVARD BUS REV, V69, P127 BOISOT M, 1996, ADMIN SCI QUART, V41, P600 BUCKLEY P, 1988, COOPERATIVE STRATEGI CARNEY M, 1998, J MANAGE STUD, V15, P457 CAVES R, 1982, MULTINATIONAL ENTERP CHEN M, 1995, ASIAN MANAGEMENT SYS CHEN SM, 1998, JSAEM ST APPL ELECTR, V7, P111 CULLEN JB, 1995, J INT BUS STUD, V26, P91 DAVIDSON WH, 1987, CALIF MANAGE REV, V29, P77 DEMIRBAG M, 1995, MANAGE INT REV, V35, P35 DONEY PM, 1998, ACAD MANAGE REV, V23, P601 EITEMAN DK, 1990, COLUMBIA J WORLD BUS, V25, P59 ELVIN M, 1973, PATTERN CHINESE PAST, P167 FRANKO LG, 1971, JOINT VENTURE SURVIV FUKUYAMA F, 1995, TRUST SOCIAL VIRTUES GANESAN S, 1994, J MARKETING, V58, P1 GERINGER JM, 1991, J INT BUS STUD, V22, P41 GOMESCASSERES B, 1989, J ECON BEHAV ORGAN, V11, P1 GUGLER P, 1992, LONG RANGE PLANN, V25, P90 GULATI R, 1994, SLOAN MANAGE REV, V35, P61 GULATI R, 1995, ACAD MANAGE J, V38, P85 HABIB GM, 1987, ACAD MANAGE J, V30, P808 HAMEL G, 1989, HARVARD BUS REV, V67, P2 HAMEL G, 1991, STRATEGIC MANAGE J, V12, P83 HAMILTON GG, 1988, AM J SOCIOL, V94, P52 HARRIGAN KR, 1988, STRATEGIC MANAGEMENT, V9, P141 HOFSTEDE G, 1993, ACADEMY MANAGEMENT E, V7, P81 HUNG CL, 1992, MANAGE INT REV, V32, P345 JENNER WJF, 1992, TYRANNY HIST ROOTS C JOHNSON JL, 1996, J INT BUS STUD, V27, P981 KANTER RM, 1988, BUSINESS CONT WORLD, P59 KAO J, 1993, HARVARD BUS REV, V71, P24 KHANNA T, 1997, HARVARD BUS REV, V75, P41 KILLING JP, 1983, STRATEGIES JOINT VEN KOGUT B, 1988, J INT BUS STUD, V19, P411 KOGUT B, 1988, STRATEGIC MANAGEMENT, V9, P319 LAL D, 1998, UNINTENDED CONSEQUEN LANE H, 1990, MANAGE INT REV, P87 LEE C, 1995, J INT BUS STUD, V26, P637 LEI D, 1992, CALIF MANAGE REV, V35, P81 LI J, 1999, MANAGE DECIS, V37, P445 LORANGE P, 1991, STRATEGIC ALLIANCES LUO YD, 1998, J WORLD BUS, V33, P145 LUO YD, 2002, J BUS RES, V55, P481 MARITI P, 1983, J IND ECON, V31, P437 MAYER RC, 1995, ACAD MANAGE REV, V20, P709 MITSUHASHI H, 2002, INT J ORG ANAL, V10, P109 MOHR J, 1994, STRATEGIC MANAGE J, V15, P135 NEWMAN WH, 1992, ACADEMY MANAGEMENT E, V6, P67 OH TK, 1991, J MANAGEMENT DEV, V10, P46 OSLAND GE, 1996, CALIF MANAGE REV, V38, P106 OUCHI WG, 1988, CALIFORNIA MANAGEMEN, V30, P9 PAN YG, 1996, J INT BUS STUD, P1 PARK YB, 1991, INT EC J, V5, P79 PARKHE A, 1993, ORGAN SCI, V4, P301 PFEFFER J, 1978, EXTERNAL CONTROL ORG PORTER M, 1986, COMPETITION GLOBAL I REDDING G, 1995, LONG RANGE PLANN, V28, P61 REDDING G, 2002, ASIA PACIFIC J MANAG, V19, P221 RINGE JD, 1994, AKTUEL RHEUMATOL, V19, P1 SCHEIN E, 1996, STRATEGIC PRAGMATISM SHAW SM, 1994, CHINA BUS REV, V21, P10 SILOS LR, 1998, MANAGEMENT TAO STOPFORD J, 1972, MANAGING MULTINATION SWANZ DJ, 1995, CPA J, V65, P42 TATOGLU E, 2000, EUROPEAN BUSINESS RE, V12, P137 TEECE DJ, 1992, J ECON BEHAV ORGAN, V18, P1 THOMPSON J, 1967, ORG ACTION SOCIAL SC TSANG WK, 1998, ACAD MANAGEMENT EXEC, V12, P64 TSE DK, 1997, J INT BUS STUD, V28, P779 TUCKER JB, 1991, INT ORGAN, V45, P83 VANHONACKER W, 1997, HARVARD BUS REV, V75, P130 VOLERY T, 1997, ENDEC C P NANY TECHN, P203 WEBER M, 1951, RELIG CHINA CONFUCIA WEIDENBAUM M, 1996, BAMBOO NETWORK WHITLEY R, 1992, BUSINESS SYSTEMS E A WILLIAMSON OE, 1985, EC I CAPITALISM FIRM YAN AM, 1998, J INT BUS STUD, V29, P773 YEUNG IYM, 1996, ORGAN DYN, V25, P54 NR 83 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2006 VL 33 IS 2-3 BP 160 EP 182 PG 23 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 005UP UT ISI:000234849800005 ER PT J AU Fang, LY Wu, SH TI Accelerating innovation through knowledge co-evolution: a case study in the Taiwan semiconductor industry SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE innovation management; knowledge management; knowledge co-evolution; inter-organisational knowledge management; dynamic capability ID DYNAMIC CAPABILITIES; ORGANIZATIONAL FORMS; STRATEGIC ALLIANCES; LEARNING-PROCESSES; EVOLUTION; TECHNOLOGY; FIRM; COORDINATION; NETWORKS; MODEL AB This paper attempts to propose a conceptual framework that explains the relationship between knowledge co-evolutionary mechanisms and innovation development. Combining strategic management, innovation management and organisational ecology theories, we try to review and explain the development of product innovation or process innovation through organisational knowledge interactions between two or more firms. We focus on the knowledge co-evolutionary cycle and suggest two sub-mechanisms that should be considered: the knowledge micro-evolutionary mechanism (intra-organisation) and the knowledge macro-evolutionary mechanism (inter-organisation). We illustrate this framework by discussing the case study of a leading semiconductor firm, United Microelectronics Corp., (UMC) in Taiwan. Combining its strategic partners' fundamental research knowledge systems, the vendor's IP knowledge systems, the Customer's IC design knowledge systems, and UMC's process innovation knowledge system, UMC not only enhances the process innovation capability for itself but also accelerates its customers' product innovation performance to market. Through partnership in the co-evolutionary ecosystem, UMC generates and accumulates dynamic capabilities. C1 Natl Chenghi Univ, Grad Inst Technol & Innovat Management, Taipei, Taiwan. Natl Chenghi Univ, Coll Commerce, Taipei, Taiwan. RP Fang, LY, Natl Chenghi Univ, Grad Inst Technol & Innovat Management, 64 Chih Nan Rd,Sec 2, Taipei, Taiwan. EM chca4336@ms31.hinet.net sehwa@nccu.edu.tw CR AFUAH A, 2001, ACAD MANAGE J, V44, P1211 ALDRICH H, 1982, RES ORGAN BEHAV, V4, P33 ALDRICH H, 1986, ART SCI ENTREPRENEUR, P3 ALDRICH HE, 1979, ORG ENV BARNETT WP, 1994, STRATEGIC MANAGE J, V15, P11 BARNETT WP, 1996, STRATEGIC MANAGE J, V17, P139 BARNETT WP, 1996, STRATEGIC MANAGE J, V17, P5 BARNEY J, 1991, J MANAGE, V17, P99 BOMMER M, 2002, R&D MANAGE, V32, P379 BOSSINK BAG, 2002, R&D MANAGE, V32, P311 CHANDLER AD, 1962, STRATEGY STRUCTURE C COLLINSON S, 2003, R&D MANAGE, V33, P189 DOZ YL, 1996, STRATEGIC MANAGE J, V17, P55 EISENHARDT KM, 2000, STRATEGIC MANAGE J, V21, P1105 FIGUEIREDO PN, 2002, TECHNOVATION, V22, P685 FIOL CM, 1985, ACAD MANAGE REV, V10, P803 GRANT RM, 1996, STRATEGIC MANAGE J, V17, P109 HANSEN MT, 2002, ORGAN SCI, V13, P232 HELFAT CE, 2000, STRATEGIC MANAGE J, V21, P961 HOLMES JF, 2003, J EMERG MED, V24, P1 HUNG SC, 2002, R&D MANAGE, V32, P179 KOGUT B, 1992, EMBEDDED FIRM, P69 KOGUT B, 1992, ORGAN SCI, V3, P383 KOGUT B, 1996, ORGAN SCI, V7, P502 KOGUT B, 2000, STRATEGIC MANAGE J, V21, P405 KOZA MP, 1998, ORGAN SCI, V9, P255 KOZA MP, 1999, ORGAN SCI, V10, P638 LEVINTHAL D, 1994, STRATEGIC MANAGE J, V15, P45 LEVITT B, 1988, ANN REV SOCIOLOGY LEWIN AY, 1999, ORGAN SCI, V10, P519 LEWIN AY, 1999, ORGAN SCI, V10, P535 MCKELVEY W, 1997, ORGAN SCI, V8, P352 NELSON R, 1982, EVOLUTIONARY THEORY, P23 PENROSE ET, 1959, THEORY GROWTH FIRM PRAHALAD CK, 1990, HARVARD BUS REV, V68, P79 RANFT AL, 2002, ORGAN SCI, V13, P420 SCHUMPETER JA, 1950, CAPITALISM SOCIALISM TEECE DJ, 1997, STRATEGIC MANAGE J, V18, P509 THAMHAIN HJ, 2003, R&D MANAGE, V33, P297 TSAI WP, 2002, ORGAN SCI, V13, P179 VERHAEGHE A, 2002, R&D MANAGE, V32, P409 ZOLLO M, 2002, ORGAN SCI, V13, P339 NR 42 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2006 VL 33 IS 2-3 BP 183 EP 195 PG 13 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 005UP UT ISI:000234849800006 ER PT J AU Kreis-Hoyer, P Gruenberg-Bochard, J TI The use of knowledge in inter-organisational knowledge-networks: an empirical investigation SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE inter-organisational knowledge-networks; economics of knowledge; knowledge production; research types; network approach; network actor diversity; 'network permeability' ID DYNAMIC CAPABILITIES; STRATEGIC ALLIANCES; SCIENCE; INNOVATION; ECONOMICS; TECHNOLOGY; MANAGEMENT; MARKETS; POLICY AB In the realm of a global knowledge-based economy inter-organisational knowledge-networks (IOKNs) are increasingly established with the aim of producing, using and disseminating new knowledge. Investigating into IOKNs, first, an initial theoretical foundation is offered on the basis of the economics of knowledge and the organisational network approach. Subsequently, several hypotheses are derived concerning the use of the know ledge-output in this specific organisational mode. These are tested against the data obtained from a questionnaire Survey sent to 3,523 scientific and business addressees. The results show that regulations concerning the use of knowledge depend on the partner-structure and the kind of research performed in IOKNs. However, other theoretical predictions concerning the effects of the degree of diversity of the partners and the specific characteristics of knowledge on the rules for the use of the knowledge output could not be confirmed. In addition to an interpretation of these results, recommendations for further research are also derived. C1 Int Univ Schloss Reichartshausen, European Business Sch, Dept Econ, D-65375 Winkel, Germany. RP Kreis-Hoyer, P, Int Univ Schloss Reichartshausen, European Business Sch, Dept Econ, D-65375 Winkel, Germany. EM petra.kreis-hoyer@ebs.de jutta.gruenberg@t-online.de CR *OECD, 1996, KNOWL BAS EC ARROW KJ, 1962, RATE DIRECTION INVEN, P609 BONACCORSI A, 1994, R&D MANAGE, V24, P229 CALLON M, 1994, SCI TECHNOL HUM VAL, V19, P395 CASPERS R, 2002, 1 IMC EUR BUS SCH COHEN WM, 1990, ADMIN SCI QUART, V35, P128 COLLIER PA, 1992, ACCOUNTING ED, V1, P277 CREECH H, 2001, FORM FOLLOWS FUNCTIO CUMMINGS JL, 2003, J ENG TECHNOL MANAGE, V20, P39 DASGUPTA P, 1994, RES POLICY, V23, P487 DAVENPORT TH, 1998, SLOAN MANAGE REV, V39, P43 DILLMAN D, 1978, MAIL TELEPHONE SURVE DOZ Y, 1988, INT STUDIES MANAGEME, V17, P31 DYER JH, 2000, STRATEGIC MANAGE J, V21, P345 EISENHARDT KM, 2000, STRATEGIC MANAGE J, V21, P1105 FAHEY L, 1998, CALIF MANAGE REV, V40, P265 FRANSMAN M, 2001, RES POLICY, V30, P263 GRANOVETTER MS, 1973, AM J SOCIOL, V78, P6 HAGSTROM W, 1965, SCI COMMUNITY HARRIS RG, 2001, INT J MANAG REV, V3, P21 HOPPE HC, 2001, PERSPEKTIVEN WIRTSCH, V2, P125 JOHNSON HG, 1972, MIENRVA, V10, P10 KAMPER E, 2000, SOZIALE NETZWERKE KO, P211 KATZ D, 1966, SOCIAL PSYCHOL ORG KREISHOYER P, 2002, 3 IMC EUR BUS SCH KUPPERS G, 2002, INNOVATION NETWORKS, P3 KUTSCHKER M, 1995, 64 KATH U EICHST WIR LARSSON R, 1998, ORGAN SCI, V9, P285 LAWSON B, 2001, INT J INNOVATION MAN, V5, P377 LEONARD D, 1998, CALIF MANAGE REV, V40, P112 LIEBESKIND JP, 1995, 5320 NBER LOOSE A, 1997, MANAGEMENT INTERORGA, P160 LOVERIDGE R, 2001, COOPERATIVE STRATEGY, P135 MADHOK A, 1998, ORGAN SCI, V9, P326 MERTON RK, 1957, AM SOCIOL REV, V22, P635 MEYERKRAHMER F, 1998, RES POLICY, V27, P835 MITCHELL JC, 1969, SOC NETWORKS URBAN, P1 MITTELSTRASS J, 1992, LEONARDOWELT WISSENS NELSON R, 1959, J POLITICAL EC, V67, P297 NONAKA I, 1995, KNOWLEDGE CREATING C NOOTEBOOM B, 2002, LEARNING INNOVATION ORTON JD, 1990, ACAD MANAGE REV, V15, P203 PAVITT K, 1993, TECHNOLOGY WEALTH NA, P29 PFEFER J, 1978, EXTERNAL CONTROL ORG POLANYI M, 1966, TACIT DIMENSION POWELL WW, 1990, RES ORGAN BEHAV, V12, P295 PRAHALAD CK, 1990, HARVARD BUS REV, V68, P79 PRICE DD, 1984, RES POLICY, V13, P3 PROBST GJB, 1999, WISSEN MANAGEN UNTER RADCLIFFEBROWN AR, 1940, J ROYAL ANTHR I, V70, P1 SAWHNEY M, 2000, CALIF MANAGE REV, V42, P24 SIMMEL G, 1950, SOCIOLOGY G SIMMEL SIMONIN BL, 1999, STRATEGIC MANAGE J, V20, P595 STEPHAN PE, 1996, J ECON LIT, V34, P1199 STEPHAN PE, 1996, SMALL BUS ECON, V8, P177 STIGLITZ JE, 1999, AM BEHAV SCI, V43, P52 SYDOW J, 1997, MANAGEMENT INTERORGA, P1 SYDOW J, 1999, STRATEGISCHE NETZWER SYDOW J, 2001, MANAGEMENT NETZWERKO, P107 SZULANSKI G, 1995, ACAD MANAGE J, P437 TEECE D, 1994, IND CORP CHANGE, V3, P537 TEECE DJ, 1986, RES POLICY, V15, P285 TEECE DJ, 1997, STRATEGIC MANAGE J, V18, P509 TEUBNER G, 1992, EMERGENZ ENTSTEHUNG, P189 THORELLI HB, 1986, STRATEGIC MANAGE J, V7, P37 VONGLASERSFELD E, 2002, EINFUHRUNG KONSTRUKT, P9 VONKROGH G, 1995, ORG EPISTEMOLOGY WEBER M, 1994, MANAGEMENT INTERORGA, P275 ZAJAC EJ, 1993, J MANAGE STUD, V30, P131 NR 69 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2006 VL 33 IS 2-3 BP 196 EP 213 PG 18 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 005UP UT ISI:000234849800007 ER PT J AU Barclay, I Porter, K TI Benchmarking best practice in SMEs for growth SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE benchmarking; best practice; small/medium size enterprises; SMEs; self-assessment; business growth; case study ID SUPPLY CHAIN MANAGEMENT AB The paper proposes a methodology for best practice self-assessment for SMEs based on key business practices. The development of a self-assessment tool, to enable the SME to measure its own capability in key business practices, is described, together with an illustration of how the tool has been applied in SMEs. The tool is designed to support business growth by assessing best practice in a range of key business activities. This then allows the company to define a programme of work that will lead to growth targets. The tool thus offers as a method to identify key areas for development as a precursor to accessing tailored business support, rather than generic, unfocussed support. C1 Liverpool John Moores Univ, Sch Engn, Liverpool, Merseyside, England. RP Barclay, I, Liverpool John Moores Univ, Sch Engn, Liverpool, Merseyside, England. EM I.Barclay@livjm.ac.uk J.K.Porter@livjm.ac.uk CR ANDERSEN B, 1999, J BUS IND MARK, V14, P378 CHASE MW, 2001, GENERA ORCHIDACEAR 1, V2, P1 CHOON T, 1999, INT J OPER PROD MAN, V19, P1034 CHRISTOPHER M, 1998, LOGISTICS SUPPLY CHA, P19 CLARK KB, 1991, PRODUCT DEV PERFORMA COUSINS PD, 1995, SUPPLY BASE RATIONAL DEAKINS D, 1995, J SMALL BUSINESS ENT, V5, P151 FARMER D, 1991, EFFECTIVE PIPELINE M FORD ID, 1990, UNDERSTANDING BUSINE FORRESTER JW, 1961, IND DYNAMICS HOULIHAN J, 1984, P 19 INT TECHN C BRI, P101 JOYCE P, 2003, J SMALL BUSINESS ENT, V10, P144 KANTER RM, 1994, HARVARD BUSINESS JUL, P96 LAMMING R, 1996, INT J OPER PROD MAN, V16, P183 LAMMING RC, 1993, PARTNERSHIP STRATEGI LAMMING RC, 1995, P 4 INT C IPSERA U B MACBETH DK, 1994, PITMAN FINANCIAL TIM, P23 MACPHERSON A, 2003, J SMALL BUSINESS ENT, V10, P167 MAZZAROL T, 1998, PARTNERSHIPS KEY GRO MCMAHON RGP, 1998, RES PAPERS FLINDERS, V986, P1 MCMAHON RGP, 1998, RES PAPERS SERIES, V985, P1 PAGE AS, 1991, LEADERSHIP ORG DEV J, V10, P21 RAMSAY J, 1995, EUROPEAN J PURCHASIN, V1, P125 ROY R, 1992, LONG RANGE PLANN, V25, P75 SMALLBONE D, 1995, INT J ENTREPRENEURIA, V1, P44 WILLIAMSON OE, 1975, MARKETS HIERARCHIES WOMACK JP, 1990, MACHINE THAT CHANGED NR 27 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2006 VL 33 IS 2-3 BP 234 EP 254 PG 21 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 005UP UT ISI:000234849800009 ER PT J AU Berg, P Pihlajamaa, J Poskela, J Smedlund, A TI Benchmarking of quality and maturity of innovation activities in a networked environment SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE strategic networks; collaboration; benchmarking; quality maturity; method QMM; innovation quality; R&D ID RESEARCH-AND-DEVELOPMENT AB The strategic importance of organisations working together for innovation activities will be emphasised even more in the future. Continuous improvement of the effectiveness of collaboration requires an adequate and comprehensive assessment and measurement system between the organisations. The present method, quality and maturity method QMM, for measuring the quality and maturity of innovation and R&D, examines the issue from six viewpoints: (.) R&D as part of business strategy (.) R&D as part of product and technology strategy (.) strategic implementation of R&D (.) R&D as a business section (.) R&D outputs (.) implementation of R&D projects. The theoretical background of the QMM method is in quality and maturity theories. During the 11 QMM cases that have been carried out by the beginning of year 2003, considerable amount of data has been stored in a QMM Database. This data contains 1,146 responses from 44 response groups or individual responses. There are both qualitative and quantitative data entries in the database. In this paper we will mainly focus on the presentation of the whole database, general assessment procedure of one case company, a two-level benchmarking analysis of another case company and finally, a networking analysis of six case companies. The intention of the qualitative analysis here is principally to get a good glimpse of common trends between companies: which viewpoints are most mature, which least mature? Where have opinions dispersed most? This also enables an individual company to reflect their own findings to the situation in QMM cases in general. Thus, the mutual understanding of the companies will increase and collaboration will improve. C1 Helsinki Univ Technol, BIT Res Ctr, Innovat Management Inst, FIN-02015 Espoo, Finland. RP Berg, P, Helsinki Univ Technol, BIT Res Ctr, Innovat Management Inst, POB 9555, FIN-02015 Espoo, Finland. EM pekka.berg@hut.fi jussi.pihlajamaa@hut.fi jarno.poskela@hut.fi anssi.smedlund@hut.fi CR *EFQM, 1999, EUR LAAT *ISO CD, 1999, 90012000 ISOCD *ISOCD, 1999, 90042000 ISOCD *MALC BALDR NAT QU, 1999, CRIT *QS, 1998, 9000 QS, P142 *SFS ISO, 1988, 9001 SFSISO *SPICE, 1998, ISOIECJTC1SC7WG10 SP ALLEE V, 2002, C TRANSP ENT VAL INT BARNEY J, 1991, J MANAGE, V17, P99 BERG P, 2000, HDB METALLITEOLLISUU BERG P, 2001, PORTL INT C MAN ENG BERG P, 2002, INT J PROD ECON, V78, P29 BURT R, 1992, STRUCTURAL HOLES SOC COOPER RG, 1996, RES TECHNOL MANAGE, V39, P18 DAS TK, 2003, SCANDINAVIAN J MANAG, V19, P279 DRAULANS J, 2003, LONG RANGE PLANN, V36, P151 EVAN WM, 1990, SLOAN MANAGE REV, V31, P37 FAHNRICH KP, 1997, R D MANAGEMENT EUROP FORD D, 1998, MANAGING BUSINESS RE GRANOVETTER MS, 1973, AM J SOCIOL, V78, P6 HANNUKAINEN T, 1992, LAATUYRITYKSET LAATU, P316 HARVEY C, 1995, SEMIN AVIAN EXOT PET, V4, P195 JARILLO JC, 1988, STRATEGIC MANAGEMENT, V9, P31 JYOTYLAINEN R, 1998, VERKOSTOJEN VALLANKU KOTHANDARAMAN, 2001, IND MARKETING MANAGE, V30, P3379 LITTLE RA, 1995, J ACCID EMERG MED, V12, P1 LUNDVALL BA, 1998, GLOBALISING LEARNING MAKINEN H, 2001, HUMAN SYSTEMS MANAGE, V20, P249 MCDONALD F, 2001, EUROPEAN BUSINESS RE, V13, P157 MOLLER K, 2003, MARKETING THEORY, V3, P201 MOLLER KK, 1999, IND MARKET MANAG, V28, P413 NORMAN R, 2001, REFRAMING BUSINESS M PAULK M, 1995, CAPABILITY MATURITY POYHONEN A, 2004, J INTELLECTUAL CAPIT, V5, P351 PRAHALAD CK, 1990, HARVARD BUS REV, V68, P79 PYOTSIA J, 2001, 10 INT C MAN TECHN I ROUSSEL PA, 1991, 3 GENERATION R D MAN SAUNDERS AG, 1994, TQM MAGAZINE, V6, P41 SHAPIRO C, 1999, INFORM RULES STRATEG SMEDLUND A, 2004, INTELLECTUAL CAPITAL, P227 STAHLE P, 2000, STRATEGINEN KUMPPANU TETHER BS, 2002, RES POLICY, V31, P947 TROTT P, 2002, INNOVATION MANAGEMEN TSANG EWK, 1998, SCANDINAVIAN J MANAG, V14, P207 UZZI B, 1997, ADMIN SCI QUART, V42, P35 WILLIAMSON O, 1975, MARKETS HIERARCHIES NR 46 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2006 VL 33 IS 2-3 BP 255 EP 278 PG 24 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 005UP UT ISI:000234849800010 ER PT J AU Ojanen, V Vuola, O TI Coping with the multiple dimensions of R&D performance analysis SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE research and development (R&D); performance analysis; evaluation; measurement ID PRODUCT DEVELOPMENT; MEASUREMENT SYSTEM; INNOVATION; SUCCESS; METRICS AB This study examines the challenging area of R&D performance analysis. Our purpose is to increase the understanding of the essential factors and dimensions related to R&D performance analysis, and to introduce and facilitate a process of choosing applicable metrics of R&D performance for a specific need, context and situation. The research results show the linkages of the measurement dimensions to the selection of R&D measures, which is ultimately a case-specific process. C1 Lappeenranta Univ Technol, Dept Ind Engn & Management, FIN-53851 Lappeenranta, Finland. Univ Lausanne, Ecole Hautes Etud Commerciales, Dept Management, CH-1015 Lausanne, Switzerland. RP Ojanen, V, Lappeenranta Univ Technol, Dept Ind Engn & Management, POB 20, FIN-53851 Lappeenranta, Finland. EM ville.ojanen@lut.fi olli.vuola@unil.ch CR *EIRMA, 2004, 62 EIRMA AKCAKAYA R, 2001, THESIS MARMARA U IST BALACHANDRA R, 1997, IEEE T ENG MANAGE, V44, P276 BROWN MG, 1988, RES TECHNOL MANAGE, V31, P11 BROWN WB, 1992, IEEE T ENG MANAGE, V39, P325 BURGELMAN RA, 2001, STRATEGIC MANAGEMENT CHIESA V, 1996, J PROD INNOVAT MANAG, V13, P105 COOPER RG, 1993, WINNING NEW PRODUCTS COOPER RG, 1996, RES TECHNOL MANAGE, V39, P18 COOPER RG, 1998, EUROPEAN MANAGEMENT, V16, P1 CORDERO R, 1990, RES POLICY, V19, P185 CURTIS CC, 1994, J COST MANAGEMENT, V8, P18 CURTIS CC, 1997, J COST MANAGEMENT, V11, P12 DRIVA H, 2000, INT J PROD ECON, V63, P147 ELLIOTT H, 1995, WORLD WATCH, V8, P4 ELLIS LW, 1997, EVALUATION R D PROCE GOLD B, 1989, J ENG TECHNOL MANAGE, V6, P59 GOLDER PN, 2000, J PROD INNOVAT MANAG, V17, P326 GRIFFIN A, 1996, J PROD INNOVAT MANAG, V13, P478 HAUSER JR, 1997, RES TECHNOL MANAGE, V40, P32 HULTINK EJ, 1995, J PROD INNOVAT MANAG, V12, P392 KAPLAN RS, 1996, HARVARD BUSINESS JAN, P75 KAPLAN RS, 2001, STRATEGY FOCUSED ORG KERSSENSVANDRON.IC, 1999, THESIS U TWENTE ENSC KERSSENSVANDRONGELEN IC, 1997, R&D MANAGE, V27, P345 KERSSENSVANDRONGELEN IC, 1999, R&D MANAGE, V29, P35 KIM B, 2002, OMEGA-INT J MANAGE S, V30, P19 LEE M, 1996, RES TECHNOL MANAGE, V39, P28 LOCH CH, 2002, J PROD INNOVAT MANAG, V19, P185 LYNCH R, 1995, MEASURE UP MEASURE C MENKE MM, 1997, RES TECHNOL MANAGE, V40, P40 MEYER MH, 1997, MANAGE SCI, V43, P88 OJANEN V, 2002, EMC 2002 INT ENG MAN, V2, P667 OJANEN V, 2003, 16 LAPP U TECHN TEL OJANEN V, 2003, THESIS LAPPEENRANTA PAPPAS RA, 1985, RES MANAGEMENT MAY, P15 SCHUMANN PA, 1995, RES TECHNOL MANAGE, V38, P45 SZAKONYI R, 1994, RES TECHNOL MANAGE, V37, P27 SZAKONYI R, 1994, RES TECHNOL MANAGE, V37, P44 TIDD J, 2001, MANAGING INNOVATION TIPPING JW, 1995, RES TECHNOL MANAGE, V38, P22 WERNER BM, 1997, RES TECHNOL MANAGE, V40, P28 WERNER BM, 1997, RES TECHNOL MANAGE, V40, P34 NR 43 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2006 VL 33 IS 2-3 BP 279 EP 290 PG 12 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 005UP UT ISI:000234849800011 ER PT J AU Choi, CJ Cheng, P Eldomiaty, TI Chu, RTJ Millar, CCJM TI R&D and industrial districts in Asia: an application to Taiwan SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE role of state in technology industries; Taiwan AB This research analyses the role of public policy and the state in science and technology industries in Asia. The research is based on field studies undertaken at the Hsinchu Science and Industrial Park (HSIP) in Taiwan. The state has been seen as crucial to the phenomenal economic success of capitalism and the business systems in Asian countries such as Korea and Taiwan (Wade (1990) Governing the Market, Harvard University Press, Cambridge, MA). On the other hand, entrepreneurship has been seen to flourish in countries where the state's role has been minor (in Hong Kong for example), and as concluded in the paper, the state has played a major role in nurturing entrepreneurship in Taiwan. The contributions of this paper are twofold: first. to better understand Taiwan's success and lessons for R&D management, and secondly, to raise the potential role of public policy for entrepreneurship and its close relationship with Asian business systems. C1 Australian Natl Univ, Natl Grad Sch Management, Canberra, ACT 0200, Australia. United Arab Emirates Univ, Coll Business & Econ, Al Ain, U Arab Emirates. Univ Oxford, Harris Manchester Coll, Oxford OX1 3TD, England. Univ Twente, Sch Business Publ Adm & Technol, NL-7500 AE Enschede, Netherlands. RP Cheng, P, Australian Natl Univ, Natl Grad Sch Management, Sir Roland Wilson Bldg,21 McCoy Circuit, Canberra, ACT 0200, Australia. EM chong.choi@anu.edu.au philip.cheng@anu.edu.au T.Eldomiaty@uaeu.ac.ae tjchu@aol.com c.millar@bbt.utwente.nl CR *TAIW MIN FIN, 2000, ANN REP AMSDEN A, 1989, ASIAS NEXT GIANT S K AMSDEN A, 2001, RISE REST CHALLENGES AMSDEN A, 2003, LAT DEV TAIWANS UPGR BESLEY T, 1995, J ECON PERSPECT, V9, P115 BROCKNER J, 2004, J BUS VENTURING, V19, P203 CASSAR G, 2004, J BUS VENTURING, V19, P261 CHOI C, 1992, ASIAN CAPITALISM VER CHOI C, 1999, J INT BUS STUD, V31, P189 DORE R, 1999, OXFORD REV ECON POL, V15, P102 FRUIN M, 1992, JAPANESE ENTERPRISE KIRZNER I, 1997, C CEL B LOASB WORK S, P1 KRUGMAN P, 1991, GEOGRAPHY TRADE LEIBLEIN MJ, 2004, J BUS VENTURING, V19, P285 NORTH D, 1990, I I CHANGE EC PERFOR ORRU M, 1997, EC ORG E ASIAN CAPIT PACK H, 2001, IND CORP CHANGE, V10, P713 PHAN PH, 2004, J BUS VENTURING, V19, P617 REDDING G, 1990, SPIRIT CHINESE CAPIT RODRIK D, 1997, HAS GLOBALIZATION GO ROE M, 1994, STRONG MANAGERS WEAK SAXENIAN A, 2001, IND CORP CHANGE, V10, P893 SCHUMPETER J, 1934, THEORY EC DEV VOGEL E, 1991, 4 LITTLE DRAGONS SPR WADE R, 1990, GOVERNING MARKET WHITLEY RD, 1990, ORGAN STUD, V11, P47 YIN E, 2005, MANAGE INT REV, V45, P103 NR 27 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2006 VL 33 IS 2-3 BP 291 EP 298 PG 8 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 005UP UT ISI:000234849800012 ER PT J AU Yang, J Lai, FJ TI Harnessing value in knowledge acquisition and dissemination: strategic sourcing in product development SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE knowledge acquisition; knowledge dissemination; new product performance; knowledge management; additivity and variance stabilising transformation ID COMPETITIVE ADVANTAGE; MARKET ORIENTATION; JAPANESE FIRMS; MANAGEMENT; PERFORMANCE; MODEL; TRANSFORMATIONS; DETERMINANTS; ANTECEDENTS; INTEGRATION AB Knowledge acquisition and dissemination have been considered as two endpoints of knowledge management (KM) process. Knowledge management affects new product performance through the two endpoints on the knowledge value chain. This study attempts to find how the knowledge acquisition and dissemination are related to new product financial performance. Employing additivity and variance stabilisation (AVAS) analysis, this paper examines the relationship between KM and the new product financial performance, and identifies different hidden patterns in which knowledge acquisition and dissemination affect new product financial performance. These findings imply that if organisations fail to understand the subtle ways by which different dimensions of knowledge acquisition and dissemination influence new product performance, they may fail to harvest the full value of KM in developing new products. C1 Univ So Mississippi, Coll Business, Long Beach, MS 39560 USA. China Merchants Holdings Int Co Ltd, Shun Tak Ctr, Hong Kong, Hong Kong, Peoples R China. RP Yang, J, Univ So Mississippi, Coll Business, 730 E Beach Blvd, Long Beach, MS 39560 USA. EM jie.yang@usm.edu fujun.lai@usm.edu CR *MATHS INC, 1999, S PLUS 2000 GUID STA, V1 ADDISON JT, 2000, BRIT J IND RELAT, V38, P7 AMIT R, 1993, STRATEGIC MANAGE J, V14, P33 ATUAHENEGIMA K, 1996, J BUS RES, V35, P93 BADARACCO JL, 1990, KNOWLEDGE LINK BARNEY J, 1991, J MANAGE, V17, P99 BELL P, 2000, MARKETING, V22 BOHN RE, 1994, SLOAN MANAGEMENT FAL, P61 BREIMAN L, 1985, J AM STAT ASSOC, V80, P580 BROCKMAN BK, 2003, DECISION SCI, V34, P385 BROWN J, 1998, CALIFORNIA MANAGEMEN, V40, P100 CHANDLER AD, 1998, DYNAMIC FIRM ROLE TE COHEN ML, 1991, J HARD MATER, V2, P13 COOPER RG, 1983, IND MARKET MANAG, V12, P243 COOPER RG, 1986, J PROD INNOVAT MANAG, V3, P71 COPELAND L, 1999, COMPUTER RESELLE JAN, P94 CRONBACH LJ, 1951, PSYCHOMETRIKA, V16, P297 CYERT RM, 1963, BEHAV THEORY FIRM DAVENPORT TH, 2001, J MANAGE INFORM SYST, V18, P3 DAY GS, 1994, J MARKETING, V52, P1 DEVEAUX RD, 1989, TECHNOMETRICS, V31, P91 DIERICKX I, 1989, MANAGE SCI, V35, P1504 DOUGHERTY D, 1992, ORGAN SCI, V3, P179 EISENHARDT KM, 2000, STRATEGIC MANAGE J, V21, P1105 FALKENBERG L, 2002, AC MAN P PBI, V6 GRANT RM, 1996, ORGAN SCI, V7, P375 GUPTA AK, 1985, J PROD INNOVAT MANAG, V2, P12 HANSEN MT, 1999, HARVARD BUSINESS MAR HEDLUND G, 1994, STRATEGIC MANAGE J, V15, P73 HERGENHAHN BR, 1997, INTRO THEORIES LEARN HOLSAPPLE CW, 2001, EXPERT SYST APPL, V20, P77 HOOPES DG, 1999, STRATEGIC MANAGE J, V20, P837 HUBER GP, 1991, ORGAN SCI, V2, P88 JAWORSKI BJ, 1993, J MARKETING, V57, P53 KATZ ML, 1985, AM ECON REV, V75, P424 KLEIN H, 1980, J BUS STRAT, V1, P32 KOSKINENA KU, 2003, INT J PROJECT MANAGE, V21, P281 LEE G, 2000, ED MEASUREMENT ISSUE, V19, P9 LILIENTHAL SM, 2000, WORKFORCE, V79, P71 LUBIT R, 2001, ORGAN DYN, V29, P164 LYNN GS, 1999, IND MARKET MANAG, V28, P319 MADHAVAN R, 1998, J MARKETING, V62, P1 MALHOTRA Y, 2000, INFORMATION RESOURCE, V13, P5 MELYMUKA K, 2000, COMPUTERWORLD, V34, P58 MILLER R, 1998, CHEMTECH, V28, P13 MOENAERT RK, 1990, J PROD INNOVAT MANAG, V7, P91 MONTOYAWEISS MM, 1994, J PROD INNOVAT MANAG, V11, P397 MOORMAN C, 1995, J MARKETING RES, V32, P318 MOORMAN C, 1997, J MARKETING RES, V34 NDLELA LT, 2001, INT J INFORM MANAGE, V21, P151 NONAKA I, 1988, CALIFORNIA MANAGEMEN, V30, P57 NONAKA I, 1994, ORGAN SCI, V5, P14 NONAKA I, 1995, KNOWLEDGE CREATING C PARRY ME, 1993, J PROD INNOVAT MANAG, V10, P4 PENROSE ET, 1959, THEORY GROWTH FIRM PORTER ME, 1985, COMPETITIVE ADVANTAG RASTOGI PN, 2002, HUMAN SYSTEMS MANAGE, V21, P229 ROTH AV, 1992, BUSINESS HORIZONS, V35 SARAPH JV, 1989, DECISION SCI, V20, P810 SCHONBERGER RJ, 1983, INT J OPER PROD MAN, V3, P18 SCHULZ M, 2001, J HIGH TECHNOLOGY MA, V12, P139 SCRIBNER S, 1986, PRACTICAL INTELLIGEN, P13 SENGE PM, 1990, 5 DISCIPLINE ART PRA SHAPIRO C, 1999, INFORM RULES SONG SM, 1997, J MARKETING RES, V34, P64 STERNBERG RJ, 1983, COGNITION, V15, P1 SUM CC, 1995, J OPERATIONS MANAGEM, V13, P35 TEECE DJ, 2000, LONG RANGE PLANN, V33, P35 TIBSHIRANI R, 1988, J AM STAT ASSOC, V83, P394 VANZOLINGEN SJ, 2001, ITN J TRAINING DEV S, V5, P168 VENABLES WN, 1999, MODERN APPL STAT S P WERNERFELT B, 1984, STRATEGIC MANAGE J, V5, P171 WIJNHOVEN F, 1999, J MANAGEMENT INFORMA, V16, P121 YANG J, 2002, ASIA PACIFIC J MANAG, V19, P573 YANG J, 2004, INT J INNOVATION LEA, V1, P192 ZAHRA SA, 2002, ACAD MANAGE REV, V27, P185 ZIRGER BJ, 1990, MANAGE SCI, V36, P867 NR 77 TC 1 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2006 VL 33 IS 2-3 BP 299 EP 317 PG 19 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 005UP UT ISI:000234849800013 ER PT J AU Guan, JC Liu, SZ TI Comparing regional innovative capacities of PR China-based on data analysis of the national patents SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE inequality; innovative capacity; regional innovation system; patent ID PRODUCTIVITY; KNOWLEDGE; SYSTEMS AB The significant inequality of innovative capacities amongst regions will be a hindrance to the harmonious development of the overall national Science and Technology (S&T) and Economy of PR China. A key purpose of this article is to explore and reveal these inequalities, based on data analysis of the national patent counts. We examine the relationship between national patenting and the variables associated with the regional innovative capacity. The results indicate that the R&D activities of scientists and engineers in enterprises, the governmental R&D funds for enterprises, bank R&D loans and enterprises funds for research institutes and universities, are all inefficient to different degrees in the regional innovation systems of PR China. On the contrary, firms' spontaneous R&D investment on their own contributes substantially to their regional innovative capacities. The results suggest that the methodology is a useful and relatively reliable way of measuring regional innovative capacities for specifically Chinese conditions. C1 Beijing Univ Aeronaut & Astronaut, Sch Management, Beijing 100083, Peoples R China. RP Guan, JC, Beijing Univ Aeronaut & Astronaut, Sch Management, Beijing 100083, Peoples R China. EM guanjianch@buaa.edu.cn liushunzh@163.com CR ACS ZJ, 2002, RES POLICY, V31, P1069 ANSELIN L, 1997, J URBAN ECON, V42, P422 ARCHIBUGI D, 1988, TECHNOVATION, V7, P250 BROCKHOFF K, 1996, R&D MANAGE, V26, P49 COOKE P, 1997, RES POLICY, V26, P475 DIERICKX I, 1989, MANAGE SCI, V35, P1504 EDQUIST C, 1997, SYSTEMS INNOVATION T EDQUIST C, 1999, TECHNOL SOC, V21, P63 FANG C, 2000, EC RES J, V6, P30 FREEMAN C, 1987, TECHNOLOGY EC PERFOR FURMAN JL, 2002, RES POLICY, V31, P899 GRILICHES Z, 1979, BELL J ECON, V10, P92 GRILICHES Z, 1986, AM ECON REV, V76, P141 GUAN J, 2002, PRODUCTION INVENTORY, V43, P30 GUAN J, 2003, TECHNOVATION, V23, P737 GUJARATI D, 1995, BASIC ECONOMETRICS, P318 GULLEC D, 2000, 4 OECD DSTI HILPERT U, 1991, REGIONAL INNOVATION KENDALL M, 1975, MULTIVARIATE ANAL LIU XL, 2001, INT J TECHNOL MANAGE, V21, P114 LUNDVALL B, 1992, NATL SYSTEMS INNOVAT MACQUEEN J, 1967, P 5 BERK S MATH STAT, V1, P281 MILLER R, 1987, GROWING NEXT SILICON NELSON R, 1966, AM EC REV, V56 NELSON R, 1993, NATL INNOVATION SYST PORTER M, 1990, COMPETITIVE ADVANTAG ROMER PM, 1990, J POLITICAL EC, V98, P71 SHORROCKS AF, 1980, ECONOMETRICA, V48, P613 SOLOW RM, 1957, REV ECON STAT, V39, P312 STEPHAN P, 2000, INT J TECHNOL MANAGE, V19, P165 ZHAO J, 1999, OUTLOOK WEEKLY, V47, P46 ZHOU G, 2001, STUDY REGIONAL DISCR ZHU R, 2001, GAZETTE STATE C 0430 NR 33 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2005 VL 32 IS 3-4 BP 225 EP 245 PG 21 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 954SH UT ISI:000231174600002 ER PT J AU Ng, LFY Tuan, C TI Industry technology performance of manufacturing FDI: micro-level evidence from joint ventures in China SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE China; FDI; Guangdong; joint ventures; manufacturing; production efficiency; technology transfer; TFP ID FOREIGN DIRECT-INVESTMENT; TOTAL FACTOR PRODUCTIVITY; PANEL-DATA; DEVELOPMENT SPILLOVERS; ECONOMIC-GROWTH; ISSUES; FIRMS AB Recent literature showed that foreign direct investment (FDI) especially from developed countries was claimed to facilitate technology flows into the recipient country via technology upgrade and R&D spillover activities. However, little research has been conducted at the disaggregate (firm - industry) level through which technology is transferred. This research investigates the industry technology performance of joint ventures in China and its sources and how structural (institutional) factors of these foreign investments would affect technology progress using micro- (firm) level data. Research results showed that FDI by type of foreign ownership affected TFP progress and growth while capital intensity and its nested effect with market share, were also important in enhancing production efficiency. Industry characteristics also made a difference. Implications derived for FDI absorption on the part of the recipient country and managerial investment decisions of foreign firms in China were discussed. C1 Chinese Univ Hong Kong, Fac Business Adm, Dept Decis Sci & Managerial Econ, Hong Kong, Hong Kong, Peoples R China. RP Ng, LFY, Chinese Univ Hong Kong, Fac Business Adm, Dept Decis Sci & Managerial Econ, Hong Kong, Hong Kong, Peoples R China. EM lindang@cuhk.edu.hk tuan@baf.msmail.cuhk.edu.hk CR *UNCTAD, 2002, WORLD INV REP 2002 ANDERSON DJ, 1990, NEURON, V3, P1 ASHEGHIAN P, 1982, J INT BUS STUD, V13, P113 BARRELL R, 1997, ECON J, V107, P1770 BERNSTEIN JI, 1994, REV ECON STAT, V76, P291 CAMPOS NF, 2002, MANCH SCH, V70, P398 CHUNG W, 2001, J INT BUS STUD, V32, P211 COE DT, 1995, EUR ECON REV, V39, P859 COE DT, 1997, ECON J, V107, P134 DALY MJ, 1985, INT J IND ORGAN, V3, P345 DELAPOTTERIE B, 2001, REV ECON STAT, V83, P490 DEMELLO LR, 1995, J MACROECON, V17, P703 DEMELLO LR, 1999, OXFORD ECON PAP, V51, P133 DIEWERT WE, 1980, AM ECON REV, V70, P260 DOWLING M, 1998, ECON REC, V74, P170 GERINGER JM, 1991, J INT BUS STUD, V22, P249 HARRIGAN J, 1999, J INT ECON, V47, P267 HASAN R, 2002, J DEV ECON, V69, P23 HEJAZI W, 1999, J INT BUS STUD, V30, P491 LIU XM, 2000, J INT BUS STUD, V31, P407 LIU ZQ, 2002, J COMP ECON, V30, P579 NADIRI MI, 1970, J ECON LIT, V8, P1137 NG LFY, 1997, J ASIAN EC, V8, P315 NG LFY, 2001, WORLD ECON, V24, P1051 NICKELL S, 1992, EUR ECON REV, V36, P1055 OSLAND GE, 1996, CALIF MANAGE REV, V38, P106 PARKHE A, 1993, ACAD MANAGE REV, V18, P227 PEARSON M, 1991, JOINT VENTURES PEOPL SADIK AT, 2001, WORLD DEV, V29, P2111 SHAPIRO JE, 1991, DIRECT INVESTMENT JO SOLOW RM, 1957, REV ECON STAT, V39, P319 TUAN C, 2000, INT J BUSINESS STRAT, V1, P1 TUAN C, 2002, 1 INT C NAT STAT EC NR 33 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2005 VL 32 IS 3-4 BP 246 EP 263 PG 18 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 954SH UT ISI:000231174600003 ER PT J AU Cheng, AUP TI ICT industry development strategies and the formation of industrial innovation systems on the two sides of the Taiwan Strait SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE coopetition strategy; industrial innovation systems; strategic layout investment AB The globalisation trend has significantly expanded the overall trading market leading to increased competition and changes in the global structure of manufacturing activities. As a result, we have witnessed the rapid flow of foreign direct investment into mainland China since it adopted its open market strategy in the 1980s. This paper sets out to combine regional and industrial concepts to form an innovation system based on a global view of the development strategy for the ICT industry under the triple dimension structure of interaction between markets, technology and institutions. The competition amongst multinational corporations for the mainland Chinese markets has been of equal importance, with strategic industrialists' adoption of 'co-opetition' strategies which have contributed to significant growth in the Chinese economy. The development of the ICT industry on the two sides of the Taiwan Strait, under such cooperative but competitive strategies, highlights the simultaneous development of an industrial innovation system. RP Cheng, AUP, 75 Chang Hsing St, Taipei 10671, Taiwan. EM cheng@mail.cier.edu.tw CR BRANDENBURGER AM, 1996, COOPETITION CHANKOWSKI PH, 1999, EUR PHYS J C, V11, P661 HAYEK FA, 1945, AM ECON REV, V35, P519 HOBDAY M, 1994, HDB IND INNOVATION, P94 NG LFY, 1996, EMERGENCE S CHINA GR, P115 OSTRY S, 1995, TECHNONATIONALISM TE PORTER ME, 1990, COMPETITION ADVANTAG SHIH SCJ, 2000, NETWORK ORG CORPORAT SIGURDSON J, 2001, INT J TECHNOL MANAGE, V22, P417 SLYWOTZKY AJ, 1996, VALUE MIGRATION SMITH A, 1776, WEALTH NATIONS YUAN B, 2002, 4 IEEE AS PAC C IND NR 12 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2005 VL 32 IS 3-4 BP 264 EP 276 PG 13 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 954SH UT ISI:000231174600004 ER PT J AU Sakata, I Fujisue, K Okumura, H TI Do R&D and IT tax credits work? Evaluation of the Japanese tax reform SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE B-index; IT; R&D; tax credit; The Japanese tax reform plan 2003 ID PATENTS AB Our intention is to verify whether or not the tax reform plan can demonstrate benefits of which an impact can be felt in macroeconomic terms. We identify the significant effects of the tax reform plan and the difference in effects between R&D tax credit and IT investment tax credit. C1 Univ Tokyo, Inst Engn Innovat, Chiyoda Ku, Tokyo 10018901, Japan. Waseda Univ, Tokyo 1008962, Japan. Univ Tokyo, Grad Sch Law & Polit, Bunkyo Ku, Tokyo 1138656, Japan. RP Sakata, I, Univ Tokyo, Inst Engn Innovat, Chiyoda Ku, 1-3-1 Kaumigaseki Chiyodaku, Tokyo 10018901, Japan. EM sakata-ichiro@meti.go.jp fujisue@aol.com hiro-ok@com-asia.com CR *JAP MIN EC TRAD I, 2002, INP OUTP TABL *JAP MIN PUBL MAN, 2002, WHIT PAP INF COMM *OECD, 2002, BENCHM IND SCI REL *OECD, 2002, TAX INC RES DEV TREN *RES I SCI TECHN P, 2000, STUD METH QUANT ASS ACS ZJ, 2002, RES POLICY, V31, P1069 BERGER PG, 1993, J ACCOUNTING RES, V31, P131 BLOOM N, 1999, W998 IFS BLOOM N, 2001, I FISC STUD, V15 CORDES JJ, 1989, RES POLICY, V18, P119 HALL BH, 1993, TAX POLICY EC, V7, P1 HALL BH, 1995, FISCAL MEASURES PROM, V96, P165 HALL BH, 1999, 7098 NBER HALL RE, 1967, AM ECON REV, V57, P391 HINES JR, 1994, TAX POLICY EC, V8, P149 JAFFE AB, 1986, AM ECON REV, V76, P984 JAMES CI, 1995, J POLITICAL EC, V103, P759 MANSFIELD E, 1988, AM ECON REV, V78, P223 ROBELO S, 1991, J POLITICAL EC, V99, P500 ROMER PM, 1990, J POLITICAL EC, V98, P71 SAKATA I, 2001, U FACILITATED NEW BU SAXENIAN A, 1996, REG ADV CULT COMP SI WARDA J, 1996, FISC MEAS PROM R D I, P165 NR 23 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2005 VL 32 IS 3-4 BP 277 EP 287 PG 11 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 954SH UT ISI:000231174600005 ER PT J AU Zhou, JZ Tang, CY Xiong, W TI Interactive relationship between KIBS and knowledge environment SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE knowledge environment; Knowledge Intensive Business Service (KIBS); National Systems of Innovations (NSI) ID SOFTWARE INDUSTRY; INNOVATION; SERVICES; CLUSTERS; ECONOMY AB Increased research attention has been paid to how the Knowledge Intensive Business Service (KIBS) helps to improve the innovation system. However, until recently few studies have been carried out on how the external environment influences the growth of KIBS. This article develops a concept framework of how knowledge environment established by innovation systems influences KIBS. It also points out that the National Systems of Innovation, Regional Systems of Innovation and Sectoral Systems of Innovation will co-create the knowledge environment of KIBS, which will affect the growth of KIBS. The article also notes that knowledge from multinational corporations is a critically important external resource for KIBS in the catch-up countries. The evidences from Japanese industry and the Indian software industry are used to show illustrations. C1 Chinese Acad Sci, Grad Sch, Beijing 100049, Peoples R China. RP Zhou, JZ, Chinese Acad Sci, Grad Sch, POB 4588, Beijing 100049, Peoples R China. EM jizhong@gscas.ac.cn leetcy@sohu.com veraxiong@sina.com CR ANCHORDOGUY M, 2000, RES POLICY, V29, P391 ARORA A, 2001, RES POLICY, V30, P1267 ARORA A, 2002, INF ECON POLICY, V14, P253 BABA Y, 1995, RES POLICY, V24, P473 BARRAS R, 1990, RES POLICY, V19, P215 BLACKLER F, 1995, ORGAN STUD, V16, P121 BRESCHI S, 1997, SYSTEMS INNOVATION CALLON M, 1992, TECHNICAL CHANGE CO CANTWELL JA, 1989, TECHNOLOGICAL INNOVA CARLSSON B, 1995, TECHNOLOGICAL SYSTEM COLLINS HM, 1993, SOC RES, V60, P95 COOKE P, 1997, RES POLICY, V26, P475 DAYASINDHU N, 2002, TECHNOVATION, V22, P551 DENHERTOG P, 1998, SI4S TOPICAL PAPER DENHERTOG P, 2002, 1 TNOSI4S, P505 EDQUIST C, 1997, SYSTEMS INNOVATIONS ERNST D, 2000, ASIA PACIFIC J MANAG, V17, P223 ERNST D, 2000, EVOLUTIONARY EC INCO ERNST D, 2002, J EC INNOVATION NEW, V12, P1 ERNST D, 2002, RES POLICY, V31, P1417 FREEMAN C, 1992, EC IND INNOVATION GADREY J, 1995, INT J SERV IND MANAG, V6, P4 GALLOUJ F, 1997, RES POLICY, V26, P537 GRIMALDI R, 2001, RES POLICY, V30, P1425 HAUKNES J, 1998, SERVICES INNOVATION HEDLUND G, 1993, IMPLEMENTING STRATEG, P117 HIPP C, 1999, INNOVATION SYSTEM SE HOWELLS J, 2000, KNOWLEDGE INNOVATION HUBER GP, 1991, ORGAN SCI, V2, P88 LUNDVALL BA, 1992, NATL SYSTEMS INNOVAT, P1 LUNDVALL BA, 1998, TECHNICAL CHANGE EC MALERBA F, 2001, C FUT INN STUD EINDH, P20 MILES I, 1993, FUTURES, V25, P653 MILES I, 1994, INNOVATION BUSINESS MILES I, 1995, EIMS PUBLICATION, V15 MULLER E, 2001, INNOVATION INTERACTI NELSON R, 1993, NATL SYSTEMS INNOVAT NONAKA I, 1995, KNOWLEDGE CREATING C POLANYI M, 1962, PERSONAL KNOWLEDGE P PORTER ME, 1990, COMPETITIVE ADVANTAG PORTER ME, 1998, HARVARD BUS REV, V76, P77 SAXENIAN A, 2001, IND CORP CHANGE, V10, P893 SHINHORNG C, 2003, R D SERVICES GLOBAL TEECE DJ, 1986, RES POLICY, V15, P285 TEECE DJ, 1998, CALIF MANAGE REV, V40, P55 VONZEDTWITZ M, 2002, INT J TECHNOL MANAGE, V24, P165 WINDRUM P, 1998, IMPACT KIBS INT COMP NR 47 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2005 VL 32 IS 3-4 BP 288 EP 301 PG 14 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 954SH UT ISI:000231174600006 ER PT J AU Yuan, BJC Wang, CP Tzeng, GH TI An emerging approach for strategy evaluation in fuel cell development SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE AHP; fuel cell; fuzzy sets theory; fuzzy multiple criteria decision making ID FUZZY NUMBERS; ALTERNATIVES; RANKING AB This is the first research paper on the topic of Taiwan fuel cell development to combine the two theoretical (AHP and FMCDM) approaches. The conclusion suggests that the priority for Taiwan to develop fuel cell are the fields of 3C electronics, power generation equipment, motorcycles and automobiles. The difficulties the industry has encountered and faced, in turn, are the technology bottlenecks, insufficient R&D investment, high costs, unclear government policy and short supply of R&D professionals. Experts believe the top five strategic actions needed to address the problems are to realise the clean energy policy, establish a national level research programme, increase R&D budget, carefully select the niche products and to plan the operating demonstration or pilot zone. The result will serve as a reference for the government to stipulate relevant industry policy. C1 Natl Chiao Tung Univ, Grad Inst Management & Technol, Hsinchu, Taiwan. RP Yuan, BJC, Natl Chiao Tung Univ, Grad Inst Management & Technol, 7th Floor,Assembly Bldg 1,1001 Ta Hsueh Rd, Hsinchu, Taiwan. EM benjamin@cc.nctu.edu.tw champion@itri.org.tw ghtzeng@cc.nctu.edu.tw CR *EN COMM MOEA, 1999, NEW EN CLEAN EN DEV BELLMAN RE, 1970, MANAGE SCI, V17, P4 BUCKLEY JJ, 1985, FUZZY SET SYST, V15, P21 CHUI HS, 2002, INT FUEL CELL C P DENG J, 1989, CHINESE STAT J, V27, P13707 DENG J, 1989, CHINESE STAT J, V27, P13767 DUBOIS D, 1978, INT J SYST SCI, V9, P613 HESTER ED, 2001, WORLD FUEL CELLS HO YL, 2000, TIER MONTHLY, V24, P13 HSIO ZS, 2003, VEHICLE J MAY, P55 HSIU HW, 2003, IND MAT J, P83 KAZAMA T, 2001, NIKKEI ELECT OCT, P140 MALOWEA J, 2003, CLEAN ENERGY TRENDS MOTOMATSU M, 2002, 2002 INT SEM FUEL CE OPRICOVIC S, IN PRESS INT J UNCER OZBEK A, 2001, FUEL CELL IND COMPET PENG YM, 2002, CHEM MONTHLY, V49, P32 ROTHWELL R, 1981, ASSESSMENT GOVT INNO SAATY TL, 1977, J MATH PSYCHOL, V15, P234 SAATY TL, 1980, ANAL HIERARCHY PROCE TANG MT, J INT INFORMATION MA, V8, P1 TENG JY, 1996, TRANSPORT PLAN TECHN, V20, P15 TSAI MS, 2001, 2001 ITRI TSANG SH, 2002, ENV PROTECTION MONTH, V2, P205 TSAUR SH, 1997, ANN TOURISM RES, V24, P796 TZENG GH, 1977, JAPAN J BEHAVIORMETR, V4, P29 TZENG GH, 1987, ENERGY SYSTEMS POLIC, V11, P1 TZENG GH, 1993, ENERGY ENV, V40, P265 WONG CY, 2003, 1 STAGE TAIWANS FUEL YUE ZJ, 2002, STRATEGIC ANAL TAIWA ZADEH LA, 1965, INFORM CONTR, V8, P338 ZADEH LA, 1975, INFORMAT SCI, V9, P43 ZADEH LA, 1975, INFORMATION SCI, V8, P199 ZADEH LA, 1975, INFORMATION SCI, V8, P301 ZHAO RH, 1991, INFORM SCIENCES, V54, P103 ZHO JT, 2000, STRATEGIC ANAL TAIWA ZHO JT, 2000, STRATEGIC PLANNING N NR 37 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2005 VL 32 IS 3-4 BP 302 EP 338 PG 37 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 954SH UT ISI:000231174600007 ER PT J AU Lu, LY Lin, LH Wu, GC TI Applying options to evaluate service innovations in the automotive industry SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE automotive industry; options-based valuation; service innovation ID ORGANIZATIONAL INNOVATION; ADOPTION; PRODUCT; MANAGEMENT; MODEL AB The service sector is important in the economy of most advanced countries. Focusing on service innovation, this study examines customer service activities in the automobile industry from 2001 to 2003, and identifies the most representative and innovative services of motor firms. These service innovations are not recommended under traditional discounted cash flow (DCF) assessment. However, a positive options-based net present value (NPV) motivates companies to innovate their service activities and thereby increase the number of products they sell. Evidence shows that an options-based evaluation is more suitable than traditional approaches. The results of this study should help managers to address and evaluate service innovations. C1 Natl Sun Yat Sen Univ, Inst Business Management, Kaohsiung 804, Taiwan. Natl Kaohsiung Univ, Dept Int Business, Kaohsiung 807, Taiwan. So Taiwan Univ Technol, Dept Business Management, Tainan 710, Taiwan. RP Lu, LY, Natl Sun Yat Sen Univ, Inst Business Management, 70 Lien Hai Rd, Kaohsiung 804, Taiwan. EM iylu@bm.nsysu.edu.tw mildlin@yahoo.com.tw wuguochiang@yahoo.com.tw CR AA W, 2002, SCANDINAVIAN J MANAG, V18, P155 AFUAH A, 1997, STRATEGIC CHANGE, V6, P345 AFUAH A, 1998, INNOVATION MANAGEMEN BARRAS R, 1990, RES POLICY, V19, P215 DAFT RL, 1978, ACAD MANAGE J, V21, P193 DAMANPOUR F, 1991, ACAD MANAGE J, V34, P555 DAMANPOUR F, 2001, J MANAGE STUD, V38, P45 DEWAR RD, 1986, MANAGE SCI, V32, P1422 DRUCKER PF, 1985, INNOVATION ENTREPREN EVANGELISTA R, 1998, TECHNOL FORECAST SOC, V58, P251 FAULKNER TW, 1996, RES TECHNOL MANAGE, V39, P50 FITZSIMMONS J, 1994, SERVICE MANAGEMENT C GALLOUJ F, 1997, RES POLICY, V26, P537 HIGGINS JM, 1995, PLANNING REV, V23, P32 KIMBERLY JR, 1981, ACAD MANAGE J, V24, P689 LAOSIRIHONGTHONG T, 2003, TECHNOVATION, V23, P321 MARCHAU VAWJ, 2003, J FORECASTING, V22, P257 NEWELL S, 1995, SCI COMMUN, V16, P371 QUINN JB, 1990, SLOAN MANAGE REV, V10, P67 SUNDBO J, 1997, SERV IND J, V17, P432 SWANSON EB, 1994, MANAGE SCI, V40, P1069 SZMIGIN I, 2001, SERV IND J, V21, P113 TAKEISHI A, 2001, STRATEGIC MANAGE J, V22, P403 TRIGEORGIS L, 1996, REAL OPTIONS MANAGER TUSHMAN M, 1986, CALIF MANAGE REV, V28, P74 UTTERBACK JM, 1975, OMEGA-INT J MANAGE S, V3, P639 UTTERBACK JM, 1994, MASTERING DYNAMICS I NR 27 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2005 VL 32 IS 3-4 BP 339 EP 349 PG 11 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 954SH UT ISI:000231174600008 ER PT J AU Kim, H Lee, YJ Ames, MD TI Promoting business incubation for improved competitiveness of small and medium industries in Korea SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE business incubator; business start-ups; competitiveness; economic development; infrastructure; small and medium enterprises; small business AB The Korean Government decided to increase the number of new start-ups by providing financing, man-power, technology and marketing support, to compensate for the weakness of small and medium companies. As a new engine of technological innovation and economic development, the high-tech ventures have been attracting greater attention from government, industry and universities in Korea. Now fostering entrepreneurship and promoting new venture creations have become priority policy actions. With the economic crisis under IMF bailout in Korea, business incubators (BI) in Korea are under more pressure to make significant contributions to the national economy. Now BI are sprouting up rapidly in Korea. During the last 7 years, the number of BI has grown very rapidly and almost 350 incubators are now in operation. Because the majority of BI in Korea are in the infant stage, there is room for improvement. Based on the identified problems faced by BI, policy directions are suggested. C1 Hoseo Univ, Grad Sch Venture, Dept Technol Business Management, Seoul 137070, South Korea. Calif State Univ Fullerton, Dept Business Management, Fullerton, CA 92834 USA. RP Kim, H, Hoseo Univ, Grad Sch Venture, Dept Technol Business Management, 1463-10 Seocho 3 Dong, Seoul 137070, South Korea. EM kimhong@office.hoseo.ac.kr yunjaelee@office.hoseo.ac.kr sbiames@fullerton.edu CR *OECD, 1997, TECHN INC NURT SMALL ALLEN DN, 1985, J SMALL BUS MANAGE, V23, P12 BAE J, 1998, DEV STRATEGY KOREAN, P153 BAE Z, 2001, 5 M APEC SCI TECHN I BERGER R, 1984, SMALL BUSINESS INCUB CAMPBELL CK, 1985, LANCET, V2, P43 KANG B, 1992, J URBAN ADM, V7, P157 KIM D, 2003, P NATL BUS INC ASS 1 KIM H, 2003, 1 APEC INC FOR CHIN LALKAKA R, 1997, LESSONS INT EXPERIEN LALKAKA R, 1999, BUSINESS INCUBATION LEE D, 2000, OPERATIONAL CHARACTE OKUMURA H, 2003, 1 APEC INC FOR CHIN PARK J, 2001, BUSINESS INCUBATOR P PARK J, 2001, PENDING PROBLEMS BI PARK J, 2002, EFFECTIVE OPERATIONA PARK T, 2004, STUDY BUSINESS INCUB SEO G, 1999, STUDY PROMOTION SMAL SHIN C, 1999, J VENTURE MANAGEMENT, V2, P122 TANSHO T, 2003, 1 APEC INC FOR CHIN NR 20 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2005 VL 32 IS 3-4 BP 350 EP 370 PG 21 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 954SH UT ISI:000231174600009 ER PT J AU Soderlund, J TI What project management really is about: alternative perspectives on the role and practice of project management SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE project management; project managers; project organisation; knowledge perspective; time perspective ID KNOWLEDGE; ORGANIZATION; PRODUCT; FIRM; TIME AB Projects play key roles in most modern industries and firms. The management of these economic activities, project management, is continuously developed and today considered to be at the center of competitive advantage. Much classic research on project management has, however, focused on the planning and scheduling activities of project management. Traditional writings within the area even seem to treat project management as a discipline of planning or an application of systems analysis. Much of this work, however, falls short on empirical grounds and has not studied project management practice in any further detail. This paper, on the other hand, takes its starting point in two in-depth case studies and one ethnography of the management of product development projects. Based on these empirical observations, we elaborate on a framework for the analysis of project management work where two perspectives are put at the fore; knowledge perspective and time perspective. From these perspectives, we discuss different roles that project management has in a product development context. C1 Linkoping Univ, Sch Management, SE-58183 Linkoping, Sweden. RP Soderlund, J, Linkoping Univ, Sch Management, SE-58183 Linkoping, Sweden. EM jonso@eki.liu.se CR ALVESSON M, 2000, REFLEXIVE METHODOLOG ANCONA D, 1996, RES ORGAN BEHAV, V18, P251 BRAGD A, 2002, THESIS GOTHENBURG U BURKE R, 1994, PROJECT MANAGEMENT P CLARK KB, 1991, PRODUCT DEV PERFORMA CLELAND DI, 1968, SYSTEMS ANAL PROJECT EISENHARDT KM, 1989, ACAD MANAGE REV, V14, P532 GALBRAITH JR, 1973, DESIGNING COMPLEX OR GERSICK CJ, 1988, ACAD MANAGE J, V31, P1 GERSICK CJG, 1989, ACAD MANAGE J, V32, P274 GLASER B, 1967, DISCOVERY GROUNDED T GRANT RM, 1996, STRATEGIC MANAGE J, V17, P109 HOBDAY M, 1998, RES POLICY, V26, P689 HOBDAY M, 2000, RES POLICY, V29, P871 HUTCHINS E, 1991, ORGAN SCI, V2, P14 KERZNER H, 1995, PROJECT MANAGEMENT S LAWRENCE PR, 1967, ORG ENV LEVENE R, 1996, INT ENCY BUSINESS MA, V5 LINDKVIST L, 1998, ORGAN STUD, V19, P931 LUNDIN RA, 1995, SCANDINAVIAN J MANAG, V11, P437 MIDLER C, 1995, SCAND J MGT, V11, P363 MINTZBERG H, 1983, STRUCTURE 5 NONAKA I, 1995, KNOWLEDGE CREATING C PACKENDORFF J, 1995, SCANDINAVIAN J MANAG, V11, P319 PERROW C, 1967, AM SOCIOL REV, V32, P194 SANCHEZ R, 1996, STRATEGIC MANAGE J, V17, P63 SHENHAR AJ, 1996, RES POLICY, V25, P607 SODERLUND J, 2002, R&D MANAGE, V32, P419 SODERLUND J, 2004, INT J PROJECT MANAGE, V22, P183 SPENDER JC, 1996, STRATEGIC MANAGE J, V17, P45 SPENDER JC, 1996, STRATEGIC MANAGE J, V17, P5 STALK G, 1990, COMPETING TIME THOMPSON JD, 1967, ORG ACTION ULRICH D, 1995, PRODUCT DESIGN DEV WEICK K, 1993, ADM SCI Q, V38, P367 WHEELWRIGHT SC, 1992, REVOLUTIONIZING PROD WHITTINGTON R, 1999, ORGAN SCI, V10, P583 NR 37 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2005 VL 32 IS 3-4 BP 371 EP 387 PG 17 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 954SH UT ISI:000231174600010 ER PT J AU Lichtenthaler, E TI The choice of technology intelligence methods in multinationals: towards a contingency approach SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE technology intelligence; competitive intelligence; business intelligence; technology forecasting; technology monitoring; technology scanning; technology scouting ID STRATEGIC MANAGEMENT; CAPABILITIES; COMPANIES; THREATS; TRENDS; FIRMS AB The effectiveness of technology management is fundamentally influenced by the quality of a firm's technology intelligence process, i.e. the acquisition and assessment of information on technological trends. Although there is a vast literature on different technology intelligence methods, there is a lack of research on the factors influencing the choice of appropriate technology intelligence methods in a specific situation. This paper presents the results of an exploratory case study research in 25 leading European and North American companies in the pharmaceutical, telecommunications equipment and automobile/machinery industries. Major contingency factors of the selection of technology intelligence methods in multinationals are identified and integrated into a contingency-based framework for the use of technology intelligence methods. C1 Swiss Fed Inst Technol, Ctr Enterprise Sci, Grp Technol & Innovat Management, CH-8028 Zurich, Switzerland. RP Lichtenthaler, E, Swiss Fed Inst Technol, Ctr Enterprise Sci, Grp Technol & Innovat Management, Zurichbergstr 18, CH-8028 Zurich, Switzerland. EM lic@bwi.bepr.ethz.ch CR AGUILAR FJ, 1967, SCANNING BUSINESS EN ANSOFF HI, 1975, CALIFORNIA MANAGEMEN, V18, P21 ASHTON WB, 1991, INT J TECHNOL MANAGE, V6, P91 BALACHANDRA R, 1980, TECHNOLOGICAL FORECA, V16, P155 BETTIS RA, 1995, STRATEGIC MANAGEMENT, V16, P5 BROCKHOFF K, 1969, Z BETRIEBSWIRT, V39, P1 BROCKHOFF K, 1991, IND MARKET MANAG, V20, P91 BUCHER P, 2003, THESIS ETH ZURICH COOPER AC, 1976, BUS HORIZONS, V19, P61 DAFT RL, 1988, STRATEGIC MANAGE J, V9, P123 DEGEUS AP, 1988, HARVARD BUS REV, V66, P70 DENNIS AR, 1999, P 32 HAW INT C SYST DURAND R, 2003, STRATEGIC MANAGE J, V24, P821 EDLER J, 2002, R&D MANAGE, V32, P149 EISENHARDT KM, 1989, ACAD MANAGE REV, V14, P532 ERNST H, 1998, J ENG TECHNOL MANAGE, V15, P279 GERSTENFELD A, 1971, J BUS, V44, P10 GERYBADZE A, 1994, R&D MANAGE, V24, P131 GERYBADZE A, 1999, RES POLICY, V28, P253 GUICE J, 1999, RES POLICY, V28, P81 HAUPTMAN O, 1992, TECHNOL FORECAST SOC, V42, P193 HUBER GP, 1991, ORGAN SCI, V2, P88 JOSEPH EC, 1983, THESIS U MINNESOTA KAPPEL TA, 1998, THESIS NW U KLAVANS RA, 1994, COMPETITIVE INTELLIG, V5, P36 KLAVANS RA, 1997, KEEPING ABREAST SCI KODAMA F, 1991, ANAL JAPANESE HIGH T LANGE V, 1994, TECHNOLOGISCHE KONKU LANGLEY A, 1989, ADMIN SCI QUART, V34, P598 LANGLEY A, 1995, SLOAN MANAGE REV, V37, P63 LEONARDBARTON D, 1992, STRATEGIC MANAGE J, V13, P111 LEVARY RR, 1995, IND MANAGE, V37, P14 LICHTENTHALER E, 2000, THESIS ETH ZURICH LICHTENTHALER E, 2002, J ENG TECHN MANAGEME LICHTENTHALER E, 2003, R&D MANAGE, V33, P361 LICHTENTHALER E, 2004, R&D MANAGE, V34, P121 LICHTENTHALER E, 2004, TECHNOL ANAL STRATEG, V16, P197 MARTINO JP, 1992, TECHNOLOGICAL FORECA, V42, P121 MEADE N, 1998, MANAGE SCI, V44, P1115 MISHRA S, 2002, TECHNOL FORECAST SOC, V69, P1 NARIN F, 1992, SCI PUBL POLICY, V19, P369 PEIFFER S, 1992, TECHNOLOGIE FRUHAUFK PFEFFER J, 1978, EXTERNAL CONTROL ORG PORTER AL, 1991, FORECASTING MANAGEME PORTER ME, 1980, COMPETITIVE STRATEGY REGER G, 2001, TECHNOL ANAL STRATEG, V13, P533 SAVIOZ P, 2004, TECHNOLOGY INTELLIGE SCHNAARS SP, 1989, MEGAMISTAKES FORECAS TEECE DJ, 1997, STRATEGIC MANAGE J, V18, P509 TSCHIRKY HP, 1994, R&D MANAGE, V24, P121 TSOUKAS H, 1996, STRATEGIC MANAGE J, V17, P11 UTTERBACK JM, 1975, TECHNOLOGICAL FORECA, V8, P7 WISSEMA JG, 1982, R&D MANAGE, V12, P27 YIN RK, 1989, CASE STUDY RES DESIG NR 54 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2005 VL 32 IS 3-4 BP 388 EP 407 PG 20 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 954SH UT ISI:000231174600011 ER PT J AU Choi, DO Kim, JS TI Productivity measurement and evaluation models with application to a military R&D organisation SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE adjusted static and dynamic productivity index; measurable characteristic variables; military R&D organisation; partial factor productivity measure; productivity evaluation model ID PERFORMANCE; QUALITY AB This paper proposes models which employ a partial factor productivity measure with one input factor and some output factors of productivity measurement and evaluation of an R&D organisation. The partial factor productivity measure is obtained by dividing one input factor into the weighted sum for each output factor. In particular, the productivity evaluation model consists of an adjusted static index or adjusted dynamic index with regression equations for productivity measure through measurable characteristic variables of an R&D organisation. The results obtained using this model can provide a criterion for incentive pay allocation among organisational units for top management. An illustrative application is shown for five military R&D centres and an evaluative comparison is made among centres. Benefits of these models include usefulness in relative evaluation among units in other organisations if the regression equations are properly derived. C1 Agcy Def Dev, Evaluat & Anal Div, Taejon 305600, South Korea. Korea Adv Inst Sci & Technol, Grad Sch Management, Seoul 130012, South Korea. RP Choi, DO, Agcy Def Dev, Evaluat & Anal Div, POB 35, Taejon 305600, South Korea. EM donoh@add.re.kr jskim@kgsm.kaist.ac.kr CR BEAN TJ, 1992, RES TECHNOL MANAGE, V35, P32 BROWN MG, 1988, RES TECHNOL MANAGE, V1, P11 BROWN WB, 1992, IEEE T ENG MANAGE, V39, P325 COLLIER DW, 1977, RES MANAGE, V15, P30 DRAPER NR, 1981, APPL REGRESSION ANAL FRANCIS PH, 1992, RES TECHNOL MANAGE, V35, P16 HAIR JF, 1992, MULTIVARIATE DATA AN KAPLAN RS, 1992, HARVARD BUSINESS JAN, P71 KAPLAN RS, 1993, HARVARD BUSINESS SEP, P134 KAPLAN RS, 1996, HARVARD BUSINESS JAN, P75 KELLER RT, 1982, IEEE T ENG MANAGE, V29, P54 KROGH LC, 1988, RES TECHNOLOGY MANAG, V31, P10 KUMPE T, 1994, RES TECHNOLOGY M JAN, P38 MCGRATH ME, 1994, J PROD INNOVAT MANAG, V11, P213 MEINHART WA, 1989, RES TECHNOL MANAGE, V32, P19 MOSER MR, 1985, RES TECHNOL MANAGE, V28, P5 NETER J, 1983, APPL LINEAR REGRESSI PACKER MB, 1983, RES MANAGEMENT JAN, P48 PAPPAS RA, 1985, RES MANAGE, V28, P15 PATTERSON WC, 1983, RES MANAGE, V26, P23 PORTER JG, 1978, RES MANAGE, V21, P28 RANFTL RM, 1986, RES MANAGE, V29, P11 SATTY TL, 1980, ANAL HIERARCHY PROCE SINK DS, 1984, DEV TAXONOMY PRODUCT, P7 STAHL MJ, 1977, RES MANAGE, V20, P35 STAHL MJ, 1978, IEEE T ENG MANAGET, V25, P20 STEELE LW, 1988, RES TECHNOL MANAGE, V31, P11 SZAKONYI R, 1994, RES TECHNOL MANAGE, V37, P27 SZAKONYI R, 1994, RES TECHNOL MANAGE, V37, P44 TENNER AR, 1991, RES TECHNOL MANAGE, V34, P27 VINCENT HF, 1972, IEEE T ENG MANAGE, V19, P45 WHELAN JM, 1976, RES MANAGE, V19, P14 WHITLEY R, 1971, HUM RELAT, V24, P161 NR 33 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2005 VL 32 IS 3-4 BP 408 EP 436 PG 29 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 954SH UT ISI:000231174600012 ER PT J AU Scandizzo, PL TI Financing technology: an assessment of theory and practice SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE innovation; finance; growth; new economy; risk evaluation; credit supply; Arab countries; government policies; science and technology parks ID SMALL BUSINESS FINANCE; INVESTMENT; INVENTIONS; FIRM AB Financing technology poses a special challenge to economic institutions for several reasons. First, the uncertainty surrounding all the investment decisions is particularly acute and pervasive in the case of R&D, as well as developing and testing process and product innovation. Second, while the banks appear to have an important role to play, for many types of innovative businesses, they cannot be the sole source of financing, Third, technology ventures appear to face a basic trade off between profit and growth, which may be exacerbated by a difficult relationship with a credit institution. The paper examines these questions both theoretically and empirically, focusing on the US market as the leading financial centre capable of providing imaginative solutions and on the Arab countries as a case study of developing economies facing a financial and institutional constraints. C1 Univ Roma Tor Vergata, Fac Econ, Dep Sefemeq, I-00133 Rome, Italy. RP Scandizzo, PL, Univ Roma Tor Vergata, Fac Econ, Dep Sefemeq, Via Columbia 2, I-00133 Rome, Italy. EM scandizzo@uniroma2.it CR ANG JS, 1995, J SMALL BUSINESS FIN, V4, P197 ANTON JJ, 1994, AM ECON REV, V84, P190 AOKI M, 1997, 97011 STANF U DEP EC ARROW KJ, 1962, RATE DIRECTION INVEN ARROW KJ, 1970, ESSAYS THEORY RISK B AVERY RB, 1998, J BANK FINANC, V22, P1019 BAIN JS, 1951, Q J ECON, V65, P293 BERGER AN, 1998, J BANK FINANC, V22, P613 BERKOVITCH E, 1990, J FINANC, V45, P765 BHATTACHARYA S, 1983, REV ECON STUD, V207, P197 BOOT AW, 1994, J ECON THEORY, V38, P211 BORCH K, 1963, EC UNCERTAINTY BORNHEIM SP, 1998, SMALL BUS ECON, V10, P327 BOTTIGLIA R, 1984, POLITICA PRESTITI VA BROUWER M, 1998, SMALL BUS ECON, V10, P333 BROWN W, 1997, R D INTENSITY FINANC, V271 CARPENTER RE, 1995, 3 FINANCING CONSTRAI COBHAM A, 1999, FINANCING TECHNOLOGY, V24 FREIMER M, 1965, REV EC STAT AUG, P268 GREENWALD B, 1990, UNPUB IMPERFECT CAPI GUISO L, 1997, FINANCE INVESTMENT I, P275 HALL B, 1992, BOOKING PAPERS EC AC, V1, P85 HAMBURG D, 1966, ESSAYS EC RES DEV HAO KY, 1993, EC INNOVATION NEW TE, V2, P275 HARON HS, 1999, COMP STUDY ISLAMIC B HART O, 1987, ADV EC THEORY HICKS JR, 1969, THEORY EC HIST HIMMELBERG CP, 1994, REV ECON STAT, V76, P38 HODGMAN D, 1960, Q J EC MAY, P258 JAFFEE DM, 1976, Q J ECON, V90, P651 JENSEN MC, 1976, J FINANC ECON, V3, P305 KLETZER KH, 1989, EC J JUN KORTUM S, 1998, WORKING PAPER NATL B, V6846 LAMBORGHINI B, 1990, RIV POLITICA EC MAY, P120 LANG LHP, 1994, J POLITICAL EC, V6 LEVINE R, 1995, STOCK MARKETS BANKS LINCHTENBERG FR, 1991, J REGULATORY EC, V6 LINCHTENBERG FR, 1992, J EC BEHAV ORG AUG LIPPMAN SA, 1982, BELL J EC AUG MULLER DC, 1967, Q J ECON, V2, P395 MULLER DC, 1977, ECONOMICA NOV MULLER DC, 1983, DETERMINANTS PERSIST MYERS SC, 1977, J FINANC ECON, V5, P147 PETERSEN MA, 1994, J FINANC, V49, P3 PORTER ME, 1987, HARVARD BUSINESS MAY RAVENSCRAFT DJ, 1983, AM EC REV, V75 RAVENSCRAFT DJ, 1983, REV EC STAT FEB REEKIE WD, 1995, MANAGERIAL EC SAH E, 1984, WORKING PAPER NATL B, V1334 SCANDIZZO PL, 1997, FINANCE INVESTMENT I, P393 SCHERER FM, 1965, AM ECON REV, V55, P1097 SCHRER FM, 1980, IND MARKET STRUCTURE STIGLITZ J, 1983, AM EC REV DEC STIGLITZ J, 1993, WORKING PAPER NATL B, V4286 STIGLITZ JE, 1981, AM ECON REV, V71, P3 WEISS LW, 1974, IND CONCENTRATION NE WOOD A, 1979, TEORIA PROFITTI NR 57 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2005 VL 32 IS 1-2 BP 1 EP 33 PG 33 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 943HL UT ISI:000230344000001 ER PT J AU Mastakar, N Bowonder, B TI Transformation of an entrepreneurial firm to a global service provider: the case study of Infosys SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE globalisation; collective ownership; information technology industry; end-to-end services AB Infosys today is the benchmark in the Indian Information and Technology Industry. The company has emerged from a normal 'Body-Shopping' outfit to an End-To-End solution provider through a strong process orientation and an enabling culture. It is on the threshold of breaking into the big league and become a recognised IT servicing outfit on a global scale. The company has installed quality systems and processes which are benchmarks today in the IT services sector. Training and development offered at Infosys is world-class, the ESOPs are offered for sustaining the employee motivation, which is the main reason for Infosys being regarded as the 'Best Employer in India'. It is also one of the few organisations in India, which is using economic value added (EVA) as a tool for performance measurement. The core values inculcated by the top management and its vision to excel will drive its growth in the coming future and make Infosys a global player in IT consulting and servicing arena. Core values, process driven business and customer retention make it sustain its competitiveness. The three major business processes that give it an identity are global delivery model, in-flux business model and quality systems. The three soft elements that helped Infosys to grow are organisational attributes such as open-culture, internal commitment and entrepreneurial orientation. These cultural elements and the process orientation made Infosys a reputed organisation through its philosophy: 'Under promise and over deliver', leading to customer satisfaction and customer retention. C1 Tata Management Training Ctr, Pune 411001, Maharashtra, India. RP Mastakar, N, Tata Management Training Ctr, Pune 1,Mangaldas Rd, Pune 411001, Maharashtra, India. EM nrupesh@tata.com bowonder@tata.com NR 0 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2005 VL 32 IS 1-2 BP 34 EP 56 PG 23 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 943HL UT ISI:000230344000002 ER PT J AU Morel, L Guidat, C TI Innovation in engineering education: a French sample of design and continuous updating of an engineering school to industrial needs SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE innovation; education; value analysis; continuous updating AB The ENSGSI (National School of Industrial Engineering) was founded in 1993 and drives this new approach to training engineers. Cooperation with the economic environment is organised around three actions: accompanying industrial change within regional SMEs proposing actions to accompany the sparking of innovation in major industries as well as in service sectors such as health structuring the management of complex local government projects. This paper will present how the evolution in industrial and economic demand regarding the question of innovation, as well as the consideration of this in the orientation of a French laboratory's research projects, contributed to reducing the gap between corporate requirements for a new type of engineer and the capacity of engineering schools to meet this demand. We will present the methods used both to design the school and to build our teaching referential which ensures a process of permanent adjustment to market needs. C1 ENSGSI, F-54000 Nancy, France. RP Morel, L, ENSGSI, 8 Rue Bastien Lepage, F-54000 Nancy, France. EM laure.morel@ensgsi.inpl-nancy.fr Claudine.Guidat@ensgsi.inpl-nancy.fr CR *EUR COMM, 1995, VAL MAN HDB ARGYRIS C, 1995, SAVOIR AGIR SURMONTE MEINADIER JP, 1998, INGENIERIE INTEGRATI MOREL L, 1998, THESIS I NATL POLYTE MOREL L, 1999, 8 INT C MAN TECHN IA, P8 SENGE P, 1991, 15 DISCIPLINE NR 6 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2005 VL 32 IS 1-2 BP 57 EP 72 PG 16 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 943HL UT ISI:000230344000003 ER PT J AU Prasanth, S TI Management of technology in an SME: a case study of Hind High Vacuum Co. Pvt. Ltd. SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE product development; innovation; technology management; market development; entrepreneurship; SMEs AB Vacuum technology is a critical technology. Hind High Vacuum Co. Pvt. Ltd. started as an entrepreneurial venture to produce simple vacuum equipments. It has grown into a medium sized company focusing on innovations. The initial phase was a product development phase involving learning and credibility building. In the subsequent phase, there was deepening of technological capability and later the market expansion stage emerged. In the later phase the focus on building systems and taking up complex tasks. In the first phase the challenge was learning and credibility building. In the second phase, developing processes for quality manufacturing. In the current phase the focus has been on developing complex and innovative systems. The main reasons for the success of HHV has been its entrepreneurial orientation, continuous seeking of challenging opportunities and close relationship with users. Understanding user needs and developing systems closely with the users have been the main features of the success. The success of any entrepreneurial firm is: look beyond the entrepreneurship and grow financially through balancing business growth, innovation and risk. C1 Hindhivac Pvt Ltd, Peenya Ind Area, Bangalore 560058, Karnataka, India. RP Prasanth, S, Hindhivac Pvt Ltd, Peenya Ind Area, Site 17,Phase 1, Bangalore 560058, Karnataka, India. EM prasanth@hindhivac.com NR 0 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2005 VL 32 IS 1-2 BP 73 EP 87 PG 15 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 943HL UT ISI:000230344000004 ER PT J AU Khalil, TM Ezzat, HA TI Management of technology and responsive policies in a new economy SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE technology management; competitiveness; wealth creation; human resource development in developing countries; policies in support of developing economies; technology policy AB Proper management of technology is what creates wealth for nations, companies, and individuals. It forms the foundation for economic growth and determines national and organisational competitiveness, particularly in an increasingly global and fiercely competitive marketplace. The distinction between developed and developing economies ties primarily in the ability to effectively manage resources and technological assets. In order for developing countries to avoid being marginalised, they must formulate strong public policy, and their companies must improve the way they manage technology and innovation. This paper discusses globalisation, competitiveness, and the risk of marginalisation of developing nations in the emerging new economy. It also discusses the responses in public policy needed, with emphasis on human resource development. C1 Int Assoc Management Technol, Coral Gables, FL 33124 USA. Gen Motors, Powertrain Syst Res Lab, R&D Ctr, Warren, MI 48090 USA. RP Khalil, TM, Int Assoc Management Technol, POB 248294, Coral Gables, FL 33124 USA. EM tkhalil@miami.edu hazem.a.ezzat@gm.com CR *COUNC COMP, 1995, COMP IND *NAT RES COUNC, 1987, MANAGEMENT TECHNOLOG *WORLD BANK, 1999, WORLD DEV REP KNOWL BERMAN EM, 1992, INT J TECHNOL MANAGE, V7, P347 BETZ F, 1995, TECHNOLOGY MANAGEMEN, V1, P242 CADBURY A, 1995, MANAGEMENT TECHNOLOG KHALIL T, 2000, MANAGEMENT TECHNOLOG KHALIL TM, 1993, PRODUCTIVITY QUALITY KHALIL TM, 1998, MANAGEMENT TECHNOLOG KHALIL TM, 2001, MANAGEMENT TECHNOLOG WONG PK, 1995, MANAGEMENT TECHNOLOG NR 11 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2005 VL 32 IS 1-2 BP 88 EP 111 PG 24 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 943HL UT ISI:000230344000005 ER PT J AU Bennett, D Vaidya, K TI Meeting technology needs of enterprises for national competitiveness SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE technology transfer; industrial development; Asia; China; Arab countries; competitiveness AB This paper addresses the question of how enterprises can improve their competitiveness through the acquisition and development of technology, and hence how countries are able to raise the level of industrial development and grow their GDP. It takes the example of East Asia to demonstrate how fast economic growth can be achieved through the 'stages' approach to technology acquisition and development. It also provides some case studies of technology transfer to China as a means of illustrating how successful transfer can be achieved and the problems that can be encountered. Finally, some comparisons are made with, and among, the Arab countries and an attempt is made to draw some lessons for the development of the Arab world from experiences gained elsewhere. C1 Aston Univ, Aston Business Sch, Birmingham B4 7ET, W Midlands, England. RP Bennett, D, Aston Univ, Aston Business Sch, Birmingham B4 7ET, W Midlands, England. EM d.j.bennett@aston.ac.uk k.g.vaidya@aston.ac.uk CR *CIA, 2000, WORLD FACTB *EU, 2001, INF NOT EUR PARTN *EUR COMM, 1994, IND COMP POL EUR UN *OECD, 1992, TECHN EC KEY REL *OECD, 1996, REV NAT SCI TECHN PO *OFF TECHN ASS, 1984, TECHN TRANSF MIDDL E *UNCAT, 2000, UN C TRAD DEV UN GEN *UNCTAD, 1978, TECHN TRANSF CHAN AR *US SAUD AR BUS CO, 2001, ONG JOINT VENT OPP *WTEC, 1997, EL MAN PAC RIM PAN R ABDALLAH AF, 1999, CIVILISATION MODERN AMSDEN AH, 1988, COLUMBIA J WORLD SPR AMSDEN AH, 1989, ASIAS NEXT GIANT S K BELDERBOS RA, 1997, JAPANESE ELECT MULTI BENNETT D, 1997, TECHNOLOGY MANAGEMEN, V3 BENNETT DJ, 1996, MANAGEMENT TECHNOLOG, V5 BENNETT DJ, 1997, BRIT AC MAN ANN C SE BENNETT DJ, 1999, CHINA EUROPEAN EC SE DARWISH AY, 1999, CIVILISATION MODERN DETONI A, 1992, INT J OPERATIONS PRO, V12 DUNNING JH, 1991, STRATEGIC MANAGEMENT EVANGELISTA R, 1998, INT J EC BUSINESS, V5 FREEMAN C, 1987, TECHNOLOGY POLICY EC HE J, 1998, P 2 INT S MAN TECHN HEGASY S, 1999, CIVILISATION MODERN HUANG FZ, 2001, CURR BIOL, V11, P1 JOMO KS, 1999, IND TECHNOLOGY DEV M KOGUT B, 1993, J INT BUSINESS STUDI, V24 KRUGMAN P, 1994, FOREIGN AFFAIRS, V73 LALL S, 1992, WORLD DEV, V20 LAN P, 1996, J EUROMARKETING, V4 LEE P, 1997, TELECOMMUNICATIONS D LEONARDBARTON D, 1990, TECHNOLOGY TRANSFER MAEENA K, 1997, ARAB NEWS 0902 NELSON R, 1992, CALIFORNIA MANAGEMEN, V34 NEVENS TM, 1990, HARVARD BUSINESS MAY NIAZI K, 1996, QUALITY MANAGEMENT I PORTER ME, 1990, COMPETITIVE ADVANTAG SAICH T, 1989, CHINAS SCI POLICY 80 SHENKAR O, 1987, ACAD MANAGEMENT REV, V12 SHI Y, 1998, CHINESE FIRMS TECHNO THOBURN J, 1995, CHINA 1990S WADE R, 1990, GOVT MARKET WU X, 1997, BUSINESS RELATIONSHI YOUSSEF SM, 1999, CIVILISATION MODERN ZAHLAN AB, 1978, TECHNOLOGY TRANSFER ZHU FD, 1995, TECHNOLOGY MANAGEMEN, V2 ZINELDIN M, 1998, MIDDLE E GLOBALI AUG ZURIEK ET, 1978, TECHNOLOGY TRANSFER NR 49 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2005 VL 32 IS 1-2 BP 112 EP 153 PG 42 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 943HL UT ISI:000230344000006 ER PT J AU Kondo, M TI Networking for technology acquisition and transfer SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE networking; technology strategy; technology transfer; technology acquisition; developing countries; knowledge; university-industry collaboration; FDI; OEM; licensing AB Technology changes the paradigm of economic activities and networking. Because of technological changes, market competition becomes wider and harder and networking becomes more international, inter-sectoral and inter-institutional. Technology also changes the mode of technology transfer and technology strategy. Technology transfer becomes easier and more formal since some portion of tacit knowledge is codified and stored in software. Technology strategy at the national level places more emphasis on private sector initiative; and at the corporate level it becomes more comprehensive including the functions from procurement to marketing. International networking is important especially for developing countries. Its means range from foreign direct investment (FDI) to licensing. A suitable means depends on the conditions of a recipient country. In addition, technology assimilation and domestic diffusion is necessary for full use of acquired technology. Further, domestic networking among industry, universities and public research institutes is necessary to utilise all technological capability for industrial development. C1 Yokohama Natl Univ, Grad Sch Environm & Informat Sci, Hodogaya Ku, Yokohama, Kanagawa 2408501, Japan. RP Kondo, M, Yokohama Natl Univ, Grad Sch Environm & Informat Sci, Hodogaya Ku, 79-7 Tokiwadai, Yokohama, Kanagawa 2408501, Japan. EM mkondo@ynu.ac.jp CR *AIST, 1963, WHIT PAP IND TECHN G *DTI, 2000, UK COMP IND 1999 *JITA, 1986, KENK KAIH NI OK YUK *MITI, 1998, TRENDS FUT TASKS IND *SMALL MED ENT AG, 1998, WHIT PAP SMALL MED E *WORLD BANK, 1991, WORLD DEV REP WDR BJERKE B, 2000, BUSINESS LEADERSHIP DAHLMAN C, 1995, TRADE TECHNOLOGY INT, P155 DAHLMAN CJ, 1990, TECHNOLOGY STRATEGY HOBDAY M, 1997, KIST SCI TECHN POL I KENNETH P, 1999, IND KNOWLEDGE, P102 KIM L, 1997, IMITATION INNOVATION KIM LS, 1992, RES POLICY, V21, P437 KODAMA F, 1991, EMERGING PATTERNS IN KONDO M, 1995, J SCI POLICY RES MAN, V10, P193 KONDO M, 1998, DISCUSSION PAPER SER, V13 KONDO M, 1999, TECHNOLOGY COMPETITI, P199 KRUGMAN P, 1994, FOREIGN AFFAIRS NOV KUSUNOKI K, 1997, INNOVATION JAPAN, P173 NR 19 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2005 VL 32 IS 1-2 BP 154 EP 175 PG 22 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 943HL UT ISI:000230344000007 ER PT J AU Bowonder, B Mastakar, N TI Strategic business leadership through innovation and globalisation: a case study of Ranbaxy Limited SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE globalisation; strategic alliances; leadership; pharmaceutical industry; innovation AB Ranbaxy Laboratories Ltd. (RLL) is the largest pharmaceutical company incorporated in India. It is also amongst the top league globally and is ranked 9th largest generic company worldwide. Ranbaxy is also credited with the tag of true Indian multinational. The company traces its roots to a chemist shop in Delhi. It is one of the first Indian pharmaceutical company to start a joint venture abroad. Rapid growth of Ranbaxy is attributed mainly to its focused research and joint ventures in India and abroad. It is also innovation and market driven, with a strong distribution network. The company was able to grow successfully in highly competitive markets. In the current business scenario, Ranbaxy is focusing on innovation, alliances, mergers and globalisation to achieve its long-term vision of becoming a global pharmaceutical giant with a turnover of $1 billion by 2004. The fruits of such efforts are evident in the latest financial result, as a large chunk of its income comes from new products and exports of generics. The growth of Ranbaxy can be attributed to its ability to identify good windows of opportunity and its ability to grow by leveraging innovation, regulatory knowledge and alliances. C1 Tata Management Training Ctr, Pune 411011, Maharashtra, India. RP Bowonder, B, Tata Management Training Ctr, 1 Mangaldas Rd, Pune 411011, Maharashtra, India. EM bowonder@tata.com nrupesh@tata.com NR 0 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2005 VL 32 IS 1-2 BP 176 EP 198 PG 23 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 943HL UT ISI:000230344000008 ER PT J AU Maini, CK TI REVA Electric car: a case study of innovation at RECC SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE electric car; innovation; vision; alliances; technology planning AB High levels of pollution in urban areas have forced automobile companies to think innovative ways of manufacturing vehicles to mitigate pollution. As a result, development of electric vehicles has gained acceptance worldwide. With innovation as the primary motto, REVA, India's first electric car was developed and commercialised by REVA Electric Car Company (RECC), a joint venture of Maini Group in India and AEV LLC of California, USA. Supports in different forms have helped the company to carve a niche for itself in the domestic as well as in the global market. RECC's strategy is to sustain its competitiveness and apply continuous improvement as a design philosophy. Though electric vehicle technology is at a nascent stage in India, but RECC definitely sees a long and bright future for electric vehicles in India. RECC will continue to strive towards its vision of establishing a tradition of excellence and leadership in environment friendly urban transportation by offering the best value and highest quality electric vehicles for city mobility. Strong orientation towards R&D, technology planning and quality together with a highly motivated and dynamic team, RECC has the potential to become global. Clearly defined vision, leadership in innovation and a quest for excellence have been the key to the success of the concept and incessant driving force behind RECC. C1 REVA Elect Car Co Pvt Ltd, Bommasandra Ind Area, Bangalore 560099, Karnataka, India. RP Maini, CK, REVA Elect Car Co Pvt Ltd, Bommasandra Ind Area, 122 E, Bangalore 560099, Karnataka, India. EM cmaini@reva-ev.com CR *BUS WORLD NID DES, 2003, CAT BEST AUT DES 200 *DEV PROD START UP, EVS 16 16 INT EL VEH RISHIKESHA TK, REVA DRIVING TECHNOL RISHIKESHA TK, 2002, EC POLITICAL WE 0511 NR 4 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2005 VL 32 IS 1-2 BP 199 EP 212 PG 14 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 943HL UT ISI:000230344000009 ER PT J AU Awny, MM TI Technology transfer and implementation processes in developing countries SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE developing countries; technology management; technology acquisition AB In their struggle to survive, enterprises in developing countries are rushing to keep abreast with the technological advancements. As the indigenous technological capabilities of developing countries are weak by default, they intend to import technology internationally. Experience showed that, in doing so, a number of obstacles might render the technology acquisition process by them, less effective, or even sometimes, a failure economically and/or technically. Cases in developing countries show that the technological capabilities of the technology recipient country are a decisive factor in successfully transferring and absorbing of the particular technology. Many other factors affect the process, such as education, culture, legislations, enabling environment, etc. Building the indigenous technological capabilities should be the ultimate goal of the development countries in order to cope with the aggressive competing world. Government of developing countries should review their strategic plans in order to consider the fast moving technology advancements. C1 Arabian Gulf Univ, Coll Grad Studies, Manama, Bahrain. RP Awny, MM, Arabian Gulf Univ, Coll Grad Studies, Manama, Bahrain. EM mohdma@agu.edu.bh CR *UNDO, 2003, COMP INN LEARN ALRUMAIHI F, 1994, THESIS U MANCHESTER AWNY MM, 1998, 7 INT C MAN TECHN IA ELKHOLY OA, 1979, EXP GROUP M TECHN DE GALAL EE, 1997, BRIDGING SCI TECHNOL HALBAWI Y, 1992, TECHNOLOGY ARAB HOME TAVARES R, 2002, UNIDO WORKSH INTR TE NR 7 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2005 VL 32 IS 1-2 BP 213 EP 220 PG 8 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 943HL UT ISI:000230344000010 ER PT J AU Autier, F Picq, T TI Is the resource-based 'view' a useful perspective for SHRM research? The case of the video game industry SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE SHRM; RBV; video games ID MANAGEMENT; ASSETS; FIRM AB The purpose of this paper is to present the results of an exploratory empirical research carried out in 2001-2002, amongst 20 firms in the French video game industry. The objective of this research was to analyse the SHRM of these companies and to test the relevance of the Resource Based View of the firm, which states that Human Resources are all the more crucial for a given firm as they are specific, non imitable and socially complex (Coff, R. (1997) Academy of Management Review, Vol. 22, No. 2, pp.374-402.). On the basis of semi-directive interviews of HR operators, the stake was to characterise the HR practices of each company in connection with its strategy and development stage. We thus obtained a snapshot of SHRM's various profiles existing in this sector. We further analyse the possible rationales to explain a paradoxical finding: video games companies, as they grow, tend to get rid of their specific, socially complex and causally ambiguous assets (namely the creative skills) in favour of more generic set of skills (namely, the management skills). C1 EM Lyon, F-69132 Lyon, France. RP Autier, F, EM Lyon, 23 Ave Guy Collongues,BP 174, F-69132 Lyon, France. EM autier@em-lyon.com picq@em-lyon.com CR *ECOSIP, 1993, ECONOMICA AMIT R, 1993, STRATEGIC MANAGE J, V14, P33 AUTIER F, 1999, THESIS HEC PARIS BARNEY J, 1991, J MANAGE, V17, P99 BARNEY JB, 1986, MANAGE SCI, V32, P1231 BARNEY JB, 2001, ACAD MANAGE REV, V26, P41 COFF RW, 1997, ACAD MANAGE REV, V22, P374 DEBOISLANDELLE JM, 1998, GESTION RESSOURCES H DEFILLIPI R, 1998, CALIFORNIA MANAGEMEN, V40 DJELIC ML, 1999, ORG SCI, V10 DOUGHERTY D, 1992, ORG SCI MAY, V3 DOUGHERTY D, 1995, CALIFORNIA MANAGEMEN, V36, P1120 DUNCAN RB, 1976, MANAGEMENT ORG DESIG GALUNIC DC, 2000, ORGAN SCI, V11, P1 GRENIER LE, 1998, HARVARD BUSINESS MAY, P55 HITT MA, 2001, ACAD MANAGE J, V44, P13 JELINEK M, 1990, INNOVATION MARATHON JOLLY D, 1999, MANAGEMENT CONJONCTU JOLLY M, 1997, AFNOR LAMPEL J, 2000, ORG SCI MAY LEPAK DP, 1999, ACAD MANAGE REV, V24, P31 LIPPMAN SA, 1982, BELL J ECON, V13, P418 MILLER D, 1996, ACAD MANAGEMENT JUN PICQ T, 1999, DUNOD SNELL SA, 1996, RES PERS H, V14, P61 TUSHMAN M, 1997, WINNING INNOVATION VANDEVEN AH, 1986, MANAGEMENT SCI, V32 WERNERFELT B, 1984, STRATEGIC MANAGE J, V5, P171 WRIGHT PM, 1992, J MANAGE, V18, P295 WRIGHT PM, 1998, ACAD MANAGE REV, V23, P756 NR 30 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2005 VL 31 IS 3-4 BP 204 EP 221 PG 18 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 930DQ UT ISI:000229396400002 ER PT J AU Tremblay, M Chenevert, D TI The effectiveness of compensation strategies in international technology intensive firms SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE compensation strategies and policies; high technology; international compensation ID EMPLOYEE-BENEFIT SATISFACTION; DETERMINANTS; PAY; PERFORMANCE AB The dilemma between cultural and sector predictors of compensation policies is more important than ever in a context of internationalisation. If relations between sectors of activity and compensation practices are well established in a single country, international comparisons are less common. In contrast with the strategic human resource perspective, whereby human resource managers have high autonomy in alignment of human resources with various business contingencies, such as strategy and structure [1], institutional pressures in a particular country somewhat limit firms' power to adopt well-established international compensation policies. Based on data from 602 large firms in three countries (Canada, France, Great Britain) this study demonstrates that country is a more appropriate level of analysis than the high technology sector in understanding compensation policies. However, the results show that several compensation strategies are more adapted to firms in high technology environments. C1 HEC Montreal, Montreal, PQ H3T 2A7, Canada. RP Tremblay, M, HEC Montreal, 3000 Chemin Cote St Catherine, Montreal, PQ H3T 2A7, Canada. EM Michel.Tremblay@hec.ca Denis.Chenevert@hec.ca CR APELBAUM SH, 1991, INT J MANPOWER, V12 ARTHUR JB, 1994, ACAD MANAGE J, V37, P670 BALKIN DB, 1984, PERS PSYCHOL, V37, P635 BALKIN DB, 1990, STRATEGIC MANAGE J, V11, P153 BALKIN DB, 1993, J OCCUP ORGAN PSYCH, V66, P139 BLOOM M, 1999, RES PERSONNEL HUMA S, V4, P283 BREWSTER C, 1997, EMPLOYEE RELATIONS, V19, P596 CARDY RL, 1995, J HIGH TECHNOLOGY MA, V6, P261 DEMMING WE, 1986, OUT CRISIS DIAZ MD, 1997, J HIGH TECHNOLOGY MA, V8, P301 FERNER A, 1998, INT J HUM RESOUR MAN, V9, P710 FOSSUM JA, 1997, HUMAN RESOURCE MAN 3, P111 GERHART G, 2000, COMPENSATION ORG, P151 GOMEZMEJIA L, 1990, J HIGH TECHNOLOGY MA, V1, P107 GOMEZMEJIA L, 1992, SW SERIES HUMAN RESO GOMEZMEJIA LR, 1988, HUMAN RESOURCE PLANN, V11, P173 GOMEZMEJIA LR, 1989, IND RELAT, V28, P431 GOMEZMEJIA LR, 1990, ORGAN DYN, V18, P62 GOMEZMEJIA LR, 1992, STRATEGIC MANAGE J, V13, P381 GOODERHAM PN, 1999, ADMIN SCI QUART, V44, P507 MILKOVICH GT, 1988, RES PERSONNEL HUMAN, V6, P263 MILKOVICH GT, 1996, COMPENSATION MONTEMAYOR EF, 1996, J MANAGE, V22, P889 ROBERTS KH, 1990, MANAGING COMPLEXITY, P146 ROJAGOPALAN N, 1996, STRATEGIC MANAGEMENT, V18, P761 SCHOONHOVEN CB, 1990, MANAGING COMPLEXITY, P90 SIRE B, 1999, REF FRANCAISE GE NOV, P129 SIRE B, 2000, 2000 AC MAN M AUG TO TREMBLAY M, 1998, HUM RELAT, V51, P667 TREMBLAY M, 2000, GROUP ORGAN MANAGE, V25, P269 NR 30 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2005 VL 31 IS 3-4 BP 222 EP 239 PG 18 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 930DQ UT ISI:000229396400003 ER PT J AU Delorme, M Cloutier, LM TI The growth of Quebec's biotechnology firms and the implications of underinvestment in strategic competencies SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE human resources competencies; biotechnology; capacities; growth management AB This paper examines the problem of human resources access for biotechnology firms in Quebec. The results of a survey conducted with 124 biotechnology firm managers document that access to human resources is a sizable challenge, the second most important issue facing these firms, after financing. The results further indicate that while firm managers are preoccupied by the skills and competencies of human resources, and recognise its importance; the scarcity of available headcount in the market, coupled with firm growth management imperatives, are a key limiting factor in the development of the firms' competencies. In this study, a strategic competence model is applied to understand the contribution of human resources to the management process of biotechnology firms. In particular, we formulate the working hypothesis that firms engage in fierce competition in the input market for scientific, technological, and management competencies. A systems archetype is used to illustrate the tradeoff between short-term financial priorities and the need for capacity building, whose 'tangible' benefits will only be measured in the long term. C1 Univ Quebec, Sch Management, Dept Management & Technol, Montreal, PQ H2X 3X2, Canada. Univ Quebec, Sch Management, Montreal, PQ H2X 3J6, Canada. RP Delorme, M, Univ Quebec, Sch Management, Dept Management & Technol, 315 St Catherine E, Montreal, PQ H2X 3X2, Canada. EM delorme.michel@uqam.ca cloutier.martin@uqam.ca CR *BHRC, U PROGR TRAIN AIM SP *IND CAN, 2000, PATHW GROWTH OPP BIO *PAG CONS GROUP IN, 1996, BAT MAINT AV ET RESS ARGYRIS C, 1978, ORG LEARNING THEORY AUBRET J, 2002, MANAGEMENT COMPETENC BENOITBROWAEYS D, 2002, BIOFUTUR MAR, P58 BENOITBROWAEYS D, 2002, BIOFUTUR, V219, P48 BRAUN W, 2002, SYSTEM ARCHETYPES CLOUTIER LM, 2002, REV GESTION, V28, P221 CLOUTIER LM, 2002, SYSTEMS VIEW RESOURC, P57 DELORME M, 2001, ELABORATION MODELE C DELORME M, 2001, ESTIMATION CLIENTELE DIERICKX I, 1989, MANAGE SCI, V35, P1504 KAPLAN RS, 2001, COMMENT UTILISER TAB MINTZBERG H, 1982, STRUCTURE DYNAMIQUE NIOSI J, 2002, BIOTECHNOLOGIE IND Q OLIVER RW, 1999, COMING BIOTECH AGE B PORTER ME, 1994, FUNDAMENTAL ISSUES S, P423 SAIVES AL, 2002, BIOTECHNOLOGIE IND Q, P79 SANCHEZ R, 1996, DYNAMICS COMPETENCE, P39 SANCHEZ R, 2002, SYSTEMS PERSPECTIVES, P71 SENGE PM, 1990, 5 DISCIPLINE STERMAN JD, 2000, BUSINESS DYNAMICS THOMASSIN PJ, 2001, J ECON ISSUES, V35, P323 ULRICH D, 1998, HARVARD BUS REV, V76, P124 WARREN K, 2002, COMPETITIVE STRATEGY NR 26 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2005 VL 31 IS 3-4 BP 240 EP 255 PG 16 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 930DQ UT ISI:000229396400004 ER PT J AU Hayton, JC Zahra, SA TI Venture team human capital and absorptive capacity in high technology new ventures SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE human capital; top management team; absorptive capacity; venturing; alliances; acquisitions. ID INTERNATIONAL-JOINT-VENTURES; CORPORATE ENTREPRENEURSHIP; FINANCIAL PERFORMANCE; STRATEGIC ALLIANCES; CONTEXTUAL FACTORS; TOP MANAGEMENT; INNOVATION; KNOWLEDGE; INDUSTRY; IMPACT AB In high technology environments, rapid technological change means that the value of a firm's existing knowledge is quickly eroded. In order to acquire needed capabilities, high technology new ventures engage in venturing strategies such as acquisitions and joint ventures. The top management team is an important source of inherited knowledge for these ventures and therefore influences their absorptive capacity. We hypothesise that high technology new ventures' ability to learn through venturing activities is influenced by their top management teams' human capital. This study analyses the human capital characteristics of the top management teams of 340 high technology new ventures from the USA. It is found that human capital diversity of the top management teams moderates the relationship between venturing activities and innovation and financial performance in these ventures. In contrast, the level of human capital has no effect. The implications for management practice and future research are discussed. C1 Utah State Univ, Coll Business, Dept Management & Human Resources, Logan, UT 84322 USA. Babson Coll, Arthur M Blank Ctr Enterpreneurship, Babson Pk, MA 02457 USA. RP Hayton, JC, Utah State Univ, Coll Business, Dept Management & Human Resources, 3555 Old Main Hill, Logan, UT 84322 USA. EM jhayton@b202.usu.edu szahra@babson.edu CR AMABILE TM, 1983, SOCIAL PSYCHOL CREAT AUDIA PG, 2000, ACAD MANAGE J, V43, P837 BANTEL KA, 1989, STRATEGIC MANAGE J, V10, P107 BEATTY RP, 1994, ADMIN SCI QUART, V39, P313 BEINHOCKER ED, 1999, SLOAN MANAGE REV, V40, P95 BLAU PM, 1977, INEQUALITY HETEROGEN BOWER GH, 1981, THEOERIES LEARNING BROWN JS, 1998, CALIF MANAGE REV, V40, P90 BROWN LA, 1991, CYTOPATHOLOGY, V2, P1 COHEN WM, 1990, ADMIN SCI QUART, V35, P128 COOPER AC, 1986, J BUSINESS VENTURING, V1, P247 COVIN JG, 1989, STRATEGIC MANAGE J, V10, P75 DEEDS DL, 1997, J BUS VENTURING, V12, P31 DEVOL R, 1999, AM HIGH TECH EC GROW DODGSON M, 1993, TECHNOLOGY COLLABORA GAMBARDELLA A, 1992, RES POLICY, V21, P391 GUTH WD, 1990, STRATEGIC MANAGE J, V11, P5 GUZZO RA, 1992, HDB IND ORG PSYCHOL, V2 HAGEDOORN J, 1993, STRATEGIC MANAGE J, V14, P371 HAMBRICK DC, 1984, ACAD MANAGE REV, V9, P193 HAMEL G, 1991, STRATEGIC MANAGE J, V12, P83 HARGADON AB, 2002, RES ORGAN BEHAV, V21, P41 HASTINGS DF, 1999, HARVARD BUS REV, V77, P162 HENDERSON R, 1994, STRATEGIC MANAGE J, V15, P63 HUBER GP, 1991, ORGAN SCI, V2, P88 HUSELID MA, 1995, ACAD MANAGE J, V38, P635 JONES AP, 1983, ACAD MANAGE J, V26, P507 KIMBERLY JR, 1981, ACAD MANAGE J, V24, P689 KODAMA F, 1992, HARVARD BUSINESS JUL, P70 KOESTLER A, 1966, ACT CREATION KOTABE M, 1995, STRATEGIC MANAGE J, V16, P621 LANE PJ, 1998, STRATEGIC MANAGE J, V19, P461 LIU XL, 1997, TECHNOVATION, V17, P119 LYLES MA, 1996, J INT BUS STUD, V27, P877 MANDEL MJ, 2000, BUS WEEK 1009, P172 MARCH JG, 1991, ORGAN SCI, V2, P71 MCGEE JE, 1994, J BUS VENTURING, V9, P33 MCGRATH RG, 1994, J BUS VENTURING, V9, P351 MILLER DL, 1982, EPIDEMIOL REV, V4, P1 MOWERY DC, 1995, CAMBRIDGE J ECON, V19, P67 NONAKA I, 1994, ORGAN SCI, V5, P14 OLDHAM GR, 1996, ACAD MANAGE J, V39, P607 PEEK J, 1999, J BANK FINANC, V23, P579 ROGERS EM, 1971, COMMUNICATION INNOVA RUMELT RP, 1974, STRATEG STRUCTURE EC SCHUMPETER JA, 1934, THEORY EC DEV SIMMONDS PG, 1990, STRATEGIC MANAGE J, V11, P399 STINCHCOMBE AL, 1965, HDB ORG, P142 SUBBANARASIMHA, 2003, J INTELLECTUAL CAPIT, V4, P20 TSANG EWK, 2002, STRATEGIC MANAGE J, V23, P835 VERMEULEN F, 2001, ACAD MANAGE J, V44, P457 VEUGELERS R, 1997, RES POLICY, V26, P303 WANOUS JP, 1986, ACAD MANAGE J, V29, P149 WEICK KE, 1995, SENSEMAKING ORG WIERSEMA MF, 1992, ACAD MANAGE J, V35, P91 WOODMAN RW, 1989, HDB CREATIVITY, P77 ZAHRA SA, 1993, J BUS VENTURING, V8, P319 ZAHRA SA, 1995, J BUS VENTURING, V10, P43 ZAHRA SA, 1996, ACAD MANAGE J, V39, P1713 ZAHRA SA, 2002, ACAD MANAGE REV, V27, P185 NR 60 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2005 VL 31 IS 3-4 BP 256 EP 274 PG 19 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 930DQ UT ISI:000229396400005 ER PT J AU Hourquet, PG Roger, A TI Event-driven careers for R&D professionals? SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE R&D; career; mobility; event; social networks AB Research and Development (R&D) professionals, particularly in High-Tech companies, need specific Human Resource Management practices. Their work environment is characterised by a low level of fomialisation and a large number of interactions with the other functions. Conventional careers based on power and status within pyramidal organisations are not adapted to their situation. Dual ladders are often seen as a way of maintaining some feelings of prestige and status by substituting or adding to the reduced advancement opportunities other forms of recognition. Yet, the management of these ladders is difficult, particularly in contexts of fast changing technology. The study, based on in-depth interviews with 20 professionals, shows that their careers are more driven by specific events than following specific tracks or predetermined steps. Significant, often hazardous and unexpected events play a key role in determining their career changes. Social networks are also highly valued by researchers, both inside the organisation with their colleagues and supervisors, and externally with researchers belonging to other laboratories. C1 EDHEC Lille, F-59046 Lille, France. Univ Lyon 3, IAE Lyon, F-69008 Lyon, France. RP Hourquet, PG, EDHEC Lille, 58 Rue Port, F-59046 Lille, France. EM hourquet@wanadoo.fr roger@univ-lyon3.fr CR ARTHUR MB, 1996, BOUNDARYLESS CAREER BANDURA A, 1969, PRINCIPLES BEHAV MOD BERLEW DE, 1966, ADM SCI Q, V11, P207 BURT RS, 1992, STRUCTURAL HOLES SOC GLASER BG, 1964, ORG SCI THEIR PROFES GOULDNER AW, 1957, ADM SCI Q, V2, P281 GUNZ H, 1980, INT STUDIES MANAGEME, V10 HALL DT, 1996, CAREER DEAD LONG LIV HALL RH, 1967, ADM SCI Q, V12, P461 JONES RG, 1995, PERSONNEL PSYCH SUM, V48 KERR S, 1977, ORGAN BEHAV HUM PREF, V18, P329 MALONEY PW, 1965, CHEM ENG 0913, P205 MALONEY PW, 1965, CHEM ENG 0927, P159 MERTON RK, 1957, STUDENT PHYS INTRO S ROGER A, 1991, REV FRANCAISE GE JUI ROTH JA, 1974, SOCIOL WORK OCCUP, V1, P6 TARONDEAU JC, 1994, RECHERCHE DEV WEICK K, 1976, EXECUTIVE WIN, P6 WHITELY WD, 1991, ACAD MANAGEMENT J, V34 NR 19 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2005 VL 31 IS 3-4 BP 275 EP 287 PG 13 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 930DQ UT ISI:000229396400006 ER PT J AU Ramirez, J TI Neo-contingency analysis of recruitment and selection: an Anglo-French study of high-tech and mid-tech vs. low-tech firms SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE recruitment and selection; neo-contingency; divergent and convergent theories; France and Britain ID HUMAN-RESOURCE MANAGEMENT; BRITAIN; ORGANIZATIONS; DETERMINANTS; PERFORMANCE; STRATEGIES; EDUCATION; BRITISH; FRANCE AB In recent years there has been a considerable degree of interest in the notion of the different approaches to Human Resources Management (FIRM) in diverse organisational settings. The objective of this article is to provide a new perspective on how technology, culture, and five recruitment and selection practices are approached through an Anglo-French sample of 163 firms. A neo-contingency approach has formulated the development of quantitative and qualitative data analysis. Differences are found between firms in the two countries; nonetheless, these differences do not argue that recruitment and selection policies and practices are universally applicable. Rather, technology intensity and cultural factors tend to shape the five HR practices studied. Thus, this article encourages more neo-contingency-type research in order to reach a better understanding of management studies in different organisational industrial and national settings. C1 ITESM, Monterrey 64849, NL, Mexico. RP Ramirez, J, ITESM, Campus Monterrey Sucursal Correos J Monterrey, Monterrey 64849, NL, Mexico. EM jrn@itesm.mx CR *BRIT BUS RANK, 1995, KEY BRIT ENT *KOMP FRANC, 2000, REP GEN PROD FRANC *OECD, 1997, OECD EC SURV 1996 19 *OECD, 1999, OECD EC SURV FRANC S AMBLER JS, 1987, COMP POLIT, V20, P85 ASCIO WF, 1990, ORG ISSUES HIGH TECH, V2, P179 BALDRY C, 1994, IND RELATIONS J, V25, P96 BALKIN DB, 1984, PERS PSYCHOL, V37, P635 BALKIN DB, 1992, SW SERIES HUMAN RESO BLAU PM, 1970, AM SOCIOL REV, V35, P201 BOLLAND EJ, 1998, FUTURE FIRMS AM HIGH BOWMAN BA, 2000, J PROF ISS ENG ED PR, V126, P16 BREHENY MJ, 1987, INT SURVEY, P296 BREWSTER C, 1991, PERS REV, V20, P4 BRISLIN RW, 1976, TRANSLATION APPL RES BUDHWAR PS, 2001, INT J HUM RESOUR MAN, V12, P800 BURNS T, 1961, MANAGEMENT INNOVATIO CALORI R, 1997, ORGAN SCI, V8, P681 CARDY RI, 1991, J HIGH TECHNOLOGY MA, V2, P193 CHILD J, 1979, ORG ALIKE UNLIKE, P251 CHILD J, 1981, RES ORGAN BEHAV, V3, P303 COOMBS G, 1992, HUMAN RESOURCE STRAT, V1, P91 COOPER PR, 2001, BUSINESS RES METHODS CULLY MS, 1999, BRIT WORK DEPICTED 1 CUTCHERGERSHENF.J, 1998, KNOWLEDGE DRIVE WORK DENIS A, 2000, E BUSINESS MAGA 0516, V3 DONALDSON L, 2001, CONTINGENCY THEORY O GALLIE D, 1978, SEARCH NEW WORKING C GATEWOOD R, 2001, HUMAN RESOURCE SELEC GOMEZMEJIA LR, 1998, MANAGING HUMAN RESOU HALL PA, 1986, GOVERNING EC POLITIC HARZING AW, 2003, ORGAN STUD, V24, P187 HATZICHRONOGLOU T, 1997, OCDEGD97216, P3 HECHOS L, 2000, HORS SERIE, P130 HOFSTEDE G, 1991, CULTURE ORG SOFTWARE HOU YP, 2002, HUMAN RESOURCES MANA, V41, P31 HUSELID MA, 1997, ACAD MANAGE J, V40, P171 JOLLY D, 1996, CAHIERS MANAGEMENT T, P16 JOLLY D, 1999, MANAGEMENT CONJONCTU, V556, P25 KERR C, 1964, IND IND MAN PROBLEMS KLEINGARTNER A, 1987, HUMAN RESOURCES MANA KOMPASS UK, 2000, REG BRIT IND COMM LANE C, 1991, WORK EMPLOY SOC, V5, P515 LEONARDBARTON D, 1995, WELLSPRINGS KNOWLEDG LESSEM R, 1999, EMERGING ECOLOGY ORG LEVINE D, 2002, STAT MANAGERS LOCKE R, 1985, MANAGING DIFFERENT C, P166 MAURICE M, 1980, ORGAN STUD, V1, P59 MCGOVERN P, 1998, HRM TECHNICAL WORKER, CH2 MILES RE, 1978, ORG STRATEGY STRUCTU PERROW C, 1967, AM SOCIOL REV, V32, P194 PFEFFER J, 1994, COMPETITIVE ADV PEOP PUGH DS, 1969, ADM SCI Q, V14, P91 SCHMITT N, 1983, RES PERSONNEL HUMAN, V1, P85 SCHULER RS, 1987, ACADEMY MANAGEMENT E, V1, P207 SENKER J, 1992, TECHNOLOGY FUTURE WO, P89 SHACKLETON V, 1991, J OCCUP PSYCHOL, V64, P23 SIEGEL S, 1988, NONPARAMETRIC STAT B SORGE A, 1990, INT J HUM RESOUR MAN, V1, P141 STUART H, 1992, ADV GLOBAL HIGH TECH, V2, P19 SUDMAN S, 1983, HDB SURVEY RES, CH5 TAYEB M, 1987, ORGAN STUD, V8, P241 TAYEB MH, 1984, THESIS U ASTON BIRMI TERPSTRA DE, 1993, PERS PSYCHOL, V46, P27 THOMPSON JD, 1967, ORG ACTION TOOTHAKER LE, 1993, MULTIPLE COMP PROCED WINCH GM, 2000, J MANAGE STUD, V37, P663 WOODWARD J, 1965, IND ORG THEORY PRACT ZELDIN T, 1980, BRIT FRANCE 10 COUNT, P212 NR 69 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2005 VL 31 IS 3-4 BP 288 EP 316 PG 29 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 930DQ UT ISI:000229396400007 ER PT J AU Viardot, E TI Human resources management in large information-based services companies: towards a common framework? SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE information based services; human resources management; high technology ID KNOWLEDGE AB Professional information based services are the fastest growing activities in the high technology information sector. But the management of those companies is a largely unexplored area of strategic management. This paper reports the findings of an exploratory survey of the ten largest international companies in this field about their models and practice of people management. The paper underlines the strategic importance of HR management for those companies whose people are their most important assets and who have recently experienced meteoric growth in the number of their employees. Findings suggest that there is a common framework of practices which can be divided in seven different components. These include a vision of the role of the employees, as well as their recruitment, training, evolution, management, communication, and remuneration. The paper presents and discusses the impact of the service technology on each of those components. C1 Ceram Business Sch, F-06902 Sophia Antipolis, France. RP Viardot, E, Ceram Business Sch, Rue Dostoievski BP 85, F-06902 Sophia Antipolis, France. EM eric.viardot@cote-azur.cci.fr CR ALEXANDER JA, 1995, KNOWLEDGE BASED ORG BITNER MJ, 1990, J MARKETING, V54, P71 BOWEN DE, 1992, SLOAN MANAGE REV, V33, P31 CARLSON J, 1987, MOMENT TRUTH, CH1 CLARK TD, 1992, COMMUN ACM, V35, P61 DAVENPORT TH, 1998, CALIF MANAGE REV, V40, P195 DEMING WE, QUALITY PRODUCTIVITY EVANS JR, 1999, IND MARKET MANAG, V28, P343 KUHLKEN LE, 1993, BUSINESS ONE QUINN JB, 1999, SLOAN MANAGEMENT REV, V40 SARVARY M, 1999, CALIF MANAGE REV, V41, P95 SAUDERS C, 1997, CALIFORNIA MANAGEMEN, V39, P63 SCHNEIDER B, 1992, J APPL PSYCHOL, V77, P705 SOAT DM, 1996, MANAGING ENG TECHNIC TOWSEN AM, 1998, ACAD MANAGEMENT EXEC, V12, P17 VIARDOT E, 2000, EUROPEAN MANAGEMENT, V18, P454 WILLCOCKS LP, 1999, INFORM SYST J, V9, P163 ZEMKE RD, 1989, NEW AM LIBR, P68 NR 18 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2005 VL 31 IS 3-4 BP 317 EP 333 PG 17 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 930DQ UT ISI:000229396400008 ER PT J AU Lindelof, P Lofsten, H TI Academic versus corporate new technology-based firms in Swedish science parks: an analysis of performance, business networks and financing SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE science parks; new technology-based firms; spin-offs; growth; financing; ownership ID MANAGEMENT PARADIGM; VENTURE PERFORMANCE; INDUSTRY LINKS; INNOVATION; GROWTH; INCUBATORS; STRATEGIES; LOCATION; UK AB This study is in the field of new technology-based firms and the role of Science Parks. The assessing of academic knowledge and expertise by businesses located on site is a key principle of Science Parks. Science Parks provide an important resource network for new technology-based firms (NTBFs). The independent new technology-based Science Park firms are analysed regarding their origin. The research proposition is empirically tested on the basis of 134 new technology-based firms in Sweden, NTBFs (University spin-offs; USOs) from the academy (74 firms) and NTBFs (Corporate spin-offs; CSOs) from the private sector (60 firms). These two categories of firms are assumed to need and acquire different types of resourses due to their different background. The importance of Science Parks for the decision to start the firm: 66.7 percent (USOs) and 52.9 percent (CSOs). They would never have been established without the Science Park. The two groups tended to exhibit differences between advice from managers in the parks (USOs). The study indicates that there is a direct relationship between Science Park importance for attracting external capital and financing issues (USOs). There is also some evidence that professional businesses benefit from a Science Park location. The general levels of advice (Advice related to park: Banking institutions and Chamber of Commerce) by those CSOs located on a Science Park was considerably high. C1 Univ Nottingham, Sch Business, UNIEI, Nottingham NG8 1BB, England. Chalmers Univ Technol, Dept Ind Dynam, SE-41296 Gothenburg, Sweden. RP Lindelof, P, Univ Nottingham, Sch Business, UNIEI, Nottingham NG8 1BB, England. EM peter.lindelof@nottingham.ac.uk hanlof@mot.chalmers.se CR *ACARD, 1983, IMPR RES LINKS HIGH *LU 92, 1992, NAR UTV 2002 TILV EL, P121 ALLEN D, 1985, SMALL BUSINESS INCUB ALLEN D, 1986, NURTURING ADV TECHNO AMBROSIO J, 1991, COMPUTERWORLD, V25, P105 AMIRAHMADI H, 1993, J PLAN LIT, V8, P107 APPOLD SJ, 1991, ANN REGIONAL SCI, V25, P131 AUTIO E, 1995, ENTREP REGION DEV, V7, P233 BEZDEK R, 1975, J REGIONAL SCI, V15, P183 BOLLINGER L, 1983, RES POLICY, V12, P1 BUTCHART RL, 1987, EC TRENDS, P82 CABRAL R, 1998, INT J TECHNOL MANAGE, V16, P721 CABRAL R, 1998, INT J TECHNOL MANAGE, V16, P778 CABRAL R, 1998, INT J TECHNOL MANAGE, V16, P813 CAMPBELL C, 1988, CHANGE AGENTS NEW EC CHANDLER GN, 1994, J BUS VENTURING, V9, P331 COOPER AC, 1984, FRONTIERS ENTREPRENE CURRIE J, 1985, SCI PARKS BRIT THEIR DAHAB SS, 1998, INT J TECHNOL MANAGE, V16, P740 DAHLSTRAND AL, 1998, TEKNIKPARK TILVAXTMI DALTON I, 1985, UK SCI PARK ASS ANN DAVELAAR EJ, 1989, URBAN STUD, V26, P517 ECHOLS AE, 1998, INT J TECHNOL MANAGE, V16, P761 ESFAYE B, 1993, THESIS U STOCKHOLM S EUL FM, 1985, SCI PARKS INNOVATION FELDMAN MP, 1994, GEOGRAPHY INNOVATION FRANKLIN S, 2001, J TECHNOLOGY TRANSFE, V26, P127 FREEL M, 1998, ENTREP REGION DEV, V10, P137 GALBRAITH CS, 1985, CALIF MANAGE REV, V28, P98 GOSS E, 1994, SMALL BUS ECON, V6, P291 GREGORY WD, 1991, U SPIN OFFS CO EC DE GUDGIN G, 1979, CTR ENV STUDIES RES, P39 HALL P, 1987, W SUNRISE GENESIS GR JENSEN MC, 1993, J FINANC, V48, P831 KEEBLE D, 2000, HIGH TECHNOLOGY CLUS KELLY T, 1987, UK COMPUTER IND KLEINKNECHT A, 1992, REG STUD, V26, P221 KLOFSTEN M, 1998, VENTURE CAPITAL, V1, P83 LEUNG CK, 1995, REG STUD, V29, P533 LITTLE AD, 1979, NEW TECHNOLOGY BASED LOFSTEN H, 2001, R&D MANAGE, V31, P309 LOFSTEN H, 2002, RES POLICY, V31, P859 LOFSTEN H, 2002, TECHNOVATION, V23, P51 MACDONALD S, 1987, R&D MANAGE, V17, P25 MARKUSEN A, 1986, HIGH TECH AM WHAT WH MASSEY D, 1992, HIGH TECH FANTASIES MCDOUGALL PP, 1994, STRATEGIC MANAGE J, V15, P537 MIAN SA, 1994, TECHNOVATION, V14, P515 MIAN SA, 1996, RES POLICY, V25, P325 MIAN SA, 1997, J BUS VENTURING, V12, P251 MILLER D, 1978, MANAGE SCI, V24, P921 MILLER D, 1983, MANAGE SCI, V29, P770 MONCK CSP, 1988, SCI PARKS GROWTH HIG OAKEY R, 1991, J MARKETING MANAGEME, V7, P343 OAKEY R, 1995, INT SMALL BUS J, V13, P103 OFARRELL PN, 1988, REG STUD, V22, P339 PFIRRMANN O, 1994, SMALL BUS ECON, V6, P41 QUINTAS P, 1992, TECHNOVATION, V12, P161 REYNOLDS P, 1994, REG STUD, V28, P443 RICE M, 1993, THESIS RENSSALAER PO ROPER S, 1997, SMALL BUS ECON, V9, P523 RUSSO MV, 1997, ACAD MANAGE J, V40, P534 SIEGEL DS, 2003, SMALL BUS ECON, V20, P177 SMILOR R, 1986, NEW BUSINESS INCUBAT STOREY DJ, 1982, ENTREPRENEURSHIP NEW TAYLOR C, 1973, EC IMPACT PATENT SYS TEECE DJ, 1986, RES POLICY, V15, P285 WESTHEAD P, 1994, ASSESSMENT FIRMS LOC WESTHEAD P, 1995, OMEGA-INT J MANAGE S, V23, P345 WESTHUYZEN J, 1997, ANN CLIN LAB SCI, V27, P1 WILLIAMS BR, 1985, DIRECT INDIRECT ROLE WILLIAMSON OE, 1975, MARKETS HIERARCHIES YLIRENKO H, 2001, STRATEGIC MANAGE J, V22, P587 YOUSUF Y, 1998, INT J TECHNOL MANAGE, V16, P800 NR 74 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2005 VL 31 IS 3-4 BP 334 EP 357 PG 24 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 930DQ UT ISI:000229396400009 ER PT J AU Palacios-Marques, D Garrigos-Simon, FJ TI A measurement scale for knowledge management in the biotechnology and telecommunications industries SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE knowledge management; multi-item scales; delphi method; structural equations; knowledge intensive industries ID ORGANIZATIONAL KNOWLEDGE; FIRM; CAPABILITIES; PERFORMANCE; COMPETENCES AB This study specifies how to construct and validate a Knowledge Management (KM) measurement scale on the basis of management perceptions. In order to construct the scales, a process based on (Churchill, 1979; DeVellis, 1991) was used complemented by the Delphi technique and structural equations models. The use of this methodology was illustrated in an empirical Study carried out in the Biotechnology and Telecommunication sectors. Through the empirical study we obtain a validated instrument for measuring KM in a knowledge-intensive industry. C1 Univ Jaume 1, Dept Business Adm, Castellon 12071, Spain. RP Palacios-Marques, D, Univ Jaume 1, Dept Business Adm, Campus Riu Sec, Castellon 12071, Spain. EM dpalacio@emp.uji.es garrigos@emp.tiji.es CR BEARDEN WO, 1993, HDB MARKETING SCALES BROWN SL, 1998, COMPETING EDGE STRAT CHURCHILL GA, 1979, J MARKETING RES, V16, P64 COHEN WM, 1990, ADMIN SCI QUART, V35, P128 CONANT JS, 1990, STRATEGIC MANAGE J, V11, P365 CONNER KR, 1996, ORGAN SCI, V7, P477 COOK RJ, 2003, HUM RIGHTS QUART, V25, P1 DAVENPORT T, 1998, WORKING KNOWLEDGE OR DECAROLIS DM, 1999, STRATEGIC MANAGE J, V20, P953 DEVELLIS RF, 1991, SCALE DEV THEORY APP DIBELLA A, 1998, ORG LEARN INTEGRATED FORNELL C, 1981, J MARKETING RES, V18, P39 FOSS NJ, 1996, ORGAN SCI, V7, P470 GRANT RM, 1996, ORGAN SCI, V7, P375 HAIR HF, 1999, MULTIVARIATE ANAL HAYES B, 1992, MEASURING CUSTOMER S KAPLAN D, 1995, STRUCTURAL EQUATION, V2, P101 KOGUT B, 1992, ORGAN SCI, V3, P383 LEI D, 1996, J MANAGE, V22, P549 LEONARDBARTON D, 1992, STRATEGIC MANAGE J, V13, P111 LIEBESKIND JP, 1996, STRATEGIC MANAGE J, V17, P93 MALHOTRA NK, 1981, J MARKETING RES, V18, P456 NELSON RR, 1982, EVOLUTIONARY THEORY NONAKA I, 1994, ORGAN SCI, V5, P14 NUNNALLY JC, 1978, PSYCHOMETRIC THEORY PETER JP, 1986, J MARKETING RES, V23, P1 RASTOGI PN, 2000, HUMAN SYSTEMS MANAGE, V19, P19 SCHUPPEL J, 1998, KNOWING FIRMS UNDERS, P223 SENGE PM, 1990, 5 DISCIPLINE AGE PRA SIMONIN BL, 1999, J INT BUS STUD, V30, P463 SPENDER JC, 1996, STRATEGIC MANAGE J, V17, P5 STEHR N, 1992, PRACTICAL KNOWLEDGE TAKAHASHI T, 2001, INT J TECHNOLOGY MAN, V22 TANNENBAUM SI, 1997, HUM RESOURCE MANAGE, V36, P437 TISSEN R, 1998, VALUE BASED KNOWLEDG VONKROGH G, 1994, STRATEGIC MANAGE J, V15, P53 VONKROGH G, 2000, ENABLING KNOWLEDGE C NR 37 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2005 VL 31 IS 3-4 BP 358 EP 374 PG 17 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 930DQ UT ISI:000229396400010 ER PT J AU Nonaka, I Peltokorpi, V Tomae, H TI Strategic knowledge creation: the case of Hamamatsu Photonics SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE knowledge vision; driving objectives; dialogues; creative routines; Ba ID RESOURCE-BASED VIEW; FIRM AB Strategic management can be viewed as a mechanistic or an organic process. In the former, strategic formulation is based on environmental analysis. In the latter, managers are advised to frame strategies on the unique inimitable internal resources. While both heuristics are feasible, the ontological and epistemological foundations of strategic management can be elaborated. A knowledge-based view posits that both indigenous and exogenous factors need to be considered in strategy formulation because companies are in a dialectic environmental interaction. The integral components of the knowledge-based strategy are knowledge vision, driving objectives, dialogues, creative routines, and shared context of interaction (Ba). The space-time specific interaction of these components is illustrated in the example of Hamamatsu Photonics, Ltd., a Japanese company that has recently received attention for its production of the large photoelectron cell. Professor Koshiba was awarded the 2002 Nobel Prize in Physics for his research aided by the photoelectron cell. C1 Hitotsubashi Univ, Grad Sch Int Corp Strategy, Gakujutsu Sogo Ctr, Chiyoda Ku, Tokyo 1018439, Japan. Okayama Univ, Fac Econ, Okayama 7008530, Japan. RP Peltokorpi, V, Hitotsubashi Univ, Grad Sch Int Corp Strategy, Gakujutsu Sogo Ctr, Chiyoda Ku, 2-1-2 Hitotsubashi, Tokyo 1018439, Japan. EM vpeltokorpi@ics.hit-u.ac.jp tomae@e.okayama-u.ac.jp CR *HAM PHOT, 2002, PHOT IS OUR BUS BRIE BARNEY JB, 1986, MANAGE SCI, V32, P1231 BHASKAR R, 1993, DIALECTIC PULSE FREE BUBER M, 1923, I THOU CALORI R, 1998, ORGAN STUD, V19, P281 COLLINS J, 2001, GOOD GREAT SOME COMP DEPRAZ N, 2003, BECOMING AWARE PRAGM GIDDENS A, 1984, CONSTITUTION SOC GRANT RM, 2001, MANAGING IND KNOWLED HEIDEGGER M, 1962, BEING TIME HO DYF, 2001, CULT PSYCHOL, V7, P393 LAWSON T, 1997, EC REALITY NELSON R, 1982, EVOLUTIONARY THEORY NISHIDA K, 1970, FUNDAMENTAL PROBLEMS NISHIDA K, 1990, INQUIRY GOOD NONAKA I, 1991, HARVARD BUS REV, V69, P96 NONAKA I, 1994, ORGAN SCI, V5, P1 NONAKA I, 1995, KNOWLEDGE CREATING C NONAKA I, 1998, CALIF MANAGE REV, V40, P40 NONAKA I, 2000, IND CORP CHANGE, V9, P1 NONAKA I, 2002, IND CORP CHANGE, V11, P995 NONAKA I, 2003, KNOWLEDGE MANAGEMENT, V1, P2 POLANYI M, 1952, PERSONAL KNOWLEDGE PORTER ME, 1980, COMPETITIVE STRATEGY PRIEM RL, 2001, ACAD MANAGE REV, V26, P22 RESCHER N, 2003, EPISTEMOLOGY SCOPE L SCHON DA, 1983, REFLECTIVE PRACTITIO SEARLE JR, 1983, INTENTIONALITY ESSAY TEECE DJ, 1990, 9098 CCC UCHIYAMA K, 2003, THEORY PRACTICE ACTU VARELA F, 1999, VIEW FIRST PERSON AP WERNERFELT B, 1984, STRATEGIC MANAGE J, V5, P171 WILLIAMSSON OE, 1985, EC I CAPITALISM NR 33 TC 1 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2005 VL 30 IS 3-4 BP 248 EP 264 PG 17 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 926XE UT ISI:000229156200003 ER PT J AU Yasumoto, M Fujimoto, T TI Does cross-functional integration lead to adaptive capabilities? Lessons from 188 Japanese product development projects SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE cross-functional integration; contingency perspective; product characteristics; adaptive capabilities ID R-AND-D; COMPLEXITY THEORY; INNOVATION; COORDINATION; UNCERTAINTY; COMPETENCE; MANAGEMENT; SUCCESS; DESIGN; FIRMS AB The study considered the adaptive capabilities of Japanese manufacturing firms by focusing on the impact of product characteristics oil successful product development projects. We presumed that adaptive capabilities, which enable firms to adopt proper product development routines according to product characteristics, are critical for successful product development. Based on the contingency perspective, we collected and analysed questionnaire-based data from 188 successful Japanese product development projects. The results demonstrated that Japanese firms have organisational capabilities to make proper use of product development routines for technology development and technical problem solving. However, Japanese firms were likely to stick to cross-functional integration for product/process development irrelevant to product characteristics. This adherence to cross-functional integration suggested that Japanese firms have less adaptive capabilities for making proper use of cross-functional integration according to product characteristics and industrial dynamism, while cross-functional integration was supposed to enhance knowledge interaction processes in exploratory activities for complex/novel products. C1 Shinshu Univ, Inst Innovat Management, Univ Tokyo, MMRC, Matsumoto, Nagano 3908621, Japan. Univ Tokyo, MMRC, Grad Sch Econ, Bunkyo Ku, Tokyo 1130033, Japan. RP Yasumoto, M, Shinshu Univ, Inst Innovat Management, Univ Tokyo, MMRC, 3-1-1 Asahi, Matsumoto, Nagano 3908621, Japan. EM yasumo@mmrc.e.u-tokyo.ac.jp fujimoto@e.u-tokyo.ac.jp CR ADLER PS, 1995, ORGAN SCI, V6, P147 ANDERSON P, 1999, ORGAN SCI, V10, P216 BALDWIN CY, 1997, HARVARD BUSINESS SEP, P84 BENNER MJ, 2003, ACAD MANAGE REV, V28, P238 BROWN SL, 1995, ACAD MANAGE REV, V20, P2 BROWN SL, 1997, ADMIN SCI QUART, V42, P1 CHESBROUGH HW, 2001, MANAGING IND KNOWLED CHRISTENSEN C, 1997, INNOVATOR DILEMMA NE CLARK KB, 1991, PRODUCT DEV PERFORMA CUSUMANO MA, 1991, JAPANS SOFTWARE FACT CUSUMANO MA, 1998, COMPETING INTERNET T CUSUMANO MA, 1998, THINKING LEAN MULTIP DATER S, 1927, J MARKETING RES, V34, P36 DRAFT RL, 1986, MANAGE SCI, V32, P554 EISENHARDT KM, 1995, ADMIN SCI QUART, V40, P84 EISENHARDT KM, 2000, STRATEGIC MANAGE J, V21, P1105 ETTLIE JE, 1995, MANAGE SCI, V41, P1224 FUJIMOTO T, 1997, EVOLUTION MANUFACTUR FUJIMOTO T, 1998, NIJMEGEN LECT INNOVA, V9 GARUD R, 1995, STRATEGIC MANAGE J, V16, P93 GAWER A, 2002, PLATFORM LEADERSHIP GRIFFIN A, 1996, J PROD INNOVAT MANAG, V13, P191 HAUPTMAN O, 1996, IEEE T ENG MANAGE, V43, P153 HAYES RH, 1994, HARVARD BUSINESS JAN, P77 HENDERSON R, 1994, STRATEGIC MANAGE J, V15, P63 HENDERSON R, 1998, J PRODUCTION OPERATI, V7, P2 HENDERSON RM, 1990, ADMIN SCI QUART, V35, P9 IANSITI M, 1994, IND CORP CHANGE, V3, P557 IANSITI M, 1997, HARVARD BUS REV, V75, P108 IANSITI M, 1997, TECHNOLOGY INTEGRATI KUSUNOKI K, 1998, ORGAN SCI, V9, P699 KUSUNOKI K, 1999, JAPANESE MANAGEMENT LANGLOIS RN, 1992, RES POLICY, V21, P297 MOENAERT RK, 1994, J PROD INNOVAT MANAG, V11, P31 NONAKA I, 1995, KNOWLEDGE CREATING C OLSON EM, 1995, J MARKETING, V59, P48 PISANO G, 1997, DEV FACTORY PORTER M, 2000, CAN JAPAN COMPETE PRAHALAD CK, 1990, HARVARD BUS REV, V68, P79 ROTHWELL R, 1974, RES POLICY, V3, P258 RUSINKO CA, 1999, IEEE T ENG MANAGE, V46, P56 SANCHEZ R, 1996, STRATEGIC MANAGE J, V17, P63 SIMON HA, 1981, SCI ARTIFICIAL SONG M, 2000, J INT MARKETING, V8, P61 SONG XM, 1997, J MARKETING RES, V34, P64 SONG XM, 2001, ACAD MANAGE J, V44, P61 SOUDER WE, 1998, J PROD INNOVAT MANAG, V15, P520 TAKEUCHI H, 1986, HARVARD BUS REV, V64, P137 TATIKONDA MV, 2000, IEEE T ENG MANAGE, V47, P74 TERWIESCH C, 2002, ORGAN SCI, V13, P402 THOMAS A, 2000, DIABETIC MED, V17, P2 THOMPSON JD, 1967, ORG ACTION TRIPSAS M, 2000, STRATEGIC MANAGE J, V21, P1147 TUSHMAN ML, 1978, ACAD MANAGE REV, V3, P613 ULRICH K, 1995, RES POLICY, V24, P419 UTTERBACK JM, 1994, MASTERING DYNAMICS I VONHIPPEL E, 1988, SOURCES INNOVATION, V26, P777 NR 57 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2005 VL 30 IS 3-4 BP 265 EP 298 PG 34 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 926XE UT ISI:000229156200004 ER PT J AU Yamada, H Kurokawa, S TI How to profit from de facto standard-based competition: learning from Japanese firms' experiences SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE de facto standard; competitive strategy; technology strategy; Japanese management; management of technology ID TECHNOLOGICAL ADOPTION; NETWORK EXTERNALITIES; COMPATIBILITY; INNOVATION; DYNAMICS; PROGRESS; MARKET AB This paper discusses strategic issues related to technological de fiacto standards. Based on our historical and empirical analyses of 13 cases mainly observed in the Japanese audio-visual and IT-related fields, we pose the following six propositions on de facto standard-based competition: 1 User will benefit by utilising and exchanging skill/software based on de facto standards, and manufacturers will benefit by forming de facto standards through their market dominance and licensing income. 2 A product which requires a high level of connectivity and accumulated skill/software is likely to form a de facto technological standard. 3 The earlier a firm establishes a majority of the market share, the more likely it is to establish a technological de facto standard. 4 A de facto standard is likely to be fixed when its diffusion (share) reaches 2-3% of the market. 5 The more killer applications a firm can introduce the more likely it is to establish/maintain/profit from a technological de facto standard. 6 The more efforts a firm makes to promote its technology/product to its competitors, suppliers and distributors, the more likely it is to establish/maintain/profit from a technological de facto standard. C1 Drexel Univ, Dept Management, LeBow Coll Business, Philadelphia, PA 19104 USA. Waseda Univ, Sch Business, Shinjuku Ku, Tokyo 1690051, Japan. RP Yamada, H, Drexel Univ, Dept Management, LeBow Coll Business, 101 N, 33rd St, Philadelphia, PA 19104 USA. EM hyamada@waseda.jp sk92@drexel.edu CR ASABA S, 1995, KYOUSOU TO KYOUCHOU BALDWIN C, 2000, POWER MODULARITY BERG S, 1982, JOINT VENTURE STRATE BESEN SM, 1986, COMPATIBILITY STANDA BESEN SM, 1994, J ECON PERSPECT, V8, P117 BROCK GW, 1975, US COMPUTE RIND STUD BUCHOWICZ BS, 1991, IEEE T ENG MANAGE, V38, P24 CHURCH J, 1992, J ECON MANAGE STRAT, V1, P651 CHURCH J, 1993, INT J IND ORGAN, V11, P239 COOK TD, 1979, QUASIEXPERIMENTATION COTTRELL T, 1994, RES POLICY, P147 CUSUMANO MA, 1992, BUS HIST REV, V66, P51 DAVID PA, 1985, AM ECON REV, V75, P332 DAVID PA, 1990, EC INNOVATION NEW TE, V1, P3 DOYLE P, 1976, Q REV MARKETING SUMM, P1 EASTON G, 1980, IND MARKET MANAG, V9, P223 ESSER P, 1988, INT J RES MARK, V5, P251 FARRELL J, 1985, RAND J ECON, V16, P70 FARRELL J, 1986, AM ECON REV, V76, P940 FOSTER R, 1986, INNOVATION ATTACKERS FUNK JL, 2003, RES POLICY, V33, P1325 GABEL BL, 1991, COMPETITIVE STRATEGI GAMBINO AJ, 1980, MAKE BUY DECISION GANDAL N, 2000, RAND J ECON, V31, P43 GHEMAWAT P, 2001, STRATEGY BUSINESS LA GOMESCASSERES B, 1996, ALLIANCE REVOLUTION GRINDLEY P, 1995, STANDARDS STRATEGY P HAMEL G, 1991, STRATEGIC MANAGE J, V12, P83 HAMEL G, 1994, COMPETING FUTURE HIT MA, 2004, STRATEGIC MANAGEMENT INKPEN AC, 2000, J MANAGE STUD, V37, P1022 KATZ B, 1996, OXFORD EC PAPERS SPE, P146 KATZ ML, 1985, AM ECON REV, V75, P424 KATZ ML, 1986, OXFORD ECON PAP, V38, P146 KLEPPER S, 1996, AM ECON REV, V86, P562 KOGUT B, 1988, STRATEGIC MANAGEMENT, V9, P319 KUROKAWA S, 1997, IEEE T ENG MANAGE, V44, P124 LECRAW DJ, 1984, APPL ECON, V16, P507 LINK A, 1983, DECISION SCI, V14, P46 MARJIT S, 1990, ECON LETT, V33, P293 MONTHOUS P, 1977, IND MARKET MANAG, V6, P379 NELSON RR, 1998, TECHNOLOGY ORG COMPE, P319 PORTER ME, 1980, COMPETITIVE STRATEGY POSTREL SR, 1990, J IND ECON, V39, P169 REDDY NM, 1990, TECHNOLOGICAL FORECA, V38, P43 SHAN W, 1986, THESIS U CALIFORNIA SHAPIRO C, 1998, INFORMATION RULES SHIBATA T, 1993, R&D MANAGE, V3, P22 SIRBU MA, 1985, IEEE COMMUN MAG, V23, P35 TEECE DJ, 1992, J ECON BEHAV ORGAN, V18, P1 UTTERBACK JM, 1994, MASTERING DYNAMICS I WERNERFELT B, 1984, STRATEGIC MANAGE J, V5, P171 YAMADA H, 1993, KYOUSOU YUUI NO KIKA YAMADA H, 1996, WASEDA SYSTEM SCI, V27, P44 YAMADA H, 1997, DE FACTO STANDARDS YAMADA H, 1999, DE FACTO STANDARD NO YAMADA H, 2004, DE FACTO STANDARD NO YOFFIE DB, 1999, CALIF MANAGE REV, V41, P8 NR 58 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2005 VL 30 IS 3-4 BP 299 EP 326 PG 28 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 926XE UT ISI:000229156200005 ER PT J AU Collinson, S Kato, H Yoshihara, H TI Technology strategy revealed: patterns and influences of patent-licensing behaviour in Japanese firms SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE Japanese firms; patents; licensing; strategy; intellectual assets; make-or-buy; pharmaceuticals; electronics ID RESEARCH-AND-DEVELOPMENT; KNOWLEDGE ASSETS; SPILLOVERS; MARKET AB Patterns of patent in-licensing and out-licensing are examined among Japanese firms in the pharmaceuticals and electronics industries. Sixty-five questionnaires and 24 interview-based cases provide insights into what influences the decisions to 'make-or-buy' (in-license) knowledge assets and to 'exploit-or-sell' (out-license) R&D outputs. Firm size and resources, the existing portfolio of technologies, and ongoing exploitation strategies are all influential. Significant increases in in-licensing and out-licensing and associated changes in the management of intellectual property are also a response to changing competitive pressures and markets in Japan for both these sets of firms. Reciprocal technology-sharing agreements are evolving into more formalised relationships and firms are being pushed to improve their technology brokering capabilities. Looking beyond abstracted patent data, the study provides additional insights into the influences on strategic R&D selection as well as the general management dilemmas associated with the leveraging of intellectual assets, core competence selection and 'markets versus hierarchies' decision making. C1 Univ Warwick, Warwick Business Sch, Coventry CV4 7AL, W Midlands, England. BTG Int Ltd, London EC4M 7SB, England. RP Collinson, S, Univ Warwick, Warwick Business Sch, Coventry CV4 7AL, W Midlands, England. EM Simon.Collinson@wbs.ac.uk Hisaharu.Kato@BTGplc.com hitomi.yoshihara@jp.ey.com CR 2002, TR PATENT SCORECARD, V105 *JAP INT PROP ASS, 2003, EV EC VAL INT PROP E *JAP PAT OFF, 2002, TRENDS IND PROP RIGH ARORA A, 1995, EC INNOVATION NEW TE, V4, P41 ARORA A, 2001, IND CORP CHANGE, V10, P419 ARORA A, 2003, J ECON BEHAV ORGAN, V52, P277 BOWONDER B, 2003, INT J TECHNOLOGY MAN, V25 BRUSONI S, 2001, ADM SCI Q, V26 BRUSONI S, 2003, SPRU ELECT PAPER SER, V90 BULDERI R, 2000, MIT TECHNOLOGY REV P CHEVALIER K, 1998, J MANAGED CARE PHARM, V4 COHEN WM, 2002, RES POLICY, V31, P1349 COLLINSON S, 2001, R&D MANAGE, V31, P335 COLLINSON SC, 2003, P AM AC MAN 2003 ANN COLLINSON SC, 2003, SYSTEMS POLICIES GLO DIXON P, 2002, EC INTELLECTUAL PROP GAMBARDELLA A, 1995, SCI INNOVATION US PH GRANSTRAND O, 1997, CALIF MANAGE REV, V39, P8 GRANT RM, 1996, STRATEGIC MANAGE J, V17, P109 HANEDA S, 1998, EC INNOVATION NEW TE, V7, P303 JAFFE AB, 1986, AM ECON REV, V76, P984 KLEINKNECHT A, 1996, DETERMINANTS INNOVAT KRUGER D, 2001, FAR E EC REV, V164, P34 LANJOUW JO, 1998, J IND EC, V46 ODAGIRI H, 2003, MANAGERIAL DECISION, V24, P187 ODONOGHUE T, 1998, J ECON MANAGE STRAT, V7, P1 PAKES A, 1984, R D PATENTS PRODUCTI PAVITT K, 1984, RES POLICY, V13, P343 PETERAF MA, 1993, STRATEGIC MANAGE J, V14, P179 PISANO GP, 1990, ADMIN SCI QUART, V35, P153 PUTNAM J, 1996, THESIS YALE U ROGERS M, 2003, C HON K PAV OCT SCI TEECE DJ, 1986, RES POLICY, V15, P285 TEECE DJ, 1998, CALIF MANAGE REV, V40, P55 TEECE DJ, 2000, LONG RANGE PLANN, V33, P35 TEECE DJ, 2001, MANAGING INTELLECTUA TORRES A, 1999, MCKINSEY Q, V1, P28 TRIENDLE R, 1998, RES TECHNOL MANAGE, V41, P8 WHITTAKER E, 1994, R D MANAGEMENT, V24 WOODALL B, 1997, JAPANS FAILURE PHARM, P97 NR 40 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2005 VL 30 IS 3-4 BP 327 EP 350 PG 24 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 926XE UT ISI:000229156200006 ER PT J AU Hara, T TI Innovation management of Japanese pharmaceutical companies: the case of an antibiotic developed by Takeda SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE innovation management; pharmaceutical industry; innovation in Japan; typology of innovation; drug discovery; new product development ID BETA-KETOACIDS; CEPHALOSPORINS AB It is often argued that the Japanese pharmaceutical industry lacks international competitiveness partly because of its weakness in innovation - most new drugs developed by Japanese companies are imitative and lack appeal in overseas markets. To address this problem, I suggest a well-defined typology of drug innovation. I found in my previous studies that the dominant type of innovation among Japanese companies has been the modification-based innovation, which indeed appears to be imitative. Although modification-based innovation is not necessarily easy it may bring in significant revenue. It is also found that institutional and organisational conditions of the Japanese market until recently were in favour of modification-based innovation. Therefore, it can be argued that innovation management of Japanese pharmaceutical companies in the past was not inappropriate. Recently, the situation is changing and some Japanese companies are seeking more radical types of innovation. But we should not underestimate the strategic value of modification-based innovation. C1 Kobe Univ, Kobe, Hyogo 6578501, Japan. RP Hara, T, Kobe Univ, 2-1 Rokkodai, Kobe, Hyogo 6578501, Japan. EM harat@kobe-u.ac.jp CR *JAP PHARM MAN ASS, 1997, DAT BOOK 1997 98 *JAP PHARM MAN ASS, 2002, DAT BOOK 2002 *JIH LTD, 2002, YAK HAND 2002 *JIH LTD, 2003, YAK HAND 2003 *TAK CHEM IND LTD, 1983, TAK NIH NENSH ABERNATHY WJ, 1978, TECHNOL REV, V80, P40 CALLON M, 1986, MAPPING DYNAMICS SCI GAKKAI NY, 1995, NIHON IYAKUHIN SANGY GALAMBOS L, 1995, NETWORKS INNOVATION HARA T, 2003, INNOVATION PHARM IND HAWKINS ES, 1992, CLIN PHARMACOL THER, V51, P1 HENDERSON RM, 1990, ADMIN SCI QUART, V35, P9 HICKS DM, 1996, RES POLICY, V25, P359 HOWELLS J, 1995, INTERVENTION TECHNOL MORITA K, 1980, PENICILLIN 50 YEARS MORITA K, 2000, SINYAKU HA KOUSHITE NUMATA M, 1978, J ANTIBIOT, V31, P1245 NUMATA M, 1978, J ANTIBIOT, V31, P1252 PORTER M, 1980, COMPETITIVE STRATEGY REICH MR, 1990, CALIF MANAGE REV, V32, P124 SHIMIZU K, 1979, CHEMOTHERAPY S3, V27, P255 SUGAWARA T, 2002, IYAKUHINSANGYO SOSHI THOMAS LG, 2001, JAPANESE PHARM IND N TUSHMAN ML, 1986, ADMIN SCI QUART, V31, P439 NR 24 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2005 VL 30 IS 3-4 BP 351 EP 364 PG 14 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 926XE UT ISI:000229156200007 ER PT J AU Kohashi, R Kurokawa, S TI New product development and creativity management in Japanese video gaming software firms SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE creativity management; Japanese management; gaming software; video game industry ID INDUSTRY AB Through interviews and surveys, this paper investigates Japanese video gaming software firms that have achieved a major global presence. Contrary to our expectations, findings show that overall Japanese practices are inconsistent with what has generally been believed to be necessary in software development processes. However, our findings suggest that the overall set of creativity management practices is indeed compatible with the needs of the market and development processes. C1 Drexel Univ, LeBow Coll Business, Dept Management, Philadelphia, PA 19104 USA. Osaka Int Univ, Dept Management & Informat Sci, Hirakata, Osaka 5730192, Japan. RP Kohashi, R, Drexel Univ, LeBow Coll Business, Dept Management, 101 N 33rd St, Philadelphia, PA 19104 USA. EM kohashi@mis.oiu.ac.jp sk92@drexel.edu CR *CAPC, 2003, CAPC BUS POL 2003 *JAP EL IND PROM A, 1994, NCH SOF GYAPP KAN SU *NJSKK, 2003, JOH HAK ABEGGLEN C, 1958, JAPANESE FACTORY ASP ANCHORDOGUY M, 2000, RES POLICY, V29, P391 BABA Y, 1995, INT COMPUTER SOFTWAR CAMPBELL DT, 1959, PSYCHOL BULL, V56, P81 CUSUMANO MA, 1991, JAPANESE SOFTWARE FA DORE R, 1973, BRIT FACTORY JAPANES FUJISUE K, 2004, GIJUTSU KEIEI NYUUMO GRANOVETTER MS, 1973, AM J SOCIOL, V78, P6 HIRABAYASHI H, 1996, WORK GAMING SOFTWARE ICHIKAWA K, 1993, COMPUTER GAME ITO M, 2004, BUSINESS EC IWATA R, 1977, NIHON KEIEI HENSEI G JICK TD, 1979, ADM SCI Q, V24, P602 KOHASHI R, 1995, HIT ORG SCI C AS RES KOHASHI R, 1996, THESIS KOBE U KOHASHI R, 1997, UNPUB R D MANAGEMENT OUCHI WG, 1981, THEORY Z PASCALE RT, 1981, ART JAPANESE MANAGEM SAKAIYA T, 1995, CHIKA KAKUMEI SHAPIRO C, 1998, INFORMATION RULES ST TAJIMA D, 1984, COMPUTER, V17, P34 YADA M, 1996, GAME RIKKOU MIRAIZOU YAMADA H, INT J TECHNOLOGY MAN YAMANA I, 1994, KING GAME MIRAI SENR YASUDA K, 1989, JAPANESE PERSPECTIVE, P187 NR 28 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2005 VL 30 IS 3-4 BP 365 EP 388 PG 24 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 926XE UT ISI:000229156200008 ER PT J AU Manabe, S Fujisue, K Kurokawa, S TI A comparative analysis of EDI integration in US and Japanese automobile suppliers SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE Electronic Data Interchange (EDT); business-to-business electronic commerce; automotive industry; automobile suppliers; technology adoption ID ELECTRONIC DATA INTERCHANGE; INFORMATION TECHNOLOGY; UNITED-STATES; ADOPTION; DETERMINANTS; PERFORMANCE; MANAGEMENT; INDUSTRY; INDEX AB This paper examines EDI (Electronic Data Interchange) integration in US and Japanese automobile suppliers. The paper constructs several hypotheses based on our literature survey, and tests these hypotheses in 76 US suppliers and 93 Japanese suppliers. Our study found that: Japanese firms were more likely to make relation-specific investments into their suppliers than the US firms were. Japanese firms were likely to receive parts from their suppliers more frequently than the US firms were. Japanese firms were more likely to schedule their production right before their actual production than the US firms were. US firms were more likely to emphasise expanding their transactional bases in using EDI than Japanese firms were. US firms were more likely to integrate their Customers by EDI, while Japanese firms were more likely to integrate their suppliers by EDI. EDI integration had a positive impact on EDI effectiveness in the USA, while there was no such relationship between EDI integration and EDI effectiveness in Japan. C1 Drexel Univ, Dept Management, LeBow Coll Business, Philadelphia, PA 19104 USA. Yokohama Natl Univ, Fac Business Adm, Hodogaya Ku, Yokohama, Kanagawa 2408501, Japan. Univ Tokyo, Dept Syst Innovat, Sch Engn, Tokyo, Japan. RP Kurokawa, S, Drexel Univ, Dept Management, LeBow Coll Business, 101 N,33rd St, Philadelphia, PA 19104 USA. EM manabe-seiji@nifty.ne.jp Fujisue@aol.com sk92@drexel.edu CR 1998, MODERN MAT HANDLING, V53, A3 *AIAG, 1997, IMPL EDI YOUR AUT SU *ELM INC, 1999, ELM GUID AUT SOURC R *IRC, 2000, NIH JID BUH SANG JIT *NIKK COMP, 2001, HOND INT SYST 370 SU *NIKK INF STRAT, 2002, HOND NEW EDI SYST 37 *SBFC, 2002, EFF EL PURCH AUT CON ARUNACHALAM V, 1997, INFORMATION RESOURCE, V10, P22 BALDWIN CY, 1997, HARVARD BUSINESS SEP, P84 BARTHOLOMEW D, 1997, IND WEEK, V246, P44 BASUKI I, 2001, TECHNOVATION, V12, P719 BASUKI I, 2001, TECHNOVATION, V21, P719 BENJAMIN RI, 1990, LONG RANGE PLANN, V23, P29 BENSAOU M, 1997, INFORM SYST RES, V8, P107 BENSAOU M, 1998, HARVARD BUS REV, V76, P119 BROUSSEAU E, 1994, INFORMATION EC POLIC, V6, P319 BURT DN, 1993, AM KEIRETSU STRATEGI CASH JI, 1985, HARVARD BUS REV, V63, P134 CLARK KB, 1991, PRODUCT DEV PERFORMA CUSUMANO MA, 1991, STRATEGIC MANAGE J, V12, P563 DIAMANTOPOULOS A, 2001, J MARKETING RES, V38, P269 DYER J, 1997, STRAT MANAGE J, V18, P335 FUJIMOTO T, 1998, SUPPLIERS SYSTEMS FUJIMOTO T, 2001, AUTOMOBILES STRATEGY GERLACH M, 1992, ALLIANCE CAPITALISM GOTTARDI G, 1996, INT J TECHNOL MANAGE, V12, P369 GRANOVETTER M, 1985, AM J SOCIOL, V91, P481 HARLAND CM, 1996, BRIT J MANAGE, V7, P63 HAYASHI N, 2000, ACTIONLINE DEC, P18 HELPER S, 1993, EMBEDDED FIRM SOCIOE, P141 HELPER SR, 1995, SLOAN MANAGE REV, V36, P77 HIRSCHMAN AO, 1964, AM ECON REV, V54, P761 HIRSCHMAN AO, 1970, EXIT VOICE LOYALTY HOY T, 1995, MANUFACTURING ASSEMB IACOVOU CL, 1995, MIS QUART, V19, P465 KRZECZOWSKI R, 1998, AUTOMATIC ID NEWS, V14, P38 LAWRENCE PR, 1967, ORG ENV MANAGING DIF MARGOLIN D, 1995, MEASURING SUPPLY CHA MESSBARGER R, 2002, J MIDWEST MOD LANG, V35, P1 MITSUMORI Y, 2000, SHORT CUTS B2B JAPAN NISHIGUCHI T, 1994, STRATEGIC IND SOURCI NONAKA I, 1995, KNOWLEDGE CREATING C OH J, 2001, ELECT SUPPLY CHAIN N OONO T, 1978, TOYOTA PRODUCTION SY OSTERLOH M, 2000, ORGAN SCI, V11, P538 PREMKUMAR G, 1994, J MANAGEMENT INFORMA, V11, P157 PREMKUMAR G, 1995, DECISION SCI, V26, P303 PREMKUMAR G, 1997, EUR J INFORM SYST, V6, P107 RAMAMURTHY K, 1995, IEEE T ENG MANAGE, V42, P332 RASSAMEETHES B, 2000, INT J TECHNOL MANAGE, V20, P287 REEKERS N, 1996, EUR J INFORM SYST, V5, P120 RIGGINS FJ, 1994, J MANAGEMENT INFORMA, V11, P37 SACCOMANO A, 1996, TRAFFIC WORLD, V246 SASAKI H, 2001, B B GATA SOSHIKKAN K SENN JA, 1998, INFORM SYST MANAGE, V15, P7 SICOTTE H, 2000, J ENG TECHNOL MANAGE, V17, P1 SOUDER WE, 1998, J PROD INNOVAT MANAG, V15, P520 SWATMAN PMC, 1994, J STRATEGIC INF SYST, V3, P41 TALLIM P, 1993, UDT SERIES DATA COMM VASILASH G, 1999, AUTOMOTIVE MANUFACTU, V111, P52 YOUNG AW, 1999, COGNITIVE NEUROPSYCH, V16, P1 ZUCKERMAN A, 2002, WORLD TRADE, V15, P16 NR 62 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2005 VL 30 IS 3-4 BP 389 EP 414 PG 26 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 926XE UT ISI:000229156200009 ER PT J AU Viswanathan, NK Pick, JB TI Comparison of e-commerce in India and Mexico: an example of technology diffusion in developing nations SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE e-commerce; India; Mexico; government; policy; software; framework; infrastructure; culture; development; diffusion AB The growth of the e-commerce industry and its relationship with associated industries such as telecommunications and software are analysed in the context of the Indian and Mexican economies. In addition, factors impacting the adoption of e-commerce in different sectors of the economy are examined. The major variables considered include growth in the number of internet connections, telecommunications infrastructure, attitudes and awareness of corporations and individual customers towards e-commerce, growth of the software industry in terms of its relationship to e-commerce, and the role played by the government. The two nations are compared on four groups of e-commerce factors. Based on existing trends, the major bottlenecks to future growth are also examined and a framework is presented that may help explain the process of e-commerce diffusion in developing countries. C1 Delaware State Univ, Sch Management, Dover, DE 19901 USA. RP Viswanathan, NK, Delaware State Univ, Sch Management, Suite 210-E,1200 N Dupont Highway, Dover, DE 19901 USA. EM nviswana@desu.edu james_pick@redlands.edu CR 2000, INTERNET WEEK 1212 2000, SATELLITE NEWS 0417, P1 2002, MISCELLANEOUS DATA *IMRB, 1999, SURV ECOMM IND *INEGI, 2003, I NAC EST GEOGR INF *UN, 2002, INT MIGR REP *US CENS, 2000, HISP OR NAV MIDDL SE *US CENS, 2001, HISP POP *US CENS, 2004, US INT PROJ AG SEX R *VSNL, 2003, VSNL CONS SERV *WORLD BANK, 2003, WORLD DEV IND BUTLER EW, 2001, MEXICO MEXICO CITY W CLIFFORD M, 2000, BUS WEEK 0828, P182 CRUZ S, 2001, BUSINESS MEXICO AUG, P42 DEDRICK J, 1998, ASIAS COMPUTER CHALL DEDRICK J, 2001, INFORM SOC, V17, P119 DUTTA S, 2003, GLOBAL INFORMATION T GARCIAMURILLO M, 2000, AMCIS P, P1883 GARCIAMURILLO M, 2003, P TEL POL ES C, P31 HIBON M, 2003, GLOBAL INFORMATION T, P278 KRIPALANI M, 2000, BUSINESS WEEK 0221, P30 MERCHANT A, 1999, DIRECT MARKETING MAR, P49 PALACIOS JJ, 2003, INFORM SOC, V19, P69 QUINONES S, 2000, MB MAY, P28 SCHWAB KM, 2002, GLOBAL COMPETITIVENE SEYBOLD PB, 1998, CUSTOMERS COM, P360 TALLON P, 2000, J GLOBAL INFORMATION, V3, P4 TRAVICA B, 2002, J GLOBAL INFORMATION, V5, P4 NR 28 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2005 VL 31 IS 1-2 BP 2 EP 19 PG 18 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 926XG UT ISI:000229156400002 ER PT J AU Salib, SA Wahba, K TI The acceptance of 'self-service' technology in the Egyptian telecom industry SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE TAM; self-service; IVR; internet; traditional customer service; telecommunication; perceived ease of use (PEOU); perceived usefulness (PU); perceived trust (PT); technology-based applications AB This paper extends Davis' Technology Acceptance Model (TAM) and explains how perceived usefulness (PU), and perceived ease of use (PEOU) can influence the Egyptian consumer in term of intention and actual use of 'Self-Service' technology. The study tested TAM successfully in the Arab Republic of Egypt, and research findings indicated promising responses from Egyptian consumers especially towards internet self-service. Telecom players in the Arab Republic of Egypt should further test the feasibility of developing Such an application in order to make sound investment decisions. The paper contains examples Of Current preliminary initiatives made by MobiNil (First Egyptian Telecom Operator) and Vodafone Egypt (Second Egyptian Telecom Operator) as well as conclusions based on survey findings, to reflect on the potential of self-service tools, especially internet-based applications, in the context of this industry. C1 Corniche El Nil WTC, HR Dept, Cairo, Egypt. Cairo Univ, Fac Engn, Syst & Biomed Engn Dept, Cairo, Egypt. RP Salib, SA, Corniche El Nil WTC, HR Dept, MobiNil 1191, Cairo, Egypt. EM ssalib@mobinil.com Khaled.wahba@riti.org CR 2001, SEARCH NETWORKING DE *CUST MAN SCOR, 2001, GIG BLAST SEARCH ENG *MEMRB, 2000, SOC EC CLASS EG *WORLD BANK, 2002, ICT GLANC EG AR REP ASSEM A, 2001, THESIS MAASTRICHT SC ATEF M, 2001, THESIS MAASTRICHT SC BARNES J, 2001, CUSTOMER RELATIONSHI BOOTH M, 2001, BOOTH HARRIS TRUST M COLKIN E, 2001, CITIBANKS PARENT COM DAVIS F, 1985, THESIS MIT CAMBRIDGE GEFEN D, 2000, MANAGING USER TRUST KEEN PGW, 1999, ELECT COMMERCE RELAT MARGULIUS D, 2002, HELPING CUSTOMERS HE PAVLOU P, 2001, CONSUMER INTENTIONS SIMS D, 2002, CRM PRINTER KEEPING STEWART DW, 2001, MEDIA EFFECTS ADV TH VERMA G, 2002, CRM MAKES STRIDES SE ZIMMERMAN K, 2001, KM WORLD, V10, P22 NR 18 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2005 VL 31 IS 1-2 BP 20 EP 38 PG 19 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 926XG UT ISI:000229156400003 ER PT J AU Bernadas, C Verville, J TI Disparity of the infusion of e-business within SMEs: a global perspective SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE e-business; SMEs; internet adoption; e-business infusion ID COMMERCE AB The objective of this paper is to present the initial phase of a Study on e-business infusion among SMEs. Currently organisations, in particular Small and Medium Enterprises (SMEs), are in the midst of change. The use of the internet for e-business Could be a medium for SMEs to respond to changes in the marketplace. Meanwhile, the adoption of internet by SMEs as a tool to enhance the business process has been slow. This paper provides ail overview of the state of SMEs' infusion and a brief description by continent: Africa, Asia, Australia/Oceania, Europe, North America, and South America. C1 Texas A&M Int Univ, Coll Business Adm, Dept Informat Syst & Decis Sci, Laredo, TX 78045 USA. RP Bernadas, C, Texas A&M Int Univ, Coll Business Adm, Dept Informat Syst & Decis Sci, 5201 Univ Blvd, Laredo, TX 78045 USA. EM cbernadas@tamiu.edu jverville@tamiu.edu CR 2002, GREAT AFRICAN INTERN 2002, HIGH SPEED INTERNET, V18, P6 *DEP COMM INF TECH, 2000, TAK PLUNG SINK SWIM *ECD, 2002, ECOMM LAT AM *EL COMM NEWS, 2002, PLESK CEO ADDR ECOMM, V7, P1 *WORLD INF TECHN S, 2002, DIG PLAN AU KF, 2002, INT J SERV TECHNOLOG, V3, P5 CORNWELL S, 2001, WHITE PAPER VANDUSSE DANIEL E, 2002, INT SMALL BUS J, V20, P253 DANS E, 2001, P 8 EUR C INF TECHN, P209 EDUARD T, 2001, CONSULTING MANAGEMEN, V12, P10 FLASTER L, 2002, WESTCHESTER COUNTY B, V41, P16 GANI HM, 2002, COMPUTIMES MALAYSIA, V1 GOLDSTUCK A, 2002, GOLDSTUCK REPORT ONL JIN F, 2002, COMPUTIMES MALAYSIA, V1 LAL K, 2002, RES POLICY, V31, P1199 LOCKE S, 2000, NZ BUSINESS, P1 MEHRTENS J, 2001, INFORM MANAGE, V39, P165 MIYOCHI S, 2002, ECOM J, V4, P3 PASTORE M, 2001, CYBERATLAS POON A, 2002, ASIA PACIFIC BROADBA POON S, 2000, EUR J INFORM SYST, V9, P72 REUTERS, 2002, INTERNET MOBILE PHON SIMES JB, 2002, COMPUTERWORLD PHILIP, V1 UNESCO, 2002, OBSERVATORY INFORMAT VANBEVEREN J, 2002, J SMALL BUS MANAGE, V40, P250 NR 26 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2005 VL 31 IS 1-2 BP 39 EP 46 PG 8 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 926XG UT ISI:000229156400004 ER PT J AU Lindskog, H Johansson, M TI Broadband: a municipal information platform: Swedish experience SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE urban networks; broadband; smart community; technology and/or demand-driven development; municipalities; policy for implication AB Sweden was one of the first countries to adopt a policy for the introduction of broadband and internet access for everybody. Swedish national policy for the expansion of broadband infrastructure has for the last few years been centered on the build-up of urban networks. Studies of the build-up process show that municipalities in their efforts follow a rather similar way to start the process of introducing broadband, but in spite of that strategies as well as tempo vary enormously between municipalities, due to geographical, economic, social and cultural factors. Tranas, a small municipality in the southern part of Sweden, is an example of an early and successful implementation of urban networks. Tranas' strategy involves not only politicians; it involves representatives from schools, local businesses and essentially all citizens of the community. C1 Linkoping Univ, Inst Technol, Dept Management & Econ, SE-58183 Linkoping, Sweden. Linkoping Univ, Informat Off, SE-58183 Linkoping, Sweden. RP Lindskog, H, Linkoping Univ, Inst Technol, Dept Management & Econ, SE-58183 Linkoping, Sweden. EM helli@eki.liu.se magjo@info.liu.se CR 2003, BREDBAND SVERIGE TIL, P27 2003, REGERINGEN VILL OKA 2003, ULRICA MESSING GUNNA *EU, 1994, EUR GLOB INF SOC REC *EU, 2000, ACT PLAN PREP COUNC *EUR COMM, 2003, INF SOC DIR GEN WEBS *PTS, 2002, IT INFRATRUKTUREN SV *SIKA, 2003, FACT AB INF COMM TEC *SOU, 1994, GOVT COMMISSION INFO, P118 *SOU, 1999, BREDBAND FOR TILVAXT, P85 BIJKER W, 1995, BICYCLES BAKELITE BU CASTELLS M, 2001, INTERNET GALAXY REFL EDQUIST C, 1997, SYSTEMS INNOVATION T HEKTOR A, 2001, USE INTERNET INFORMA JOHANSSON M, 1997, THESIS LINKOPINGS U KAIJSER A, 1994, FADRENS SPAR SVENSKA NELSON RR, 1993, NATL INNOVATION SYST PROP, 1996, ARGARDER BREDDA UTVE, P125 SILVERSTONE R, 1992, CONSUMING TECHNOLOGI TRAMAN, 2003, TRANAS MUNICIPALITY WIHLBORG E, 2002, C GLOB FOR SHAP FUT NR 21 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2005 VL 31 IS 1-2 BP 47 EP 63 PG 17 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 926XG UT ISI:000229156400005 ER PT J AU Andrew, T Petkov, D TI A case study on the initial enquiry stage in a framework for improved planning of rural telecommunications infrastructure in developing countries SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE rural telecommunications planning; socio-technical systems; critical systems thinking AB This paper discusses the practical implementation of the first phase of a systemic framework for the planning of rural telecommunications infrastructure in developing Countries. The framework as a whole was formulated on the basis of the theory of critical systems thinking. It involves three essential phases adapted from Ackoff's Interactive Planning: the initial enquiry or the formulation of the current reality of a particular rural area with respect to rural telecommunications infrastructure ('The formulation of the mess'); the idealised design of the rural telecommunications system with benefits to all stakeholders ('The ends planning'); the means and resource planning and the implementation and control that is required to move the rural area from the current reality to the idealised design ('The leverage phase'). The practical implementation of the framework was done in a rural area in KwaZulu Natal, South Africa. While an overview of the entire implementation is briefly provided, this paper however focuses on the formulation of the mess phase and its results. The contribution of the paper is in showing the importance of a systemic approach towards this phase of the planning for more appropriate rural telecommunications infrastructure, perceived as a socio-technical system. C1 Technikon Witwatersrand, Fac Engn, Johannesburg, South Africa. Eastern Connecticut State Univ, Dept Business Adm, Willimantic, CT 06226 USA. RP Andrew, T, Technikon Witwatersrand, Fac Engn, Johannesburg, South Africa. EM theoandr@twr.ac.za petkovd@easternet.edu CR ACKOFF RL, 1981, CREATING CORPORATE F ACKOFF RL, 1993, OMEGA-INT J MANAGE S, V21, P401 ANDREW T, 2002, CRITICAL SYSTEMS THI ANDREW TN, 2003, TELECOMMUN POLICY, V27, P75 ARGYRIS C, 1996, ORG LEARNING THEORY BANVILLE C, 1998, SYST RES BEHAV SCI, V15, P15 CHECKLAND P, 1990, SOFT SYSTEMS METHOLO CHECKLAND PB, 1981, SYSTEMS THINKING SYS FLODD RL, 1991, CREATIVE PROBLEM SOL HABERMAS J, 1984, THEORY COMMUNICATIVE, V1 JACKSON MC, 2000, SYSTEMS APPROACHES M LIND M, 2003, J OPER RES SOC, V54, P119 LLERAS E, 1993, KYBERNETES, V32, P644 MIDGLEY G, 2000, SYSTEMAIC INTERVENTI MINGERS J, 1997, MULTIMETHODOLOGY THE MITROFF I, 1993, UNBOUNDED MIND ULRICH W, 1996, PRIMER CRITICAL SYST WARFIELD JN, 1994, SCI GENERIC DESIGN M NR 18 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2005 VL 31 IS 1-2 BP 64 EP 77 PG 14 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 926XG UT ISI:000229156400006 ER PT J AU Alt, R Gizanis, D Legner, C TI Collaborative order management: toward standard solutions for interorganisational order management SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE interorganisational processes; business collaboration; order management; payment e-services; logistics e-services; process integration ID SUPPLY CHAIN AB Order management ranks among the key operational processes. Inefficiencies within this process have direct impacts on Customer service, order cycle times as well as order execution costs. The massive investments in implementing systems for enterprise resource planning (ERP) have already led to significant improvements in managing orders across organisational units within enterprises. However, ERP systems have not been designed for exchanging order information with business partners. Established interorganisational Solutions Such as electronic data interchange (EDI) are not widespread and existing solutions are largely proprietary. This article discusses the emerging standard solutions and services for interorganisational or collaborative order management (COM). Starting from a generic definition of the COM process an explorative Study aims to provide an overview on the status, developments and perspectives of COM. Order management Solutions and electronic services are discussed as the two main emerging areas in COM and various providers are analysed using content analysis and case research. The current picture shows fragmented solutions and a substantial need for integration. Possible scenarios and open research questions are provided in the concluding section of this paper. C1 Univ St Gallen, Inst Informat Management, St Gallen, Switzerland. RP Alt, R, Univ St Gallen, Inst Informat Management, St Gallen, Switzerland. EM rainer.alt@unisg.ch dimitrios.gizanis@unisg.ch christine.legner@unisg.ch CR 1998, OPEN FINANCIAL EXCHA 2001, IEE SOLUTIONS, V33, P17 2001, XML WEB SERVICES *NACHA, 2001, BUS BUS EIPP PRES MO ALT R, 2000, J ELECT COMMERCE RES, V1, P67 ALVARENGA CA, 2003, SUPPLY CHAIN MANAG, V7, P28 ANDRASKI JC, 1998, J BUSINESS LOGISTICS, V19, P9 ANGELINI DJ, 2000, J PERINAT NEONAT NUR, V13, P1 ARMSTRONG R, 2002, WORLD TRADE, V15, P28 BAYLES DL, 2001, ECOMMERCE LOGISTICS BROWN B, 2003, INTELLIGENT ENTERPRI, V6, P21 BUMSTEAD J, 2002, 4PL MANAGE SUPPLY CH CHAMPION M, 2002, WEB SERVICES ARCH W3 COBWEB, 1998, COMPENDIUM ELECT COM COPACINO WC, 1997, SUPPLY CHAIN MANAGEM CURRAN TA, 1999, SAP R3 BUSINESS BLUE CYBERCASH, 1998, CYBERCASH INTERACTIV DYER JH, 2000, COLLABORATIVE ADVANT ELLIS CA, 1991, COMMUN ACM, V34, P39 GISOLFI D, 2001, WEB SERVICES ARCH 1 GREAN M, 2002, SUPPLY CHAIN INTEGRA HAGEL J, 2001, HARVARD BUS REV, V79, P105 HANDFIELD RB, 1999, INTRO SUPPLY CHAIN M HOMS C, 2001, EUROPES ONLINE LOGIS HUANG K, 2002, UNLOCKING POTENTIAL JOHNSON R, 2003, CONSOLIDATED ORDER M KALAKOTA R, 2001, EBUSINESS ROADMAP SU KANTER RM, 1994, HARVARD BUS REV, V72, P96 KEEN PGW, 2000, EPROCESS EDGE CREATI KELTZ H, 2002, STATE ORDER MANAGEME KILGORE SS, 2002, GRADING APPS INVENTO KRITCHANCHAI D, 1999, INT J OPER PROD MAN, V19, P812 LEE HL, 1997, SLOAN MANAGE REV, V38, P93 LIM B, 2003, INFORM SYST MANAGE, V20, P49 LIN CH, 2002, J COMPUT INFORM SYST, V42, P83 LUTTIGHUIS PO, 2000, ERP ECOMMERCE ERA MONTGOMERY N, 2001, SUPPLY CHAIN EVENT M MYERSON JM, 2002, WEB SERVICE ARCH NERVEWIRE, 2002, COLL COMM COMP BEN S NEWCOMER E, 2002, UND WEB SERV XML WSD NEWTON CJ, 2001, MANAGING ORDER FULFI OMAHONY D, 2001, ELECT PAYMENT SYSTEM OSTERLE H, 2001, BUSINESS NETWORKING, P17 PREMKUMAR GP, 2000, INFORM SYST MANAGE, V17, P56 PULSIPHER S, 2002, DISTRIBUTED COMMERCE RABIN S, 2002, INFORMATION SYSTEMS, P70 RADJOU N, 2001, APPS DYNAMIC COLLABR SAENZ N, 2001, IIE SOLUTIONS MAY, P37 SAHAY B, 2003, WORK STUDY, V52, P76 SCHEER AW, 1992, ARCH INTEGRATED INFO SEIDMANN A, 1998, INFORMATION TECHNOLO TEACH E, 2002, CFO MAG SR FINANC EX, V18, P83 TOMPKINS JA, 2001, EMANUFACTURING MADE WESTARP F, 1999, P 7 EUR C INF SYST E, P719 NR 54 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2005 VL 31 IS 1-2 BP 78 EP 97 PG 20 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 926XG UT ISI:000229156400007 ER PT J AU Mitra, A Brown, M Hackney, R TI Evolutionary knowledge management: a case of system development within the manufacturing industry SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE knowledge management; manufacturing organisation; electronics industry; components manufacturing; business models; workshop; leadership site; knowledge representation; communication; culture AB Significant volatility within the manufacturing industry has meant that managers are expected to maximise advantages Out of available resources. A large part of these available resources have over time become intangible, resident in the skills and knowledge of the workforce. Competitive advantages have been gained by inter alia, reducing lead times in production, shortening of product lifecycles and enlarging the diversity of product ranges. Such initiatives are linked to flexibility and adaptability of the knowledge systems in place. Evidently for these organisations to succeed, it is necessary for them to have formal knowledge systems that could sufficiently facilitate production processes. The first objective of the present paper is to evaluate current practices in developing knowledge management systems. The second objective is to relate obtained evidence within a particular manufacturing organisation which produces components for the electronics industry. For the purpose of this paper the organisation is referred to as Sarison. C1 Univ Salford, Inst Informat Syst, Salford M5 4WT, Lancs, England. Bolton Inst Higher Educ, Bolton Business Sch, Bolton BL3 5AB, England. RP Mitra, A, Univ Salford, Inst Informat Syst, Salford M5 4WT, Lancs, England. EM a.mitra@salford.ac.uk m.e.brown@bolton.ac.uk r.hackney@mmu.ac.uk CR ALLERTON HE, 1998, TRAINING DEV, V52 ASH J, 1998, COMMUNICATION WORLD, V15 DRUCKER P, 1993, POST CAPITALIST SOC HELLSTROM T, 2000, J KNOWLEDGE MANAGEME, V4 MAYO A, 1998, J MANAGEMENT SYSTEMS, V4 MILTON N, 1999, BRIT J MANAGE, V10, P309 MINSKY P, 1974, OREGON STATE SYSTEM NONAKA I, 1995, KNOWLEDGE CREATING C OHARA K, 1997, SLOAN MANAGEMENT REV SCHAEFER M, 1998, COMMUNICATION WORLD, V5, P26 ZACK M, 1999, SLOAN MANAGEMENT SUM, P45 NR 11 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2005 VL 31 IS 1-2 BP 98 EP 115 PG 18 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 926XG UT ISI:000229156400008 ER PT J AU Modarres, M Beheshtian-Ardekani, M TI Enterprise support system architecture: integrating DSS, EIS, and simulation technologies SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE information technology; simulation; process improvement; management decision-making AB Increased globalisation and environmental complexity has put pressure on managers to sense and gather critical information used by strategic decision-makers within organisations. The complexity and unpredictability of global environment has made it necessary for top executives and strategic managers to give greater attention to information and Simulation technologies which enable them to access information on business processes at all organisational levels and predict the outcome of their decisions regarding strategic process improvements. In this paper we consolidate on previous research and offer a model that integrates information and Simulation technologies and improves the impact of the managerial decisions on strategic business process improvements. C1 Univ La Verne, Coll Business & Publ Management, La Verne, CA 91750 USA. RP Modarres, M, Univ La Verne, Coll Business & Publ Management, 1950 3rd St, La Verne, CA 91750 USA. EM modarres@ulv.edu mehdibeh@ulv.edu CR BAHRAMI A, 1998, WINTER SIMULATION C, V2, P1409 BARTLETT CA, 2000, TRANSNATIONAL MANAGE CHATTOPADHYAY P, 2001, ACAD MANAGE J, V44, P937 DAFT RL, 1984, ACAD MANAGE REV, V9, P284 DAVENPORT TH, 1993, PROCESS INNOVATION GALBRAITH JR, 1994, COMPETING FLEXIBLE L GRANT RM, 1995, CONT STRATEGY ANAL HALL RH, 2002, ORG STRUCTURE PROCES HAMMER M, 1993, REENGINEERNG CORPORA HAMMER M, 1994, REENGINEERING REVOLU HARRIS SE, 1991, ORGAN SCI, V2, P263 HITT MA, 2001, STRATEGIC MANAGEMENT MODARRES M, 1997, KNOWLEDGE MANAGEMENT MODARRES M, 2001, SOC ADV MANAGEMENT, P645 PITTS RA, 1996, STRATEGIC MANAGEMENT PORTER ME, 1985, COMPETITIVE ADV PROFOZICH D, 1998, MANAGING CHANGE BUSI RENDER B, 1997, PRINCIPLES OPERATION ROBERTS L, 1994, PROCESS REENGINEERIN ROBSON GD, 1991, CONTINUOUS PROCESS I YIP G, 2003, TOTAL GLOBAL STRATEG NR 21 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2005 VL 31 IS 1-2 BP 116 EP 128 PG 13 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 926XG UT ISI:000229156400009 ER PT J AU Dhillon, G Fabian, F TI A fractal perspective on competencies necessary for managing information systems SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE organisational competencies; individual skills; information systems management; chaos theory; fractal phenomena ID TECHNOLOGY AB In this paper, we present a view of the necessary skill set for managing information technology (IT) in organisations. Our assessment is based on viewing this task as part of managing within a nonlinear complex system. While managing IT in nonlinear complex systems, managers accept that control is neither achievable nor desirable. Rather, IT systems are conceptualised as embodying a fractal quality in which they must be customised to reflect the most essential aspects of the organisation's business policies. The manager's job becomes one of assessing whether there is a continued coherence between what the changing organisation is doing and what the system can provide, and thus embodies special abilities of pattern recognition and adaptability, C1 Virginia Commonwealth Univ, Sch Business, Richmond, VA 23284 USA. Univ N Carolina, Charlotte, NC 28223 USA. RP Dhillon, G, Virginia Commonwealth Univ, Sch Business, 1015 Floyd Ave, Richmond, VA 23284 USA. EM gdhillon@vcu.edu ffabian@email.uncc.edu CR 2003, SYNCHRONIZING RESOUR BROWN T, 1996, CHAOS THEORY SOCIAL DESANCTIS G, 1994, ORGAN SCI, V5, P121 DEVANEY RL, 1990, CHAOS FRACTALS DYNAM DHILLON G, 2002, INFORMATION RES MANA, V15, P5 EOYANG GH, 1997, COPING CHAOS 7 SIMPL GIDDENS A, 1984, CONSTITUTION SOC GLEICH J, 1987, CHAOS MAKIING NEW SC GOLEMAN D, 1997, EMOTIONAL INTELLIGEN HORWICH J, 2003, MINNESOTA PUBLIC RAD JASPERSON J, 2002, MIS QUART, V26, P397 MERRIFIELD DB, 1999, RES TECHNOL MANAGE, V42, P10 MERRY U, 1995, COPING UNCERTAINITY MORRISON DJ, 1999, MARK MANAG, V8, P16 MUOIO A, 1998, FAST COMPANY, V15 ORLIKOWSKI WJ, 1992, ORGAN SCI, V3, P3 PADMANABHAN B, 1999, DECIS SUPPORT SYST, V27, P303 PERROW C, 1983, ADMIN SCI QUART, V28, P521 PRIGOGINE I, 1989, FUTURES, V21, P396 SIMON HA, 1995, 14 INT JOINT C ART I STACEY RD, 1992, MANAGING UNKNOWABLE THIETART RA, 1995, ORGAN SCI, V6, P1 WHEATLEY MJ, 1992, LEADERSHIP NEW SCI L WYNNE B, 1988, SOC STUD SCI, V18, P147 NR 24 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2005 VL 31 IS 1-2 BP 129 EP 139 PG 11 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 926XG UT ISI:000229156400010 ER PT J AU Dhanda, KK Hill, RP TI The role of information technology and systems in reverse logistics: a case study SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE reverse logistics; information technology; recycling; industry examples AB Reverse logistics is a process whereby a manufacturer accepts products from consumers for possible remanufacturing, recycling, reuse or disposal. Recovery of used products is receiving increased attention due to growing environmental concerns. Though studies have shown that reverse logistics practices can result in substantial cost savings for companies, there has been some reluctance implementing these methods. Our research shows that information systems and information technology may play an important role in the support of this process. To this end, we address several questions related to reverse logistics: What are the drivers - internal, external, and legislative - that impact reverse logistics'? What exemplar companies have saved money by implementing reverse logistics programs? What is the role of information technology within reverse logistics? Our paper will explore this area through a case study of a company that is involved in the practice of reverse logistics. We hope that this application will shed light on the operations of a recycling outfit and the role of information technology and systems within this reverse chain. For the purpose of this paper, the company will be referred to as XYZ. C1 Depaul Univ, Dept Management, Chicago, IL 60604 USA. Univ S Florida, Coll Business, St Petersburg, FL 33701 USA. RP Dhanda, KK, Depaul Univ, Dept Management, 1 E Jackson Blvd, Chicago, IL 60604 USA. EM dhanda@up.edu ronaldpaulhill@msn.com CR *MAT MAN DISTR, 1996, TAK BACK REV LOG RET *PR NEWSW, 1995, CF MOT INTR REV LOG *PR NEWSW, 2000, INTR ITS COMPL ONS R BLUMBERG DF, 1999, J BUSINESS LOGISTICS, V20, P141 CALDWELL B, 1999, INFORMATIONWEEK 0412 CARTER C, 1998, J BUSINESS LOGISTICS, V19, P85 DELAURANTAYE L, 2000, DIACRITICS, V30, P3 GOOLEY TB, 1999, LOGISTICS MANAGEMENT HEEB HB, 1989, MANUF ENG, V102, P74 KOPICKI R, 1993, REUSE RECYCLING REVE MELBIN JE, 1995, DISTRIBUTION, V94, P36 MINAHAN T, 1998, PURCHASING NEWSWIRE PR, 1995, CF MOTORFREIGHT INTR ROGERS D, 2001, J BUSINESS LOGISTICS, V22 SACCOMANO A, 1996, TRAFFICWORLD, P35 SCHWARTZ B, 2000, TRANSPORTATION DISTR STOCK JR, 1992, REVERSE LOGISTICS STOCK JR, 1998, DEV IMPL REV LOG PRO THIERRY M, 1995, CALIF MANAGE REV, V37, P114 TOENSMEIER PA, 1992, MOD PLAST, V69, P77 VANHILLEGERSBER.J, 2001, COMMUNICATIONS ACM WILDER RV, 1988, MOD PLAST, V65, P73 NR 22 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2005 VL 31 IS 1-2 BP 140 EP 151 PG 12 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 926XG UT ISI:000229156400011 ER PT J AU Campbell, DFJ Guttel, WH TI Knowledge production of firms: research networks and the 'scientification' of business R&D SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE knowledge production; knowledge-based economies and societies; basic research; applied research; experimental development; research networks; paralleling of R&D; scientification of business R&D; academic firm ID ABSORPTIVE-CAPACITY; NATIONAL SYSTEMS; INNOVATION; MANAGEMENT; INDUSTRY; UNIVERSITIES; PERSPECTIVE; TECHNOLOGY; SCIENCE; US AB Research and Development (R&D) expenditure grew during the 1980s and 1990s. The USA ranks first, Japan second and the EU third. Business R&D displays a cyclical pattern, university research, on the contrary, expanded more gradually. Interestingly, basic research grew faster than applied research. The consequences of this are paralleling efforts for different R&D activities, a re-conceptualisation of applied and university-related research and an increased demand, but also more opportunities, for direct university/business linkages. We will focus in this article on firms, identifying, which options they have to meet these challenges. We propose the concept of the 'academic firm'. Through a limited 'scientification' of business R&D and participation in research networks, firms can enhance their knowledge production. C1 Vienna Univ Econ & Business Adm, Dept Human Resource Management, A-1090 Vienna, Austria. EM david.campbell@uni-klu.ac.at wolfgang.guettel@wu-wien.ac.at CR *EUR COMM, 1996, GREEN PAP INN *EUR COMM, 2002, EUR RES AR SCI TECHN *IMD, 2003, EX SUMM S GAR *IMD, 2003, IMD WORLD COMP YB 20 *IMD, 2003, WORLD COMPETITIVENES *NAT SCI BOARD, 2002, SCI ENG IND 2002, V1 *OECD, 1994, FRASC MAN PROP STAND *OECD, 1998, SCI TECHN IND OUTL *OECD, 2000, BAS SCI TECHN STAT *OECD, 2001, BAS SCI TECHN STAT *OECD, 2001, OECD HIST STAT 1970 *OECD, 2002, MAIN SCI TECHN IND P *OECD, 2003, BAS SCI TECHN STAT P ARCHIBUGI D, 2002, GLOBALIZING LEARNING BARNEY J, 1991, J MANAGE, V17, P99 BARNEY JB, 2001, ACAD MANAGE REV, V26, P41 CAMPBELL DFJ, 1997, POLITICAL SCI SERIES, V48 CAMPBELL DFJ, 2000, WIRTSCHAFTSPOLITISCH, V47, P130 CAMPBELL DFJ, 2001, OSTERREICHISCHE Z PO, V30, P425 CAMPBELL DFJ, 2003, LEARNING SCI TECHNOL, P98 CARAYANNIS EG, 1999, INT J TECHNOL MANAGE, V18, P326 CARAYANNIS EG, 2002, TECHNOVATION, V22, P625 COHEN WM, 1989, ECON J, V99, P569 COHEN WM, 1990, ADMIN SCI QUART, V35, P128 COOL K, 2002, HDB STRATEGY MANAGEM, P55 EISENHARDT KM, 2002, HDB STRATEGY MANAGEM, P139 ETZKOWITZ H, 2000, RES POLICY, V29, P109 ETZKOWITZ H, 2003, RES POLICY, V32, P109 FELDMAN M, 2001, INNOVATION POLICY KN GIBBONS M, 1994, NEW PRODUCTION KNOWL GOTTWEIS H, 1998, GOVERNING MOL DISCUR GRANDE E, 2000, POLITICAL SCI SERIES, V70 GRANT RM, 1996, STRATEGIC MANAGE J, V17, P109 GUTTEL WH, 2001, WIRTSCHAFTSINF, V43, P477 HICKS D, 1996, SCI PUBL POLICY, V23, P39 HOWELLS J, 2003, INT J TECHNOL MANAGE, V25, P5 KATZ JS, 1997, RES POLICY, V26, P1 KRUCKEN G, 2003, INT J TECHNOL MANAGE, V25, P18 KUHLMANN S, 2001, RES POLICY, V30, P953 LEYDESDORFF L, 1996, SCI PUBL POLICY, V23, P279 LIYANAGE S, 1999, INT J TECHNOL MANAGE, V18, P372 LUNDVALL BA, 1992, NATL SYSTEMS INNOVAT LUNDVALL BA, 1998, TECHNOL ANAL STRATEG, V10, P407 MANGEMATIN V, 1999, INT J TECHNOL MANAGE, V18, P149 NARIN F, 1997, RES POLICY, V26, P317 NELSON RR, 1990, RES POLICY, V19, P193 NOWOTNY H, 2001, RETHINKING SCI KNOWL OSTERLOH M, 2000, ORGAN SCI, V11, P538 PAVITT K, 1998, RES POLICY, V27, P793 PECHAR H, 1998, HIGHER ED POLICY, V11, P141 PFEFFER T, 2003, U CAL RES OCC PAP SE, V6 POLANYI M, 1962, PERSONAL KNOWLEDGE P POTI B, 2001, INT J TECHNOL MANAGE, V22, P741 RYCROFT RW, 1999, COMPLEXITY CHALLENGE SCHARTINGER D, 2002, RES POLICY, V31, P303 SHEPPARD BH, 1996, TRUST ORG FRONTIERS, P140 STARBUCK WH, 1992, J MANAGE STUD, V29, P713 TASSEY G, 2001, INNOVATION POLICY KN, P37 TURPIN T, 1999, INT J TECHNOL MANAGE, V18, P232 UMPLEBY S, 2002, CYBERNET SYST, P492 VONORTAS NS, 1997, RES POLICY, V26, P577 VONORTAS NS, 2001, INNOVATION POLICY KN, P377 ZAHRA SA, 2002, ACAD MANAGE REV, V27, P185 NR 63 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2005 VL 31 IS 1-2 BP 152 EP 175 PG 24 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 926XG UT ISI:000229156400012 ER PT J AU Miyakawa, A Lin, B Chen, JCH TI Electronic monitoring in criminal justice system: an alternative supervision with IT perspective SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE electronic monitoring; information technology (IT); criminal justice; supervision ID MANAGEMENT; KNOWLEDGE AB As the advent of the information age, information technology (IT) has become a powerful strategic weapon for a business to improve or create its competitive advantages. Given impetus from IT and the recent increase in the inmates population, criminal justice agencies now use an alternative to traditional incarceration: electronic supervision. This article introduces the development of surveillance technology in offender monitoring systems and its industry situation. Issues involved in the effective use of such systems and future trend of electronic monitoring technology are also addressed. C1 Louisiana State Univ, Coll Business Adm, Shreveport, LA 71115 USA. Gonzaga Univ, Sch Business Adm, Spokane, WA 99258 USA. RP Lin, B, Louisiana State Univ, Coll Business Adm, Shreveport, LA 71115 USA. EM amiyakaw@gonzaga.edu BLIN@PILOT.LSUS.EDU chen@gonzaga.edu CR 2002, COMMUNICATION TODAY, V8 *GPS OFF TRACK, 2001, GLOB POS NAV, V11 *JHSA, 2000, EL MON *NLECT, 1999, KEEP TRACK EL MON APPLEGATE L, 1999, CORPORATE INFORMATIO AUNGLES A, 1995, SURVEILLANCE C PAPER BELLAMY C, 1996, INT J PUBLIC SECTOR, V9, P51 CLEAR TR, 2000, AM CORRECTIONS COURTRIGHT KE, 1997, FEDERAL PROBATION, V61 CROWE AH, 2002, OFFENDER SUPERVISION DERJER A, 2003, INT J INNOVATIONS LE, V1, P9 DYKEHOUSE SG, 2000, INT J POLICE STRATEG, V23 FIELDS CB, 1999, CONTROVERSIAL ISSUES GREEK CE, 2002, FEDERAL PROBATION, V66 HARRISON PM, 2003, PRISON JAIL INMATES HEIDA J, 2002, GPS TRACKING CORRECT INCIARDI JA, 1999, CRIMINAL JUSTICE PAYNE BK, 2002, FEDERAL PROBATION, V66 PEARLSON KE, 2004, MANAGING USING INFOR PHAAL R, 2004, INT J TECHNOL MANAGE, V27, P1 PIIPO P, 2003, INT J TECHNOL MANAGE, V25, P1 PORTER ME, 1985, COMPETITIVE STRATEGY RONCHI S, 2004, INT J TECHNOL MANAGE, V26, P871 SCHULTZ J, 2000, WASHINGTON TECHNOLOG, V15 SOLIMAN F, 2003, IND MANAGE DATA SYST, V103, P484 WOOD AM, 1998, INT J SOCIOLOGY SOCI, V18 YOUSSEF NA, 2003, TETHERS MAY EASE JAI NR 27 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2005 VL 31 IS 1-2 BP 176 EP 195 PG 20 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 926XG UT ISI:000229156400013 ER PT J AU Henderson, J McAdam, R Parkinson, S TI An innovative approach to evaluating organisational change SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE Information Technology; evaluation; evaluation methodology; organisational decision-making; learning AB This paper addresses the difficult problem of how to improve the process of evaluating organisational change. Given that the data emergent from an evaluative exercise will strongly influence the subsequent strategic and operational decisions taken by organisational managers, it is critical that the evaluation approach itself is capable of delivering high quality, accurate and timely data. The aim of this paper is to examine the role of the IT-based Optionfinder Technology used in conjunction with focus groups, in generating management decision-making data, and reflecting the changes in key performance indicators in a utility organisation. The case study research evaluates the innovative integrative approach adopted by the utility organisation and concludes that the proposed approach contributes to improvements in the decision-making capability of managers. C1 Queens Univ Belfast, Sch Management & Econ, Belfast BT7 1NN, Antrim, North Ireland. Univ Ulster, Sch Management, Newtownabbey, Co Antrim, North Ireland. Metropolitan Univ, Leeds Business Sch, Headingly LS6 3QS, England. RP Henderson, J, Queens Univ Belfast, Sch Management & Econ, 25 Univ Sq, Belfast BT7 1NN, Antrim, North Ireland. EM j.b.henderson@queens-belfast.ac.uk r.mcadam@ulst.ac.uk s.parkinson@lmu.ac.uk CR BALLANTINE J, 1999, LOGISTICS INFORMATIO, V12, P78 BALLART X, 1998, EVALUATION, V4, P149 BARDACH E, 1972, URBAN ANAL, V2, P117 BIRD OA, 1967, IDEA JUSTICE PRAEGER BOHA HS, 1998, EVALUATION, V4, P329 BOWMAN C, 1997, BRIT J MANAGE, V8, P119 BRUNNER I, 1989, NEW DIRECTIONS PROGR, V9 BURNS J, 1961, CLASSICS ORG THEORY, P207 CAMPBELL DT, 1969, AM PSYCHOL, V24, P409 CHELIMSKY E, 1997, EVALUATION, V3, P97 CHRONBACH L, 1982, DESIGNING EVALUATION COUSINS JB, 1995, PARTICIPATORY EVALUA, P5 DALE B, 1999, MANAGING QUALITY DAVIES IC, 1999, EVALUATION, V5, P150 EASTERBYSMITH M, 1993, MANAGEMENT RES INTRO EBADAN G, 1997, HUMAN RESOURCE MANAG, V7, P79 FARBEY B, 1992, J INFORMATION TECHNO, V7, P109 FETTERMSN DM, 1984, ETHNOGRAPHY ED EVALU FEURER R, 1995, BENCHMARKING QUALITY, V2, P38 FLITMAN AM, 1993, MODELLING SHAREHOLDE FORTE M, 2000, STRATEGIC MANAGE J, V21, P753 GEVAMAY I, 1999, EVALUATION, V5, P259 GOLDMAN AE, 1987, GROUP DEPTH INTERVIE GORDON W, QUALITATIVE MARKET R GREENE JC, 1997, NEW DIRECTIONS EVALU, V74 GUBA EG, 1989, FOURTH GENERATION EV GUBA EG, 1990, PARADIGM DIALOG HASTINGS DF, 1999, HARVARD BUSINESS REV, V163 IRANI Z, 1997, TECHNOVATION, V17, P695 JOHNSON G, 2000, EXPLORING CORPORATE JULNES G, 1998, PROMOTING REALISM EV KHAN MA, 1998, EVALUATION, V4, P310 KONOVSKY MA, 1994, ACAD MANAGE J, V37, P656 KUMAR K, 1990, COMMUN ACM, V33, P203 LEEUW FL, 1994, CAN GOVT LEARN COMP, P67 LESSEM R, 1993, BUSINESS LEARNING CO MARGUGLIO BW, 2001, ANN QUAL C P MILW AM MCGRATH J, 1982, TIME METHOD MCLAUGHLIN MW, 1991, 19 YB NAT SOC STUDY MERTON RK, 1956, FOCUSED INTERVIEW MA METCALFE JS, 1997, ANN M AM ASS ADV SCI MILLER FA, 1998, PUBLIC PERS MANAGE, V27, P151 MOORE M, 1995, CREATING PUBLIC VALU MORGAN DL, 1988, FOCUS GROUPS QUALITA MULDER HP, 1991, GEBRUIK BELEIDSEVATU MYERS SC, 1984, INTERFACES, V14, P126 NOGUEIRA RM, 1984, PLANNING MANAGEMENT, P118 PARKINSON S, 1999, J GEN MANAGEMENT WIN, P59 PATTON CV, 1986, BASIC METHODS POLICY PATTON MQ, 1994, EVAL PRACT, V15, P311 PRESKILL H, 1999, EVALUATION, V5, P42 PROPPER I, 1995, PRESENTATIE GEBRUIK PUAY SH, 1992, TQM MAGAZINE, V10, P30 RAWLS J, 1971, THEORY JUSTICE RIST R, 1994, CAN GOVT LEARN COMP, P67 ROG DJ, 1997, NEW DIRECTIONS EVALU, V76 SCANDURA T, 2000, ACAD MANAGE J, V13, P1248 SCHWANDT DR, 1995, LEARNING ORG DEV CUL, P365 SCRIVEN M, 1998, SCANDINAVIAN J SOCIA, V7 SHADISH W, 1991, FDN PROGRAMME EVALUA SHERWOODSMITH M, 1999, LOGISTICS INFORMATIO, V12, P14 SMITH MF, 1994, EVALUATION PRACTICE, V15 SPENCER BA, 1994, ACAD MANAGE REV, V19, P446 STAINER A, 1996, MANAGEMENT SERVI JUL, P10 STAKE RE, 1980, RETHINKING ED RES, P72 STAKE RE, 1995, ART CASE STUDY RES STAKE RE, 1997, EVALUATION POST MODE, V3, P41 TYLER RW, 1969, 68 YB NAT SOC STUD E VANDERMEER FB, 1999, EVALUATION, V5, P387 WEISS CH, 1972, EVALUATION RES METHO WEISS CH, 1988, EVALUATION PRACTICE, V9, P5 WEISS CH, 1999, EVALUATION, V5, P468 WHOLEY JM, 1908, EVALUATION EFFECTIVE WILSON HN, 2001, EUR J MARKETING, V35, P815 YIN RK, 1994, CASE STUDY RES DESIG NR 75 TC 1 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2005 VL 30 IS 1-2 BP 11 EP 31 PG 21 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 913QK UT ISI:000228167700002 ER PT J AU Wu, JH Wang, YM Lu, IY TI An empirical study on ERP-driven innovation in Taiwan SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE enterprise resource planning; innovation; user satisfaction ID INFORMATION-SYSTEMS; IMPLEMENTATION; SATISFACTION; MANAGEMENT; DIFFUSION; ADOPTION; SUCCESS; FIT AB This study investigates the relationship between ERP (Enterprise Resource Planning)-driven innovation outcomes across different industry sectors (i.e., electronics T science or ES industry vs. traditional industry) and ERP packages (i.e., domestic vs. foreign). The results indicate that the ERP penetration rate for the ES industry is significantly higher than that for traditional industry. The ES industry prefers foreign ERP packages, and implementing domestic ERP receives higher user satisfaction rate (i.e., ERP innovation success). However, the degree of innovation success is low for all industry sectors and ERP packages. Several implication suggestions and research issues based on the findings from this research are proposed for practitioners and researchers. C1 Natl Sun Yat Sen Univ, Dept Informat Management, Kaohsiung 804, Taiwan. Natl Sun Yat Sen Univ, Dept Business Adm, Kaohsiung 804, Taiwan. RP Wu, JH, Natl Sun Yat Sen Univ, Dept Informat Management, 70 Lien Hai Rd, Kaohsiung 804, Taiwan. EM jhwu@mis.nsysu.edu.tw ymwang@mis.nsysu.edu.tw iylu@bm.nsysu.edu.tw CR 2000, COMMON WEALTH MAGAZI BINGI P, 1999, INFORMATION SYST SUM, P7 BOTER H, 1996, J BUS VENTURING, V11, P471 BOUDREAU MC, 1999, P 20 INT C INF SYST, P291 CALDWELL B, 1998, INFORMATION WEEK NOV, P711 COHEN KJ, 1973, J BUS, V46, P349 DAVENPORT TH, 1998, HARVARD BUSINESS JUL, P121 DEUTSCH CH, NY TIMES 1108 EVANGELISTA R, 1998, TECHNOL FORECAST SOC, V58, P251 GATIGNON H, 1989, J MARKETING, V53, P35 GAUVIN S, 1993, INT J RES MARK, V10, P165 GIBSON N, 1999, P 32 HAW INT C SYST, P1 GLASS RL, 1998, DATA BASE ADV INF SY, V29, P14 GLOVER R, 2001, P 38 C DES AUT C JUN GRIFFITH TL, 1999, IND MANAGEMENT, P29 HONG KK, 2002, INFORM MANAGE-AMSTER, V40, P25 IVES B, 1983, COMMUN ACM, V26, P785 JOHNE A, 1999, TECHNOVATION, V19, P203 KAPLAN B, 1988, MIS QUART, V12, P571 KENNEDY AM, 1983, EUR J MARKETING, V17, P31 KLENKE K, 1992, INFOR, V30, P325 KREMERS M, 2000, COMMUN ACM, V43, P53 KRUMBHOLZ M, 2001, INFORM SYST, V26, P185 KUMAR K, 2000, COMMUN ACM, V43, P23 MABERT VA, 2001, BUSINESS HORIZON MAY, P69 MARKOV EV, 1997, P JOINT 10 EUR 6 RUS, V2, P11 ROSS JW, 1999, IT PRO JUL, P65 SCHEER AW, 2000, COMMUN ACM, V43, P57 SOH C, 2000, COMMUN ACM, V43, P47 SWAN J, 1999, EUR J INFORM SYST, V8, P284 VANEVERDINGEN YM, 2000, COMMUN ACM, V43, P27 WETHERBE J, 2000, COMMUNICATIONS AIS, V3, P1 WILLCOCKS L, 2000, COMMUN ACM, V43, P32 WU JH, 2002, P 6 PAC AS C INF SYS NR 34 TC 1 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2005 VL 30 IS 1-2 BP 32 EP 48 PG 17 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 913QK UT ISI:000228167700003 ER PT J AU Macpherson, A Jones, O Zhang, M TI Virtual reality and innovation networks: opportunity exploitation in dynamic SMEs SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE Information and Communication Technologies (ICTs); innovation networks; rural areas; SMEs; supply chains; technological and organisational innovation; virtual clusters ID COMPETITIVE ADVANTAGE; SMALL-FIRM; PERFORMANCE; INFORMATION; KNOWLEDGE; CLUSTERS; GROWTH AB This paper examines the process of technological and organisational innovation within a SME (small and medium-sized enterprise) located in a relatively remote area of northwest England. Supply chain networks provide a mechanism by which closer relations can create opportunities to improve competitiveness of all the partners. It is argued that these opportunities can be extended geographically by the use of information and Communications technologies (ICTs). The paper focuses on the accumulation of innovation capabilities developed through RWL's close relationship with its main Customer, BNFL, and other firms within the supply chain. These relationships have enabled knowledge to be transferred both upstream and downstream creating a virtual cluster' facilitated through reciprocal relationships between the main actors. Our conclusion is that virtual technologies depend heavily on shared perceptions of those participating in such networks. Furthermore, close relationships central to the sharing of tacit knowledge are best achieved through regular face-to-face interaction. C1 Manchester Metropolitan Univ, HRM & OB Grp, Sch Business, Manchester M1 3GH, Lancs, England. Manchester Metropolitan Univ, Ctr Enterprise, Sch Business, Manchester M1 3GH, Lancs, England. RP Macpherson, A, Manchester Metropolitan Univ, HRM & OB Grp, Sch Business, Aytoun St, Manchester M1 3GH, Lancs, England. EM a.macpherson@mmu.ac.uk ossie.jones@mi-nu.ac.uk m.zhang@mmu.ac.uk CR ALLEN T, 1977, MANAGING FLOW TECHNO ALLEN TJ, 1971, R&D MANAGE, V1, P14 ALVESSON M, 2000, RELFEXIVE METHODOLOG ANDERSEN P, 2003, EUROPEAN J PURCHASIN, V9, P83 AOKI M, 1986, AM ECON REV, V76, P971 ARNOLD DM, 2000, CMS BOOKS MATH, V2, P1 ARROW KJ, 1962, REV ECON STUD, V29, P155 BARLEY S, 1986, ADM SCI Q, V31, P81 BARNEY J, 1991, J MANAGE, V17, P99 BILLO M, 2001, J HIGH ENERGY PHYS BIRLEY S, 2000, BLACKWELL HDB ENTREP, P288 BOXALL P, 1996, HUMAN RESOURCE MANAG, V6, P59 CACHON GP, 2000, MANAGE SCI, V46, P1032 CALLON M, 1992, TECHNOLOGICAL CHANGE CASTELLS M, 2000, RISE NETWORK SOC, V1 CAVE F, 2004, SUPPLY CHAINS TOTAL CHESBROUGH HW, 1996, HARVARD BUSINESS JAN, P65 CHILD J, 1972, SOCIOLOGY, V6, P1 CHRISTOPHER M, 2000, EUROPEAN J PURCHASIN, V6, P117 COOKE P, 1998, ASS EC FIRMS REGIONS COOKE P, 1999, SMALL BUS ECON, V13, P219 CORBETT CJ, 1999, SLOAN MANAGEMENT SUM, P71 COX H, 2002, IND CORP CHANGE, V11, P154 CROOM S, 2000, EUROPEAN J PURCHASIN, V6, P67 CROOM SR, 2001, EUROPEAN J PURCHASIN, V7, P29 DAVIS T, 1993, SLOAN MANAGEMENT SUM, P35 DAWSON P, 2003, LABOUR IND, V14, P73 DIXON N, 2000, COMMON KNOWLEDGE HOW DOZ YL, 1989, HARVARD BUS REV, V67, P136 DRUCKER PF, 1985, HARVARD BUSINESS MAY, P62 DULMIN R, 2003, EUROPEAN J PURCHASIN, V9, P177 DYER J, 1998, ACAD MANAGE REV, V23, P675 ELLRAM L, 2001, EUROPEAN J PURCHASIN, V7, P15 FROST PA, 1971, R&D MANAGE, V1, P71 GERTLER MS, 2003, J ECON GEOGR, V3, P75 GIDDENS A, 1984, CONSTITUTION SOC GRANBERG PO, 1985, CURR PROBL CANCER, V9, P1 GRANOVETTER MS, 1973, AM J SOCIOL, V78, P6 HAKANSSON H, 1987, IND TECHNOLOGICAL DE HARLAND C, 2003, EUROPEAN J PURCHASIN, V9, P51 HENDRY C, 2003, TECHNOLOGY CHANGE OR HOYT J, 2000, INT J PHYS DISTRIB, V30, P750 HUMAN SE, 2000, ADMIN SCI QUART, V45, P327 JONES O, 2001, SOCIAL INTERACTION O KOGUT B, 1992, ORGAN SCI, V3, P393 KOSCHATZKY K, 1998, INT J INNOVATION MAN, V2, P383 KRUGMAN P, 1991, GEOGRAPHY TRADE LAVE J, 1991, SITUATED LEARNING LE, P35 LINCOLN YS, 2003, LANDSCAPE QUALITATIV, P253 LUNDVALL BA, 1992, NATL SYSTEMS INNOVAT MACPHERSON A, 2003, COMPETITIVE ADVANTAG, P202 MCDERMOTT MC, 1996, LEARNING ORG, V3, P5 MCLOUGHLIN I, 1999, VIRTUAL WORKING SOCI, P181 MONGE P, 1995, LONGITUDINAL FIELD R, P268 NESHEIM T, 2001, EUROPEAN J PURCHASIN, V7, P217 NONAKA I, 1995, KNOWLEDGE CREATING C NORIAH N, 2000, TECHNOLOGY ORG INNOV, V4, P1659 NORTH D, 2000, REG STUD, V34, P145 OGBOR JO, 2000, J MANAGE STUD, V37, P623 OTOOLE T, 2002, EUROPEAN J PURCHASIN, V8, P197 PANTELI N, 2001, NEW TECH WORK EMPLOY, V16, P88 PENROSE ET, 1959, THEORY GROWTH FIRM PINCH S, 2003, J ECON GEOGR, V3, P373 PIORE M, 1984, 2 IND DIVIDE PORTER M, 1998, COMPETITIVE ADVANTAG PORTER ME, 1998, HARVARD BUS REV, V76, P77 POWELL WW, 1996, ADMIN SCI QUART, V41, P116 PRAHALAD CK, 1990, HARVARD BUSINESS MAY, P79 RANSON S, 1980, ADM SCI Q, V25, P7 ROMANO A, 2001, J SMALL BUSINESS ENT, V8, P19 ROSENBERG N, 1982, INSIDE BLACK BOX TEC ROTHWELL R, 1992, R&D MANAGE, V22, P275 SAXENIAN A, 1994, REGIONAL ADVANTAGE C, P424 SCHWANDT T, 2003, LANDSCAPE QUALITATIV, P292 SINCLAIR D, 1996, J GEN MANAGE, V22, P56 SOBRERO M, 1998, ORGAN STUD, V19, P585 STANWORTH MJK, 1976, J MANAGE STUD, V13, P95 STEWARD F, 1996, DYNAMICS COOPERATION STINCHOMBE A, 1990, INFORMATION ORG STORPER M, 1989, CAPITALIST IMPERATIV TAN KC, 2001, EUROPEAN J PURCHASIN, V7, P39 THOMPSON JD, 1967, ORG ACTION SOCIAL SC WENGER E, 2000, ORGANIZATION, V7, P243 WILLIAMSON O, 1985, EC I CAPITALISM WREN B, 1998, INT SMALL BUS J, V16, P64 NR 85 TC 1 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2005 VL 30 IS 1-2 BP 49 EP 66 PG 18 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 913QK UT ISI:000228167700004 ER PT J AU Lo, TH Liou, SN Yuan, B TI Organisation innovation and entrepreneurship: the role of the national laboratories in promoting industrial development SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE organisational innovation; technopreneurship; innovative spirit; IC industry AB The development of IC industry in Taiwan began with a technology transfer from the USA based RCA Company, which was conducted by Industrial Technology Research Institute (ITRI). ITRI's Technology Transfer Team (TTT) members were first incubated in the National Laboratories at ITRI, and then dispatched to spin-off companies in the Hsinchu Science-based Industrial Park (HSIP). Many of these TTT members are now the CEOs of leading companies within the IC industry. The aim of this Study is to examine how ITRI's Electronics Research and Service Organization (ERSO) shaped RTD engineers into technical entrepreneurs (Tech nopreneurs), and how ERSO has promoted Taiwan's industrial development. This study uses in-depth interviews with 16 TTT members, combined with critical incident analysis of historical documents to support the following themes: 1. ERSO/ITRI's organisational innovation inspired IC technopreneurs to realise the 'Innovative Spirit' and 'Technopreneurship'. This was done by ERSO's adoption of new-enlightened experimentation procedures, by ERSO's cultivation of the 'Innovative Spirit' of technopreneurs under transformational leadership, and by ERSO's innovative climate. Besides, the all-purpose training of operation executives was conducted in in environment that simulated market and business operations, which perfected the managing skills of these 'technopreneurs'. 2. As national laboratories in Taiwan, ERSO has contributed human capital and social capital to the development of IC industry in Taiwan, and it has also effectively linked Taiwan's common innovative infrastructure with the geographical advantages of individual industrial clustering, thus creating the national innovative capability of Taiwan's IC industry. C1 Natl Chiao Tung Univ, Inst Management Technol, Chutung, Hsinchu, Taiwan. Natl Chung Cheng Univ, Dept Labor Relat, Chiayi, Taiwan. Natl Chiao Tung Univ, Inst Management Technol, Hsinchu, Taiwan. RP Lo, TH, Natl Chiao Tung Univ, Inst Management Technol, Bldg 51,195 Sec 4,Chung Hsing Rd, Chutung, Hsinchu, Taiwan. EM BARRYLO@itri.org.tw labsnl@ccu.edu.tw benjamin@cc.nctu.edu.tw CR AMABILE TM, 1996, CREATIVITY CONTEXT U AMABILE TM, 1997, 30 CTR CREAT LEAD AMABILE TM, 1999, ACAD MANAGE J, V42, P630 BASS BM, 1985, LEADERSHIP PERFORMAN BROCKHAUS RH, 1980, ACAD MANAGE J, V23, P509 BURNS JM, 1978, LEADERSHIP CARLAND WB, 1989, ENTREP THEORY PRACT, V13, P47 CHANG CP, 2001, INTERVIEW NOTES CHI CHANG PL, 1993, TECHNOL ANAL STRATEG, V5, P173 CHANG PL, 1994, TECHNOVATION, V14, P161 CHEN CH, 1997, MECH MATER, V25, P47 CONGER JA, 1987, ACAD MANAGE REV, V12, P637 CSIKSENTMIHALYI M, 1996, CREATIVITY FLOW PSYC DAMANPOUR F, 1991, ACAD MANAGE J, V34, P555 EDSON CH, 1986, J THOUGHT, V21, P13 HU DH, 2001, INTERVIEW NOTES DING JANIS IL, 1977, DECISION MAKING PSYC KRISTOF AL, 1996, PERS PSYCHOL, V49, P1 LIU CY, 1993, TECHNOVATION, V13, P299 MCLELLAND DC, 1961, ACHIEVING SOC PORTER M, 2001, SLOAN MANAGE REV, V4, P28 SAXENIAN A, 1994, REGIONAL ADVANTAGE C SCHEIN EH, 1985, ORG CULTURE LEADERSH SHI JY, 1999, TAIWAN SOCIAL RES Q, V35, P75 SHIH ST, 2000, INTERVIEW NOTES SHIN SHU CY, 2001, INTERVIEW NOTES CHIN STERNBERG RJ, 1999, HDB CREATIVITY, P251 THOMKE S, 2001, HARVARD BUS REV, V79, P67 TSENG FC, 2001, INTERVIEW NOTES FANG TUSHMAN ML, 1996, WINNING INNOVATION P WU HW, 2001, INTERVIEW NOTES HSIA YANG DY, 2001, INTERVIEW NOTES DING NR 32 TC 1 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2005 VL 30 IS 1-2 BP 67 EP 84 PG 18 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 913QK UT ISI:000228167700005 ER PT J AU Tsai, CT Chang, PL Chou, TC Cheng, YP TI An integration framework of innovation assessment for the knowledge-intensive service industry SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE Knowledge- Intensive Service Industry (KISI); innovation; nonprofit R&D orgarnsation ID RESEARCH-AND-DEVELOPMENT; FIRM PERFORMANCE; MANAGEMENT; BUSINESS AB As innovation becomes critical in the trend of the knowledge economy and there is significant growth in the knowledge-intensive service industry (KISI), this study tries to explore the nature of the KISI and the concept of innovation measurement. We Suggest the three dimensions of the assessment - capability, behaviour and performance - as the basic conceptual building stones linking the system view of innovation and the target - KISI - to establish an integration framework. An illustrative case of the Industrial Technology and Research Institute (ITRI), the largest nonprofit RAD institute in Taiwan, was conducted to show the actual application of the framework. The integration framework provides better Support to the explanation of the assessment results with the diagnostic and strategic management of innovation problems. It is helpful to reveal in-depth issues, Such as the innovation performance may not be good in spite of good capability, or that a good performance may not be sustainable due to weak capability and aberrant behaviour. An assessment with higher resolution may be needed to produce more significant indicators for the specific types of KISI in future research. C1 Feng Chia Univ, Inst Business Adm, Taichung, Taiwan. Natl Kaohsiung First Univ Sci & Technol, Dept & Grad Inst Informat Management, Kaohsiung 811, Taiwan. Ming Chuan Univ, Dept Informat Management, Taoyuan, Taiwan. RP Tsai, CT, Feng Chia Univ, Inst Business Adm, 100 Wenhwa Rd, Taichung, Taiwan. EM cttsai@fcuoa.fcu.edu.tw tcchou@ccms.nkfust.edu.tw ypcheng@mcu.edu.tw CR *ITRI, 2001, ANN REP *ITRI, 2001, NUM DAT CAS MAJ ANN *OECD, 1997, NAT INN SYST *OECD, 1999, OECD SCI TECHN IND S *OECD, 2000, OSL MAN MEAS SCI TEC AES ZJ, 2002, RES POLICY, V31, P1069 BETZ F, 1998, MANAGING TECHNOLOGIC BONTIS N, 1998, MANAGE DECIS, V36, P63 BROWN MG, 1998, RES TECHNOL MANAGE, V41, P30 BRUSH TH, 2000, STRATEGIC MANAGE J, V21, P455 DODGSON M, 2000, RES EVALUAT, V8, P104 DRUCKER PF, 1985, INNOVATION ENTREPREN DRUCKER PF, 1993, POSTCAPITALIST SOC GUELLEC D, 2001, STI REV, V27, P77 HACKMAN JR, 1995, ADMIN SCI QUART, V40, P309 HAUKNES J, 1998, S14S STEP GROUP HAUKNESS J, 1999, INNOVATION SERVICES HEGARTY WH, 1990, J PROD INNOVAT MANAG, V7, P186 HOLLENSTEIN H, 2002, INNOVATION MODES SWI KAPLAN RS, 1992, HARVARD BUSINESS JAN KAPLAN RS, 1993, HARVARD BUSINESS SEP KAPLAN RS, 1996, CALIFORNIA MANAGEMEN, V39 KAPLAN RS, 1996, HARVARD BUSINESS JAN KARMARKAR US, 1996, J MARKETING RES, V33, P125 KEIZER JA, 2002, TECHNOVATION, V22, P1 KLETTE TJ, 2002, 8819 NBER, P1 KOTLER P, 2000, MARKETING MANAGEMENT LIPE MG, 2000, ACCOUNT REV, V75, P283 MOHNEN P, 2001, IMPORTANCE BEING INN MONTEMAYOR EF, 1996, J MANAGE, V22, P889 MULLER E, 2001, RES POLICY, V30, P1501 PEARSON AW, 2000, R&D MANAGE, V30, P355 PETTY R, 2000, J INTELLECTUAL CAPIT, V1, P155 QUINN JB, 2000, SLOAN MANAGEMENT SUM, P13 REED R, 1996, ACAD MANAGE REV, V21, P173 ROBINSON G, 1996, MANAGERIAL AUDITING, P36 ROGERS M, 1998, 1098 I WORK PAP SCHOENECKER T, 2002, IEEE T ENG MANAGE, V49, P36 SCHUMANN PE, 1995, RES TECHNOLOGY M MAY, P45 SRIVASTAVA RK, 1998, J MARKETING, V62, P2 TENS JTC, 2002, IEEE T ENG MANAGE, V49, P13 NR 41 TC 1 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2005 VL 30 IS 1-2 BP 85 EP 104 PG 20 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 913QK UT ISI:000228167700006 ER PT J AU Huang, LC Wu, RYH TI Applying fuzzy analytic hierarchy process in the managerial talent assessment model - an empirical study in Taiwan's semiconductor industry SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE Fuzzy Analytic Hierarchy Process (FAHP); fuzzy theory; human resources; managerial talent; multi-criteria decision making ID COMPETENCE AB This study aims to establish a new managerial talent assessment model for the assessors of the IC packaging industry in Taiwan. The Fuzzy Analytic Hierarchy Process (FAHP) method, with the capability of obtaining information in more systematic and efficient ways, contributes to the effectiveness of evaluating and managing relevant managerial competence activities. Borda function, FAHP method, Fuzzy Delphi method and questionnaire survey were used in the study. Meanwhile, an empirical study was conducted to examine the effectiveness of the FAHP in the managerial talent assessment model, which aims to improve the quality of the decision making, and to be referred to further managerial talent-related activities. C1 Natl Chung Cheng Univ, Inst Labor Studies, Chiayi 621, Taiwan. Natl Sun Yat Sen Univ, Inst Human Resource Management, Kaohsiung 804, Taiwan. RP Huang, LC, Natl Chung Cheng Univ, Inst Labor Studies, Chiayi 621, Taiwan. EM lchuang@ccu.edu.tw ray_wu5102001@yahoo.com.tw CR AZIS IJ, 1990, EUR J OPER RES, V48, P38 BELTON V, 1985, OMEGA, V13, P227 BOYATZIS RE, 1982, COMPETENT MANAGER MO BUCKLEY JJ, 1985, FUZZY SET SYST, V17, P233 CHANG YH, 1994, MCDM EXPAND ENRICH T, P351 DAVIS B, 1996, SUCCESSFUL MANAGERS DAVIS K, 1967, HUMAN RELATION WORK FAGAN ER, 1984, COMPETENCE INQUIRIES FENG CK, 1996, THESIS KAOHSIUNG POL GHISELLI E, 1971, EXPLORATION MANAGERI GUAN ZL, 1994, THESIS NATL TAIWAN U GUILFORD JP, 1978, FUNDAMENTAL STAT PSY HANDY C, 1995, CERTAINTY CHANGING W HAY J, 1990, MANAGEMENT ED DEV, V21, P305 HORNBY D, 1989, PERSONEEL MANAGEMENT, V21, P52 HUANG LC, 1997, PAN PACIFIC MANAGEME, V1, P71 HUANG MH, 1998, THESIS NATL CHENG CH HUANG RX, 2001, ADV ATMOS SCI, V18, P1 IVANCEVICH JM, 1989, MANAGEMENT PRINCIPLE KATZ RL, 1955, HARVARD BUS REV, V49, P33 KLEMP GO, 1980, ASSESSMENT OCCUPATIO LOMBARDO MM, 1997, HUM RESOURCE MANAGE, V36, P141 MACY GJ, 1994, J GEN MANAGE, V12, P76 MCCLELLAND DC, 1973, AM PSYCHOL, V28, P1 MINTZBERG H, 1975, HARVARD BUS REV, V53, P49 MIRROW G, 1988, MANAGE TODAY, V12, P5 MON DL, 1994, FUZZY SET SYST, V62, P127 MORAVEC M, 1992, PERSONNEL J JUN, P37 NORDHAUNG O, 1993, HUMAN CAPITAL ORG CO QUINN RE, 2003, BECOMING MASTER MANA SAATY TL, 1980, ANAL HIERARCHY PROCE SANDERS JKM, 1993, CHEM SOC REV, V22, P1 SANDRICK K, 1996, HLTH FINANCIAL MANAG, P5 SAWELL SE, 1988, WASTE MANAGE RES, V6, P227 STODGILL RM, 1948, J PSYCHOL, V25, P35 TEAD O, 1951, ART LEADERSHIP TENG JY, 1989, J CHINESE STAT ASS, V27, P13767 WALF WB, 1962, MANAGEMENT PERSONNEL WARENHAM J, 1996, ACROSS BOARD, V33, P49 WHITE RW, 1959, PSYCHOL REV, V66, P297 WOODRUFFE C, 1992, DESIGNING ACHIEVING WU PE, 1984, THESIS NATL CHENG CH YAU WSL, 1990, J MANAGEMENT DEV, V9, P32 ZAHEDI F, 1986, INTERFACES, V16, P96 NR 44 TC 1 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2005 VL 30 IS 1-2 BP 105 EP 130 PG 26 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 913QK UT ISI:000228167700007 ER PT J AU Verdu-Jover, AJ Llorens-Montes, JF Garcia-Morales, VJ TI Flexibility, fit and innovative capacity: an empirical examination SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE innovation; innovative capacity; flexibility; fit; adaptation; competencies; dynamic capability ID HUMAN-RESOURCE MANAGEMENT; PRODUCT INNOVATION; ORGANIZATIONAL-STRUCTURE; PERFORMANCE IMPLICATIONS; OPERATIONAL FLEXIBILITY; FLEXIBLE AUTOMATION; STRATEGY; FRAMEWORK; PARADIGM; CULTURE AB Flexibility is an Organisation's ability to adapt to substantial and uncertain changes in the environment that requires quick reactions and which has a significant impact on performance. For many firms, creating new products, ideas or processes is a central path by which they adapt and sometimes even transform themselves in changing environments. This document takes an in-depth trans-national look into the framework of the European Union, on the effects flexibility has on firms' innovative capacity. Three different levels are analysed: strategic, structural, and operational flexibility. The objectives were tackled using data from 417 European firms. The results show that a good fit between real flexibility and that required by the environment has a positive impact on the level of innovativeness and on a company's innovative capacity. C1 Miguel Hernandez Univ, Fac Ciencias Sociales & Juridicas, Dept Estudios Econ & Financieros, Elche Alicante 03202, Spain. Univ Granada, Fac Ciencias Econ & Empresariales, Granada 18071, Spain. RP Verdu-Jover, AJ, Miguel Hernandez Univ, Fac Ciencias Sociales & Juridicas, Dept Estudios Econ & Financieros, Avda Univ S-N, Elche Alicante 03202, Spain. EM ajverdu@umh.es fllorens@ugr.es victorj@ugr.es CR AAKER DA, 1984, J BUS STRAT, V5, P74 AIKEN M, 1980, ACAD MANAGE J, V23, P631 ANSOFF HI, 1971, MANAGE SCI, V17, P705 BAGOZZI RP, 1994, PRINCIPLES MARKETING BARNEY J, 1991, J MANAGE, V17, P99 BERNARDO JJ, 1992, EUR J OPER RES, V60, P144 BROWN SL, 1995, ACAD MANAGE REV, V20, P343 BURNS T, 1961, MANAGEMENT INNOVATIO BYRNE BM, 1998, STRUCTURAL EQUATION CHURCHILL GA, 1979, J MARKETING RES, V16, P64 CLARKE L, 1994, ESSENCE CHANGE DAFT RL, 1984, ACAD MANAGE REV, V9, P284 DESHPANDE R, 1993, J MARKETING, V57, P23 DOUGHERTY D, 1992, ORGAN SCI, V3, P179 DOUGHERTY D, 1996, ACAD MANAGE J, V39, P1120 DUTTON JE, 1987, ACAD MANAGE REV, V12, P76 EISENHARDT KM, 1995, ADMIN SCI QUART, V40, P84 EVANS JS, 1991, J MANAGE STUD, V28, P69 GERBING DW, 1988, J MARKETING RES, V25, P186 GINSBERG A, 1985, ACAD MANAGE REV, V10, P421 GUPTA YP, 1992, EUR J OPER RES, V60, P166 HARRIGAN KR, 1985, STRATEGIC FLEXIBILIT HEDBERG BLT, 1981, HDB ORG DESIGN HURLEY RF, 1995, J ENG TECHNOL MANAGE, V12, P57 HURTLEY RF, 1998, J MARKETING, V62, P42 JAIKUMAR R, 1986, HARVARD BUS REV, V64, P69 JAWORSKI BJ, 1996, J MARKET FOCUSED MAN, V1, P119 JORESKOG KG, 1996, LISREL 8 USERS REFER KIMBERLY JR, 1981, ACAD MANAGE J, V24, P698 KOGUT B, 1985, SLOAN MANAGE REV, V26, P27 KOYS DJ, 1991, HUMAN RELATIONS, V44 KYLAHEIKO K, 2002, INT J PROD ECON, V80, P65 LOVELACE K, 2001, ACAD MANAGE J, V44, P79 LUND R, 1996, FLEXIBLE COMP INNOVA, V96 MCCANN JE, 1991, ACAD MANAGEMENT EXEC, V5, P76 MILES RE, 1994, FIT FAILURE HALL FAM MILLIMAN J, 1991, ACAD MANAGE REV, V16, P318 MORGAN G, 1990, IMAGENES ORG OVERHOLT MH, 1997, HUMAN RESOURCE PLANN, V20, P22 PARTHASARTHY R, 1992, ACAD MANAGE REV, V17, P86 PARTHASARTHY R, 1993, STRATEGIC MANAGE J, V14, P529 ROWE WG, 1997, STRATEGIC MANAGE J, V18, P329 RUMELT RP, 1995, RESOURCE BASED EVOLU RUSSELL RD, 1990, REV BUSINESS, V12, P19 SANCHEZ R, 1993, ADV STRATEG MANAGE, V9, P251 SANCHEZ R, 1995, STRATEGIC MANAGEMENT, V16, P63 SETHI AK, 1990, INT J FLEX MANUF SYS, V2, P289 STARR MK, 1992, BUS HORIZONS, V35, P44 TANG CY, 1999, STRATEGIC MANAGE J, V20, P749 TEECE DJ, 1997, STRATEGIC MANAGE J, V18, P509 VANDEVEN A, 1979, MEASURING ASSESSING VANDEVEN AH, 1986, MANAGE SCI, V32, P590 VENKATRAMAN N, 1989, ACAD MANAGE REV, V14, P423 VENKATRAMAN N, 1990, STRATEGIC MANAGE J, V11, P1 VOLBERDA HW, 1992, ORG FLEXIBILITY CHAN VOLBERDA HW, 1996, ORGAN SCI, V7, P359 VOLBERDA HW, 1999, BUILDING FLEXIBLE FI WARNECKE HJ, 1982, P 1 INT C FLEX MAN S, P345 WERNERFELT B, 1984, STRATEGIC MANAGE J, V5, P171 WRIGHT PM, 1998, ACAD MANAGE REV, V23, P756 ZAJAC EJ, 2000, STRATEGIC MANAGE J, V21, P429 ZALTMAN G, 1973, INNOVATION ORG NR 62 TC 1 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2005 VL 30 IS 1-2 BP 131 EP 146 PG 16 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 913QK UT ISI:000228167700008 ER PT J AU Fu, WY Tsai, HJ TI Impact of social capital and business operation mode on intellectual capital and knowledge management SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE social capital; intellectual capital; knowledge-creating activities; knowledge management; knowledge management effectiveness ID DELEGATION; NETWORKS AB Chief executives have recently identified knowledge management (KM) as a 'must do' item for their firms. These executives have also contended that social capital is a catalyst in effectively implementing knowledge management. However, the mechanism through which social capital influences knowledge management requires further study. This study examines the influence of social capital and business operation mode on knowledge creating activities, intellectual capital (IC) and knowledge management effectiveness. After a series of interviews with experts and a questionnaire Survey, this study reached the following findings: center dot firms implementing higher levels of authority delegation and social capital tend to engage in more knowledge-creating activities and have more intellectual capital center dot levels of intellectual capital tend to significantly influence KM effectiveness center dot social capital and delegation of authority are significant moderators of the relationships between knowledge-creating activities and intellectual capital. C1 Natl Cheng Kung Univ, Dept Business Adm, Tainan 70101, Taiwan. Univ Manchester, Inst Sci & Technol, Manchester Sch Management, Manchester M60 1QD, Lancs, England. RP Tsai, HJ, Natl Cheng Kung Univ, Dept Business Adm, 1 Univ Rd, Tainan 70101, Taiwan. EM wanyi@mail.ncku.edu.tw CR *TFPL, 1999, SKILLS KNOWL MAN BRI ARBUCKLE JL, 1999, AMOS 4 0 USERS GUIDE AXLEY SR, 1992, IND MANAGEMENT, V34, P16 BASS BM, 1990, BASS STOGDILLS HDB L BECERRAFERNANDEZ I, 2001, J MANAGE INFORM SYST, V18, P23 BONTIS N, 1996, BUSINESS Q, V60, P40 BONTIS N, 2000, J INTELLECTUAL CAPIT, V1, P85 BOURDIEU P, 1986, HDB THEORY RES SOCIO BOURDIEU P, 1992, INVITATION REFLEXIVE BROOKING A, 1996, INTELLECTUAL CAPITAL BURT RS, 1992, STRUCTURAL HOLES SOC BURT RS, 1997, ADMIN SCI QUART, V42, P339 COLEMAN JS, 1990, FDN SOCIAL THEORY EDVINSSON L, 1997, INTELLECTUAL CAPITAL GRANT RM, 1996, ORGAN SCI, V7, P375 JACOBS J, 1965, DEATH LIFE GREAT AM JOHNSTON MA, 2000, GROUP ORGAN MANAGE, V25, P4 JORESKOG K, 1994, STRUCTURAL EQUATION LASZLO KC, 2002, J KNOWLEDGE MANAGEME, V6, P400 MARSHALL A, 1890, PRINCIPLES EC NAHAPIET J, 1998, ACAD MANAGE REV, V23, P242 NAQUIYUDDIN TNC, 1992, MALAYSIAN I MANAGEME NERDRUM L, 2001, J INTELLECTUAL CAPIT, V2, P127 NONAKA I, 1995, KNOWLEDGE CREATING C OLVE NG, 1999, PRACTICAL GUIDE USIN PUTNAM RD, 1993, AM PROSPECT, V13, P35 REAGANS R, 2001, ORGAN SCI, V12, P502 RICHARDSON HA, 2002, INT J ORG ANAL, V10, P134 RING PS, 1994, ACAD MANAGE REV, V19, P90 SCHRIESHEIM CA, 1998, ACAD MANAGE J, V41, P298 SHARIQ SZ, 1997, J KNOWLEDGE MANAGEME, V1, P75 SPREITZER GM, 1999, GROUP ORGAN MANAGE, V24, P155 STEWART TA, 1997, INTELLECTUAL CAPITAL STONGE H, 1996, STRATEGY LEADERS MAR, P10 SULLIVAN PH, 2000, VALUE DRIVEN INTELLE UZZI B, 1997, ADMIN SCI QUART, V42, P35 VIGODA E, 2000, PUBLIC PERS MANAGE, V29, P185 WALKER G, 1997, ORGAN SCI, V8, P109 WIIG KM, 1997, J KNOWLEDGE MANAGEME, V1, P6 YUKL G, 1999, J ORGAN BEHAV, V20, P219 NR 40 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2005 VL 30 IS 1-2 BP 147 EP 171 PG 25 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 913QK UT ISI:000228167700009 ER PT J AU Yang, TY Tong, LI Yuan, BJC TI An innovative model of multi-project wafer service in the foundry industry SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE multi-project wafer model; prototyping verification; small-volume production AB The cost of masks is rising rapidly as semiconductor manufacturing technology advances. This increase in cost is a major issue in the development of new products. This study focuses mainly on the business demands of semiconductor design companies who verify the prototypes and produce small-volume wafers, and analyses the constraints on the current Multi-Project Wafer (MPW) model. A new MPW model is proposed to reduce the mask cost and the unit die cost simultaneously. The proposed MPW model allows customers to find the optimal solution to the mask cost and unit die cost according to the chip size and the number of dice required. This study also compares the current model with the proposed MPW model using 0.13 um technology, as an example. For a purchased quantity of dice from a few thousand to less than a hundred thousand, the proposed MPW model yields the lowest sum of the mask cost and the dice cost. Since this ran-e of dice quantities covers more than half of the dice required for semiconductor products, the proposed MPW model can help the semiconductor industry to resolve the conflict between the mask cost and the unit die cost that is caused by the constraints on the current MPW model. When the technology advances to the 90 nm generation, and requested die quantities increased to more than 100,000, the small-volume MPW model proposed in this study will still yield the lowest mask cost and total dice cost. C1 Natl Chiao Tung Univ, Dept Ind Engn & Management, Hsinchu, Taiwan. Natl Chiao Tung Univ, Inst Management Technol, Hsinchu, Taiwan. RP Yang, TY, Natl Chiao Tung Univ, Dept Ind Engn & Management, 1001 Ta Hsueh Rd, Hsinchu, Taiwan. EM tyyang@tsmc.com.tw litong@cc.nctu.edu.tw Benjamin@cc.nctu.edu.tw CR CHERYL A, 2000, ELECT DESIGN, V48, P71 DAVIS TD, 2002, CAN J AGR ECON, V50, P1 MOORE GE, 1965, ELECTRONICS, V38, P114 PELTIER J, 1997, MICR SYST ED MSE 199, P68 NR 4 TC 1 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2005 VL 30 IS 1-2 BP 172 EP 187 PG 16 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 913QK UT ISI:000228167700010 ER PT J AU Subrahmanya, MHB TI Technological innovations in Indian small enterprises: dimensions, intensity and implications SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE technological innovation; small enterprise; innovation intensity; innovation achievement; innovation personnel; innovation expenditure; Karnataka; India; competitiveness AB Small Enterprises (SEs), which make a significant contribution to the Indian economy, have been exposed to an intensifying competitive environment since the early 1990s due to economic liberalisation, globalisation and Information and Communication Technology revolution. In the competitive environment, a significant number of SEs in Karnataka State has undertaken innovations, predominantly informally with self-efforts. External factors have primarily prompted these SEs to undertake innovations to achieve the objective of improving competitiveness. Innovation activities of SEs are primarily product-related, particularly improving product performance and quality. These 'incremental innovations' have enabled the majority of the SEs to achieve quality improvement, reduced output rejections and higher productivity which all imply greater competitiveness. Technological innovations make a positive contribution to output. Therefore policy makers should reorient India's Small Enterprise Policy emphasis from support through 'technology transfer' to support to 'in-house technological innovations' that lend greater stability to SE development. C1 Indian Inst Sci, Dept Management Studies, Bangalore 560012, Karnataka, India. RP Subrahmanya, MHB, Indian Inst Sci, Dept Management Studies, Bangalore 560012, Karnataka, India. EM bala@mgmt.iisc.ernet.in CR *AIMO, 1962, MYS IND *DIC WEBS, 2003, DIR IND COMM *GOV IND, 1992, EC SURV 1991 1992 *GOV IND, 2001, EC SURV 2000 2001 *GOV IND, 2003, ANN REP 2002 03 *GOV KARN, 2001, EC SURV 2000 2001 *NAE, 1995, RISK INN ROL IMP SMA *OECD, 1971, COND SUCC TECHN INN *OECD, 1981, MEAS SCI TECHN ACT F *PLANN COMM, 2001, REP STUD GROUP DEV S *U CAMBR, 1992, STAT BRIT ENT GROWTH *U CAMBR, 1996, CHANG STAT BRIT ENT *UNDP, 2001, HUM DEV REP 2001 ATKINS MH, 1997, INT SMALL BUS J, V15, P42 BARROW C, 1998, ESSENCE SMALL BUSINE BRAUNSTEIN Y, 1980, MANAGEMENT RES INNOV CHIN W, 2001, ASIA PACIFIC TECH MO, V18, P37 COOMBS R, 1987, EC TECHNOLOGICAL CHA DAVIS W, 1991, MANAGING INNOVATION DESAI AV, 1990, ROLE SMALL MEDIUM SC FREEMAN C, 1999, EC IND INNOVATION KAMIEN MI, 1982, MARKET STRUCTURE INN KOUTSOYIANNIS A, 1985, THEORY EC MOLE V, 1987, ENTERPRISING INNOVAT NANJUNDAN S, 1994, RECENT DEV SMALL SCA RAMASASTRY AS, 1979, TRANSFER INNOVATION SETHURAMAN SV, 1987, SMALL ENTERPRISE DEV, P187 SUBRAHMANYA MHB, IN PRESS TECHNOVATIO SUBRAHMANYA MHB, 1998, SMALL ENTERPRISE DEV, V9, P136 SUBRAHMANYA MHB, 1999, INDIAN ECON J, V47, P76 SUBRAHMANYA MHB, 2001, INT J ENTERPRENEURSH, V2, P141 NR 31 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2005 VL 30 IS 1-2 BP 188 EP 204 PG 17 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 913QK UT ISI:000228167700011 ER PT J AU Longhi, C TI A French revolution: technology management in the aerospace industry. The case of Toulouse SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE globalisation; aeronautics; space; high tech cluster; local system of innovation; Toulouse; Airbus AB The recent evolutions implemented in the French aerospace industry have been labelled as a French Revolution in the paper. They illustrate the shift from a national - regional logic towards a global - local one as nexus of economic and technological development. The case of Toulouse, in the south west of France, which can be considered today as the European capital of the civil aerospace industry, will allow to grasp the different dimensions involved in this process: technology management, organisation, territories. In Toulouse, the transition from a regional system of production to a local system of innovation exemplifies the dynamics raised by the globalisation of the contemporaneous economies. C1 CNRS, Idefi, Lem, F-06560 Valbonne, France. RP Longhi, C, CNRS, Idefi, Lem, 250 Rue A Einstein, F-06560 Valbonne, France. EM longhi@idefi.cnrs.fr CR *DRIRE INSEE, 2001, DOSS ET, V104 *EUR ASS AER IND, 2002, STRAT PAP REG ASS *INSEE, 2001, NTIC MID PYR, V46 *INSEE, 2003, MID PYR REG DIV DEP, V60 *INSEE, 2003, MID PYR REG DIV DEP, V61 *INSEE, 2003, RES ENQ 2003 DOSS IN, V118 *INSEE, 2004, CREAT CREAT ENT, V72 *INSEE, 2004, SERV MARCH MID PYR, V70 ANDERSEN ES, 1999, UNPUB HIGH TECH CLUS BATHELT H, 2002, 212 DRUID BECATTINI G, 1990, IND DISTR INT FIRM C BECKOUCHE P, 1996, NOUVELLE GEOGRAPHIE BEST MH, 2001, NEW COMPETITIVE ADVA CAMAGNI R, 1991, INNOVATION NETWORKS COHEN WM, 1990, ADMIN SCI QUART, V35, P128 COOKE P, 1999, ASS EC DICKEN P, 2001, GLOBAL PRODUCTION NE, V1 DUPUY C, 1999, CAMBRIDGE J EC, V23 ERGAS H, 1987, EC POLICY TECHNOLOGI GARNSEY E, 1998, INT J URBAN REGIONAL, V22 GARNSEY E, 1999, REV EC REGIONALE URB, V1 GORDON R, 1996, WEALTH DIVERSITY GORMAND C, 1993, IND AERONAUTIQUE SPA GROSS GAM, 1990, ANN REV CELL BIOL, V6, P1 KECHIDI M, 1996, REV EC REGIONALE URB, V1 KEEBLE D, 1998, COLLECTIVE LEARNING KRUGMAN P, 1991, GEOGRAPHY TRADE LANGLOIS RN, 2002, J ECON BEHAV ORGAN, V49, P19 LONGHI C, 1999, REGIONAL STUDIES LONGHI C, 2002, COMPLEXITY IND CLUST LONGHI C, 2004, ATTI CONVEGNI LINCEI, V203 LUGER MI, 2001, SCI TECHNOLOGY PARKS MARKUSEN A, 1996, EC GEOGRAPHY MASKELL P, 2003, CLUSTER MARKET ORG, V3 MULLER P, 1988, AIRBUS AMBITION EURO PRENCIPE A, 2000, RES POLICY, V29, P895 STORPER M, 1997, REGIONAL WORLD TERRI STORPER M, 2002, DRUID SUMM C IND DYN TALBOT D, 2000, EUROPEAN URBAN REGIO, V7 VELTZ P, 1993, REV EC, V4 NR 40 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2005 VL 29 IS 3-4 BP 194 EP 215 PG 22 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 903AL UT ISI:000227397700002 ER PT J AU Sung, TK Gibson, DV TI Knowledge and technology transfer grid: empirical assessment SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE knowledge management; technology transfer; organisational communication; interorganisation collaboration; interorganisation al alliances; organisational culture ID ORGANIZATION; RICHNESS; DESIGN AB Most current literature on knowledge and technology transfer (Appropriability Model, Dissemination Model, and Knowledge Utilization Model), provides models and descriptions of the processes of transfer, but these models are limited in terms of their application in contemporary high-tech industries since most studies do not provide plausible explanations on key behavioural factors affecting the transfer of knowledge and/or technology. Based on a literature 16 research variables are identified as affecting the process and results of knowledge and technology transfer. Survey results indicate four key factors to accelerating knowledge and technology transfer: Communication, Distance, Equivocality, and Motivation. Data analyses show that there are four distinctive clusters that demonstrate contrasting characteristics in terms of these four factors. The careful mapping of the four clusters on the four factors indicates informative knowledge and technology transfer patterns. Finally, actions to increase communication interactivity and motivation, and to reduce cultural distance and equivocality are suggested. C1 Kyonggi Univ, Coll Business, Youngtong Gu, Suwon 443760, Kyonggi Do, South Korea. Univ Texas, IC2 Inst, Austin, TX 78705 USA. RP Sung, TK, Kyonggi Univ, Coll Business, Youngtong Gu, 94-6 Yiui Dong, Suwon 443760, Kyonggi Do, South Korea. EM tksung@kyonggi.ac.kr davidg@icc.utexas.edu CR ALBRECHT TL, 1984, J COMMUNICATION SUM, P79 ALDERFER CP, 1982, ADM SCI Q, V27, P365 ARGYRIS C, 1972, APPLICABILITY ORG PS AVERY C, 1989, THESIS U TEXAS AUSTI BADAWY MK, 1988, RES TECHNOLOGY M SEP, P19 BROWN FG, 1983, PRINCIPLES ED PSYCHO CREIGHTON JW, 1985, J TECHNOLOGY, V10, P65 DAFT RL, 1984, RES ORGAN BEHAV, V6, P191 DAFT RL, 1986, MANAGE SCI, V32, P554 DEVINE M, 1987, J TECHNOLOGY TRANSFE, V12, P27 DORNBUSH SM, 1975, EVALUATION EXERCISE GIBSON DV, 1991, J ENG TECHNOL MANAGE, V8, P287 GIBSON DV, 1991, P PORTL INT C MAN EN GIBSON DV, 1992, TECHNOPOLIS PHENOMEN GIBSON DV, 1994, R D COLLABORATION TR GLASER BG, 1967, DISCOVERY GROUNDED T HATCH MJ, 1987, ADM SCI Q, V32, P387 HUBER GP, 1987, HDB ORG COMMUNICATIO INMAN BR, 1984, COMMERCIALIZING DEFE, P149 JOLLY VK, 1977, COMMERCIALIZATION NE KIDDER T, 1981, SOUL NEW MACHINE LEONARDBARTON D, 1988, RES POLICY, V17, P251 LEVINSON NS, 1987, IEEE T ENG MANAGE, V34, P28 MARTIN PY, 1986, J APPL BEHAV SCI, V22, P141 NUNALLY JC, 1978, PSYCHOMETRIC THEORY PETERS T, 1982, SEARCH EXCELLENCE PFEFFER J, 1982, ORG ORG THEORY PINKSTON JT, 1989, ENTREPRENEURIAL MANA, P143 ROGERS EM, 1982, COMMUNICATION NETWOR SMILOR RW, 1988, CREATING TECHNOPOLIS SMITH DK, 1988, FUMBLING FUTURE XERO SUNG TK, 2000, P 4 INT C TECHN POL WEICK KE, 1990, TECHNOLOGY ORG, P1 WILLIAMS F, 1990, TECHNOLOGY TRANSFER ZALTMAN G, 1973, INNOVATION ORG NR 35 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2005 VL 29 IS 3-4 BP 216 EP 230 PG 15 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 903AL UT ISI:000227397700003 ER PT J AU Kumar, S Jamieson, J Sweetman, M TI Software industry in the fastest emerging market: challenges and opportunities SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE Chinese software industry; emerging market; Asian NIEs AB Multinational companies in virtually all industries and sectors have recognised the financial potential that exists in China today and the software industry is no exception. No longer are software giants such as Microsoft, Oracle and Computer Associates limiting their business with China to cross border trades. They are investing in fixed assets and infrastructure projects located on the mainland. An emerging country, especially one as fast-paced as China, is inherently fraught with uncertainties and risks and a relatively young technology sector. Issues for the software industry in China are to understand how to gear their operations to the many challenges that an emerging market poses. The analysis also delves into how knowledge intensive sector like the Software industry is enabling changes in regional and national levels of the Chinese economy and thus impacting global economy. Competitive strategies of a number of domestic and international companies involved in sharing and growing the IT market in China are also described. C1 Univ St Thomas, Coll Business, Minneapolis, MN 55403 USA. RP Kumar, S, Univ St Thomas, Coll Business, Mail TMH 343 1000 LaSalle Ave, Minneapolis, MN 55403 USA. EM skumar@stthomas.edu CR 1999, ECONOMIST, V350, P64 2000, COMPUTING CANADA, V26, P34 2001, BUSINESS ASIA, V33, P5 2001, BUSINESS CHINA, V27, P2 2001, EIU COUNTRY MEMOIR 2002, ASIA PULSE 1014 2002, ASIANINFO DAIL 0513 2002, BUSINESS WEEK 0930, V88 2002, CHINA EC REV 0523 2002, COMMUNICATION 0814 2002, STRATEGIC DIRECT JAN, P2 2003, ASIA AFRICA INT 1121 2003, BUSINESS MONITOR, P10406 2003, CHINA POST 0206 2003, ELECT PAYMENTS 0129, P3 *AS PULS PT LTD, 2002, AS PULS PTE LTD *ASIAINFO, 2001, AS PULS PTE LTD *ASIAINFO, 2002, ANN REP 2002 *COM ASS, 2002, ANN REP 2002 *CSIA, 2002, ANN REP CHIN SOFTW I *EC INT UN, 1999, EC INTELLIGENCE UNIT *GAL GROUP INC, 2002, BANKER, V26 *US DEP STAT, 2001, FY2002 US DEP STAT, CH10 *WITSA, 2002, WORLD INF TECHN SERV BICKERS C, 2000, FAR E EC REV, V163, P34 BRIZENDINE T, 2002, CHINA BUS REV, V29, P26 CHAN T, 1999, CHINAS EXPORT MIRACL CHOUKROUNE L, 2002, CHINA PERSP MAR, P7 COOPER JC, 2002, BUSINESS WEEK 0729, P30 CORREA CM, 1996, WORLD DEV, V24, P171 DESOTO H, 2000, MYSTERY CAPITAL WHY DOLVEN B, 2002, FAR E EC REV, V165, P30 DOLVEN B, 2002, FAR E EC REV, V165, P32 EINHORN B, 2000, BUS WEEK 1218, P190 FISHMAN RK, 2002, INTELLECTUAL PROPERT, V14, P27 FISHMAN RK, 2002, INTELLECTUAL PROPERT, V14, P28 FITCH IBC, 2001, SOVEREIGN REPORT PEO GELB C, 2000, CHINA BUS REV, V27, P40 GOAD GP, 2000, FAR E EC REV, V163, P8 GOFF P, 2002, ASIA COMPUTER W 0527 HASTINGS K, 2003, S CHINA MORNING 0204, P1 JORDAN T, 1999, ASIAN BUSINESS FEB, V35, P20 KAHN J, 1999, FORTUNE 1011, V140, P282 LABARBA LH, 1999, TELEPHONY 0913, V237, P8 LAGUE D, 2002, FAR E EC REV, V165, P26 LAUFFS A, 2002, CHINA BUS REV, V29, P22 LAWRENCE SV, 1999, FAR E EC REV, V162, P76 LEARY A, 2002, ASIAN BUSINESS MAR, V3, P37 LEWIS S, 2000, ASIAN BUSINESS OCT, V36, P61 LUBMAN SB, 1999, BIRD CAGE LEGAL REFO MANDEL MJ, 2002, BUS WEEK 0304, P28 MCELLIGOTT T, 2002, TELEPHONY, V242, P24 MCGIFFERT C, 2002, CHINA BUS REV, V29, P38 MCKINSEY K, 2003, ELECTRON BUS, V29, P50 MCKINSEY, 2001, FAR E EC REV, V164, P46 MURPHY D, 2002, FAR E EC REV, V165, P55 RAPPAOIRT R, 2002, FORBES, V165, P55 RAWSKI TG, 2002, WALL STREET J 0422 SEGAL P, 2002, FAR E EC REV, V165, P43 SHEFF D, 2002, CHINA DOWN, P104 STONEHOUSE G, 1999, PARTICIPATION EMPOWE, V7, P131 THUROW LC, 1999, BUILDING WEALTH TURNER KG, 2000, LIMITS RULE LAW CHIN WALDRON A, 2002, STRAITS TIMES 0706 WALDRON A, 2002, WASHINGTON POST 0321 WILHELM K, 2001, FAR E EC REV, V164, P39 YANG DL, 2002, ASIAN SURV, V42, P12 YOON SK, 2002, FAR E EC REV, V165, P34 YOURDON E, 1992, DECLINE FALL AM PROG NR 69 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2005 VL 29 IS 3-4 BP 231 EP 262 PG 32 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 903AL UT ISI:000227397700004 ER PT J AU Kim, J TI Are industries destined toward 'productivity paradox'?: an empirical case of Korea SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE productivity paradox; gross value added to property, plant and equipment (GVAPPE); industry ID UNITED-STATES; GROWTH AB Advanced economies have been experiencing a common phenomenon since the 1970s called the Productivity Paradox, due to a context that the link between R&D and economic outcomes is becoming more and more difficult to track, at a time when R&D budget has been increasing. Taking, the theoretical notion as a backdrop, this research attempts to analyse the Productivity Paradox phenomenon with reference to Korea. Results have found some evidence of the phenomenon, while at the same time, this research has noted that industries making serious efforts in technological upgrading may 'look bad' by being located in the productivity paradox zone. RP Kim, J, Doo San Apts 417-402,Imae Dong 133,Bund Dang Gu, Sung Nam, Gyung Gi Do, South Korea. EM junmokim@unitel.co.kr CR *BUR LAB STAT, 1992, CONC METH BLS 2 DIG ADUBIFA A, 2000, J ASIAN AFRICAN STUD, V35 ANDERSON P, 1997, ADMIN SCI QUART, V42, P595 BANKS E, 1998, SOC POLICY, V28, P10 BAUER PW, 1990, J PROD ANAL, V1, P287 BELL G, 1990, OECD OBSERVER JUN BOLTHO A, 1982, EUROPEAN EC GROWTH C CHOU YC, 2002, IEEE T SEMICONDUCTOR, V15 CHOW KW, 1999, Q REV EC FINANCE, V39, P565 DELMESTRI G, 1997, INT STUDIES MANAGEME, V27 DOMAZLICKY BR, 1997, J REGIONAL SCI, V37, P213 DRUCKER P, 2002, MANAGING NEXT SOC ENGLANDER AS, 1994, OECD EC STUDIES, V22, P49 FELIPE J, 1999, J DEV STUD, V35, P1 FILATOTCHEV I, 2003, R D MANAGEMENT, V33 FRANKE RH, 1987, TECHNOL FORECAST SOC, V31, P143 GALBRAITH JK, 1997, UNPUB LINEAR DECOMPO HANSEN N, 2002, ULTRAFINE GRAINED MA, V2, P3 HASSINK R, 2000, Z WIRTSCHAFTSGEOGRAP, V44 KE S, 1995, REGIONAL STUDIES, V29 KIM J, 1997, 1 INT C SCI TECHN PO KIM J, 2001, TECHNOLOGICAL FORECA KIM J, 2002, INT J TECHNOLOGY POL, V2 KIM J, 2002, S KOREAN EC NEW EXPL KIM J, 2005, TECHNOLOGICAL FORECA KIM L, 1997, IMITATION INNOVATION MAHADEVAN R, 2002, ASEAN EC B, V19, P178 MALECKI E, 1997, TECHNOLOGY EC DEV DY MCCUNE JC, 1998, MANAGEMENT REV, V87, P38 MCSHEEHY J, 2001, ELECT ENG TIMES 0716 MORRISON CJ, 1992, REV ECON STAT, V74, P381 MULLEN JK, 2001, APPL EC, V33 PEREZ C, 1988, TECHNICAL CHANGE EC PINSONNEAULT A, 1998, MIS QUART, V22, P287 PIORE M, 1984, 2 IND DIVIDE PRUCHA I, 1996, J ECONOMETRICS, V71 SCHUMPETER J, 1942, CAPITALISM SOCIALISM SCOTT JT, 1999, J TECHNOLOGY TRANSFE, V24 SICHEL DE, 1999, BUSINESS EC, V34, P18 TUCKER R, 1978, MARX ENGELS READER WARD JH, 1963, J AM STAT ASS, V58 NR 41 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2005 VL 29 IS 3-4 BP 263 EP 279 PG 17 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 903AL UT ISI:000227397700005 ER PT J AU Whitworth, JE Williams, SR TI Measuring the impact of global information technology applications SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE information technology; global information technology; information technology impact; international global information technology impact; measurement of information technology impact ID COMPETITIVE ADVANTAGE AB The objective of this study is to develop a means of assessing the impact of global information technology applications. Building on the prior work of Palvia (1997), Sethi and King (1994) and Mahmood and Soon (199 1) a multi-factor global IT impact measurement model is developed. This model exhibits a high degree of reliability and validity. From a theoretical perspective, this study develops a measurement model that can be used to evaluate the impact of IT in a global environment. From a practitioner's point of view, the study provides a better understanding of the factors that should be considered when assessing the impact of global IT applications. C1 Georgia So Univ, Dept Informat Syst, Statesboro, GA 30460 USA. Univ N Carolina, ISOM Dept, Bryan Sch Business & Econ, Greensboro, NC 27412 USA. Georgia So Univ, Dept Informat Technol, Statesboro, GA 30460 USA. RP Whitworth, JE, Georgia So Univ, Dept Informat Syst, Statesboro, GA 30460 USA. EM jewhitwo@georgiasouthern.edu rebstock@georgiasouthern.edu CR APPLEGATE LM, 2003, CORPORATE INFORMATIO, P19 BAKOS JY, 1986, MIS Q JUN, P107 BARNETT DW, 1995, PERSPECT NEUROL SURG, V6, P1 BENJAMIN RI, 1984, SLOAN MANAGE REV, V26, P3 BOAR BH, 1994, PRACTICAL STEPS ALIG BRYNJOLFSSON E, 1993, P 14 INT C INF SYST BRYNJOLFSSON E, 1996, MANAGEMENT SCI APR CAMPBELL DT, 1959, PSYCHOL BULL, V56, P81 CARR NG, 2003, HARVARD BUSINESS REV CLARK R, 1994, ISWORLD ON LINE AVAI DEANS PC, 1993, J GLOBAL INFORMATION, V1, P6 GIBSON R, 1996, GLOBAL INFORMATION T HAIR JF, 1998, MULTIVARIATE DATA AN HUFF SL, 1991, BUSINESS Q, V56, P71 IVES B, 1991, MIS QUART, V15, P33 IVES B, 1993, IBM SYST J, V32, P143 JARVENPAA SL, 1993, DECISION SCI, V24, P547 KONSYNSKI BR, 1993, IBM SYST J, V32, P111 MAHMOOD MA, 1991, DECISION SCI, V22 MAHMOOD MA, 1993, J MANAGEMENT INFORMA, V10, P97 PALVIA P, 2002, INFORMATION MANAGEME PALVIA PC, 1995, J GLOBAL INFORMATION, V3, P3 PALVIA PC, 1997, INFORM MANAGE, V32, P229 PORTER ME, 1985, HARVARD BUS REV, V63, P149 PORTER ME, 1986, COMPETITION GLOBAL I SANKAR C, 1993, INT J INFORM MANAGE, V13, P84 SETHI V, 1994, MANAGE SCI, V40, P1601 SIMON E, 1993, FED SENTENCING REP, V6, P29 WISEMAN C, 1985, STRATEGY COMPUTERS I ZUBOFF S, 1985, ORGAN DYN, V11, P5 NR 30 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2005 VL 29 IS 3-4 BP 280 EP 294 PG 15 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 903AL UT ISI:000227397700006 ER PT J AU Yoon, SC TI Technological innovation as responding to business challenges - case study and theorisation SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE innovation; business challenges; creative minorities; technology managers; Toynbee AB This paper adopts Toynbee's philosophy of history for a management theory to explain the rise and fall of technology-based business firms. Toynbee's concepts, such as challenge, response and creative minorities are analysed and adapted for technology management. Findings from in-depth case studies are organised into a model for technology managers to use in 'responding' to business 'challenges.' C1 Seoul Natl Univ, Coll Business Adm, Seoul 151742, South Korea. RP Yoon, SC, Seoul Natl Univ, Coll Business Adm, Seoul 151742, South Korea. EM yoonsc@plaza.snu.ac.kr CR 2001, MAIL BUSINESS N 1019, P1 *BRIT ENCY, 1998, TOYNB *SAMS EC RES I, 2003, CEO INF *WEATH SCH MAN, 2002, P MAN DES WORKSH CLE COLLINS JC, 1994, BUILT LAST SCHON DA, 1967, TECHN CHANG SHANNON RE, 1980, ENG MAN SHELTON K, 1995, SEARCH QUALITY SHIN C, 1999, COMMUNICATION TOYNBEE AJ, 1947, STUDY HIST NR 10 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2005 VL 29 IS 3-4 BP 295 EP 307 PG 13 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 903AL UT ISI:000227397700007 ER PT J AU Wang, JC Tsai, KH TI Development strategies and prospects for Taiwan's R&D service industry SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE R&D service industry; knowledge-based service industry AB The purpose of this paper is threefold: First, we analyse the current status of Taiwan's R&D service industry, illustrating its importance for upgrading and transforming Taiwan's industry. Second, we introduce Taiwan's government policy measures to promote the R&D service industry, which should be given priority. Third, we provide policy recommendations for further development of the R&D service industry. In terms of production value, employment and exports, Taiwan's R&D service-industry development is at a very early stage. Therefore, government involvement and assistance to promote its growth is advisable. Based on a survey of 40 experts, our empirical study shows that Taiwan's R&D service industry, such as industrial-technology forecasting, industrial-information analysis, industrial-design service, intellectual-property packaging, added-value, appraisal, inter-mediation and trading are critical in terms of industrial linkage and that these have a strong impact on the economy. Its development, therefore, should be given top priority. Meanwhile, venture capital, incubating services, IC-design services and CRO are of secondary importance. Based on the influence and development pattern, the R&D service industry will become a driving force for the further growth of the manufacturing industry in Asian countries. Therefore, the government should play a more supportive role to promote it through policies such as education, financial capital and technological infrastructure provision. C1 Natl Taipei Univ, Dept Business Adm, Taipei 104, Taiwan. Chung Hua Inst Econ Res, Div Taiwan Econ, Taipei 106, Taiwan. RP Tsai, KH, Natl Taipei Univ, Dept Business Adm, 69 Sec 2,Chien Kwo N Rd, Taipei 104, Taiwan. EM jcw@mail.cier.edu.tw atmas@mail.cier.edu.tw CR *BUR IND TECHN, 2002, INN COR IND COMP SUM *COUNC EC PLANN DE, 2000, PROJ DEV KNOWL BAS E *NOM RES I, 2000, EC STRUCT REF ACT PL *OECD, 2000, SCI IND ENG *TAIW I EC RES, 2003, CURR STAT TAIW R D S CHANG FY, 2002, CURRENT PROMOTING ST HSU CW, 2002, EXP SEM TECHN AN R D HSUEH LM, 2001, GROWTH POTENTIAL TAI ROTHWELL R, 1981, IND INNOVATION PUBLI WANG JC, 2000, ANAL TREND KNOWLEDGE WANG JC, 2002, DEV STRATEGY TAIWANS NR 11 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2005 VL 29 IS 3-4 BP 308 EP 326 PG 19 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 903AL UT ISI:000227397700008 ER PT J AU Gustavsson, L Mahapatra, K Madlener, R TI Energy systems in transition: perspectives for the diffusion of small-scale wood pellet heating technology SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE technological innovation; diffusion; adoption; wood pellet heating; systems; bioenergy; sustainable development ID DETACHED HOUSES; POLICY; BIOENERGY; COSTS; MODEL AB Promising small-scale wood pellet heating systems with sizable market potentials have started to penetrate the residential heating market in Europe and elsewhere. Despite significant technological progress, cost reduction, improved convenience and reliability, and reduced environmental impact, diffusion of such systems will nonetheless take time. Framework and market conditions, and especially drivers and barriers and the overall merits of such systems in comparison to alternative solutions, need to be properly understood by policy-makers and entrepreneurs for the successful promotion of this technology. In this article we cover three important aspects related to small-scale pellet heating systems. First, we summarise recent technological, socio-economic, and institutional trends. Second, we report on results from a comparative analysis of the direct and indirect external costs and benefits of this technology. Third, we discuss the usefulness of various diffusion modelling approaches used in economics in the light of the technology scrutinised and existing data constraints. C1 ETH Zentrum, Swiss Fed Inst Technol, CEPE, CH-8092 Zurich, Switzerland. Mid Sweden Univ, S-83125 Ostersund, Sweden. RP Madlener, R, ETH Zentrum, Swiss Fed Inst Technol, CEPE, WEC C 25, CH-8092 Zurich, Switzerland. EM leif.gustavsson@mh.se krushna.mahapatra@mh.se reinhard.madlener@cepe.mavt.ethz.ch CR 2002, EUBIONET EUROPEAN BI *CEN, 2004, CEN TC 335 WORK PROG *EUR COMM, 1997, EN FUT REN SOURC EN *EUR COMM, 1998, EN FUT REN SOURC EN *EUR COMM, 1998, EXT EXT EN METH ANN *EUR COMM, 1998, EXT EXT EN SUMM RES *EUR COMM, 2002, EN ISS OPT TECHN SCI *EUR COMM, 2002, EUR STRAT SEC EN SUP *EUROBSERV ER BAR, 2002, OV REN ENG *FESS GFK, 1998, EINST HEIZ HOLZ BERI *GRAZ U TECHN, 2002, COUNTR REP AUSTR *IEA, 2004, REN EN MARK POL TREN *IPCC, 2001, CONTR WORK GROUP 3 3 *PIR, 2004, STAT PELL SWED *SFOE, 2004, SCHW HOLZ FOLG JAHR *UMBERA, 2000, DIS204398AT ALAKANGAS E, 2002, 5 OPET VTT TECHN RES ALAKANGAS E, 2003, EUBIONET BIOMASS SUR BAREL C, 2002, EUBIONET BIOMASS SUR BASS FM, 1969, MANAGE SCI, V15, P215 BJERG J, 2002, P 1 WORLD C PELL STO, P37 COTTON R, 2002, P 1 WORLD C PELL STO, P41 DAHLSTROM JE, 2002, P 1 WORLD C PELL STO, P27 DAVID PA, 1985, AM ECON REV, V75, P332 DOSI G, 1988, TECHNICAL CHANGE EC EGGER C, 2002, P 1 WORLD C PELL STO, P35 EPP B, 2004, SUN WIND ENERGY, V1, P85 FAUCHEUX S, 1998, ECOL ECON, V27, P243 FISCHER J, 2004, P WORLD SUST EN DAYS, P19 FRANDSEN S, 2002, EUBIONET BIOMASS SUR GUSTAVSSON L, UNPUB MITIGATION ADA GUSTAVSSON L, 1995, ENERGY, V20, P1097 GUSTAVSSON L, 2002, ENERG POLICY, V30, P553 GUSTAVSSON L, 2003, ENERGY, V28, P1405 GUSTAVSSON L, 2003, ENERGY, V28, P851 HILLRING B, 1998, BIOMASS BIOENERG, V14, P425 JOANNIDES YM, 1997, EVOLUTION TRADING ST JONAS A, 2004, ZAHLENMASSIGE ENTWIC KARLSSON A, 2003, ENERG POLICY, V31, P1541 KIRMAN A, 1997, EC INTERACTIVE SYSTE KORSFELDT T, 2002, P 1 WORLD C PELL STO, P21 LACK N, 2002, EUBIONET BIOMASS SUR LEHTINEN T, 2003, USE WOOD BRIQUETTES LIEBOWITZ SJ, 1994, J ECON PERSPECT, V8, P133 LJUNGBLOM L, 2004, BIOENERGY INT, V9, P6 LOITER JM, 1999, ENERG POLICY, V27, P85 MADLENER R, 2002, ENER B, P34 MADLENER R, 2002, P IEA BIOEN TASK 29, P1 MADLENER R, 2003, GAIA, V12, P114 MAHAJAN A, 2000, NEW PRODUCT DIFFUSIO NELSON RR, 1982, EVOLUTIONARY THEORY OBERNBERGER I, 2002, P 1 WORLD C PELL STO, P115 PHAAL R, 2004, INT J TECHNOL MANAGE, V27, P1 PONAMAREV A, 2004, BIOENERGY INT, V8, P7 RADOS C, 2000, BIOMASS BIOENERG, V18, P331 RATHBAUER J, 2002, EUBIONET BIOMASS SUR ROBALINO DA, 2000, RGSD151 RAND CORP ROGERS EM, 1995, DIFFUSION INNOVATION ROSCH C, 1999, BIOMASS BIOENERG, V5, P347 SARKAR J, 1998, J EC SURVEYS, V12, P131 SCHUMPETER JA, 1934, THEORY EC DEV SILVERBERG G, 1988, ECON J, V98, P1032 STONEMAN P, 1983, ECON J, V93, P66 STONEMAN P, 2002, EC TECHNOLOGICAL DIF TAILLANT P, 2002, P 25 IAEE INT C JUN TILT YK, 2001, THESIS COPENHAGEN BU UNGER K, 1988, IND STRUCTURE TECHNI VINTERBACK J, 2000, THESIS SWEDISH U AGR YOUNG HP, 1999, DIFFUSION SOCIAL NET NR 69 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2005 VL 29 IS 3-4 BP 327 EP 347 PG 21 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 903AL UT ISI:000227397700009 ER PT J AU Yoo, CW Kim, J TI Recovering from science: how far can we push? SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE cost recovery; meteorology; government reform; science ID INFORMATION AB Expecting recovery from science and its applications is a newly growing field in different countries, and there have been debates on its efficacy as a policy option. Noting the salience, this paper attempted to discuss the issue of cost recovery in the area of meteorological research. After a theoretical review, this research focused on the aeronautical meteorology case of Korea. As a policy option, cost recovery implies possibilities as well as limitations built in the concept. RP Kim, J, Doo San Apts 417-402,Imae Dong 133,Bund Dang Gu, Sung Nam, Gyung Gi Do, South Korea. EM junmokim@unitel.co.kr CR 1992, WASHINGTON POST 0804 2001, FINANCIAL TIMES 0423 *BUND, 2000, GEB FLUGW DTSCH WETT *EUR COMM, 2000, COMM EXPL EUR PUBL S *MET OFF AG, 1996, FRAM DOC *PIRA INT, 2000, COMM EXPL EUR PUBL S *US GEN ACC OFF, 1995, GAO AIMD 95 93R ATFI, V3 *WORLD MET ORG, 1994, 639 WMOTD ADAMS RM, 1995, CONTEMP ECON POLICY, V13, P10 ALSTON J, 1995, SCI SCARCITY, P585 ANAMAN K, 1996, ECON PAPERS, V15, P64 ANAMAN KA, 1995, METEOROL APPL, V2, P17 ANAMAN KA, 1998, METEOROL APPL, V5, P103 BLAKEMORE M, 1992, UNPUB COST RECOVERY BOSCH DJ, 1987, AM J AGR ECON, V69, P658 CAMPBELL H, 1997, ECON REC, V73, P24 CHAPMAN R, 1992, BENEFIT COST ANAL MO CHEUNG A, 2000, UNPUB INT SEM GLOB S CRAFT E, 1998, AM EC REV, V88 EVANS C, 1997, REPORT TAXPAYER COST, P88 FELDSTEIN M, 1997, NATL TAX J, V50, P197 FREEBAIRN JW, 2001, METEOROL APPL FREEBAIRN JW, 2002, METEOROLOGICAL APPL, V9 GIBBS WJ, 1995, PROD C MELB BUR MET, P24 HICKMAN JS, 1979, P S VAL MET EC PLANN JOHNSON SR, 1997, EC VALUE WEATHER CLI, P75 KAPLOW L, 1996, NATL TAX J, V49, P513 KATZ RW, 1997, EC VALUE WEATHER CLI KATZ RW, 1997, EC VALUE WEATHER CLI, P183 KIM J, 2000, STUDY COST RECOVERY KIM J, 2002, COMMERCIALIZING GOVT KIM J, 2002, COST BENEFIT ANAL RE KIM J, 2005, ARE IND DESTINED PRO LAFFONT J, 1993, THEORY INCENTIVES PR, P705 LEIGH RJ, 1995, METEOROL APPL, V2, P239 LOPEZ XR, 1998, DISSEMINATION SPATIA MASON BJ, 1966, ROLE METEOROLOGY NAT, P382 MAUNDER WJ, 1970, VALUE WEATHER, P388 MUSGRAVE R, 1991, PUBLIC FINANCE THEOR NG K, 2000, NATL TAX J, V53, P253 NICHOLLS JM, 1996, WCASP38 WORLD MET OR OSBORNE D, 1997, BANISHING BUREAUCRAC OSBORNE, REINVENTING GOVT PORTNEY PR, 1994, J ECON PERSPECT, V8, P3 PRICEBUDGEN A, 1990, ELLISHORWOOD SERIES SANDFORD C, 1995, TAX COMPLIANCE COSTS SANER D, 1998, AM J AAGR EC, V80, P1102 STERN P, 1999, MAING CLIMATE FORECA, P64 STEWART TR, 1997, EC VALUE WEATHER CLI, P147 TESKE S, 1994, 630 WMOTD WALSH C, 1979, P C VL MET SERV BUR, P179 WEISS P, 1997, BORDERS CYPBERSPACE WILKS DS, 1985, MON WEATHER REV, V113, P1738 WILKS DS, 1997, EC VALUE WEATHER CLI, P109 NR 54 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2005 VL 29 IS 3-4 BP 348 EP 361 PG 14 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 903AL UT ISI:000227397700010 ER PT J AU Hakkinen, L TI Impacts of international mergers and acquisitions on the logistics operations of manufacturing companies SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE mergers; acquisitions; resource redeployment; capability transfer; multiple-case study ID RESOURCE-BASED VIEW; HORIZONTAL ACQUISITIONS; VALUE CREATION; POSTACQUISITION INTEGRATION; FOREIGN ACQUISITIONS; US FIRMS; CAPABILITY; SYNERGY; DETERMINANTS; REDEPLOYMENT AB The ongoing trends of rapid technological development and globalisation have reshaped several industries during the past decade. For one, the newly emerged challenges have triggered a wave of mergers and acquisitions (M&A) within a number of industries as companies have sought efficient ways to enhance their business capabilities and to restructure themselves to better adapt to the new business environment. This paper discusses the value creational aspects of international M&A and addresses matters of resource redeployment and capability transfer related to the logistics operations of manufacturing companies. The empirical part of the paper reports on an explorative multiple-case study covering six horizontal M&A deals carried out by Finnish manufacturing companies during 1998-2001. Results suggest that the combining of complementary resources, in particular, and capability transfer (e.g. of technology-related knowledge) can create value through the transference of existing key competencies to new contexts, as well as through creating new capabilities. C1 Turku Sch Econ & Business Adm, Dept Mkt, FIN-20500 Turku, Finland. RP Hakkinen, L, Turku Sch Econ & Business Adm, Dept Mkt, Rehtorinpellonkatu 3, FIN-20500 Turku, Finland. EM lotta.hakkinen@tukkk.fi CR *UN C TRAD DEV, 2001, WORLD INV REP 2001 P ANAND J, 2002, STRATEGIC MANAGE J, V23, P119 ARBNOR I, 1997, METHODOLOGY CREATING ASHKENAS RN, 2000, HARVARD BUS REV, V78, P108 BARNEY JB, 1988, STRATEGIC MANAGEMENT, V9, P71 BARONCELLI A, 1998, LONG RANGE PLANN, V31, P377 BIRKINSHAW J, 2000, J MANAGE STUD, V37, P395 BOWER JL, 2001, HARVARD BUS REV, V79, P92 BOWERSOX DJ, 1986, LOGISTICAL MANAGEMEN BRESMAN H, 1999, J INT BUS STUD, V30, P439 BROUTHERS KD, 1998, LONG RANGE PLANN, V31, P347 BUONO AF, 1997, MANAGE DECIS, V35, P194 CAPRON L, 1998, STRATEGIC MANAGE J, V19, P631 CAPRON L, 1999, J MARKETING, V63, P41 CAPRON L, 1999, STRATEGIC MANAGE J, V20, P987 CAPRON L, 2001, STRATEGIC MANAGE J, V22, P817 CAPRON L, 2002, STRATEGIC MANAGE J, V23, P781 CHAPMAN K, 2000, REG STUD, V34, P753 CHATTERJEE S, 1992, STRATEGIC MANAGE J, V13, P267 CHRISTENSEN CM, 1998, MANAGE SCI, V44, P207 DATTA DK, 1991, STRATEGIC MANAGE J, V12, P281 DEANS GK, 2002, HARVARD BUS REV, V80, P20 DRANIKOFF L, 2002, HARVARD BUS REV, V80, P74 ECCLES RG, 1999, HARVARD BUS REV, V77, P136 EISENHARDT KM, 1989, ACAD MANAGE REV, V14, P532 FOSS NJ, 1999, SCANDINAVIAN J MANAG, V15, P1 GARETTE B, 2000, EUROPEAN MANAGEMENT, V18, P63 HAKKINEN L, 2003, P 15 ANN C NORD RES, P42 HAKKINEN L, 2004, INT J LOGISTICS MANA, V15 HAMEL G, 1989, HARVARD BUS REV, V67, P63 HARDING D, 2002, HARVARD BUS REV, V80, P18 HARRISON JS, 2001, J MANAGE, V27, P679 HARRISON ML, 1991, LOCAL GOV STUD, V17, P1 HASPESLAGH PC, 1991, MANAGING ACQUISITION HAVILA V, 2000, J STRATEGIC MANAGEME, V8, P105 HELFAT CE, 2003, STRATEGIC MANAGE J, V24, P997 HODGE BJ, 1988, ORG THEORY HODGSON G, 1998, J ECON STUD, V25, P25 HOOPES DG, 2003, STRATEGIC MANAGE J, V24, P889 HOPKINS HD, 1999, J INT MANAGEMENT, V5, P207 JANSEN SA, 2002, EUR M AS CORP REST C, P1 JEMISON DB, 1986, ACAD MANAGE REV, V11, P145 KAPLAN SN, 2000, MERGERS PRODUCTIVITY KEARNEY AT, 2002, MERGER ENDGAMES IND KITCHING J, 1967, HARVARD BUS REV, V45, P84 LARSON R, 1990, COORDINATON ACTION M LARSSON R, 1999, ORGAN SCI, V10, P1 LEVITT T, 1983, HARVARD BUS REV, V61, P92 LIGHT DA, 2001, HARVARD BUS REV, V79, P35 MAKADOK R, 2001, STRATEGIC MANAGE J, V22, P387 MEYER KE, 2001, J INT BUS STUD, V32, P575 NUPPONEN P, 1995, POST ACQUISITION PER PARVINEN PMT, 2003, GOVERNANCE PERSPECTI PENROSE E, 1959, THEORY GROWTH FIRM PRAHALAD CK, 1990, HARVARD BUS REV, V68, P79 RANFT AL, 2002, ORGAN SCI, V13, P420 SALTER MS, 1979, DIVERSIFICATION ACQU SETH A, 1990, STRATEGIC MANAGE J, V11, P431 SETH A, 2000, J INT BUS STUD, V31, P387 SETH A, 2002, STRATEGIC MANAGE J, V23, P921 SHELTON LM, 1988, STRATEGIC MANAGEMENT, V9, P279 SHRIVASTAVA P, 1986, J BUS STRAT, V7, P65 STANK TP, 1998, J TRANSPORTATION MAN, V10, P1 SUBRAMANIAM M, 2001, STRATEGIC MANAGE J, V22, P359 TAQI SJ, 1991, J EUROPEAN MERGERS A, V3, P24 TEECE DJ, 1997, STRATEGIC MANAGE J, V18, P509 UTTERBACK J, 1994, MASTERNG DYNAMICS IN VAARA E, 1999, REDISCOVERY ORG POLI WERNERFELT B, 1984, STRATEGIC MANAGE J, V5, P171 ZOLLO M, 1997, STRATEGIES ROUTINES ZOLLO M, 2000, CAN FIRMS LEARN ACQU NR 71 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2005 VL 29 IS 3-4 BP 362 EP 385 PG 24 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 903AL UT ISI:000227397700011 ER PT J AU Ernst, D TI Pathways to innovation in Asia's leading electronics-exporting countries - a framework for exploring drivers and policy implications SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE innovation; knowledge diffusion; global production networks; multinational corporations; innovation strategy; technology diversification; Asia electronics industry; electronic design AB This paper offers a framework for exploring emerging pathways to innovation in Asian electronics industries, as well as their drivers and policy implications. The focus is on 'stylised facts' rather than on the diversity of specific country trajectories. I demonstrate that the role of Asia's leading players in the electronics industry is changing - from global export production bases for hardware and software, a transition is under way to the creation of commercially viable innovations and standards. I argue that transformations in global markets, production and innovation systems are providing new opportunities for Asian firms that seek to improve their innovative capabilities. To exploit these opportunities, however, important changes are required in Asia's innovation strategies, policies and management approaches. I highlight the considerable potential of 'technology diversification' strategies as an intermediate option for attempts to move beyond 'fast-follower' strategies. C1 East West Ctr, Honolulu, HI 96848 USA. RP Ernst, D, East West Ctr, 1601 East West Rd, Honolulu, HI 96848 USA. EM ernstd@eastwestcenter.org CR *OECD, 2000, NEW EC CHANG ROL INN AMSDEN AH, 2003, 2 MOVER ADV LATECOME AMSDEN AH, 2003, RES POLICY, V32, P553 BAUMOL WJ, 2002, FREE MARKET INNOVATI BORRUS M, 2000, INT PRODUCTION NETWO BYRON W, 2003, CHINAS FABLESS FIRMS CHANG PL, 2002, TECHNOVATION, V22, P101 CHENG LK, 2001, GLOBAL PRODUCTION TR DAHLMAN CJ, 2001, CHINA KNOWLEDGE EC ERNST D, 1992, COMPETING ELECT IND, P303 ERNST D, 1998, TECHNOLOGICAL CAPABI ERNST D, 2000, ASIA PACIFIC J M AUG ERNST D, 2002, INT ENCY BUSINESS MA ERNST D, 2002, INT ENCY BUSINSS MAN ERNST D, 2002, J EC INNOVATION NEW, V11, P497 ERNST D, 2002, RES POLICY, V31, P1417 ERNST D, 2003, IN PRESS DIGITAL JUN ERNST D, 2003, IN PRESS INT J T MAR ERNST D, 2003, IND DYNAMICS NEW DIG ERNST D, 2004, IN PRESS INT J INNOV FEENSTRA RC, 1998, J ECON PERSPECT, V12, P31 FORAY D, 2001, C DAN RES UN IND DYN GRANDSRAND O, 1992, TECHNOLOGY MANAGEMEN GRANSTRAND O, 1990, RES POLICY, V19, P37 GRANSTRAND O, 1998, RES POLICY, V27, P472 GRANT M, 2000, GRANA, V39, P8 HOBDAY M, 1995, INNOVATION E ASIA CH JONES R, 2000, FRAGMENTATION INT TR JORGENSEN HD, 2000, ACTIVE MODELS DYNAMI KIM L, 1980, RES POLICY, V9, P254 KIM L, 1993, NATL INNOVATION SYST KIM L, 1997, IMITATION INNOVATION KIM L, 1997, IMITATON INNOVATION KODAMA F, 1986, SCIENCE, V223, P291 LALL S, 2000, TECHNOLOGY LEARNING LANGLOIS RN, 2001, C HON RR NELS SIDN W LIU MC, 2003, 62 E W CTR EC LIU XL, 2001, RES POLICY, V30, P1091 MATHEWS JA, 2000, TIGER TECHNOLOGY CRE MYTELKA D, 1998, TECHNOLOGICAL CAPABI, CH1 NARIN F, 2000, TECH LINE BACKGROUND NAUGHTON B, 2001, UNPUB 2 M INN CRIS A ODAGIRI H, 1993, NATL INNOVATION SYST PATEL P, 1998, SPRU WORKING PAPER S, V22 PAVITT K, 1999, TECHNOLOGY MANAGEMEN PAVITT K, 1999, TECHNOLOGY MANAGEMEN, R11 PAVITT K, 2003, SYSTEMS INTEGRATION REDDY P, 2000, GLOBALIZATION CORPOR SAXENIAN A, 2002, IND INNOVATION, V9, P183 SEGAL A, 2003, DIGITAL DRAGON HIGH YUSUF S, 2003, INNOVATIVE E ASIA FU NR 51 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2005 VL 29 IS 1-2 BP 6 EP 20 PG 15 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 903AH UT ISI:000227397300002 ER PT J AU Yu, FLT TI Technological strategies and trajectories of Hong Kong's manufacturing firms SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE organisational learning; imitation; capabilities development paths; technological catch-up; Hong Kong ID ELECTRONICS; INDUSTRIES AB Hong Kong's post-war catching up with economically advanced nations is well documented. Starting as a piece of 'barren rock', the island economy has emerged as the 'Mart of East Asia'. While there are numerous explanations for the success from neoclassical development economists, few studies have focused on the technological strategies and paths of Hong Kong's manufacturing firms, the chief economic actors. This paper attempts to interpret Hong Kong's economic success by examining its national innovation systems. More specifically, this paper investigates the technological catch-up paths taken up by Hong Kong's manufacturing firms. It will argue that manufacturing firms in Hong Kong in general took on imitative strategies. Their capability development routes are attributed partly to organisational learning and partly to Hong Kong's unique physical, political and cultural environments. Relying on three major imitative strategies, namely 'reverse value chain' strategy, 'reverse product life cycle' strategy and 'process capability specialist' strategy, manufacturing firms in Hong Kong were able to compete and survive in the global markets. Furthermore, by extending their competence in managerial and consultancy services, firms in Hong Kong evolved into regional coordinators. C1 Australian Def Force Acad, Sch Business, Canberra, ACT, Australia. Feng Chia Univ, Dept Econ, Taichung, Taiwan. RP Yu, FLT, Australian Def Force Acad, Sch Business, Canberra, ACT, Australia. EM flyu@fcu.edu.tw CR 1993, VTECH CO PROFILE, P5 *FED HONG KONG IND, 1992, HONG KONGS IND INV P *HONG KONG EC SURV, 1989, BUILD PROSP 5 PART E *HONG KONG GOV CEN, 1991, HONG KONG ANN DIG ST *HONG KONG GOV IND, 1991, TECHN MARK RES STUD *WORLD BANK, 1993, E AS MIR ARGYRIS C, 1992, ORG LEARING ARROW K, 1974, LIMITS ORG BERGER S, 1997, MADE HONG KONG, P39 BIGGART NW, 1997, STATE MARKET ORG FOR, P201 BIGGART NW, 1999, AM SOCIOL REV, V64, P722 BOLTON MK, 1993, ORG DYNAMICS WIN, P30 BROWN EHP, 1971, HONG KONG IND COLONY CHAU LLC, 1993, HONG KONG UNIQUE CAS CHEN EKY, 1984, BUSINESS ENV HONG KO CHEN EKY, 1988, GAZETTE S, V35 CHEN EKY, 1989, FUTURE DIRECTION IND, P208 CHIU SWK, 1995, ASIAN NIES GLOBAL EC, P85 CHIU SWK, 2001, IND POLICY INNOVATIO, P460 COHEN WM, 1990, ADMIN SCI QUART, V35, P128 DAHLMAN C, 1995, SOCIAL CAPABILITY LO, P82 DAVID S, 1993, NEUROPROTOCOLS, V3, P1 ERNST D, 1989, TECHNOLOGY GLOBAL CO ESPY JL, 1970, THESIS HARVARD U FREEMAN C, 1982, EC IND INNOVATION, P79 HEDBERG BLT, 1981, HDB ORG DESIGN, V1, P3 HO ESL, 1985, THESIS U MICHIGAN HO YP, 1992, TRADE IND RESTRUCTUR HO YP, 1993, PAC REV, V6, P333 HOBDAY M, 1995, WORLD DEV, V23, P1171 HOBDAY M, 1995, WORLD DEV, V23, P1171 HUGHES R, 1968, HONG KONG BORROWED T KIRZNER IM, 1973, COMPETITION ENTREPRE KOGUT B, 1992, ORGAN SCI, V3, P383 LUI TL, 1994, ENVIRON PLANN A, V26, P53 MAJUMDAR BA, 1982, INNOVATIONS PRODUCT MATHEWS JA, 2000, TIGER TECHNOLOGY CRE NELSON RR, 1982, EVOLUTIONARY THEORY, P123 NISHIDA J, 1992, REWORKING WORLD ORG, P181 PHARES EJ, 1988, INTRO PERSONALITY POON T, 1992, REWORKING WORLD, P205 RABUSHKA A, 1979, HONG KONG STUDY EC F RAFFERTY K, 1991, CITY ROCKS HONG KONG REDDING SG, 1988, SEARCH E ASIAN DEV M, P99 REDDING SG, 1994, J FAR E BUSINESS, V1, P71 RODAN G, 1992, SHUTDOWN FAILURE EC, P77 SIT V, 1979, SMALL SCALE IND LAIS TAN G, 1992, NEWLY IND COUNTRIES WADE R, 1990, GOVERNING MARKET EC, P27 WEISS L, 1995, STATES EC DEV COMP H, P170 WONG PK, 1999, DRUID SUMM C NAT INN WONG SL, 1988, EMIGRANT ENTREPRENEU WONG T, 1989, FUTURE DIRECTION IND YEUNG HWC, 1998, TRANSNATIIONAL CORPO YEUNG HWC, 2002, ASIA PACIFIC J MANAG, V19, P29 YEUNG HWC, 2002, ENTREPRENEURSHIP INT YOUNGSON A, 1982, HONG KONG EC GROWTH YU TFL, 1995, INT C CHIN EC 2000 C YU TFL, 2000, 3 INT S HONG KONG CU NR 59 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2005 VL 29 IS 1-2 BP 21 EP 39 PG 19 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 903AH UT ISI:000227397300003 ER PT J AU Lee, K Lim, C Song, W TI Emerging digital technology as a window of opportunity and technological leapfrogging: catch-up in digital TV by the Korean firms SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE digital technology; emerging technology; paradigm shift; high-tech; technological regime; catching-up pattern; manufacturing strategy; policy and economics; management of technology ID DEVELOPING-COUNTRY; REGIMES; MODEL AB This paper has examined the leapfrogging thesis with the case of catch-up in digital TV by the Korean firms. Despite the disadvantages implied by the technological regime of digital TV and the risks facing early entrants in trajectory choice and initial market formation, the Korean firms had achieved a 'path-creating catch-up' in the sense they chose a different path from the forerunning Japanese firms. As they have been closely watching the technological trends and the standard setting process, there was less risk of choosing the right or wrong technological trajectory. Also, despite the lack of sufficient capability and core knowledge base, the Korean firms had some complementary asset, such as the experience of producing analogue TV, and were able to develop the prototype digital TV and the ASIC chips, given the accesses to the foreign knowledge via overseas R&D posts and acquisition of a foreign company. To secure the initial market size, the Korean targeted the US market from the beginning, and their sources for competitive advantages were the speedy setting up the production system for mass production of products at the initial stage. The initial failure of the Japanese firms and the success of the Korean firms do suggest that the period of paradigm shift, like this toward digital technology, can serve as a window of opportunity for latecomers while penalising the forerunner. C1 Konkuk Univ, Dept Business Adm, Seoul 143701, South Korea. Seoul Natl Univ, Sch Econ, Seoul 151742, South Korea. STEPI, Inst Sci & Technol Policy, Seoul, South Korea. RP Lim, C, Konkuk Univ, Dept Business Adm, 1 Hwayang Dong, Seoul 143701, South Korea. EM kenneth@snu.ac.kr footkorea@yahoo.com songwc@stepi.re.kr CR *DV COMM PUBL INT, 1998, CHART DIG BROADC FUT *EL IND ASS KOR, 2003, EXP DIG TV 2002 *KETI, 2000, WHIT PAP HDTV ADNER R, 2002, CALIF MANAGE REV, V45, P50 ALBERT M, 1998, NEW INNOVATORS GLOBA BRESCHI S, 2000, ECON J, V110, P388 CAMAGNI R, 1991, INNOVATION NETWORKS CARGILL CF, 1989, INFORMATION TECHNOLO CHOH K, 1999, P INT C STAND INN IN CLARK KB, 1985, RES POLICY, V14, P235 DOSI G, 1982, RES POLICY, V11, P147 FREEMAN C, 1989, TECHNOLOGY DEV 3 IND FREEMAN C, 1995, CHANGING MAPS GOVERI FREEMAN C, 1997, EC IND INNOVATION GERSCHENKRON A, 1962, EC BACKWARDNESS HIST GERSCHENKRON A, 1963, EC TAKE OFF SUSTAINE JOHNSTONE B, 1993, FAR E EC REV, P59 KANG J, 1996, SAMSUNG ELECT MYTHS KIM L, 1980, RES POLICY, V9, P254 KLEPPER S, 1996, AM EC REV, V86 LEE JJ, 1988, R&D MANAGE, V18, P235 LEE K, 2001, RES POLICY, V30, P459 NELSON R, 1982, EVOLUTIONARY THEORY NONAKA I, 1988, CALIFORNIA MANAGEMEN, V15 NONAKA I, 1994, ORGAN SCI, V5, P1 PEREZ C, 1988, CATCHING TECHNOLOGY PEREZ C, 2002, TECHNOLOGICAL EVOLUT POON GP, 1999, EC TECHNOLOGY CONTEN, P237 RIMME K, 2002, DIGITAL TELEVISION S, P230 SHAPIRO C, 1998, INFORMATION RULES ST SONG W, 1999, SCI TECHNOLOGY POLIC STEEL P, 1999, EC TECHNOLOGY CONTEN UTTERBACK J, 1994, MASTERING DYNAMICS I UTTERBACK JM, 1975, OMEGA, V3, P640 WALLENSTEIN G, 1990, SETTING GLOBAL TELEC, P19 YANG SJ, 2000, KOREA TIMES 0301 NR 36 TC 1 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2005 VL 29 IS 1-2 BP 40 EP 63 PG 24 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 903AH UT ISI:000227397300004 ER PT J AU Yang, D Ghauri, P Sonmez, M TI Competitive analysis of the software industry in China SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE the software industry; competitive advantage of nations; the People's Republic of China; firm strategy; government; national culture AB The software industry in the People's Republic of China has been growing rapidly over the last decades and has played a significant role in the economy. Alongside the industrial development, it appears that a comprehensive competitiveness assessment of this growing industry needs to be conducted. This paper draws on Porter's 'diamond' theory of competitive advantage of nations and the suggested improvements of the framework from relevant scholars to assess the growing competitiveness of China's software industry. In particular, the focus is on the role of government policies and corporate strategies in shaping the competitiveness of the industry in China in comparison to the top players in the world. Specifically, the paper pays attention to the competitiveness of industry in China as to how and why it has developed the way it has in recent years and what have been the facilitating and impeding factors that has strengthened or weakened the industrial development. In the discussion and conclusions, the overall competitiveness status of China's software industry is evaluated and the diamond framework is reappraised in light of the industrial analysis and the previous research. C1 Univ Bradford, Sch Management, Bradford BD9 4JL, W Yorkshire, England. RP Yang, D, Univ Bradford, Sch Management, Emm Lane, Bradford BD9 4JL, W Yorkshire, England. EM D.Yang@bradford.ac.uk p.ghauri@umist.ac.uk m.sonmez@lboro.ac.uk CR 2003, EC TIMES *CHIN CUST MIN COM, 2001, NOT SUPP DEV HIGH TE *CHIN CUST, 2001, NOT SUPP DEV HIGH TE *CHIN SOFTW IND AS, 2000, BAS CONV CHIN SOFTW *CHIN SOFTW IND AS, 2002, 2001 ANN REP SOFTW I *CHIN SOFTW IND AS, 2004, CANT PROV SETS 1 LIN *CS S, 2004, CHIN NAT COMP SOFTW *HONG KONG TRAD DE, 2000, OPP 10 MAJ IND *HONG KONG TRAD DE, 2001, LIB SOFTW IND *HONG KONG TRAD DE, 2002, LEARN SOTW TOP CLASS *MICR, 2003, MICR CHIN *MIN COMM MIN INF, 2000, NOT REL ISS SOFTW EX *MIN COMM, 2001, REG ADM STAT SOFTW E *MIN ED, 2001, NOT P9IL SCHEM EST S *MIN PERS, 2001, NOT REL ISS REL TAL *MIN PUBL SEC, 2000, NOT PROV CONV ENTR R *PLANN COMM, 2001, PROV REG ADM SOFTW I *PLANN COMM, 2001, PROV RERG CERT ADM K *STAT COP ADM, 2001, NOT GOV ORG LEAD UT *STAT COP ADM, 2001, REG COP REG COMP SOF *STAT COUNC, 2000, 18 STAT COUNC *STAT COUNC, 2001, REG PROT COMP SOFTW *STAT COUNC, 2002, ACT PLAN 2002 5 THRI *UFSOFT, 2004, UFSOFT CO *WORLD CLASS SOFTW, 2003, CHIN SOFTW MARK OV *WORLD TRAD ORG, 1996, OV INF TECHN AGR ITS BELLAK CJ, 1993, MANAGE INT REV, V2, P109 CHEN WYC, 1995, ASIAN TECNOLOGY INFO DAVIDSON A, 2000, IEEE SPECTRUM, V37, P8 DUNNING JH, 1992, TRANSNATIONAL CORPOR, V1, P135 DUNNING JH, 1993, MANAGE INT REV, V2, P8 EINHORN B, 2004, BUSNESS WEEK 0330 GAO S, 2003, ANAL COMPUTER PRODUC HODGETTS RM, 1993, MANAGE INT REV, V2, P41 KHARBANDA VP, 2002, CURR SCI INDIA, V83, P1450 LI W, 2000, DOING BUSINESS CHIA, P452 MOON HC, 1998, INT BUSINESS REV, V7, P135 ODONNELLAN N, 1994, ECON SOC REV, V25, P221 OZ O, 2001, J BUS RES, P509 PORTER M, 1990, COMPETITIVE ADV NATI PORTER ME, 1990, HARVARD BUSINESS MAR, P73 PRESSMAN S, 1991, J MANAGE, V17, P213 QU W, 2001, NAT SOFTW IND C 2001 RUGMAN A, 1991, BUSINESS Q, V55, P61 RUGMAN AM, 1993, MANAGE INT REV, V33, P17 SAXENIAN AL, 2003, GLOB SOFTW EM MARK E STOPFORD JM, 1991, RIVAL STATES RIVAL F TSCHANG T, 2002, CHINAS SOFTWARE IND VANDENBOSCH FAJ, 1992, EUROPEAN MANAGEMENT, V10, P173 VANDENBOSCH FAJ, 1994, J GEN MANAGE, V19, P50 YANG D, 2003, INTELLECTUAL PROPERT YANG D, 2003, WORLD PATENT INFORMA, V25, P131 YANG D, 2004, LON RANGE PLANNING I, V37 NR 53 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2005 VL 29 IS 1-2 BP 64 EP 91 PG 28 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 903AH UT ISI:000227397300005 ER PT J AU Liu, TH Chu, YY Hung, SC Wu, SY TI Technology entrepreneurial styles: a comparison of UMC and TSMC SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE technology entrepreneurship; UMC TSMC; Taiwan semiconductor industry ID GUEST EDITORS INTRODUCTION; ORGANIZATIONAL INNOVATION; SPECIAL-ISSUE; OPPORTUNITIES; STRATEGIES; MODEL AB Technology entrepreneurship concerns the ways in which entrepreneurs draw on resources and structures to exploit emerging technology opportunities. Based on this concept, this paper examines and compares technology entrepreneurial styles of two leading Taiwanese semiconductor firms, UMC and TSMC. We show that the two firms' technology entrepreneurship originated and developed in distinctive ways: UMC became oriented toward agility in organisational networks and in business diversification, while TSMC became oriented toward stability in self-dependent development and in business focus. We explain these differences in behaviour by referring to the distinctive backgrounds of the firms' entrepreneurs. Implications for theory and practice are discussed. C1 Natl Tsing Hua Univ, Inst Technol Management, Hsinchu 30043, Taiwan. Natl Tsing Hua Univ, Dept Ind Engn & Engn Management, Hsinchu 30043, Taiwan. RP Hung, SC, Natl Tsing Hua Univ, Inst Technol Management, 101,Sec 2,Kuang Fu Rd, Hsinchu 30043, Taiwan. EM d877810@oz.nthu.edu.tw yychu@ie.nthu.edu.tw schung@mx.nthu.edu.tw shien-yang_wu@tsmc.com.tw CR ARDICHVILI A, 2003, J BUS VENTURING, V18, P105 BAKER WE, 1992, NETWORKS ORG STRUCTU BARNEY J, 1991, J MANAGE, V17, P99 BIRKINSHAW J, 2002, FLEXIBLE FIRM CAPABI DAFT RL, 1978, ACAD MANAGE J, V21, P193 DAMANPOUR F, 1984, ADMIN SCI QUART, V29, P392 DAS TK, 1998, J MANAGE, V24, P21 DODD SD, 2002, J BUS VENTURING, V17, P519 DRUCKER P, 1985, ENTREPRENEURSHIP INN EISENHARDT KM, 1989, ACAD MANAGE REV, V14, P532 GANS JS, 2003, RES POLICY, V32, P333 GARUD R, 2003, RES POLICY, V32, P277 GULATI R, 2000, STRATEGIC MANAGMENET, V21, P2003 HAGEDOORN J, 1996, IND CORP CHANGE, V5, P883 HITT MA, 2000, HDB ENTREPRENEURSHIP, P45 HITT MA, 2001, STRATEGIC MANAGE J, V22, P479 HORNSBY JS, 2003, J DEV ENTREPRENEURSH, V8, P73 JOHANNISSON B, 2000, HDB ENTREPRENEURSHIP, P368 KATILA R, 2003, RES POLICY, V32, P317 KISFALVI V, 2002, J BUS VENTURING, V17, P489 KODITHUWAKKU SS, 2002, J BUS VENTURING, V17, P431 LEE ML, 1994, SOUTH ECON J, V61, P435 MARLOW S, 1993, INT SMALL BUSINESS J, V11, P57 MARTELL K, 1995, HUM RESOURCE MANAGE, V34, P253 MCGRATH RG, 1999, ACAD MANAGE REV, V24, P13 MOSLEY DC, 1996, MANAGEENT LEADERSHIP NORHIA N, 1992, NETWORKS ORG STRUCTU RUKSTAD M, 2000, TAIWAN SEMICONDUCTOR SCUMPETER JA, 1934, THEORY EC DEV SHANE S, 2003, RES POLICY, V32, P181 SIMONIN BL, 1997, ACAD MANAGE J, V40, P1150 SUGASAWA Y, 1999, INT J TECHNOL MANAGE, V18, P308 THAKUR SP, 1998, J BUSINESS VENTURING, V14, P283 VANHORN RL, 1998, J BUS VENTURING, V13, P257 WRIGHT P, 1988, ACAD MANAGE REV, V233, P756 YIN RK, 1994, CASE STUDY RES DESIG NR 36 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2005 VL 29 IS 1-2 BP 92 EP 115 PG 24 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 903AH UT ISI:000227397300006 ER PT J AU Yu, CMJ Chiao, YC Chen, CJ TI The impact of internationalisation and proprietary assets on firm performance: an empirical analysis of Taiwanese high-tech firms SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE internationalisation; proprietary assets; firm performance; Taiwanese high-tech firms ID BRITISH MANUFACTURING COMPANIES; MULTINATIONAL FIRMS; DIVERSIFICATION STRATEGY; PRODUCT DIVERSIFICATION; MARKET VALUATION; INTERNALIZATION; PROFITABILITY; CORPORATIONS; INNOVATION; DIVERSITY AB This paper examines the impact of internationalisation and proprietary assets on the performance of 170 Taiwanese TSE-listed high-tech firms notable for their OEM and ODM businesses. Our results clearly show an inverted U-shaped relationship between internationalisation and performance. Although increased levels of internationalisation brought significant benefits to performance during the period studied, the benefits generally began to decline when this level reached 44.9%. R&D assets were found to be positively associated with performance, whereas marketing assets were found to have a negative relationship with performance. We argue that the advertising intensity of these firms was too low to reach the threshold necessary to achieve economies of scale. Based upon our findings, future research directions and suggestions for firms are also discussed in the paper. C1 Natl Changhua Univ Educ, Coll Management, Dept Business Adm, Changhua 500, Taiwan. Natl Chengchi Univ, Coll Commerce, Dept Business Adm, Taipei, Taiwan. Chung Yuan Christian Univ, Coll Commerce, Dept Business Adm, Chungli, Taiwan. RP Chiao, YC, Natl Changhua Univ Educ, Coll Management, Dept Business Adm, 2 Shi Da Rd, Changhua 500, Taiwan. EM yu54@nccu.edu.tw g9355501@nccu.edu.tw cjchen@cycu.edu.tw CR 2002, CHINA TIMES 1225, P2 *DIR GEN BUDG ACC, 2001, MONTHL B STAT REP CH *I INF TECHN, 2001, YB INF IND REP CHIN *NAT SCI COUNC, 2001, IND SCI TECHN REP CH *SMALL MED ENT ADM, 2002, WHIT BOOK SMALL MED AULAKH PS, 2000, ACAD MANAGE J, V43, P342 BARNEY J, 1991, J MANAGE, V17, P99 BARTLETT CA, 1989, MANAGING BORDERS TRA BENSTON GJ, 1985, AM ECON REV, V75, P37 BETTIS RA, 1981, STRATEGIC MANAGEMENT, V2, P379 BREWER HL, 1981, J FINANCIAL QUANTITA, V16, P113 BUHNER R, 1987, STRATEGIC MANAGE J, V8, P25 CAVES RE, 1971, ECONOMICA, V38, P1 CAVES RE, 1996, MULTINATIONAL ENTERP CAVUSGIL ST, 1997, EXPLAINING EMERGING COLLINS JM, 1990, J INT BUS STUD, V21, P271 DELIOS A, 1999, STRATEGIC MANAGE J, V20, P711 ERRUNZA VR, 1984, J FINANC, V39, P727 GERINGER JM, 1989, STRATEGIC MANAGE J, V10, P109 GERINGER JM, 2000, STRATEGIC MANAGE J, V21, P51 GOMES L, 1999, J INT BUS STUD, V30, P173 GRANT RM, 1987, J INT BUS STUD, V18, P79 GRANT RM, 1988, ACAD MANAGE J, V31, P771 HAIR JF, 1998, MULTIVARIATE DATA AN HAN K, 1998, MULTINATIONAL BUSINE, V6, P63 HITT MA, 1994, J MANAGE, V20, P297 HITT MA, 1994, J MANAGEMENT INQUIRY, V3, P144 HITT MA, 1997, ACAD MANAGE J, V40, P767 ITO K, 1993, STRATEGIC MANAGEMENT, V14, P61 JENSEN MC, 1989, HARVARD BUS REV, V67, P61 JOHANSON J, 1977, J INT BUS STUD, V8, P23 JUNG YJ, 1991, J BUS RES, V23, P179 KIM WC, 1989, STRATEGIC MANAGE J, V10, P45 KIM WC, 1993, STRATEGIC MANAGE J, V14, P275 KOGUT B, 1985, SLOAN MANAGE REV, V27, P15 KOGUT B, 1988, J INT BUS STUD, V19, P411 LALL S, 1983, NEW MULTINATONALS SP LEE JR, 2001, ANN M AC INT BUS SYD LU JW, 2001, STRATEGIC MANAGE J, V22, P565 MADSEN TK, 1997, INT BUSINESS REV, V6, P561 MADURA J, 1995, INT FINANCIAL MANAGE MAHMOOD IP, 2003, RES POLICY, V32, P1031 MAJOCCHI A, 2003, INT SMALL BUS J, V21, P249 MICHEL A, 1986, J INT BUS STUD, V18, P89 MISHRA CS, 1998, J INT BUS STUD, V29, P583 MORCK R, 1991, J BUS, V64, P165 MORCK R, 1992, J INT ECON, V33, P41 PARK SR, 2002, ASIAN PRODUCTIVITY O, P127 PORTER ME, 1990, COMPETITIVE ADV NATI POTER ME, 1985, COMPETITIVE ADV RAMASWAMY K, 1995, J INT MANAGEMENT, V1, P231 RAMIREZALESON M, 2001, MANAGE INT REV, V41, P291 RUGMAN AM, 1981, INSIDE MULTINATIONAL SAMBHARYA RB, 1995, MANAGE INT REV, V35, P197 SCHERER FM, 1979, IND MARKET STRUCTURE SIDDHARTHAN NS, 1982, OXFORD B ECON STAT, V44, P1 SULLIVAN D, 1994, J INT BUS STUD, V25, P325 TALLMAN S, 1996, ACAD MANAGE J, V39, P179 WELLS LT, 1983, 3 WORLD MULTINATIONA WERNERFELT B, 1988, AM ECON REV, V78, P246 YU CMJ, 2002, ASIAN PRODUCTIVITY O, P127 YU KC, 2002, COMMERCIAL TIME 0930, P3 NR 62 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2005 VL 29 IS 1-2 BP 116 EP 135 PG 20 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 903AH UT ISI:000227397300007 ER PT J AU Chen, CJ Wu, WY TI A comparative study of the alliance experiences between US and Taiwanese firms SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE alliance form; alliance type; formation motive; interfirm diversity; partner interaction; alliance performance ID STRATEGIC ALLIANCES; JOINT VENTURES; NETWORKS; COOPERATION; DYNAMICS; PARTNER; FUTURE; TIES AB The major purpose of this study is to conduct a comparative analysis between US and Taiwanese firms for examining similarities and differences of their alliance experiences. The results indicate that first, US and Taiwanese firms have different alliance behaviours in the choice of alliance form and alliance type. Secondly, in general, the intensity of formation motive and partner interaction is positively related to the alliance performance while interfirm diversity plays a negative role in affecting the alliance performance. However, alliance performance of both US and Taiwanese firms is affected by different patterns of alliance form, formation motive and interfirm diversity. C1 Natl Cheng Kung Univ, Grad Inst Business Adm, Tainan 70101, Taiwan. RP Chen, CJ, Natl Cheng Kung Univ, Grad Inst Business Adm, 1 Univ Rd, Tainan 70101, Taiwan. EM chungjen@mail.ncku.edu.tw wanyi@mail.ncku.edu.tw CR BARKEMA HG, 1997, ACAD MANAGE J, V40, P426 BEAMISH PM, 1984, THESIS U ONTARIO BLACK JS, 1990, ACAD MANAGE REV, V15, P113 BROWN LT, 1989, ASIA PACIFIC J MANAG, V6, P225 CALANTONE RJ, 2000, J INT MARKETING, V9, P1 CHEN C, 2003, INT J PROJECT MANAGE, V21, P115 CONTRACTOR FJ, 1988, COOPERATIVE STRATEGI COOK KS, 1977, SOCIOLOGICAL Q, V18, P62 DUNNING JJ, 1979, OXFORD B EC STAT GLAISTER KW, 1994, BRIT J MANAGE, V5, P33 GLAISTER KW, 1996, J MANAGE STUD, V33, P301 GLAISTER KW, 1999, MANAGE INT REV, V39, P123 GRANT RM, 1996, STRATEGIC MANAGE J, V17, P109 GULATI R, 1995, ACAD MANAGE J, V38, P85 HARRIGAN KR, 1985, STRATEGIES JOINT VEN HARRIGAN KR, 1988, COOPERATIVE STRATEGI HARRIGAN KR, 1988, STRATEGIC MANAGEMENT, V9, P141 HEDLUND G, 1994, STRATEGIC MANAGE J, V15, P73 HEIDE JB, 1992, ACAD MANAGE J, V35, P265 INKPEN AC, 1995, MANAGEMENT INT JOINT JANGER AH, 1980, 87 C BOARD KILLING JP, 1983, STRATEGIES JOINT VEN KILLING P, 1982, HARVARD BUS REV, V60, P120 LARSON A, 1991, J BUS VENTURING, V6, P173 LEVINTHAL DA, 1988, ADMIN SCI QUART, V33, P345 LEWIS JD, 1990, PARTNERSHIPS PROFIT LIN B, 2002, ASIA PACIFIC MANAGEM, V7, P139 NIEDERKOFLER M, 1991, J BUS VENTURING, V6, P237 OSBORN R, 1993, RES SOCIOLOGY ORG, V11, P113 OSBORN RN, 1990, ACAD MANAGE J, V33, P503 OSBORN RN, 1997, ACAD MANAGE J, V40, P261 PANGARKAR N, 2003, LONG RANGE PLANN, V36, P269 PARKHE A, 1991, J INT BUS STUD, V22, P579 PISANO GP, 1988, INT COLLABORATIVE VE, P23 PORTER ME, 1986, COMPETITION GLOBAL I PORTER ME, 1990, COMPETITIVE ADV NATI RING PS, 1994, ACAD MANAGE REV, V19, P90 RUGMAN AM, 1981, NEW THEORIES MULTINA, P9 SAXTON T, 1997, ACAD MANAGE J, V40, P443 SCHAAN JL, 1983, THESIS U W ONTARIO SHAN WJ, 1991, STRATEGIC MANAGE J, V12, P419 TEECE DJ, 1977, ECON J, V87, P242 NR 42 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2005 VL 29 IS 1-2 BP 136 EP 151 PG 16 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 903AH UT ISI:000227397300008 ER PT J AU Chu, PY Teng, MJ Huang, CH Lin, HS TI Virtual integration and profitability: some evidence from Taiwan's IC industry SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE virtual integration; vertical integration; profitability; IC industry ID COMPETITIVE ADVANTAGE; VERTICAL INTEGRATION; FIRM; STRATEGY; KNOWLEDGE AB Taiwan's Integrated Circuit (IC) industry is of particular interest due to its increasing global importance and its unique, virtually integrated infrastructure. This study was conducted to examine the strategy-performance consequences of strategic group membership and attempted empirically to investigate the relationship between the profitability of Taiwan's IC firms (dependent variables) and both firms' business strategies (virtual integration versus IDM) and industrial business cycles (contingent variable). Data was taken from the Taiwan's Integrated Circuit industry for the period 1994-2001. Significant and interesting results were obtained. First, the main factor of business models significantly affects a firm's profitability and the variation over time. Secondly, the significance of the effect of the business models was still found when the variable of business cycle was included. It implied that the effectiveness of virtual integration to increase a firm's return on assets and return on equity existed at any stage of business cycles. An increasing number of independent IC design firms worldwide seem to support the findings of this study. However, the IDM firms may still exist due to their strategic commitment though the virtually integrated firms have higher profitability. C1 Natl Chiao Tung Univ, Dept Management Sci, Hsinchu 30050, Taiwan. RP Teng, MJ, Natl Chiao Tung Univ, Dept Management Sci, 1001 Tu Hsueh Rd, Hsinchu 30050, Taiwan. EM pychu@cc.nctu.edu.tw jane.bm88g@nctu.edu.tw cliffhuang.ms89g@nctu.edu.tw linphs@yahoo.com.tw CR *IC SEM IND AN PRO, 2002, AN DEV TREND GLOB FO *IND TECHN INT SER, 2002, ITRIEK0453T107 MOEA AFUAH A, 2001, ACAD MANAGE J, V44, P1211 BALAKRISHNAN S, 1986, STRATEGIC MANAGE J, V7, P347 CHESBROUGH HW, 1996, HARVARD BUS REV, V74, P65 CHRISTENSEN CM, 2001, MIT SLOAN MANAGE REV, V42, P105 CHU PY, 1998, ASIAN MULTINATIONAL, P111 CHU PY, 2003, UNPUB POWER VIRTUAL COASE RH, 1937, ECONOMICA, V4, P386 CONNER KR, 1996, ORGAN SCI, V7, P477 COOL KO, 1987, MANAGE SCI, V33, P1102 EATON BC, 1980, BELL J ECON, V11, P721 GHEMAWAT P, 1991, COMMITMENT DYNAMIC S GRANT RM, 1996, STRATEGIC MANAGE J, V17, P109 HARRIGAN KR, 1985, ACAD MANAGE J, V28, P397 HILL CWL, 1987, ACAD MANAGE REV, V12, P331 JONES GR, 1988, STRATEGIC MANAGEMENT, V9, P159 KOGUT B, 1996, ORGAN SCI, V7, P502 KRICKX GA, 2000, INT J ORG ANAL, V8, P309 MASON ES, 1939, AM ECON REV, V29, P61 MASON ES, 1949, HARVARD LAW REV, V69, P1265 MASTEN SE, 1991, J LAW ECON ORGAN, V7, P1 NONAKA I, 1994, ORGAN SCI, V5, P1 OUCHI WG, 1980, ADM SCI Q, V25, P129 PORTER ME, 1990, HARVARD BUS REV, V68, P73 STIGLER GJ, 1951, J POLITICAL EC, V59, P185 STUCKEY J, 1993, SLOAN MANAGE REV, V34, P71 TUNG AC, 2001, REV DEV EC, V5, P266 WILLIAMSON OE, 1979, J LAW ECON, V22, P233 WILLIAMSON OE, 1989, HDB IND ORG WOO CY, 1983, 23 ANN NAT M AC MAN NR 31 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2005 VL 29 IS 1-2 BP 152 EP 172 PG 21 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 903AH UT ISI:000227397300009 ER PT J AU Calabrese, A Gastaldi, M Ghiron, NL TI Real option's model to evaluate infrastructure flexibility: an application to photovoltaic technology SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE real options; photovoltaic technology; evaluation model; infrastructure flexibility ID INVESTMENTS; GROWTH AB The high level of uncertainty characterising the future market demand in many industrial sectors makes it necessary to use strategic investment evaluation models that foresee the possibility of determining and managing uncertainty in order to be able to fully take the potentials for creating the value associated with it. C1 Univ Aquila, Dept Elect Engn, I-67100 Laquila, Italy. Univ Roma Tor Vergata, Dept Enterprise Engn, I-00133 Rome, Italy. RP Gastaldi, M, Univ Aquila, Dept Elect Engn, I-67100 Laquila, Italy. EM calabrese@disp.uniroma2.it gastaldi@ing.univaq.it levialdi@disp.uniroma2.it CR *ENEA, 2003, RAPP EN AMB *EPIA, 2001, SOL EL 2010 *IEA, 1999, TRENDS PHOT APPL AMRAM U, 2000, MANAGING STRATEGIC I BENAROCH M, 2001, IEEE T ENG MANAGE, V48, P428 BOWMAN EH, 1993, ACAD MANAGE REV, V18, P760 COX JC, 1979, J FINANC ECON, V7, P229 DANGELO A, 1998, INT J PROD ECON, V56, P47 DANGELO A, 2000, INT J PROD ECON, V68, P43 DIXIT AK, 1993, INVESTMENT UNCERTAIN KESTER WC, 1984, HARVARD BUS REV, V62, P153 KOGUT B, 1994, CALIF MANAGE REV, V36, P52 LEUHRMAN T, 1998, HARVARD BUSINESS SEP, P89 LUEHMAN TA, 1997, HARV BUS REV MAY, P132 LUEHRMAN TA, 1998, HARVARD BUS REV, V76, P51 MAYCOCK P, 2000, PHOTOVOLTAIC TECHNOL MCGRATH RG, 1997, ACAD MANAGE REV, V22, P974 PARK J, 2000, RRD STATISTICAL PHYS, V1, P1 SCHWARTZ ES, 2001, REAL OPTIONS INVESTM TRIGEORGIS L, 1996, REAL OPTIONS MANAGER NR 20 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2005 VL 29 IS 1-2 BP 173 EP 191 PG 19 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 903AH UT ISI:000227397300010 ER PT J AU Hu, BM Wang, LL Yu, XK TI Stochastic diffusion models for substitutable technological innovations SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE substitutable technological innovation diffusion; firms' stochastic adoption behaviour; diffusion pattern; stochastic diffusion model; computer simulation AB Based on the analysis of firms' stochastic adoption behaviour, this paper first points out the necessity to build more practical stochastic models. And then, stochastic evolutionary models are built for substitutable innovation diffusion system. Finally, through the computer simulation of the diffusion models, we can explain the evolutionary characteristics of substitutable technological innovation diffusion and get the corresponding diffusion patterns, which are helpful for firms to adopt an innovation at the optimal occasion, and accelerate the evolution speed of the new technology. C1 Hebei Univ Technol, Sch Management, Tianjin 300130, Peoples R China. Eindhoven Univ Technol, Eindhoven Ctr Innovat Studies, NL-5600 MB Eindhoven, Netherlands. RP Hu, BM, Hebei Univ Technol, Sch Management, Tianjin 300130, Peoples R China. EM Lili.wang@tm.tue.nl CR GARDINER CW, 1991, HDB STOCHASTIC METHO GU Z, 1986, QUANTITATIVE SOCIOLO HU B, 1999, THESIS TIANJIN U HU B, 2002, THEORIES EVOLUTIONAR MANSFIELD E, 1961, ECONOMETRICA, V29, P741 WANG L, 2000, THESIS HEBEI U TECHN WEIDLICH W, 1991, PHYS REP, V204, P1 NR 7 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2004 VL 28 IS 7-8 BP 654 EP 666 PG 13 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 890DE UT ISI:000226491100002 ER PT J AU Numprasertchai, S Igel, B TI Managing knowledge in new product and service development: a new management approach for innovative research organisations SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE innovation; technological innovation; knowledge management; knowledge transfer; academic research unit ID TECHNOLOGY AB In developing countries, academic research units are regarded as the main agents that create new knowledge for innovation in commercial products and services. This paper presents a research framework for analysing the role of Knowledge Management (KM) in improving and sustaining research activities in those units that led to important product or service innovation in the local market. KM practices used effectively in the product or service innovation process are illustrated with the case study of a very successful R&D laboratory at Kasetsart University in Bangkok, Thailand. Findings indicate that: KM practices are embedded in the innovation process and thus, have a strong impact on the success of research projects. A distinguished research idea is most important in achieving outstanding research and commercialisation results. Online video conferences and web-based knowledge repository are highly effective tools for capturing, transferring, storing and integrating knowledge among local researchers and external experts from research partners abroad. C1 Kasetsart Univ, Fac Engn, Dept Comp Engn, Bangkok 10900, Thailand. Asian Inst Technol, Sch Management, Pathum Thani 12120, Thailand. RP Numprasertchai, S, Kasetsart Univ, Fac Engn, Dept Comp Engn, 50 Phaholyothin Rd, Bangkok 10900, Thailand. EM snp@ku.ac.th igel@ait.ac.th CR 2002, COMPANY SUCCESS STOR AMIDON DM, 1998, J KNOWLEDGE MANAGEME, V2, P23 BECKETT AJ, 1999, MANAGE DECIS, V38, P601 BOLLINGER AS, 2001, J KNOWLEDGE MANAGEME, V5, P8 BRAGANZA A, 1999, KNOWLEDGE PROCESS MA, V6, P83 CARAYANNIS EG, 2000, TECHNOVATION, V20, P477 CARNEIRO A, 2000, J KNOWLEDGE MANAGEME, V4, P87 CHIESA V, 1996, INT J TECHNOL MANAGE, V12, P462 CHO NS, 1996, LONG RANGE PLANN, V29, P783 COHEN J, 1990, ADM SCI Q, V35, P554 COOMBS R, 1998, RES POLICY, V27, P237 DEGOOIJER J, 2000, J KNOWLEDGE MANAGEME, V4, P303 DEMAREST M, 1997, LONG RANGE PLANN, V30, P374 DUFFY J, 2000, INFORMATION MANAGEME, V34, P64 FREEMAN T, 1999, J KNOWLEDGE MANAGEME, V3, P61 GURTEEN D, 1998, J KNOWLEDGE MANAGEME, V2, P5 HAGEDOORN J, 1993, STRATEGIC MANAGE J, V14, P371 HANSEN MT, 1999, HARVARD BUSINESS MAR, P106 HARRYSON SJ, 2000, MANAGING KNOW WHO BA JOHANNESSEN JA, 1999, INT J INFORM MANAGE, V19, P121 KANDAMPULLY J, 2002, EUROPEAN J INNOVATIO, V5, P18 LEONARDBARTON D, 1988, RES POLICY, V17, P251 LINDE C, 2001, J KNOWLEDGE MANAGEME, V5, P160 MATENSSON M, 2000, J KNOWLEDGE MANAGEME, V4, P204 MCADAM R, 2000, KNOWLEDGE PROCESS MA, V7, P233 NONAKA I, 1991, HARVARD BUSINESS NOV, P96 NONAKA I, 1995, KNOWLEDGE CREATING C NUMPRASERTCHAI S, 2002, P 6 INT RES C QUAL I, P683 NUMPRASERTCHAI S, 2003, TECHNOLOGY HRM 2, P1 PROBST G, 2000, MANAGING KNOWLEDGE B ROTHWELL R, 1994, INT MARKET REV, V11, P7 SPIVEY WA, 1997, J PROD INNOVAT MANAG, V14, P203 TANG HK, 1998, TECHNOVATION, V18, P297 TOUMINEN M, 1999, INT J PROD ECON, V60, P135 UTHAYOPAS P, 2000, P 4 ANN NAT S COMP S UTHAYOPAS P, 2001, LOGIN MAGAZINE USENI, V26, P45 VONKROGH G, 2000, ENABLING KNOWLEDGE C WEN J, 2001, RES POLICY, V30, P1309 WERNER BM, 1997, RES TECHNOL MANAGE, V40, P34 NR 39 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2004 VL 28 IS 7-8 BP 667 EP 684 PG 18 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 890DE UT ISI:000226491100003 ER PT J AU Wee, KNL TI A problem-based learning approach in entrepreneurship education: promoting authentic entrepreneurial learning SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE entrepreneurship; entrepreneurship education; problem-based learning; experiential learning; outcome-based education; curriculum design AB In response to the positive impact of entrepreneurship on the economy, many institutions of higher learning offer entrepreneurship education to address the manpower development needs. This article determines the effectiveness of the traditional lecture-tutorial entrepreneurship education in promoting entrepreneurial learning. It argues for a change in the content and process of entrepreneurship education to provide for authentic entrepreneurial learning that can better equip the graduates to be ready for entrepreneurship. This article describes the experiences of the faculty at a polytechnic in Singapore in their effort to help their students become entrepreneurs by transforming the entrepreneurship curriculum using problem-based learning. It describes how they implemented the problem-based teaming approach. Evidence of the success of the new curriculum is provided. C1 Republ Polytech, Singapore 248922, Singapore. RP Wee, KNL, Republ Polytech, Tanglin Campus,1 Kay Siang Rd, Singapore 248922, Singapore. EM lynda_wee@rp.edu.sg CR *DTI, 1998, COMP WHIT PAP BUILD *GOV PRINT OFF, 1997, STAT ABSTR US *SMALL BUS RES TRU, 1988, ENTREPRENEURSHIP BARROWS HS, 2000, PROBLEM BASED LEARNI BARROWS HS, 2003, COMMUNICATION 0228 BERRY LL, 1993, J MARKETING ED, V15, P3 BIRCH D, 1979, JOB GENERATION PROCE BIRCH D, 1987, JOB CREATION AM BROCKHAUS RH, 1985, ART SCI ENTREPRENEUR, P25 BROCKHAUS RH, 2001, ENTREPRENEURSHIP ED BYRNE JA, 1993, BUSINESS WEEK 0719, P58 CALONIUS H, 1988, P 17 ANN C EUR MAR A, P86 CARLAND JW, 1982, THESIS U GEORGIA CHOUEKE RWE, 1992, 16 SMALL BUS POL RES COHEN N, 1980, VENTURE JUL, P40 COLLINGWOOD CA, 1979, FAUNA ENTOMOL SCAND, V8, P1 COOPER AC, 1981, LONG RANGE PLANNING, V14 CROSS M, 1981, NEW FIRM FORMATION R DEAKINS D, 1997, 4 ECLO INT C S ANT F DEAKINS D, 2002, INT J ENTREPRENEURSH, V2, P323 DENISON T, 1995, J MARKETING PRACTICE, V1, P54 DOSI G, 1996, ORG STRATEGIES EVOLU DOYLE P, 1995, EUR J MARKETING, V29, P23 DRUCKER PF, 1989, NEW REALITIES EVANS DS, 1990, SMALL BUSINESS EC, V2, P319 GIBB AA, 1996, BRIT J MANAGE, V7, P309 GRONROOS C, 1989, 190 SWED SCH EC BUS GUMMESSON E, 1987, LONG RANGE PLANN, V20, P10 HAMEL G, 1994, COMPETING FUTURE HAMILTON R, 1987, INT SMALL BUS J, V6, P70 HATTEN TS, 2003, SMALL BUSINESS OVERV HISRICH RD, 2002, ENTREPRENEURSHIP JONASSEN DH, 2000, ETR&D-EDUC TECH RES, V48, P63 KIRBY DA, 2002, INT COUNC SMALL BUS KRUEGER N, 1994, ENTREP THEORY PRACT, V18, P91 LEWIS D, 1987, MIND SKILLS GIVING Y LIM S, 2003, STRAITS TIMES 0315, P34 LORD M, 1999, US NEWS ONLINE 0329 LYNCH LM, 1993, ECON J, V103, P1292 MCINTYRE JR, 1999, U ED ENTREPRENEURS U MEYER GD, 2001, USASBE SBIDA JOINT N MICK TD, 2003, STRUCTURE UNDERGRADU OAKEY RP, 2002, INT J INNOVATION MAN, V2, P308 ORSNTEIN R, 1986, PSYCHOL CONSCIOUSNES PERRY C, 1986, INT SMALL BUS J, V4, P55 PETERS T, 1987, THRIVING CHAOS HDB M RAE DM, 1997, ENTREPRENEURSHIP INN, V6, P193 ROBERT R, 1985, AM J SMALL BUSIN SUM ROBERTS EB, 1991, ENTREPRENEURS HIGH T, V18, P26 SHANMUGARATNAM T, 2002, OP STANF GLOB ENTR C SOLOMON G, 1989, ICSB B, V5, P1 SOLOMON GT, 1991, ENTREPRENEURSHIP THE, V15, P25 TIMMONS JA, 1985, NEW VENTURE CREATION TIMMONS JA, 1989, ENTREPRENEURIAL MIND WEE KNL, 2002, AUTHENTIC PROBLEM BA WEE KNL, 2002, PBL 2002 PATHW BETT WEE KNL, 2003, J MARKETING ED AUG WILLIAMS A, 1998, HUMAN RESOURCE MANAG, V8, P51 WOODS DR, 1997, J ENG EDUC, V86, P75 NR 59 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2004 VL 28 IS 7-8 BP 685 EP 701 PG 17 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 890DE UT ISI:000226491100004 ER PT J AU Buesser, M Ninck, A TI BrainSpace: a virtual environment for collaboration and innovation SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE BrainSpace (TM); CSCW; CSCL; distributed cognitive system; enterprise collaboration; innovation management; knowledge communication; knowledge creation AB Innovation and problem solving processes take place more and more beyond the boundaries of the enterprise. Therefore, new methods and tools are necessary to foster multiple stakeholder relationships and manage distributed knowledge creation. This paper addresses some of the key considerations for collaboration and innovation, compares different possible approaches to support them and derives an integral internet-based platform on which a method and different communication tools are combined to a distributed cognitive system. Sustainable solutions require procedures that combine the effectiveness of a team with the creative power and the expertise of a community. BrainSpace fills this gap, and allows innovation to proceed in a complex environment by striking a balance between order and creative chaos. C1 Univ Appl Sci Aargau, Dept Econ, CH-5401 Baden, Switzerland. Berne Univ Appl Sci, Sch Business Adm, CH-3014 Bern, Switzerland. RP Buesser, M, Univ Appl Sci Aargau, Dept Econ, CH-5401 Baden, Switzerland. EM m.buesser@fh-aargau.ch ninck@hsw.bfh.ch CR BEER S, 1994, DISPUTE INVENTION TE BROWN LA, 1991, CYTOPATHOLOGY, V2, P1 BUESSER M, 2003, P IASTED INT C COMP DRUCKER PF, 1998, HARVARD BUSINESS REV FULLER RB, 1982, SYNERGETICS EXPLORAT GERLACH M, 2000, KNOWLEDGE CREATION S JONASSEN DH, 2000, THEORETICAL FDN LEAR KUHN T, 1991, STRUKTUR WISSENSCHAF KUUTTI K, 1996, CONTEXT CONSCIOUSNES LUCIER C, 2001, MANAGING IND KNOWLED MATURANA H, 1992, TREE KNOWLEDGE NADLER D, 1988, CORPORATE TRANSFORMA NARDI BA, 1996, CONTEXT CONSCIOUSNES NINCK A, 2002, SYSTEMIK INTEGRALES NONAKA I, 1998, CALIFORNIA MANAGEMEN, V40, S40 PORTER ME, 1998, COMPETITIVE ADVANTAG SAWHNEY M, 2000, CALIFORNIA MANAGEMEN, V42 SCHMITT R, 2003, UNPUB GETTING GRIPS SCHRAGE M, 1995, MORE TEAMS MASTERING SCHRAGE M, 2000, SERIOUS PLAY WORLDS SCHUMPETER JA, 1983, THEORY EC DEV SCHWANINGER M, 2001, SYSTEMS RES BEHAV SC, P18 SEBELL MH, 2001, BAN HUMOROUS BAZOOKA SIMON HA, 1969, SCI ARTIFICIAL VANFOERSTER H, 2000, EINFUHRUNG KONSTRUKT VICARI S, 2000, KNOWLEDGE CREATION S VONGLASERSFELD E, 1997, IDEEN ERGEBNISSE PRO VONHIPPEL E, 1988, SOURCES INNOVATION VONKROGH G, 2000, KNOWLEDGE CREATION S WATZLAWICK P, 1976, REAL REAL CONFUSION NR 30 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2004 VL 28 IS 7-8 BP 702 EP 713 PG 12 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 890DE UT ISI:000226491100005 ER PT J AU Tezuka, S Niwa, K TI Knowledge sharing in inter-organisational intelligence: R&D-based venture alliance community cases in Japan SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE corporate alliance; inter-organisational intelligence; organisational intelligence; alliance community; business planning capability AB It is important for corporate alliances not only to make up for lack of resources but also to share knowledge among members effectively. Based on previous studies by Nonaka (1990) and Matsuda (1990), we develop the concept of 'inter-organisational intelligence', to analyse the knowledge-sharing mechanism in an alliance community. Through some case studies and the results of questionnaires, this paper shows that inter-organisational intelligence is different from the individual organisational intelligence in creating business planning capability, which is related to the success of alliances. The paper also shows that inter-organisational intelligence is formed through two steps. C1 Japan Res Inst Ltd, Chiyoda Ku, Tokyo 1020082, Japan. Univ Tokyo, Meguro Ku, Tokyo 1538902, Japan. RP Tezuka, S, Japan Res Inst Ltd, Chiyoda Ku, 16 Ichiban Cho, Tokyo 1020082, Japan. EM tezuka.sadaharu@jri.co.jp niwa@idea.c.u-tokyo.ac.jp CR ANDERSON JC, 1990, J MARKETING, V54, P42 BADARACCO JL, 1991, KNOWLEDGE LINK BARNARD CI, 1938, FUNCTIONS EXECUTIVE BRANDENBURGER AM, 1997, COOPETITION EBERS M, 1997, FORMATION INTER ORG GULATI R, 2000, STRATEGIC MANAGE J, V21, P203 HAMAGUCHI E, 1996, REHABILATION JAPANES HANSEN MT, 2000, HARVARD BUS REV, V78, P74 HARBISION JR, 1998, SMART ALLIANCES HIRANO M, 1997, OPER RES, V42, P477 ITO K, 1991, BUS REV, V38, P15 KUROKAWA S, 1994, DIAMOND HARVARD JUN, P110 KUWATA K, 1998, SOSHIKIRON ORG THEOR MARCH JG, 1991, ORGAN SCI, V25, P2 MATSUDA T, 1990, ORGAN SCI, V23, P16 MATSUYUKI A, 1999, J JAPAN SOC MANAGMEN, V8, P61 MOMOSE S, 1997, IMAGES MANAGER VENTU MORGAN RM, 1994, J MARKETING, V58, P20 NOHRIA N, 1992, NETWORKS ORG STRUCTU NONAKA I, 1990, MANAGEMENT KNOWLEDGE NONAKA I, 1991, BUS REV, V38, P1 OHTAKI S, 1997, MANAGEMENT STRATEGY TAKEDA S, 1992, INT STRATEGIC ALLIAN TEZUKA S, 1999, JASMIN 99 TEZUKA S, 2001, J JAPAN SOC MANAGEME, V10, P81 UMEHARA E, 1998, J JAPAN SOC MANAGEME, V7, P85 NR 26 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2004 VL 28 IS 7-8 BP 714 EP 728 PG 15 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 890DE UT ISI:000226491100006 ER PT J AU Buniyamin, N Barber, KD TI The intranet: a platform for knowledge management system based on knowledge mapping SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE knowledge management systems; knowledge mapping; knowledge management platform; intranet ID PERFORMANCE AB This paper presents a discussion based on a literature review and a case study on the suitability of using an intranet as a platform to implement Knowledge Management System (KMS). A description of Knowledge Management (KM) and the current research carried out in this area, with examples of web-based KMS systems currently implemented in organisations, are presented. Further, this paper then describes how knowledge mapping of an organisation's intranet as a form of a KMS can be used to promote the re-utilisation of knowledge, which will contribute to the competitiveness of the organisation. A case study that illustrates and presents evidence of the need and suitability of such a system is provided. The paper ends with a proposal for future research to be carried out in this area. C1 UMIST, Total Technol Ctr, Manchester M60 1QD, Lancs, England. RP Buniyamin, N, UMIST, Total Technol Ctr, POB 88, Manchester M60 1QD, Lancs, England. EM N.Buniyamin@postgrad.umist.ac.uk Kevin.Barber@umist.ac.uk CR ALAVI M, 2002, KNOWLEDGE MANAGEMENT ARMISTEAD C, 1999, J KNOWLEDGE MANAGEME, V3, P143 ARMISTEAD C, 2002, LONG RANGE PLANN, V35, P49 BALADI P, 1999, BUSINESS STRATEGY RE, V10, P20 BARNES S, 2002, KNOWLEDGE MANAGEMENT BELL DG, 2002, KNOWLEDGE PROCESS MA, V9, P12 BIXLER CH, 2000, THESIS G WASHINGTON BOLLOJU N, 2002, DECIS SUPPORT SYST, V33, P153 BRAND A, 1998, J KNOWLEDGE MANAGEME, V2, P17 COTTAM H, 2000, THESIS U NOTTINGHAM CROSS R, 2000, SLOAN MANAGE REV, V41, P69 DAVENPORT TH, 1998, WORKING KNOWLEDGE OR DYER JH, 2000, STRATEGIC MANAGE J, V21, P345 EARL MJ, 1999, SLOAN MANAGE REV, V40, P29 EPPLER M, 2001, 34 ANN HAW INT C SYS GUNS B, 1998, J KNOWLEDGE MANAGEME, V1, P315 HENG MSH, 2001, J INTELLECTUAL CAPIT, V2, P53 IVES W, 1998, J KNOWLEDGE MANAGEME, V1, P269 JANG S, 2002, J KNOWLEDGE MANAGEME, V6, P479 JOHNSON C, 1997, J KNOWLEDGE MANAGEME, V1, P50 KEANE JP, 2002, FAIM 2002 12 INT C F LEE SM, 2002, IND MANAGE DATA SYST, V102, P17 LEWIS B, 2002, IT PROFESSIONAL, V4, P27 LIEBOWITZ J, 1999, EXPERT SYST APPL, V17, P99 MALHOTRA Y, 2000, J GLOBAL INFORMATION, V8, P3 MALHOTRA Y, 2000, J GLOBAL INFORMATION, V8, P4 NONAKA I, 1995, KNOWLEDGE CREATING C ODELL C, 1999, BENCHMARKING INT J, V6, P202 PRUSAK L, 2001, IBM SYST J, V40, P1002 RIBIERE VM, 2001, THESIS G WASHINGTON SCOTT JE, 1998, DECIS SUPPORT SYST, V23, P3 STANFORD X, 2001, INFORMATION OUTLOOK, V5, P18 STENMARK D, 2002, 35 HAW C ROL INTR KN STENMARK D, 2002, OKLC 2002 3 EUR C OR STENMARK D, 2002, THESIS VIKTORIA I THOMAS JC, 2001, IBM SYST J, V40, P863 TIWANA A, 2000, KNOWLEDGE MANAGEMENT VAIL EF, 1999, INFORM SYST MANAGE, V16, P16 VAIL EF, 1999, KNOWLEDGE MANAGEMENT, P10 WANG SH, 2002, IND MANAGE DATA SYST, V102, P357 WEXLER M, 2001, J KNOWLEDGE MANAGEME, V5, P249 WIGG KM, 1997, J KNOWLEDGE MANAGEME, V1, P6 WIGGINS OP, 1997, PHILOS PSYCHIAT PSYC, V1, P15 NR 43 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2004 VL 28 IS 7-8 BP 729 EP 746 PG 18 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 890DE UT ISI:000226491100007 ER PT J AU Li, J Mitra, J Matlay, H TI E-commerce and management of channel conflict: evidence from small manufacturing firms in the UK SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE small and medium-sized manufacturing enterprises; disruptive technologies; e-commerce; channel conflict management; innovation AB The management of 'channel conflict' is perceived as one of the main barriers to the adoption of e-commerce by small firms. A great deal of research has been carried out on channel management in large firms but the issues and findings do not necessarily apply to the small firm context. This paper presents some new evidence, based on ten case studies (two referred to in depth), on how small manufacturing firms in the UK manage the potential conflict of channel distributions when adopting e-commerce. Some good practices are also identified. C1 Univ Luton, Sch Business, Dept Strategy & Human Resource Management, Luton LU1 3JU, Beds, England. Univ Cent England, Sch Business, Birmingham M42 2SU, W Midlands, England. RP Li, J, Univ Luton, Sch Business, Dept Strategy & Human Resource Management, Pk Sq, Luton LU1 3JU, Beds, England. EM jun.li@luton.ac.uk jay.mitra@luton.ac.uk harry.matlay@uce.ac.uk CR *ENSR, 2002, BENCHM NAT E COMM PO *OECD, 1998, SMES EL COMM *OFF TECHN ASS, 1994, EL ENT LOOK FUT *OFTEL, 2000, INT US SMALL MED ENT ATKINSON RD, 2001, POLICY PAPER BARTHOLOMEW D, 2000, INDUSTRY WEEK 0904 BENJAMIN R, 1995, SLOAN MANAGE REV, V36, P62 BUCKLIN CB, 1997, MCKINSEY Q COUGHLAN AT, 2001, MARKETING CHANNELS HILL SM, 1989, EUR J MARKETING, V23, P154 KLEINDL BA, 2001, STRATEGIC ELECT MARK LAMONT L, 1972, IND MARKET MANAG, V4, P387 MITRA J, 1999, 22 ISBA NAT SMALL FI MITRA J, 2001, P ISBA C 2001 14 16 RAMASESHAN B, 1994, INT MARKET REV, V11, P19 TIMMERS P, 2000, ELECT COMMERCE STRAT VOSS C, 2002, 2 GENERATION E COMME WEBB KL, 2002, IND MARKET MANAG, V31, P95 WEILL P, 2001, PLACE SPACE MIGRATIN WYNNE C, 2001, INT MARKET REV, V18, P420 NR 20 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2004 VL 28 IS 7-8 BP 747 EP 766 PG 20 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 890DE UT ISI:000226491100008 ER PT J AU Oravec, JA TI The transparent knowledge worker: weblogs and reputation mechanisms in KM systems SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE knowledge management; organisational learning; weblogs; klogs; reputation systems; information overload; personality; critical thinking; creativity; organisational transparency ID CONSEQUENCES; INFORMATION; MANAGEMENT AB Varieties of knowledge work are proliferating in almost every economic sector and particularly in entrepreneurial and innovative organisations. Transparency in knowledge work (including openness, contextual sensitivity and reflection) allows for expanded perspectives on employees' initiatives as well as increased value for organisations. Entrepreneurial and innovative organisations could especially benefit from the enhanced perspectives on external and internal organisational activities that such transparency would foster. The rapid evolution of knowledge-based weblogs (klogs) in itself shows how useful computer applications can emerge in innovative organisations through openness and reflection. The article outlines specific strategies for managers and entrepreneurs to make knowledge work transparent. It also emphasises how privacy and social considerations should be taken into account in these efforts. C1 Univ Wisconsin, Coll Business & Econ, Whitewater, WI 53190 USA. RP Oravec, JA, Univ Wisconsin, Coll Business & Econ, 800 W Main, Whitewater, WI 53190 USA. EM oravecj@uww.edu CR ABRAHAM R, 2000, GENET SOC GEN PSYCH, V126, P269 BELL YR, 1994, J BLACK PSYCHOL, V20, P47 BROOKS F, 1975, MYTHICAL MAN MONTH DAVENPORT E, 2000, J ED LIB INFORMATION, V41, P294 DAY R, 2001, J AM SOC INFORM SCI, V52, P724 DICKSON BJ, 2003, J DEMOCR, V14, P27 EAKIN PJ, 2001, BIOGRAPHY, V24, P113 FARHOOMAND AF, 2002, COMMUN ACM, V45, P127 FEIGENBAUM E, 1983, 5 GENERATION GARTENBERG M, 2003, COMPUTERWORLD, V37, P17 GIDDENS A, 1991, MODERNITY SELF IDENT GRUDIN J, 1994, COMMUN ACM, V37, P92 HAHN J, 2000, P 21 INT C INF SYST, P302 HALL H, 1998, P INF SCOTL 1997 STR, P37 HANSEN MT, 1999, HARVARD BUSINESS MAR, P106 HARGADON A, 2002, ORGAN SCI, V13, P290 KIM PT, 1997, CORNELL LAW REV, V83, P105 KOHN A, 1993, PUNISHED REWARDS LIEDTKE M, 2003, FUTURE WEB JOURNALS, E1 LUTHANS F, 1999, ACAD MANAGEMENT EXEC, V13, P49 MALAGA RA, 2001, ELECT COMMERCE RES, V1, P403 MARSHALL N, 2000, P BPRC C KNOWL MAN C MILLER S, 1997, TEACH PSYCHOL, V24, P124 MILLS CW, 1959, SOCIOLOGICAL IMAGINA ORAVEC J, 1992, J SYST SOFTWARE, V19, P1 ORAVEC J, 1996, VIRTUAL INDIVIDUALS ORAVEC J, 2002, J ADOLESC ADULT LIT, V45, P2 ORAVEC J, 2003, J COMPUTING HIGHER E, V14, P21 ORAVEC JA, 2002, COMMUN ACM, V45, P60 RESNICK P, 2002, ADV APPL MICROECONOM, V11 RUSSELL P, 2000, GLOBAL BRAIN AWAKENS SCHON D, 1987, ED REFLECTIVE PRACTI SENNETT R, 1997, CORROSION CHARACTER THOMAS JC, 2001, IBM SYST J, V40, P863 TRILLING L, 1973, SINCERITY AUTHENTICI WEIDLICH T, 2003, NY TIMES 0622, V152, P12 WHYTE H, 2000, COMMUN INT, V27, P4 WILSON TD, 2002, INFORM RES, V8 YAKHLEF A, 2000, MANAGING KNOWLEDGE C ZUBOFF S, 1988, AGE SMACHINE NR 40 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2004 VL 28 IS 7-8 BP 767 EP 775 PG 9 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 890DE UT ISI:000226491100009 ER PT J AU Etemad, H TI E-commerce: the emergence of a field and its knowledge network SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE bibliometric epistemology; entrepreneurship; e-commerce; knowledge network; inter-disciplinary studies ID MANAGEMENT AB Electronic commerce (e-commerce) describes the manner in which transactions take place over electronic networks, mostly over the internet. It includes the process of supplying, buying and selling goods, services and information electronically. This paper uses bibliometric epistemology to suggest that a number of publications have played catalytic roles in the formation of a knowledge network that underlies the rapidly developing field of e-commerce. The first four of the six properties of knowledge (Latour, 1987) the 'what', 'where', 'when', by 'whom', 'how', and 'why', - are presented in the results. The paper presents the most highly cited e-commerce documents (including books and journals), highly cited researchers, their respective fields, topics and the publication media that disseminated their works. The formation stages of e-commerce clearly point to the emergence of an inter-disciplinary and comprehensive field. C1 McGill Univ, Fac Management, Montreal, PQ H3A 1G5, Canada. RP Etemad, H, McGill Univ, Fac Management, 1001 Sherbrooke St, Montreal, PQ H3A 1G5, Canada. EM hamid.etemad@mcgill.ca CR ASTLEY WG, 1985, ADM SCI Q, V30, P497 BARTON DL, 1992, ORGAN SCI, V3, P556 BENTHAM J, 1997, DEFENSE USURY BYGRAVE WD, 1989, ENTREPRENEURSHIP THE, V14, P7 CANTILLON R, 1955, ESSAI NATURE COMMERC CHANDY PR, 1994, J INT BUS STUD, V25, P715 CHRISTENSEN CM, 2002, PROCESS THEORY BUILD COOPER A, 1998, PAST PRESENT FUTURE COOPER AC, 1987, AM J SMALL BUSINESS, V11, P11 CULNAN MJ, 1986, MIS QUART, V10, P289 CULNAN MJ, 1987, MIS Q SEP, P341 CULNAN MJ, 1990, J AM SOC INFORM SCI, V41, P453 DANA LP, 2000, EC E MEDITERRANEAN E DANA LP, 2004, IN PRESS J INT ENTRE, V2 EASTERBYSMITH M, 1991, MANAGEMENT RES INTRO ETEMAD H, 1999, GLOBAL FOCUS, V11, P55 ETEMAD H, 2003, GLOBALIZATION ENTREP, P223 ETEMAD H, 2003, SMALL BUS ECON, V20, P1 ETEMAD H, 2004, IN PRESS HDB INT ENT ETEMAD H, 2004, IN PRESS INT ENTREPR GIBBONS M, 1994, NEW PRODUCTION KNOWL, P161 HAYEK FA, 1937, ECONOMICA, V4, P33 KIRZNER IM, 1997, J ECON LIT, V35, P60 KUHN TS, 1962, STRUCTURE SCI REVOLU LATOUR B, 1987, SCI ACTION FOLLOW SC, P265 LAUDON KC, 1993, BUSINESS INFORMATION MATHEWS JA, 2003, IND CORP CHANGE, V12, P115 NONAKA I, 1995, KNOWLEDGE CREATING C NONAKA I, 1996, INT J TECHNOL MANAGE, V11, P833 PODOLNY JM, 1996, AM J SOCIOL, V101, P1224 POLANYI M, 1969, KNOWING BEING RICHARD ET, 1893, OUTLINE EC SAY JB, 1803, TREATISE POLITICAL E SAY JB, 1915, CATECHISM POLITICAL SCHUMPETER J, 1947, J ECON HIST, V7, P149 SCHUMPETER JA, 1911, THEORY EC DEV SCHUMPETER JA, 1942, CAPITALISM SOCIALISM SMITH A, 1776, INQUIRY NATURE CAUSE STEVENSON HH, 2000, ENTREPRENEURSHIP HAS VENKATARAMAN S, 1997, ADV ENTREPRENEURSHIP, V3, P119 VONMISES L, 1949, COLLECTIVIST EC PLAN VONTHUNEN JH, 1942, ISOLATED STATE WHITLEY R, 1984, J MANAGE STUD, V21, P331 WHITLEY R, 1984, J MANAGE STUD, V21, P369 ZWASS V, 2003, INT J ELECTRON COMM, V7, P7 NR 45 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2004 VL 28 IS 7-8 BP 776 EP 800 PG 25 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 890DE UT ISI:000226491100010 ER PT J AU Cho, E Hahn, M TI Antecedents and consequences of the sociocultural differences between R&D and marketing in Korean high-tech firms SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE sociocultural difference; group diversity; R&D-marketing integration ID PRODUCT DEVELOPMENT TEAMS; ORGANIZATIONAL CONTEXT; PERFORMANCE; DIVERSITY; CONFLICT; CREATIVITY; MANAGEMENT; DEMOGRAPHY; JAPANESE; INNOVATIVENESS AB This study investigates antecedents and consequences of the sociocultural differences between R&D and marketing managers. It also tests the presence of sociocultural differences using responses from both R&D and marketing managers in Korean high-technology firms. Korean R&D and marketing managers showed different sociocultural traits from USA or Japanese managers. In terms of professional orientation, R&D mangers tend to pursue their research/professional interests regardless of the importance to the organisation. Moreover, marketing managers showed higher level of bureaucratic orientation. Regarding the antecedents, the joint reward system was negatively related with sociocultural difference. In terms of the consequences, both R&D-marketing integration and new product creativity were found to be negatively associated with Sociocultural difference. C1 Korea Adv Inst Sci & Technol, Grad Sch Management, Seoul 130012, South Korea. RP Cho, E, Korea Adv Inst Sci & Technol, Grad Sch Management, Chong Ryang Ri, Seoul 130012, South Korea. EM alejwh999@hotmail.com mhhahn@kgsm.kaist.ac.kr CR ALAGNA SW, 1982, J MED EDUC, V57, P801 ANCONA DG, 1992, ORGAN SCI, V3, P321 ASHFORTH BE, 1989, ACAD MANAGE REV, V14, P20 BARCLAY DW, 1991, J MARKETING RES, V28, P145 BLOOR G, 1994, ORGAN STUD, V15, P275 BOYACIGILLER NA, 1991, ACAD MANAGE REV, V16, P262 DOUGHERTY D, 1992, ORGAN SCI, V3, P179 GINN ME, 1986, IEEE T ENG MANAGE, V33, P96 GLICK WH, 1993, ORG CHANGE REDESIGN, P176 GOOD LR, 1971, PSYCHON SCI, V25, P215 GRIFFIN A, 1996, J PROD INNOVAT MANAG, V13, P191 GUPTA AK, 1986, IEEE T ENG MANAGE, V33, P25 HARRIOTT LR, 1998, MAT SCI SEMICON PROC, V1, P96 HARRISON DA, 2002, ACAD MANAGE J, V45, P1029 HATCH MJ, 2002, HUM RELAT, V55, P989 JAWORSKI BJ, 1993, J MARKETING, V57, P53 JEHN KA, 1999, ADMIN SCI QUART, V44, P741 KELLER RT, 2001, ACAD MANAGE J, V44, P547 KLEINSCHMIDT EJ, 1991, J PROD INNOVAT MANAG, V8, P240 LAWRENCE PR, 1967, ORG ENV MANAGING DIF LEE J, 2000, TECHNOVATION, V20, P497 LORSCH JW, 1965, HARVARD BUSINESS JAN, P109 LOVELACE K, 2001, ACAD MANAGE J, V44, P779 MALTZ E, 2000, J ACAD MARKET SCI, V28, P479 MCLEOD P, 1992, ANN AC MAN M LAS VEG MEGLINO BM, 1989, J APPL PSYCHOL, V74, P424 MILLIKEN FJ, 1996, ACAD MANAGE REV, V21, P402 MOENAERT RK, 1990, J PROD INNOVAT MANAG, V7, P91 MOORMAN C, 1997, J MARKETING RES, V34, P91 OREILLY C, 1997, RES MANAGEMENT GROUP, V1 PAGE AL, 1994, J PROD INNOVAT MANAG, V11, P183 PELLED L, 1996, ORGAN SCI, V17, P615 PELLED LH, 1994, IEEE T ENG MANAGE, V41, P21 RUEKERT RW, 1987, J MARKETING, V51, P1 SAXBERG B, 1968, MANAGE SCI, V14, P473 SCHWENK CR, 1990, MANAGE SCI, V36, P436 SETHI R, 2000, J ACAD MARKET SCI, V28, P330 SETHI R, 2001, J MARKETING RES, V38, P73 SIMONS T, 1999, ACAD MANAGE J, V42, P662 SONG XM, 1996, J PROD INNOVAT MANAG, V13, P422 SONG XM, 1997, J INT MARKETING, V5, P47 SONG XM, 1997, J PROD INNOVAT MANAG, V14, P35 SONG XM, 1997, J PROD INNOVAT MANAG, V14, P356 SOUDER WE, 1998, J PROD INNOVAT MANAG, V15, P208 STASSER G, 1995, J EXP SOC PSYCHOL, V31, P244 STEINER GA, 1965, CREATIVE ORG THORNBURG TH, 1991, J CREATIVE BEHAV, V25, P324 TRIANDIS HC, 1965, HUM RELAT, V18, P33 TSUI AS, 1992, ADMIN SCI QUART, V37, P549 WEBER SS, 2004, J MANAGE, V27, P141 WIERSEMA MF, 1993, ACAD MANAGE J, V36, P996 WILLIAMS KY, 1998, RES ORGAN BEHAV, V20, P77 XIE JH, 1998, MANAGE SCI 2, V44, S192 XIE JH, 2003, J PROD INNOVAT MANAG, V20, P233 NR 54 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2004 VL 28 IS 7-8 BP 801 EP 819 PG 19 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 890DE UT ISI:000226491100011 ER PT J AU Frederiksen, LF Hemlin, S Husted, K TI The role of knowledge management in R&D: a survey of Danish R&D leaders' perceptions and beliefs SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE R&D management; knowledge management; networks and evaluation ID COLLABORATION; INNOVATION; NETWORKS; ORGANIZATIONS; BOUNDARIES; FIRMS AB R&D management is drawn in different directions by changes in competitive pressure and in the process of creating and utilising new scientific knowledge. The literature suggests that knowledge management, communication, dealing with teams, access to external knowledge and evaluating performance are high on the list of challenges for R&D managers. We have investigated the perceptions and beliefs of Danish R&D managers by asking a sample of them to rate the importance of issues connected to current management development. One very clear conclusion from our study is that Danish research managers are very much concerned with managing knowledge and its underlying social processes rather than merely the management of the generation of knowledge. Differences could be attributed to the size of R&D departments and their research intensity. C1 Copenhagen Sch Econ & Business Adm, Dept Management Polit & Philosophy, DK-2200 Copenhagen, Denmark. Univ Gothenburg, Sahlgrenska Acad, Ctr Red Eth, SE-40530 Gothenburg, Sweden. RP Frederiksen, LF, Copenhagen Sch Econ & Business Adm, Dept Management Polit & Philosophy, Blaagaardsgade 23 B, DK-2200 Copenhagen, Denmark. EM ff.lpf@cbs.dk Sven.Hemlin@sahlgrenska.gu.se kh.lpf@cbs.dk CR AMABILE TM, 1997, CALIF MANAGE REV, V40, P39 ARMBRECHT FMR, 2001, RES TECHNOL MANAGE, V44, P28 AUGSDORFER P, 1996, FORBIDDEN FRUIT BADAWY MK, 1988, RES TECHNOLOGY M SEP BAILYN L, 1985, HUM RESOURCE MANAGE, V24, P129 BLAND CJ, 1992, ACAD MED, V67, P385 BOSOMWORTH CE, 1995, RES TECHNOL MANAGE, V38, P32 BOUTY I, 2000, ACAD MANAGE J, V43, P50 BROWN JS, 1998, CALIF MANAGE REV, V40, P90 BRUSONI S, 2001, ADMIN SCI QUART, V46, P597 CASTELLS M, 1999, INFORMATION AGE EC S CHIAROMONTE F, 2002, INT J TECHNOL MANAGE, V23, P374 COOPER RG, 1995, RES TECHNOL MANAGE, V38, P49 CORDEIRO N, 1999, IND CROP PROD, V10, P1 CORDERO R, 1998, J PROD INNOVAT MANAG, V15, P550 EASTERBYSMITH M, 2003, HDB KNOWLEDGE MANAGE EISENHARDT KM, 1998, COMPETING EDGE STRAT ETZOWITZ H, 2000, RES POLICY, V29, P109 FARRIS GF, 2002, RES TECHNOL MANAGE, V45, P13 FREEMAN C, 1982, EC IND INNOVATION FREY B, 2003, MANAGING MOTIVATION GANGULY A, 1990, BUSINESS DRIVEN RES GEISLER E, 2000, METRICS SCI TECHNOLG GIBBONS M, 1994, NEW PRODUCTION KNOWL GRANT M, 2000, GRANA, V39, P8 GRANT RM, 2000, KNOWLEDGE HORIZONS P HEMLIN S, 2004, IN PRESS KNOWLEDGE E HUDSTED K, 2002, ORGAN DYN, V31, P60 JUDGE WQ, 1997, CALIF MANAGE REV, V39, P72 KATZ JS, 1997, RES POLICY, V26, P1 KREINER K, 1993, ORGAN STUD, V14, P189 LECHLER T, 2001, SMALL BUS ECON, V16, P263 LEONARDBARTON D, 1995, WELLSPRINGS KNOWLEDG LIYANAGE S, 1999, INT J TECHNOL MANAGE, V18, P372 LUNDVALL BA, 1992, NATL INNOVATION SYST MINER AS, 1994, EVOLUTIONARY DYNAMIC MINTZBERG H, 1973, NATURE MANAGERIAL WO MORT J, 1994, INT J TECHNOL MANAGE, V9, P30 NOWOTNY H, 2001, RETHINKING SCI PELZ DC, 1966, SCI ORG PRODUCTIVE C PFEFFER J, 1989, NEW DIRECTIONS ORG T PFEFFER J, 1998, HDB SOCIAL PSYCHOL POWELL WW, 1996, ADMIN SCI QUART, V41, P116 RANDLE K, 1996, R D DECICIONS STRATE ROSENBERG N, 1990, RES POLICY, V19, P165 ROUSSEL PA, 1991, 3 GENERATION R D VONHIPPEL E, 1987, RES POLICY, V16, P291 VONKROGH G, 2000, ENABLING KNOWLEDGE C ZIMAN J, 2000, REAL SCI WHAT IT IS NR 49 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2004 VL 28 IS 7-8 BP 820 EP 839 PG 20 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 890DE UT ISI:000226491100012 ER PT J AU Bilgen, B Ozkarahan, I TI Strategic tactical and operational production-distribution models: a review SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE eroduction-distribution models; supply chain management; supply chain design; production-distribution planning; reverse logistics; information technology; distributed manufacturing ID SUPPLY-CHAIN MANAGEMENT; PRODUCTION-DISTRIBUTION SYSTEM; GENETIC ALGORITHM APPROACH; INTEGRATED PRODUCTION; DESIGN; NETWORK; MULTICOMMODITY; COORDINATION; INFORMATION; DECOMPOSITION AB The concept of supply chain management is gaining so much importance that the firms can compete in today's global economy. This paper provides a detailed literature survey of previous research on supply chain management literature at strategic, tactical, operational levels and reverse logistics, but we limited our research only to the models developed for production and distribution problem. We scrutinise the previous reviews in order to distinguish our research from the others. In the light of these previous reviews, we have developed our classification scheme. The models reviewed in this research have been classified in terms of the solution methodology used. These are: optimisation-based models, metaheuristic-based models, Information Technology (IT)-driven models and hybrid models. The objective is to develop a framework for the existing literature to reveal major trends in the literature and to explore research opportunities in this area. C1 Dokuz Eylul Univ, Dept Ind Engn, TR-35100 Izmir, Turkey. RP Bilgen, B, Dokuz Eylul Univ, Dept Ind Engn, TR-35100 Izmir, Turkey. EM bilge.bilgen@deu.edu.tr irem.ozkarahan@deu.edu.tr CR AHN HJ, 2003, EXPERT SYST APPL, V25, P603 AKKERMANS HA, 2003, EUR J OPER RES, V146, P284 ALMASHARI M, 2000, INT J PHYS DISTRIB, V30, P296 ARNS M, 2002, J OPER RES SOC, V53, P885 ARNTZEN BC, 1995, INTERFACES, V25, P69 AU KF, 2002, INTEGRATED MANUFACTU, V13, P247 BALLOU RH, 1992, BUSINESS LOGISTICS M BARBAROSOGLU G, 1999, EUR J OPER RES, V118, P464 BEAMON BM, 1998, INT J PROD ECON, V55, P281 BLOEMHOFRUWAARD JM, 1995, EUR J OPER RES, V85, P229 BROWN GG, 1987, MANAGE SCI, V33, P1469 CAMM JD, 1997, INTERFACES, V27, P128 CARTER C, 1998, J BUSINESS LOGISTICS, V19, P85 CHANDRA P, 1994, EUR J OPER RES, V72, P503 CHEN CL, 2003, IND ENG CHEM RES, V42, P1879 CHEN RS, 2003, INT J COMPUTER APPL, V16, P33 COHEN MA, 1989, J MANUFACTURING OPER, V2, P81 COHEN MA, 1989, MANAGING INT MANUFAC, P67 COHEN MA, 1990, J MANUF OPER MANAGE, V3, P269 COHEN MA, 1991, EUR J OPER RES, V50, P266 COHEN MA, 1997, PRODUCTION OPERATION, V6, P193 DASCI A, 2001, EUR J OPER RES, V129, P287 DOGAN K, 1999, IIE TRANS, V31, P1027 ERENGUC SS, 1999, EUR J OPER RES, V115, P219 FLEISCHMANN M, 1997, EUR J OPER RES, V103, P1 FLIEDNER G, 2003, IND MANAGEMENT DATA, V103, P14 FLIPO CD, 2000, INT J PROD ECON, V64, P177 FLIPO CH, 2001, IEE T, V33, P705 FOX MS, 2000, INT J FLEX MANUF SYS, V12, P165 GANESHAN R, 1999, QUANTITATIVE MODELS, P840 GARCIAFLORES R, 2000, COMPUT CHEM ENG, V24, P1135 GEOFFRION AM, 1974, MANAGE SCI, V20, P822 GEOFFRION AM, 1995, INTERFACES, V25, P105 GHIASSI M, 2003, COMPUT IND ENG, V45, P17 GJERDRUM J, 2001, PROD PLAN CONTROL, V12, P81 GOETSCHALCKX M, 2000, SUPPLY CHAIN MANAG, P79 GOETSCHALCKX M, 2002, EUR J OPER RES, V143, P1 GREGORY A, 2002, MANUFACTURING COMPUT, V8, P18 GUPTA A, 2003, COMPUT CHEM ENG, V27, P1219 HILL CA, 2002, J OPER MANAG, V20, P375 HUANG GQ, 2003, INT J PROD RES, V41, P1483 HVOLBY HH, 2002, COMPUT IND, V49, P3 JANG YJ, 2002, COMPUT IND ENG, V43, P263 JAYARAMAN V, 1998, DECISION SCI, V29, P729 JAYARAMAN V, 1999, J OPER RES SOC, V50, P497 JAYARAMAN V, 2001, EUR J OPER RES, V133, P394 JAYARAMAN V, 2003, EUR J OPER RES, V144, P629 JOHNSON ME, 2002, INT J PRODUCTION OPE, V11, P413 KOVACS GL, 2003, COMPUT IND, V51, P165 LEE HL, 2000, INT J TECHNOL MANAGE, V20, P373 LEE YH, 2002, COMPUT IND ENG, V43, P169 LEE YH, 2002, PROD PLAN CONTROL, V13, P35 LI D, 2001, J INTELL MANUF, V12, P433 LI Z, 2002, INTEGRATED MANUFACTU, V13, P551 LOU Y, 2001, IEEE ASME T MECHATRO, V6, P377 MALLYA S, 2001, DECISION SCI, V32, P545 MELACHRINOUDIS E, 2000, EUR J OPER RES, V123, P1 MIN H, 2001, HDB IND ENG, P2070 MIN H, 2002, COMPUT IND ENG, V43, P231 MIN HK, 1999, OMEGA-INT J MANAGE S, V27, P75 MOHAMED ZM, 1999, INT J PROD ECON, V58, P81 NEAL B, 2002, ENG TECHNOLOGY, V5, P17 OZDAMAR L, 1999, INT J PROD RES, V37, P3759 PIRKUL H, 1996, TRANSPORT SCI, V30, P291 PIRKUL H, 1998, COMPUT OPER RES, V25, P869 POWER DJ, 2002, INTEGRATED MANUFACTU, V13, P573 REALFF MJ, 2000, COMPUT CHEM ENG, V24, P991 ROSS A, 1998, DECISION SCI, V29, P707 ROSS AD, 2000, EUR J OPER RES, V122, P18 SABRI EH, 2000, OMEGA-INT J MANAGE S, V28, P581 SAHIN F, 2002, DECISION SCI, V33, P505 SARKIS J, 2003, J CLEAN PROD, V11, P397 SARMIENTO AM, 1999, IIE TRANS, V31, P1061 SCHENEEWEISS C, 2003, INT J PROD ECON, V84, P71 SHAPIRO JF, 2001, MODELING SUPPLE CHAI STADLER H, 2000, SUPPLY CHAIN MANAGEM STEPHENS S, 2001, INFORM SYST FRONT, V3, P471 SYARIF A, 2002, COMPUT IND ENG, V43, P299 TALLURI S, 2000, INT J PHYS DISTRIB, V30, P221 TALLURI S, 2002, EUR J OPER RES, V141, P544 TAN GW, 2000, INFORMATION SYSTEMS, V2, P41 TARN JM, 2002, IND MANAGE DATA SYST, V102, P26 TAYLOR GD, 2002, PROD PLAN CONTROL, V13, P517 THOMAS DJ, 1996, EUR J OPER RES, V94, P1 TSIAKIS P, 2001, IND ENG CHEM RES, V40, P3585 VAKHARIA AJ, 2002, DECISION SCI, V33, P495 VIDAL CJ, 1997, EUR J OPER RES, V98, P1 VIDAL CJ, 2001, EUR J OPER RES, V129, P134 VOUDOURIS VT, 1996, COMPUT CHEM ENG, V205, P1269 WAGNER T, 2003, ELECT COMMERCE RES A, V2, P114 YAN H, 2003, COMPUT OPER RES, V30, P2135 ZHOU GG, 2002, COMPUT IND ENG, V43, P251 NR 92 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2004 VL 28 IS 2 BP 151 EP 171 PG 21 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 866UZ UT ISI:000224800200002 ER PT J AU Coleman, J Lyons, A Kehoe, D TI The glass pipeline: increasing supply chain synchronisation through information transparency SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE information transparency; internet; automotive; cross supply chain information system; case study; business benefit ID INTEGRATION; STRATEGIES AB Based upon a yearlong project carried out at a UK luxury carmaker, this paper argues for a supply chain where upstream synchronisation is improved by the use of primary demand to calculate second and third- tier component requirements. The paper formulates a case for further developments to the established automotive 'sequenced' supply model, where synchronised and lean first tiers are frequently supplied by lower tiers that carry higher stock levels, and whose production patterns bear little relationship to primary demand. The proposed development aims to enhance synchronisation of the lower portion of the chain that is outside the reach of full 'sequenced' supply, but, within the time horizon of the vehicle manufacturers firm build schedule. This 'synchronised' portion of the chain is achieved through increased information transparency, and hence the term 'Glass pipeline' has been used as a label for the proposed model. A case study illustration of the concept is presented, and a prototype is tested with a series of trials across a four-tier supply chain. A method for measuring synchronisation is developed, and associated business benefits are calculated in order to evaluate the model. C1 Univ Liverpool, Sch Management, Liverpool L69 7ZH, Merseyside, England. RP Coleman, J, Univ Liverpool, Sch Management, Cratham St, Liverpool L69 7ZH, Merseyside, England. EM j.l.coleman@bolton.ac.uk CR *BOST CONS GROUP, 1994, LOND MOT C P FEB BEYNON H, WORKING FORD BOWERSON DJ, 1995, J BUSINESS LOGISTICS, V16 BOWERSON DJ, 1999, COUNCIL LOGISTICS MA BOWERSON DJ, 2000, SUPPLY CHAIN MANAG, P70 COLEMAN JL, 2003, MAKING ELECT WORK SM COOKE JA, 1998, LOGISTICS MANAGEMENT, V37, P51 CROOM S, 2001, INT J OPER PROD MAN, V21, P504 DORAN D, 2002, INTEGRATED MANUFACTU, V13, P19 FISHER ML, 1997, HARVARD BUSINESS REV, V75 FORRESTER JW, 1958, HARVARD BUS REV, V36, P37 FRANSOO JC, 2000, SUPPLY CHAIN MANAG, V5, P78 FROHLICH MT, 2001, J OPER MANAG, V19, P185 GUNASEKARAN A, 2001, INT J OPERATIONS PRO, V21 HILL S, 1999, APPAREL IND MAGA OCT, P54 HOLWEG M, 2001, MIT SLOAN MANAGE REV, V43, P74 KAPLAN RS, 1996, BALANCED SCORECARD KARLSSON C, 1994, J OPERATIONS PRODUCT, V14, P46 LAMBERT DM, FUNDAMENTALS LOGISTI LAMMING RC, 1993, PARTNERSHIP STRATEGI LEE AG, 2000, J NEURO-OPHTHALMOL, V20, P3 LEE HL, 1997, MANAGE SCI, V43, P546 LEE HL, 2000, MANAGEMENT SCI, V46 LYONS A, 2000, P LOG RES NETW 5 ANN MASONJONES R, 1997, SUPPLY CHAIN MANAG, V2, P137 MATHEY F, 2000, CR ACAD SCI II C, V3, P1 MILLINGTON AI, 1998, INT J OPER PROD MAN, V18, P180 MOTWANI J, 1998, LOGISTICS INFORMATIO, V11, P349 PARNABY J, 1988, INT J PROD RES, V26, P483 SCHONBERGER R, 1986, WORLD CLASS MANUFACT SIMATUPANG TM, 2002, BUSINESS PROCESS MAN, V8, P289 SIMCHILEVI D, 1999, DESIGNING MANAGING S STANK TP, 2001, TRANSPORT J, V41, P32 TOWILL D, 1997, IEEE ENG MANAGEMEN 2, V7, P89 TOWILL DR, 1994, INT SYST DYN C BUS D, P105 TOWILL DR, 1997, IEEE ENG MANAGEMEN 1, V7, P55 TOWILL DR, 1997, INT J TECHNOL MANAGE, V13, P37 TOWILL DR, 2002, INT J PHYS DISTRIB, V32, P79 VANHOEK RI, 2001, J OPER MANAG, V19, P161 WOMACK JP, 1990, MACHINE CHANGED WORL NR 40 TC 1 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2004 VL 28 IS 2 BP 172 EP 190 PG 19 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 866UZ UT ISI:000224800200003 ER PT J AU Raghavan, NRS Shreshtha, BB Rajeev, S TI Object-oriented design and implementation of a web-enabled beer game for illustrating the bullwhip effect in supply chains SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE bullwhip effect; beer game; object-oriented design; UML AB An important observation in supply chain management, popularly known as the 'bullwhip effect', suggests that demand variability increases as one moves up the supply chain. Empirical evidence suggests that the orders placed by a retailer tend to be much more variable than the customer demand seen by that retailer. This increase in variability propagates up the supply chain, distorting the pattern of orders received by distributors, manufacturers and suppliers. In this connection, the (popular) beer game [1] aptly illustrates the bullwhip effect. Various versions of this game have already been stipulated, starting with the original board-and-card version to computerised versions. The web-enabled versions allow for multiple players as well as a single player to play the game online. The software that has been designed and developed in that direction as part of this paper, is only one. Our analysis and design is based on sound principles of object orientation and the implementation is novel on several counts. C1 Indian Inst Sci, Dept Management Studies, Bangalore 560012, Karnataka, India. RP Raghavan, NRS, Indian Inst Sci, Dept Management Studies, Bangalore 560012, Karnataka, India. EM raghavan@mgmt.iisc.ernet.in bigpopb@yahoo.com svraj1@yahoo.co.uk CR BISWAS S, 2003, EUROPEAN J OPERATION, V153, P704 CAGLAR D, WEB BASED BEER GAME DERVITSIOTIS KN, 1994, OPERATIONS MANAGEMEN ELGOOD C, TRADITION MANAGEMENT FRANK C, 1998, BULLWHIP EFFECT MANA, V14, P419 HUNTER J, 1998, JAVA SERVLET PROGRAM LEE HL, 1997, MANAGE SCI, V43, P546 LEE HL, 1997, SLOAN MANAGE REV, V38, P93 RAVID G, 2002, MULTI PLAYER INTERNE STERMAN JD, 1992, BEER DISTRIBUTION GA WIKNER J, 1992, INT J PHYS DISTRIB, V22, P3 WIKNER J, 1992, J SYSTEMS ENG, V2, P164 NR 12 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2004 VL 28 IS 2 BP 191 EP 205 PG 15 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 866UZ UT ISI:000224800200004 ER PT J AU Choy, KL Lee, WB Lau, HCW So, SCK TI An enterprise collaborative management system: a case study of supplier selection in new product development SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE enterprise application integration; supplier relationship management; supplier selection; case-based reasoning; help desk approach ID BENCHMARKING SUPPLIERS; MANUFACTURING NETWORKS; TOOL AB Businesses that remain competitive must not only look into their internal operations, but also communicate and work concurrently with all players in its supply chain network. In this paper, the supplier relationship management module of a server-based enterprise collaborative management system (ECMS) using enterprise application integration (EAI) technology for trial implementation at Honeywell Consumer Products (Hong Kong) Limited, is discussed. A case study using ECMS's supplier relationship management system (ISRMS) to integrate Honeywell's supplier rating system (SRS) and product coding system (PCS) by case-based reasoning (CBR) technique, to select preferred suppliers during the new product development (NPD) process, is also reported here. It is found that the outsource cycle time, from the searching of potential suppliers to the allocation of orders, is greatly reduced. Through the ISRMS of ECMS, manufacturers identify preferred suppliers to form a supply network on which they depend for products, services and distribution effectively. C1 Hong Kong Polytech Univ, Dept Ind & Syst Engn, Hong Kong, Hong Kong, Peoples R China. RP Choy, KL, Hong Kong Polytech Univ, Dept Ind & Syst Engn, Hung Hom, Hong Kong, Hong Kong, Peoples R China. EM mfklchoy@inet.polyu.edu.hk mfwblee@inet.polyu.edu.hk mfbenry@inet.polyu.edu.hk mfstuart@inet.polyu.edu.hk CR AAMODT A, 1994, AI COMMUN, V7, P39 BRAGANZA A, 2002, INTEGRATED MANUFACTU, P562 BRANDL DL, 2000, IND COMPUTING, V19, P6 CHOY KL, 2002, EXPERT SYST APPL, V22, P213 CHOY KL, 2002, EXPERT SYST APPL, V23, P281 CHOY KL, 2002, MEASURING BUSINESS E, V6, P15 CHOY KL, 2003, INT J TECHNOL MANAGE, V26, P717 CHOY KL, 2003, SUPPLY CHAIN MANAG, V8, P140 COOK RL, 1997, INT J PURCHASING MAT, V33, P32 DUTTA S, 1997, IEEE T KNOWLEDGE DAT, V9 HERRMANN JW, 2001, P SMTA INT C CHIC IL KOEGST M, 1999, FDL 99 2 INT FOR DES KOLODNER J, 1993, CASE BASED REASONING LEE WB, 1999, EXPERT SYST APPL, V16, P297 LEE WB, 2003, J BUSINESS PROCESS M, V9, P46 MCIVOR RT, 2000, INTEGRATED MANUFACTU, V11, P295 NEEDLEMAN MH, 1999, SERIALS REV, V25, P117 PERERA RS, 1995, PROGR CASE BASE REAS, P1020 SHAW R, 1999, CUSTOMER RELATIONSHI SHI Y, 1998, J OPER MANAG, V16, P195 SKINNER W, 1996, PRODUCTION OPERATION, V5, P3 WATSON I, 1997, APPLYING CASE BASED WATSON ID, 1994, P IEE C CAS BAS REAS, P1 ZHAN HF, 2003, J MATER PROCESS TECH, P600 NR 24 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2004 VL 28 IS 2 BP 206 EP 226 PG 21 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 866UZ UT ISI:000224800200005 ER PT J AU Ho, PS Trappey, AJC TI Data interchange services: use of XML hub approach for the aerospace supply chain SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE business-to-business integration (B2Bi); e-business; e-commerce; extended markup language (XML); XSLT AB The broad adaptation of e-commerce (EC) and information technologies (IT) in business applications has created fierce competition across the various industries. Small and medium enterprises (SMEs), in the hope to survive as suppliers in the technology intensive aerospace industry, are facing challenges as members of the global strategic partner network. Software developers and businesses are actively pursuing the next phase of business-to-business integration (B2Bi), namely XML-based web applications that can enable inter-enterprise integration. There are many de facto XML initiatives for vertical or horizontal B2Bi, such as ebXML, RosettaNet, HL7, and cXML. The diversity of XML formats causes difficulty in facilitating XML-based data exchanges. Companies are adopting several XML versions to engage in trade. The XML hub prototype is developed using widely applied web-based technologies (XML, XSLT, HTTP and JDOM). The hub architecture is flexible, scalable, extensible and suitable for a distributed networking environment. A prototype was implemented for aerospace supply chain integration and the case emphasises the applicability to smaller suppliers. The research has provided B2Bi solutions for SMEs to participate in global aerospace supply chains. C1 Natl Tsing Hua Univ, Dept Ind Engn & Engn Management, Hsinchu 300, Taiwan. RP Trappey, AJC, Natl Tsing Hua Univ, Dept Ind Engn & Engn Management, Hsinchu 300, Taiwan. EM Trappey@ie.nthu.edu.tw CR 2001, E MARKETER *WORLD WID WEB CON, 2001, XML SCHEM BERRYMAN K, 2001, MCKINSEY Q, P18 BRAY T, 2000, EXTENSIBLE MARKUP LA FAN M, 1999, IEEE COMPUT, V32, P44 HAJIBASHI M, 2001, WHITE PAPER ASCENT P HANNON B, 1998, PC WEEK ONLINE HO J, 2001, IMPACT DIGITAL EC EL, P113 KAPLAN S, 2000, HARVARD BUSINESS MAY, P97 KOBAYASHI M, 2000, ACM COMPUT SURV, V32, P144 KOTOK A, 2001, EBXML NEW GLOBAL STA LINTHICUM DS, 2000, B2B APPL INTEGRATION MARUYAMA H, 1999, XML JAVA DEV WEB APP MCLAUGHLIN B, 2001, JAVA XML NORRIS G, 2000, E BUSINESS ERP TRANS PARDI W, 1999, XML ACTION WEB TECHN VANDERAALST W, 2000, INFORM MANAGE, V37, P67 NR 17 TC 1 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2004 VL 28 IS 2 BP 227 EP 242 PG 16 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 866UZ UT ISI:000224800200006 ER PT J AU Hsieh, LF TI The buyer-supplier long-term partnership effects upon the buyer's operational performance in the Taiwan center-satellite factory system SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE long-term partnership; trust; commitment; coordination; information sharing; buyer's operational performance ID CHAIN MANAGEMENT; CUSTOMER RELATIONSHIPS; STRATEGIC ALLIANCES; COORDINATION COSTS; TRUST; COOPERATION; UNCERTAINTY; INVESTMENTS; COMMITMENT; FUTURE AB By undertaking this study, the author has elaborated upon the factors affecting the buyer-supplier long-term partnership. The partnership effects on the buyer's operational performance will also be discussed. The conceptual model is constructed, based on the transactional cost theory and relational exchange literature. Five hypotheses are derived from this model. The data from 123 Taiwan firms were analysed. The results show the following: Commitment, coordination and information sharing produces positive effects on establishing a buyer-supplier long-term partnership; commitment is significantly affected by trust; a powerful buyer-supplier long-term partnership is helpful in achieving buyer's operational performance. C1 Chung Yuan Christian Univ, Dept Business Adm, Chungli 320, Taiwan. RP Hsieh, LF, Chung Yuan Christian Univ, Dept Business Adm, Chungli 320, Taiwan. EM lungfar@cycu.edu.tw CR AIVARADO UY, 2001, IND MARKET MANAG, V30, P183 ARGYRES NS, 1999, ACAD MANAGE REV, V24, P49 ARTZ KW, 2000, J ECON BEHAV ORGAN, V41, P337 BENSAOU M, 1995, MANAGE SCI, V41, P1471 BENSAOU M, 1999, ORGAN SCI, V10, P460 BENTLER PM, 1990, PSYCHOL BULL, V107, P238 BOVE LL, 2001, J BUS RES, V54, P189 BOWERSOX DJ, 1990, HARVARD BUS REV, V68, P36 CAPUTO M, 2002, INT J TECHNOL MANAGE, V23, P129 CARMINES EG, 1981, SOCIAL MEASUREMENT C CARR AS, 1999, J OPER MANAG, V17, P497 CELLY KS, 1999, J INT BUS STUD, V30, P297 CHUNG S, 2003, RES POLICY, V32, P587 CORBETT CJ, 1999, SLOAN MANAGE REV, V41, P73 CROOM SR, 2001, EUROPEAN J PURCHASIN, V7, P29 DYER JH, 2000, SLOAN MANAGE REV, V42, P37 ELLRAM LM, 1995, INT J PURCHASING MAT, V31, P36 GARBARINO E, 1999, J MARKETING, V63, P70 GARDNER JT, 1993, INT J PHYS DISTRIB, V23, P14 GROVER V, 2003, J OPER MANAG, V21, P457 GULATI R, 1998, ADMIN SCI QUART, V43, P781 HARTLEY JL, 1997, J OPERATIONS MANAGEM, V15, P57 HARTWELL L, 1997, MOL BIOL CELL S, V8, P1 HEIDE JB, 1992, ACAD MANAGE J, V35, P265 HEMMERT M, 1999, IND CORP CHANGE, V8, P487 HILL CA, 2002, J OPER MANAG, V20, P375 HUMPHREYS PK, 2001, INT J PROD ECON, V70, P245 JOSHI AW, 1999, J ACAD MARKET SCI, V27, P291 KERLINGER FN, 2000, FDN BEHAV RES KOTABE M, 2003, STRATEGIC MANAGE J, V24, P293 LANDEROS R, 1995, INT J PURCHASING MAT, V31, P2 LARSON PD, 2000, J SUPPLY CHAIN MANAG, V36, P29 LEAVY B, 1994, PRODUCTION INVENTORY, V35, P47 MADHOK A, 1998, ORGAN SCI, V9, P326 MADHOK A, 2000, EC STRATEGY RES MAYER RC, 1995, ACAD MANAGE REV, V20, P709 MCALLISTER DJ, 1995, ACAD MANAGE J, V38, P24 MCGINNIS MA, 1999, J SUPPLY CHAIN MANAG, V35, P4 MENTZER JT, 2000, J RETAILING, V76, P549 MOHR J, 1994, STRATEGIC MANAGE J, V15, P135 MOORE FA, 1993, ADV TRAUM CRIT CARE, V8, P1 MOORE KR, 1998, INT J PURCHASING MAT, V34, P24 MORGAN RM, 1994, J MARKETING, V58, P20 RICHESON L, 1995, INT J PURCHASING MAT, V31, P20 RINDFLEISCH A, 1997, J MARKETING, V61, P30 RINGE JD, 1994, AKTUEL RHEUMATOL, V19, P1 SCANNELL TV, 2000, J BUSINESS LOGISTICS, V21, P23 SHIN H, 2000, J OPER MANAG, V18, P317 SURESHCHANDAR GS, 2002, J SERVICES MARKETING, V16, P9 VONDEREMBSE MA, 1999, J SUPPLY CHAIN MANAG, V35, P33 WATTS CA, 1995, INT J PURCHASING MAT, V31, P2 WHIPPLE JM, 2000, J SUPPLY CHAIN MANAG, V36, P21 ZAHEER A, 1998, ORGAN SCI, V9, P141 NR 53 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2004 VL 28 IS 2 BP 243 EP 258 PG 16 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 866UZ UT ISI:000224800200007 ER PT J AU Neubert, G Ouzrout, Y Bouras, A TI Collaboration and integration through information technologies in supply chains SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE IT; supply chain; integration; collaborative processes; product management ID ENTERPRISE APPLICATION INTEGRATION; VENDOR MANAGED INVENTORY; IMPACT; SYSTEM; IMPLEMENTATION; OPERATIONS; FRAMEWORK AB Supply chain management encompasses various processes including various conventional logistics activities, and various other processes These processes are supported - to a certain limit - by coordination and integration mechanisms which are long-term strategies that give competitive advantage through overall supply chain efficiency. Information Technology, by the way of collecting, sharing and gathering data, exchanging information, optimising process through package software, is becoming one of the key developments and success of these collaboration strategies. This paper proposes a study to identify the methods used for collaborative works in the supply chain and focuses on some of its areas, as between a company and its suppliers (i.e., inventory sharing) and its customers (i.e., customer demand, forecasting), and also the integration of product information in the value chain. C1 Univ Lyon 2, IUT Lumiere, CERRAL, Lab PRISMa, F-69676 Bron, France. RP Neubert, G, Univ Lyon 2, IUT Lumiere, CERRAL, Lab PRISMa, 160 Bd Univ, F-69676 Bron, France. EM Gilles.Neubert@univ-lyon2.fr Yacine.Ouzrout@univ-lyon2.fr Abdelaziz.Bouras@univ-lyon2.fr CR *STEP, ISO10303 STEP ACHABAL DD, 2000, J RETAILING, V76, P430 AHN HJ, 2003, EXPERT SYST APPL, V25, P603 AKINTOYE A, 2000, EUROPEAN J PURCHASIN, V6, P159 ALMASHARI M, 2003, EUROPEAN J OPERATION, V146, P353 BOYSON S, 2003, TRANSPORTATION R E39, P175 CHEHBI S, 2003, SCI 2003 MULT INF CY, V16, P306 CHEN Y, 1999, AG 99 WORKSH AG EL C, P15 DISNEY SM, 2003, TRANSPORT RES E-LOG, V39, P363 ERASALA N, 2003, COMP STAND INTER, V25, P69 ERENGUC SS, 1999, EUR J OPER RES, V115, P219 FOX MS, 2000, INT J FLEX MANUF SYS, V12, P165 FREIRE J, 2002, P 1 INT WORKSH CHALL, P37 IRANI Z, 2003, INFORM MANAGE-AMSTER, V41, P177 ITO T, 2002, J INTELL MANUF, V13, P201 JULKA N, 2002, COMPUT CHEM ENG, V26, P1755 KABACHI N, 2003, SCI 2003 MULT INF CY, V16, P317 KAIPIA R, 2003, J PURCHASING SUPPLY, V9, P165 KOBAYASHI T, 2003, INFORM MANAGE-AMSTER, V40, P769 KOCH, 2002, ABCS ERP LAMBERT DM, 2000, IND MARKET MANAG, V29, P65 LEE HL, 2001, STANF GLOB SUPPL CHA, P20 MILLER E, 1998, COMPUTER AIDED E NOV MOMME J, 2002, COMPUT IND, V49, P59 NADAMUNI D, 1999, GARTNER GROUP DA MAY NAHM AY, 2003, J OPER MANAG, V21, P281 NISSEN ME, 2001, INFORMATION TECHNOLO, V2, P289 ROMANO J, 2001, PROFICIENCY CLOSES 2 RUDBERG M, 2003, OMEGA-INT J MANAGE S, V31, P29 SAUTER JA, 1999, AG 99 WORKSH AG EL C STADTLER H, 2000, SUPPLY CHAIN MANAG, P7 STANK T, 1999, J BUSINESS LOGISTICS, V20, P21 SWAMINATHAN JM, 1998, DECISION SCI, V29, P607 SYMEONIDIS AL, 2003, EXPERT SYST APPL, V25, P589 THOMAS DJ, 1996, EUR J OPER RES, V94, P1 UMBLE EJ, 2003, EUR J OPER RES, V146, P241 WALLER M, 1999, J BUSINESS LOGISTICS, V20, P183 WALSH WE, 1999, P AG MED EL COMM WOR, P94 WHITE JW, 2002, MAKING ERP WORK WAY WILSON GD, 2002, IDC B WOOLDRIDGE MJ, 1998, AUTON AGENT MULTI-AG, P7 WU DJ, 2001, EXPERT SYST APPL, V20, P51 YUAN Y, 2001, 453 MG DEGR SCH BUS NR 43 TC 1 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2004 VL 28 IS 2 BP 259 EP 273 PG 15 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 866UZ UT ISI:000224800200008 ER PT J AU Abukhader, SM Jonson, G TI E-commerce and the environment: a gateway to the renewal of greening supply chains SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE electronic commerce; environmental assessment; greening supply chains; life cycle assessment; horizontal assessment; internet; information technology; just-in-time; postponement strategy ID PERFORMANCE AB Electronic commerce is expected to influence a wide range of supply chain systems and thus lead to unidentified environmental impacts. Current studies discussing the impacts have a problem that they arrive at conflicting results or ungeneralisable works. This article addresses the issue of methodology and proposes an assessment model for the resolution of this problem. In the meantime, this article shows that research on the subject of 'Greening supply chains' is in need of a new focus and direction, which involves building a new set of constructs for decision making whose benefits are addressed. Our model, proposed in this paper, represents a meeting point of the need for renewal of this subject, and the need to evaluate large-scale issues such as electronic commerce. C1 Lund Univ, Dept Design Sci, SE-22100 Lund, Sweden. RP Abukhader, SM, Lund Univ, Dept Design Sci, Box 118, SE-22100 Lund, Sweden. EM sajed@plog.lth.se gunilla.jonson@plog.lth.se CR *DIG EUR EC PROJ, 2002, VIRT DEM E BUS FACT *EUR COMM, 1998, INTRO EL COMM *RCEP, 1994, 18 RCEP HER MAJ STAT ABUKHADER S, 2003, 11 SETAC EUR LCA CAS ABUKHADER S, 2003, MANAGEMENT ENV QUALI, V14 ABUKHADER S, 2004, 10 WORLD C TRANSP RE ABUKHADER S, 2004, INT J LOGISTICS RES, V7 ABUKHADER S, 2004, UNPUB INT J PRODUCTI ACUTT MZ, 1998, TRANSPORT POLICY ENV ARBNOR I, 1997, METHODOLOGY CREATING BENDIXSON T, 1993, TRANSPORT POLICY ENV BRUNNER S, 1998, UNS RES REPORT BUTTON K, 1993, TRANSPORT ENV EC POL CASCIO J, 1996, ISO 14000 GUIDE NEW CAUDILL R, 2001, P 2001 I EL EL ENG I COOPER J, 1992, EUROPEAN LOGISTICS M, P270 COYLE J, 2003, MANAGEMENT BUSINESS CUSUMANO MA, 1994, SLOAN MANAGEMENT SUM, P27 FARUK AC, 2001, J IND ECOLOGY, V5, P13 FICHTER K, 2001, ENV EFFECTS E BUSINE FINNVEDEN G, 1999, 253 AFR SWED ENV PRO, P26 GABEL HL, 1996, BUSINESS STRATEGY EN, V5, P156 KING AA, 2001, PROD OPER MANAG, V10, P244 KLASSEN RD, 2000, INTERFACES, V30, P95 LAWRENCE JJ, 1995, J OPERATIONS MANAGEM, V13, P3 LI Y, 2000, THESIS LUND U SWEDEN MATTHEWS HS, 2002, J IND ECOLOGY, V6, P71 MCINTYRE K, 1998, INT J LOGISTICS MANA, V9, P57 MOBERG A, 1999, THESIS STOCKHOLM U S NORTH K, 1997, ENV BUSINESS MANAGEM ROTHENBERG S, 2001, PROD OPER MANAG, V10, P228 SARKIS J, 1995, INT J ENV CONSCIOUS, V4, P43 STANNERS D, 1995, EUROPES ENV DOBRIS A TUERK V, 2001, THESIS LUND U SWEDEN TWEDE D, 2000, 20 IAPRI S P SAN JOS VANHOEK RI, 2001, J OPER MANAG, V19, P161 WHITELEGG J, 1993, TRANSPORT SUSTAINABL WU HJ, 1995, INT J PHYS DISTRIB, V25, P20 NR 38 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2004 VL 28 IS 2 BP 274 EP 288 PG 15 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 866UZ UT ISI:000224800200009 ER PT J AU Miller, WF TI Fostering and sustaining entrepreneurial regions SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE innovation; entrepreneurship; clusters; regions; habitat AB Entrepreneurship clusters in regions that have a favourable business environment or habitat. Some entrepreneurs succeed, against all odds, in less favourable habitats; however these cases are not the norm and do not give rise to clusters of entrepreneurship. There is now a considerable amount of study of entrepreneurial clusters in various regions of the world that include an analysis of the institutions necessary to facilitate and sustain such a cluster. Broadly speaking the features of these entrepreneurial clusters include a favourable regulatory regime, advanced research universities and research institutes that are well connected to industry, a flexible and mobile work force, mechanisms for maintaining global linkages, and formal associations and informal mechanisms that foster collective learning for the whole cluster. We will explore the character and development of these institutions by drawing upon studies of a number of established entrepreneurial clusters. C1 Stanford Univ, Grad Sch Business, Stanford, CA 94305 USA. RP Miller, WF, Stanford Univ, Grad Sch Business, Room K211, Stanford, CA 94305 USA. EM wmiller@stanford.edu CR 2003, REPORT INT ADVISORY KENNEY M, 2000, UNDERSTANDING SILICO LEE CM, 2000, SILICON VALLEY EDGE ROSENBERG D, 2002, CLONING SILICON VALL SEGAL A, 2003, COUNCIL FOREIGN RELA WINSLOW W, 1995, MAKING SILICON VALLE WONG PK, IN PRESS RETHINKING, CH1 NR 7 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2004 VL 28 IS 3-6 BP 324 EP 335 PG 12 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 863GR UT ISI:000224549600002 ER PT J AU Garnsey, E Longhi, C TI High technology locations and globalisation: converse paths, common processes SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE globalisation; high tech centres; technopoles; Cambridge; Sophia-Antipolis AB Today's economy can be characterised as simultaneously globalised and localised. In this paper we examine the emergence and evolution of two high tech centres that exemplify these interwoven processes. Cambridge in East Anglia and Sophia-Antipolis near Nice are among the best known centres of high technology activity in Europe. They are often classed together, but the response to global developments and the dynamics underlying the emergence and working of each of these high tech clusters are in direct contrast, despite the operation of certain common processes. This paper shows that Cambridge has grown up largely as a centre of technologies emerging from the science base through local enterprise, but has also come to be a centre of early diffusing technologies. Sophia-Antipolis has grown as centre of implant activity and technological diffusion and is becoming a centre of enterprise and emerging technologies. C1 Univ Cambridge, Ctr Technol Management, Cambridge CB2 1RX, England. CNRS, Latapses Idefi, F-06560 Valbonne, France. RP Garnsey, E, Univ Cambridge, Ctr Technol Management, Mill Lane, Cambridge CB2 1RX, England. EM ewg@eng.cam.ac.uk longhi@idefi.cnrs.fr CR 1969, CAMBRIDGE U REPORTER 1997, ECONOMIST 0329 *CAMBR CIT COUNC, 1986, UNPUB AMIN A, 1993, REV EC REGIONALE URB, V3, P405 ANTONELLI C, 2003, INF ECON POLICY, V15, P173 BEST M, 2001, NEW COMPETITIVE ADVA BRESNAHAN T, 2001, IND CORP CHANGE, V10, P835 BUTCHART RL, 1987, EC TRENDS, V400, P82 CANTWELL J, 1999, RES POLICY, V28, P119 CASPER S, 2003, EUR PLAN STUD, V11, P805 CASTELLS M, 1994, TECHNOPOLES WORLD MA FELDMAN MP, 2001, IND CORP CHANGE, V10, P861 GARNSEY E, 1994, ENTREP REGION DEV, V22, P361 GARNSEY E, 1998, INT J URBAN REGIONAL, V22, P361 GARNSEY E, 1999, REV EC REGIONALE URB, V3, P513 GASSMANN O, 1999, RES POLICY, V28, P231 GORDON R, 1996, WEALTH DIVERSITY HEFFERMAN P, 2002, CTR TECHNOLOGY MANAG, P27 LATTER D, 1995, CAMBRIDGE RES PAPERS, P1 LONGHI C, 1994, S EUR RECH TECHN REN LONGHI C, 1994, SOPHIA ANTIPOLIS RED LONGHI C, 1999, REG STUD, V33, P333 MAILLAT D, 1992, ENTREP REGION DEV, V4, P1 MARKUSEN A, 1996, ECON GEOGR, V72, P293 MASKELL P, 2001, IND CORP CHANGE, V10, P921 PORTER ME, 1989, COMPETITIVE ADVANTAG SAXENIAN A, 1994, REGIONAL ADVANTAGE C SCOTT AJ, 2003, REG STUD, V37, P549 SEGAL Q, 1990, CAMBRIDGE PHENOMENON SHAH S, 1993, CAMBRIDGE RES PAPERS UTTERBACK JM, 1994, MASTERING DYNAMICS I VELTZ P, 1993, REV EC JUI, P671 NR 32 TC 1 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2004 VL 28 IS 3-6 BP 336 EP 355 PG 20 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 863GR UT ISI:000224549600003 ER PT J AU van Winden, W van der Meer, A van den Berg, L TI The development of ICT clusters in European cities: towards a typology SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE ICT-clusters; IT-related development policies; urban and regional systems of innovation; organising capacity; the role of multinationals and foreign direct investment; capital and peripheral regions; national context ID INDUSTRIAL DISTRICTS AB This article is based on the results of the EU-funded research project 'MUTEIS' (Macro-economic and Urban Trends in Europe's Information Society), that aims to provide deeper insights in the emerging digital economies in urban regions. The information and communication technology (ICT) sector is at the centre of interest to cities. In the 1990s, many of them invested heavily in developing and attracting this promising sector. Almost every city has developed and implemented ambitious policies to promote the local ICT sector. But not every city has benefited to the same extent from its rapid growth: there are substantial quantitative and qualitative differences between urban regions. This study reviews the development of ICT clusters across Europe, and assesses the role of local and national policies in this field. It highlights the diversity of cluster development paths in different local and national contexts. C1 Erasmus Univ, Fac Econ, European Inst Comparat Urban Res, NL-3000 DR Rotterdam, Netherlands. RP van den Berg, L, Erasmus Univ, Fac Econ, European Inst Comparat Urban Res, POB 1738, NL-3000 DR Rotterdam, Netherlands. EM vwinden@few.eur.nl avandermeer@few.eur.nl Lvandenberg@few.eur.nl CR *ERNST YOUNG, 2001, EUR INV MON *OECD, 2001, ITCS DAT *OECD, 2001, STAN NAT ACC DAT *OECD, 2002, AN BUS ENT R D EXP D BEGG I, 1999, URBAN STUD, V36, P795 CAMAGNI R, 1991, INNOVATION NETWORKS COOKE P, 1994, HDB IND INNOVATION, P25 DELANGEN P, 2004, PERFORMANCE SEAPORT FLORIDA R, 2002, RISE CREATIVE CLASS GRAHAM S, 1996, TELECOMMUNICATIONS C HARRISON B, 1992, REG STUD, V26, P469 HENDERSON V, 1995, J POLIT ECON, V103, P1067 JACOBS J, 1960, EC CITIES KOSKI H, 2002, INF ECON POLICY, V14, P145 KRUGMAN P, 1991, GEOGRAPHY TRADE KRUGMAN P, 1995, DEV GEOGRAPHY EC THE LAMBOOY JG, 2003, CONCURRENTIE RUIMATE LAWSON C, 1999, REG STUD, V33, P305 MARSHALL A, 1920, PRINCIPLES EC MCCANN P, 2001, URBAN REGIONAL EC PIORE M, 1984, 2 IND DIVIDE POSSIBI PORTER ME, 1990, COMPETITIVE ADVANTAG SAXENIAN A, 1990, 516 U CAL I URB REG SAXENIAN A, 1994, REGIONAL ADVANTAGE C SCOTT AJ, 1995, 13 U CAL LEW CTR REG STABER U, 1998, ORGAN STUD, V19, P701 VANDENBERG L, 2001, GROWTH CLUSTERS EURO VANDENBERG L, 2002, INFORMATION COMMUNIC VANDERMEER A, 2003, ICT CLUSTERS EUROPEA NR 29 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2004 VL 28 IS 3-6 BP 356 EP 387 PG 32 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 863GR UT ISI:000224549600004 ER PT J AU Bugliarello, G TI Urban knowledge parks, knowledge cities and urban sustainability SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE knowledge parks; urban knowledge parks; cities; sustainability; New York City; Metrotech AB Urban knowledge parks are a new mechanism for the transformation of cities into knowledge cities, in which the leit motif is knowledge and information. These cities offer one of the desirable paradigms for the sustainable cities of the future. Urban knowledge parks are a subset of knowledge parks. Their distinguishing characteristics and the processes by which they come into being are briefly outlined, and reference is made to a specific case - Metrotech, in New York City. C1 Polytech Univ, Brooklyn, NY 11201 USA. RP Bugliarello, G, Polytech Univ, 6 Metrotech Ctr, Brooklyn, NY 11201 USA. EM gbugliar@poly.edu CR *MIT, 1997, BANK BOST MAR BUGLIARELLO G, 1996, J URBAN PLANNING JUN BUGLIARELLO G, 2002, 19 IASP WORLD C SCI HAXTON B, 1999, FACILITY MANAGEM MAR SAALMAN H, 1968, MEDIEVAL CITIES NR 5 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2004 VL 28 IS 3-6 BP 388 EP 394 PG 7 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 863GR UT ISI:000224549600005 ER PT J AU Anttiroiko, AV TI Science cities: their characteristics and future challenges SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE science city; characteristics of the science city; science cities in the world; Tsukuba Science City; entrepreneurial science city; revitalisation of science cities; network; innovation; social capital AB This article explores science cities and their basic characteristics. A brief outline of science cities in different parts of the world is given. A more detailed case description is presented on the most significant science city project in the world, Tsukuba Science City in Japan. Lastly, the future of science cities will be discussed in the light of recent trends and developments. C1 Univ Tampere, Dept Reg Studies, FIN-33014 Tampere, Finland. RP Anttiroiko, AV, Univ Tampere, Dept Reg Studies, FIN-33014 Tampere, Finland. EM Ari-Veikko.Anttiroiko@uta.fi CR 1995, TSUKUBA SCI CITY 1997, FUTURE TSUKUBA SCI C 1997, I ORG TSUKUBA SCI CI 1998, RESULTS FY 1998 2003, CORDIS 2003, DAEDEOK VALLEY WORLD 2003, LEADING DEV NATIONS 2003, TSUKUBA SCI CITY INF 2004, GEMAN EXPERT CALLS S *BRIT COUNC, 2004, SCI PARKS *INSIDE KIST, 2003, MAG KIST SCI CIT *KIST SCI CIT, 2002, GROWTH VAL *MIN LAND INFR TRA, 2003, OUTL TSUK SCI CIT *NAT SCI FDN, 1995, 95309 NSF *UNESCO, 2003, OV SCI PARKS WORLD AKELLA S, 1994, TELETIMES APR BORJA J, 1999, LOCAL GLOBAL MANAGEM BUGLIARELLO G, 1999, TECHNOLOGY MANAGEMEN CASTELLS C, 1996, TECHNOPOLES WORLD MA CASTELLS M, 1989, INFORMATION CITY INF CASTELLS M, 1999, INFORMATION AGE EC S, V1 CASTELLS M, 2001, PEOPLE CITIES NEW IN, P22 DALHOM B, 2002, COMMUNICATION 1219 DASTO, 2003, DAEDEOK SCI TOWN MAN FORESTER T, 1987, HIGH TECH SOC STORY HALL P, 2000, SOCIABLE CITIES LEGA HAYASHI T, 1990, JAPANESE EXPERIENCE HUGGINS R, 1997, INN0OVATION NETWORKS, V18, P101 KAUKONEN E, 1999, RUSSIA MORE DIFFER B, V16, P169 KOMMINOS N, 2002, INTELLIGENT CITIES I KOMNINOS N, 1997, INNOVATION NETWORKS, V18, P181 MYERS P, 2003, EMAIL INTERVIEW P MY PARK SC, 1997, DEP HUMAN EC GEOGR B, V91 PRATT A, 1997, INNOVATION NETWORKS, V18 SAXENIAN A, 2000, SYSTEMS INNOVATION G, V1 SCHWEITZER GE, 2000, SWORDS MARKET SHARES SWEENEY G, 2001, INNOVATION EC PROGR, P144 TELNOV S, 1996, AKADEMGORODOL TOWN S WHY PH, 2000, UKSPA ANN C OCT 18 2 WIDENER A, 2001, SPRING 2001 PEW FELL NR 40 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2004 VL 28 IS 3-6 BP 395 EP 418 PG 24 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 863GR UT ISI:000224549600006 ER PT J AU Cabral, R TI The Cabral-Dahab Science Park Management Paradigm applied to the case of Kista, Sweden SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE science park; cluster; innovation; incubator; electrum; Abascal; Flodstrom; Ericsson; Stockholm; ICT; information; telecommunications; university; venture capital ID CONTEXT; BRAZIL AB The Cabral Dahab Science Park Management Paradigm has been validated in Europe, Americas, Arab Countries, Asia and Australia. The paper presents its history and evolution. It includes a discussion of the definition of innovation that has been, for over ten years, associated with the paradigm. The paradigm is proven once more applicable in the case of the Kista science park. Kista evolved from a cluster centred on Ericsson into the Kista Science City, important to the Stockholm and Swedish economy. It is emphasised that the Kista cluster did not need a university to start. Key institutional actors are taken into account but the paper gives weight to naming central persons: A. Lundkvist, A. Flodstrom, L. Abascal, C. Flemstrom, J. Kleist, C. Asplund, B. Nyberg, P. Holmstedt, P.A. Hedkvist, P. Hedberg, J. Nilsson and U. Brandels. Electrum, KIG, and the IT-University are highlighted as institutional innovations that added to the efforts of Ericsson, the city of Stockholm, the Kista District, and the Royal College of Technology to transform Kista Science City into a Science Park, according to the paradigm. C1 Anal Utredningsuppdrag Norr, A&U2iN, Lycksele, Sweden. RP Cabral, R, Anal Utredningsuppdrag Norr, A&U2iN, Lycksele, Sweden. EM science_parks@yahoo.se CR 1965, BESKRIVNING GENERALP 1968, BESKRIVNING REVIDERA 1981, KISTA HUSBY AKALLA D 1998, BILDER STOCKHOLMS IN 1999, KISTA SVERIGES SILIC 2000, KISTA SCI CITY VISIO 2001, CITY STOCKHOLM NEWS 2001, STOCKHOLM REGION EXC 2002, ELECTRUM 2002, IT U 2002, SISTA SPIKEN KISTA 2003, FRAM MILITART OVNIGS 2003, GATO FASTIGHETSKONTO 2003, KISTA SCI CITY LAGES 2003, KISTA SCI CITY 2003, UTVECKLING ANTAL ANS AHLBOM H, 2002, NY TEKNIK, V39, P10 ALSULTAN YY, 1998, INT J TECHNOL MANAGE, V16, P800 BENGTZON O, 1981, RAPPORT TENSTA CABRAL R, 1993, ENANPAD ANAIS 17, V1, P53 CABRAL R, 1998, BIOTECHNOLOGY REV, V1, P165 CABRAL R, 1998, INT J TECHNOL MANAGE, V16, P721 CABRAL R, 1998, INT J TECHNOL MANAGE, V16, P726 CABRAL R, 1998, INT J TECHNOL MANAGE, V16, P778 CABRAL R, 1998, INT J TECHNOL MANAGE, V16, P813 CABRAL R, 2003, LEARNING EXPERIENCE CABRAL R, 2003, OXFORD COMPANION HIS, P205 CASPARY S, 2003, TECHNOLOGY PARKS REG CEDERLOF L, 2000, SITUATION STOCKH SEP, P24 DAHAB SS, 1998, INT J TECHNOL MANAGE, V16, P740 DEIACO E, 2002, VINNOV VERKET INNOVA DOLOREUX D, 2003, CABRAL DAHAB SCI PAR, P101 ECHOLS AE, 1998, INT J TECHNOL MANAGE, V16, P761 ELIASSOIN G, 2002, GLOBAL EC INTEGRATIO ERICSON B, 1998, SCI PARKS STRATEGY G, P36 ERIKSSON P, 2002, VINNITEL UTVECKLINGS FERREIRA ELS, 2003, CABRAL DAHAB SCI PAR, P127 FIELD BC, 1994, ENV EC INTRO FRIDLUND M, 2000, PUBLIC TECHNOLOGY PR HALES K, 2003, CLUSTER GENESIS FACT HOMMDN L, 2003, FIXED INTERNET MOBIL KLINGSTROM A, 1988, P SEM HEL ALM WIKS I KOMNINOS N, 2002, INTELLIGENT CITIES I LARSSON A, 1997, SCI PARKS ATTRACTORS LARSSON S, 1991, KISTA FORETAG NATVER LOWEGREN M, 2003, LUND STUDIES EC MANA MA BQ, 1998, INT J TECHNOL MANAGE, V16, P808 NAUER Y, 2000, IDEBURET LEDARSKAP U SAHLBERG L, 2000, INTEGRATIONSVERKET, P226 SAHLINANDERSSON K, 1991, SCI PARKS ORG FIELDS SIRKEMANN S, 1999, UUDEN TEKNOLOGIAN SA SUBRAMANIAM R, 2003, CARBRAL DAHAB SCI PA, P7 WILLIAMS JC, 1998, INT J TECHNOL MANAGE, V16, P751 ZHANG Y, 2003, CABRAL DAHAB SCI PAR, P49 NR 54 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2004 VL 28 IS 3-6 BP 419 EP 443 PG 25 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 863GR UT ISI:000224549600007 ER PT J AU Sternberg, R TI Technology centres in Germany: economic justification, effectiveness and impact on high-tech regions SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE technology centres; Munich; Germany; high-tech regions; start-ups; entrepreneurship; technological competitiveness ID EMPIRICAL-EVIDENCE; SCIENCE PARKS; INNOVATION; INCUBATORS; GROWTH; FIRMS AB This paper seeks to analyse the relationship between technology centres and high-tech regions in Germany. Although Germany's national economy still enjoys a very high level of technological competitiveness, despite a slight downward trend, little is known about the existence of high-tech regions and the causes of their coming into being. This paper will demonstrate that the Munich region clearly represents one such high-tech region. Despite the existence of technology centres in this and many other German regions, only in a very few exceptional cases have these institutions generated statistically significant economic effects at the regional level, and never to the emergence of a high-tech region. Realistically, however, this cannot be the goal of German-style technology centres, as they differ considerably from, for example, the British or US style of science or research parks. C1 Univ Cologne, Dept Econ & Social Geog, D-50923 Cologne, Germany. RP Sternberg, R, Univ Cologne, Dept Econ & Social Geog, Albertus Magnus Pl, D-50923 Cologne, Germany. EM sternberg@wiso.uni-koeln.de CR *BMBF, 2003, TECHN LEIST DEUTSCHL *BMBF, 2004, BUND FORSCH 2004, P393 *MIN EC AFF TECHN, 1998, TECHN NORDR WEST6F *OECD, 1999, BUS INC INT CAS STUD *SEG QUINC PARTN, 1985, CAMBR PHEN GOWTH HIG ACS ZJ, 2002, INT REGIONAL SCI REV, V25, P3 ALDERMAN N, 1995, ETUDE COMP PARCS SCI ARNOLD E, 1995, EVALUATION SCI PARK AYDALOT P, 1986, MILIEUX INNOVATEURS BARANOWSKI G, 2002, INNOVATIONSZRETREN D BARROW C, 2001, INCUBATORS REALIST BENKO G, 2000, GEOJOURNAL, V51, P157 BERGMANN H, 2003, GLOBAL ENTREPRENEURS CASTELLS M, 1994, TECHNOPOLES WORLD CHANARON JJ, 1990, IND HIGHER ED JUN, P131 COLOMBO MG, 2002, RES POLICY, V31, P1103 CRANG P, 1991, ENVIRON PLANN D, V9, P91 DEBERNARDY M, 1988, GRAINS TECHNOPOLE DEJONG MW, 1987, NEW EC ACTIVITIES RE DOHSE D, 2003, INNOVATION CLUSTERS, P372 DUNFORD M, 1991, IND CHANGE REGIONAL, P51 FLORIDA R, 2002, ANN ASSOC AM GEOGR, V92, P741 FRITSCH M, 2002, UNTERNEHMENSGRUNDUNG, P1 GUY K, 1996, SCI PARK EVALUATION, P52 LESSAT V, 1999, BETEILIGUNGSKAPITAL LINDELOF P, 2003, SMALL BUS ECON, V20, P245 LINK AN, 2003, SMALL BUS ECON, V20, P167 LOFSTEN H, 2002, RES POLICY, V31, P859 PROFF H, 2000, JB REGIONALWISSENSCH, V20, P149 ROPER S, 1999, REG STUD, V33, P175 ROUSIER N, 1997, RECHERCHE DEV REGION, P167 SEEGER H, 1997, EXPOST BEWERTUNG TEC SHEARMUR R, 2000, ENVIRON PLANN A, V32, P1065 SHERMAN H, 1999, J DEV ENTREPRENEURSH, V4, P26 SIEGEL D, 2002, COMPEXITY IND CLUSTE, P249 STENKE G, 2002, KOLNER FORSCHUNGEN W, V54 STERNBERG R, 1990, IND HIGHER ED, V4, P23 STERNBERG R, 1990, SMALL BUSINESS EC, V2, P105 STERNBERG R, 1995, EUROPEAN PLANNING ST, V3, P85 STERNBERG R, 1996, GEOFORUM, V27, P205 STERNBERG R, 1997, BILANZ BOOMS WIRKUNG STERNBERG R, 1999, 3 U COL DEP EC SOC G STERNBERG R, 1999, REG STUD, V33, P367 STERNBERG R, 2004, GLOBAL ENTREPRENEURS THIERSTEIN A, 2001, ENTREP REGION DEV, V13, P315 WAGNER J, 2004, ANN REGIONAL SCI, V38, P219 WESTHEAD P, 1994, ASSESSMENT FIRMS LOC WESTHEAD P, 1999, ENTREP REGION DEV, V11, P129 WICKSTEED SA, 2000, CAMBREIDGE PHENOME 1 WICKSTEED SA, 2000, CAMBRIDGE PHENOMEN 2 NR 50 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2004 VL 28 IS 3-6 BP 444 EP 469 PG 26 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 863GR UT ISI:000224549600008 ER PT J AU Ferguson, R TI Why firms on science parks should not be expected to show better performance - the story of twelve biotechnology firms SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE science parks; technology-based firms; firm development; firm growth ID TECHNOLOGY-BASED FIRMS; GROWTH AB This paper investigates growth in employment over a 13-year period in 12 small biotechnology firms, with the purpose of understanding the effects of a science park location on firm development. Findings show that all of the firms experiencing higher-growth moved off of a science park prior to exhibiting high-growth performance. Similarly, all the non-surviving firms with a science park history also relocated off-park prior to their failure. This suggests that we need to look beyond firms' present locations to see the effects of a science park location. C1 Swedish Univ Agr Sci, Dept Econ, S-75007 Uppsala, Sweden. RP Ferguson, R, Swedish Univ Agr Sci, Dept Econ, S-75007 Uppsala, Sweden. EM richard.ferguson@ekon.slu.se CR ALDRICH HE, 1994, ACAD MANAGE REV, V19, P645 ALMUS M, 1999, SMALL BUS ECON, V13, P141 BARNEY J, 1991, J MANAGE, V17, P99 CHANDLER G, 1996, FRONTIERS ENTREPRENE DAVIDSSON P, 1989, CONTINUED ENTREPRENE DELMAR F, 2003, J BUS VENTURING, V18, P189 FELSENSTEIN D, 1994, TECHNOVATION, V14, P93 FERGUSON R, 1999, AGRARIA, V137 FERGUSON R, 2004, J TECHNOLOGY TRANSFE, V29, P5 KAZANJIAN RK, 1988, ACAD MANAGE J, V31, P257 KLOFSTEN M, 1994, J ENTERPRISING CULTU, V2, P535 LINDELOF P, 2002, OMEGA-INT J MANAGE S, V30, P143 LOFSTEN H, 2001, R&D MANAGE, V31, P309 LOWEGREN M, 2003, LUND STUDIES EC MANA, V76 MASEY D, 1992, HIGH TECH FANTASIES MONCK C, 1988, SCI PARKS GROWTH HIG PENROSE E, 1959, THEORY GROWTH FIRM SAHLINANDERSSON K, 1990, FORSKNINSPARKER FORE SAXENIAN A, 1994, REGIONAL ADVANTAGE C SINGH JV, 1986, ADMIN SCI QUART, V31, P171 STINCHCOMB A, 1965, HDB ORG WESTHEAD P, 1994, ASSESSMENT FIRMS LOC WESTHEAD P, 1999, ENTREP REGION DEV, V11, P129 WIKLUND J, 2003, ENTREPRENEURSHIP SPR, P247 NR 24 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2004 VL 28 IS 3-6 BP 470 EP 482 PG 13 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 863GR UT ISI:000224549600009 ER PT J AU Komninos, N TI Regional intelligence: distributed localised information systems for innovation and development SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE regional intelligence; organisational intelligence; collective intelligence; distributed intelligence; innovative regions; regional innovation systems; regional benchmarking; regional observatories; regional foresight; information integration AB Technological information is recognised as an important factor shaping regional systems of innovation and innovative regions. However, little has been written on how regions set up and manage this vital resource. This paper focuses on regional intelligence: distributed information systems localised over a region allowing continuous update and learning on technologies, competitors, markets, and the environment. We start by defining regional intelligence with respect to the concepts of business intelligence, organisational, and collective intelligence. We look at a number of case studies and experiences gained in the context of EU regional innovation and regional economic strategies, which highlight early forms of regional intelligence. We examine the fundamental information modules making up regional intelligence, including, R&D dissemination, technology and market watch, company benchmarking and competition analysis, regional foresight, and regional performance. We discuss the integration of distributed information systems and solutions which may be given to consolidate public content applications with the internal information systems of companies, and the role of information integration in the continuous making and remaking of innovative regions. C1 Univ Arizona, URENIO Res Unit, GR-54124 Thessaloniki, Greece. RP Komninos, N, Univ Arizona, URENIO Res Unit, GR-54124 Thessaloniki, Greece. EM komninos@urenio.org CR COLLECTIVE INTELLIGE 2001, INT COMM FOR 2002, MAGAZINE PROFESI NOV, P10 2003, BUSINESSWEEK EU 0818, P33 2003, TOP 10 CRITICAL CHAL *EUR, 2001, EUR COMM ANTONELLI C, 2000, REG STUD, V34, P535 BACK T, 2002, INFORMATION SCI INT, P113 BECATTINI G, 1991, IND CHANGE REGIONAL BERTACCHINI Y, 2001, TERRITORIAL COMPETIT CAILLARD D, 2000, INTELLIGENCE COLLECT CHESBROUGH H, 2003, OPEN INNOVATION NEW COOKE P, 1997, ASS EC FIRMS REGIONS COOKE P, 2003, INT J TECHNOL MANAGE, V26, P401 DOU H, 2000, C A3F SOPH ANT OCT 2 EDQUIST C, 2001, CITIES REGIONS LEARN GAVIGAN J, 2001, PRACTICAL GUIDE REGI GENTLER M, 1996, C RESTPOR 96 BRUSS 1 HERBAUX P, 2000, ASRD6F C 1 Q1EB APR KAFKALAS G, 1998, REGIONAL INNOVATION KEEBLE D, 1999, REG STUD, V33, P319 KELESSIDIS V, 2000, BENCHMARKING KOMNINOS N, 2002, INTELLIGENT CITIES I KUHLMANN S, 1999, IMPROVING DISTRIBUTE LANDABASO M, 1999, KNOWLEDGE INNOVATION LEVY P, 1994, INTELLIGENCE COLLECT LEVY P, 2003, FUTUR WEB EXPRIMERA LUNDVALL B, 1992, NATL SYSTEMS INNOVAT MILES I, 2002, PRACTICAL GUIDE REGI MINSKY M, 1988, SOC MIND NONAKA I, 1995, KNOWLEDGE CREATING C PAWAR BS, 1997, LONG RANGE PLANN, V30, P110 PORTER M, 1990, COMPETITIVE ADVANTAG QUAZZOTTI S, 1999, VEILLE TECHNOLOGIQUE RAISON D, 1998, NET 98 SALON INTERNE REITERER H, 2000, P 23 ANN INT ACM SIG, P112 ROUIBAH K, 2002, STRATEGIC INFORMATIO, P133 SCOTT A, 1988, INT J URBAN REGIONAL, V12, P171 SELBY D, 2002, P 2002 C APL ARR PRO, P190 SHAH K, 2000, LOGICAL INFORMATION SIMOVITS M, 1997, INFOSECCOM INT C INF STORPER M, 1997, REGIONAL WORLD NR 42 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2004 VL 28 IS 3-6 BP 483 EP 506 PG 24 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 863GR UT ISI:000224549600010 ER PT J AU Cooke, P TI The role of research in regional innovation systems: new models meeting knowledge economy demands SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE regional innovation systems; boundary-crossing; research-led models; knowledge economy; governance ID INDUSTRIAL DISTRICTS; POLICY AB Today, innovation systems are being elaborated in ever-wider areas of national space-economies. Of particular interest is the growth of academic study and practical policy towards assisting formation of regional innovation systems. Over 100 of these empirical studies have been documented worldwide and in the EU over 100 regional innovation strategies were implemented in the past decade. But new pressures upon existing innovation systems are coming from a globalising knowledge economy that favours metropoles and eschews peripheries. Now, new approaches to tackling innovation deficits are emerging ground-up in Europe that give insight into the real nature of competitiveness and the interlinked roles of science, research and innovation for the future. C1 Univ Wales Coll Cardiff, Ctr Adv Studies, Cardiff CF10 3BB, S Glam, Wales. RP Cooke, P, Univ Wales Coll Cardiff, Ctr Adv Studies, Cardiff CF10 3BB, S Glam, Wales. EM CookePN@Cardiff.ac.uk CR 2003, LAMBERT REV BUSINESS *AC FINL, 2002, BIOT FINL *OECD, 1999, S T IND BENCHM KNOWL *OECD, 2001, PIS LOC DEV STRAT MO ABE S, 1998, REGIONAL INNOVATION ADLER PS, 2002, ACAD MANAGE REV, V27, P17 ALARINTA J, 2003, 3 EURAM C MIL BECATTINI G, 2002, EUR PLAN STUD, V10, P483 BERGMAN E, 2001, EUROP PLANN STUDIES, V9, P631 BRACZYK H, 1998, REGIONAL INNOVATION BRUUN H, 2001, TECHNOLOGY SOC ENV, V3, P97 BRUUN H, 2002, DIG N DENM RES SEM A CARLSSON B, 1994, RES POLICY, V23, P235 CARLSSON B, 2002, COMPANION NEOSCHUMPE COOKE P, 1992, GEOFORUM, V23, P365 COOKE P, 1994, INT J TECHNOL MANAGE, V9, P394 COOKE P, 1997, RES POLICY, V26, P475 COOKE P, 1998, ASS EC COOKE P, 1998, REGIONAL INNOVATION COOKE P, 1999, SMALL BUSINESS EC, V13 COOKE P, 2000, GOVERNANCE INNOVATIO COOKE P, 2001, IND CORP CHANGE, V10, P945 COOKE P, 2001, REGIONAL INNOVATION COOKE P, 2002, EU KNOWLEDGE EC INDE COOKE P, 2002, KNOWLEDGE EC CLUSTER COOKE P, 2003, CLUSTERS OLD NEW COOKE P, 2003, INT J TECHNOL MANAGE, V26, P401 COOKE P, 2003, REG STUD, V37, P365 COOKE P, 2004, ENTREPRENEURSHIP MOD COOKE P, 2004, REGIONAL INNOVATION DALUM B, 2002, DIG N DENM RES SEM A DEIOTTATI G, 2002, EUR PLAN STUD, V10, P449 DOHSE D, 2000, RES POLICY, V29, P1111 EDQUIST C, 1997, SYSTEMS INNOVATION T ETKOWITZ H, 2003, RES POLICY, V32, P109 FLORENCE S, 1958, INVESTMENT LOCATION FORIDA R, 2002, RISE CREATIVE CLASS GEREFFI G, 1999, J INT ECON, V48, P37 HAAS PM, 1992, INT ORGAN, V46, P1 HASSINK R, 2000, Z WIRTSCHAFTSGEOGRAP, V44, P228 HASSINK R, 2001, ENVIRON PLANN C, V19, P65 HING A, 1998, REGIONAL INNOVATION KENNEY M, 2000, UNDERSTANDING SILICO KLINE L, 1986, POSITIVE SUN STRATEG LATOUCHE D, 1998, REGIONAL INNOVATION LEE CM, 2000, SILICON VALLEY EDGE LUNDVALL B, 1992, NATL SYSTEMS INNOVAT NELSON R, 1993, NATL INNOVATION SYST NOWOTNY H, 2002, RETHINKING SCI PENROSE E, 1959, THEORY GROWTH FIRM PLUMMER P, 2000, WISCONSIN EC SU 1129 QUERE M, 2003, IND INNOVATION, V10, P255 SABEL C, 1996, NETWORKS ENTERPRISES SCHUMPETER J, 1975, CAPITALISM SOCIALISM TEECE D, 1988, TECHNICAL CHANGE EC TEECE D, 1994, IND CORP CHANGE, V3, P537 TEUBAL M, 2002, EUR PLAN STUD, V10, P933 TSAI WP, 1998, ACAD MANAGE J, V41, P464 WINTER SG, 1984, J ECON BEHAV ORGAN, V5, P287 WOLFE D, 1998, REGIONAL INNOVATION WOOLCOCK M, 1998, THEOR SOC, V27, P151 NR 61 TC 1 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2004 VL 28 IS 3-6 BP 507 EP 533 PG 27 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 863GR UT ISI:000224549600011 ER PT J AU Simmie, J Siino, C Zuliani, JM Jalabert, G Strambach, S TI Local innovation system governance and performance: a comparative analysis of Oxfordshire, Stuttgart and Toulouse SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE innovation; governance; competitiveness; Oxfordshire; Stuttgart; Toulouse AB In this paper we trace the development of three 'ideal types' of local innovation system governance since the Second World War in three highly innovative city regions. The types of innovation governance are dirigiste, networked and grass roots. These are analysed in the case study areas of Oxfordshire, Stuttgart and Toulouse. It is shown that the hegemony of each type of governance changes over time in each area. Initially central or regional governments played major roles in establishing the bases of the local innovative systems. Later local network forms were adopted in both Stuttgart and Toulouse while Oxfordshire is characterised more by a market orientated grassroots system. The key to the success of local systems of innovation is argued to be their adaptive capacity. The more successful are able to seize external opportunities and deal with external shocks. The analysis of the relative performance of the three changing local innovation systems indicates that widely networked systems grow faster than market oriented grassroots systems. Copyright (C) 2004 Inderscience Enterprises Ltd. C1 Oxford Brookes Univ, Dept Planning, Oxford OX3 0BP, England. Univ Toulouse Le Mirail, UFR SES, F-31058 Toulouse, France. Dept Geog, D-35037 Marburg, Germany. RP Simmie, J, Oxford Brookes Univ, Dept Planning, Gipsy Lane Campus, Oxford OX3 0BP, England. EM jsimmie@brookes.ac.uk siino@univ-tlse2.fr zuliani@univ-tlse2.fr jalabert@univ-tlse2.fr simone.strambach@staff.uni-marburg.de CR *EUR COMM, 2002, 3 EUR COMM EU ENT DI *FPD SAV, 2001, RES DEV OSF *IAURIF, 2002, SCI TECHN FUNCT URB *OECD, 2000, NEW EC CHANG ROL INN COOKE P, 1998, REGIONAL INNOVATION, P2 FREEMAN C, 1994, HDB IND INNOVATION, P78 HILPERT U, 1992, FORECASTING ASSESSME, V18 HUGGINS R, 2001, GLOBAL INDEX REGIONA KLNE SJ, 1986, POSITIVE SUM STRATEG, P290 LAWTONSMITH H, 1998, GEOFORM, V29, P433 LEARY ME, 1986, 89 OXF POL DEP TOWN LUNDVALL BA, 1992, NATL SYSTEMS INNOVAT METCALF S, 2002, CAMBR MIT SEM TECHN NELSON R, 1993, NATL INNOVATION SYST PORTER ME, 1990, COMPETITIVE ADVANTAG PORTER ME, 2000, ECON DEV Q, V14, P15 SCHUMPETER JA, 1939, BUSINESS CYCLES THEO SIMMIE JM, 2001, INNOVATIVE CITIES NR 18 TC 3 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2004 VL 28 IS 3-6 BP 534 EP 559 PG 26 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 863GR UT ISI:000224549600012 ER PT J AU Martinez-Fernandez, C Leevers, K TI Knowledge transfer and industry innovation: the discovery of nanotechnology by South-West Sydney organisations SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE industry innovation; industry competitiveness; regional competition; regional growth; knowledge hub; nanotechnology; ethics AB This paper presents an innovative initiative of a regional university stimulating the development of a knowledge hub around nanotechnology applications to businesses. The paper argues that the regional industry structure and competitiveness can be influenced by this type of university-industry partnership that initiate, share, facilitate and transfer new technologies and practices. At the same time the paper indicates the social and ethical impact of introducing radical new technologies. C1 Univ Western Sydney, AEGIS, Sydney, NSW 1230, Australia. RP Martinez-Fernandez, C, Univ Western Sydney, AEGIS, UWS POB Q 1287 QVB PO, Sydney, NSW 1230, Australia. EM c.martinez@uws.edu.au k.leevers@uws.edu.au CR 1995, IND CORPORATE CHANGE, V4, P401 2001, ISR P OUTC REP CANB 2003, ACU GEN C BELF QUEEN 2003, ENTREPRENEURSHIP LOC 2003, IND CORPORATE CHANGE 2003, J METROPOLITAN U 2003, ORD NT INTERVIEW DAT 2003, SYNDEY MORNING 1021 2003, UNPUB ORG KNOWLEDGE 2003, UNPUB STOCKTAKE NSW *OECD, 2001, CIT REG NEW LEARN EC *OECD, 2003, ENTR LOC EC DEV BINKS S, 2003, NANOTECHNOLOGY, V14, R9 CAZORZI C, 2001, FOREN WORKPACKAGE 5 CAZORZI C, 2002, VARIETIES EXCELLENCE, P66 DOGSON M, 1996, EFFECTIVE INNOVATION FAGAN B, 2003, EMPLOYMENT PROFILE G FAGAN B, 2003, UNPUB INNOVATION KNO FAULKNER W, 1995, KNOWLEDGE FRONTIERS GARLICK S, 2000, ENGAGING U REGIONS K GIBBONS M, 2001, ENGAGEMENT CORE VALU HICKS D, 2002, ACS KLINE SJ, 1986, POSITIVE SUM GAME LEEVERS K, 2003, J METROPOLITAN U, V14, P89 MARCEAU J, 1997, HIGH ROAD LOW ROAD A MARTINEZFERNAND.C, 2001, IND CORP CHANGE, V10, P921 MARTINEZFERNAND.C, 2001, THESIS U NEW S WALES MARTINEZFERNAND.C, 2003, FIRM BEHAV KNOWLEDGE MARTINEZFERNAND.C, 2003, GEOGRAPHY KNOWLEDGE MASKELL P, 2001, IND CORP CHANGE, V10, P921 MNYUSIWALLA A, 2003, OECD SCI TECHNOLOGY SENGE PM, 1990, 5 DISCIPLINE ART PRA SPROATS K, 2003, ACU GEN C BELF QUEEN TEECE DJ, 1987, COMPETITIVE CHALLENG, P185 TEMPLE J, 2003, J METROPOLITAN U, V14, P33 TURPIN T, 2003, SCI TECHNOLOGY SOC, V8, P215 NR 36 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2004 VL 28 IS 3-6 BP 560 EP 581 PG 22 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 863GR UT ISI:000224549600013 ER PT J AU Suzuki, S TI Technopolis: science parks in Japan SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE high-technology industry; Silicon Island, regional development policy, foundation for Technopolis development, centre for regional cooperative research and development, intellectual asset, public institutes for industry and technology, links between universities and industries, Japanese; bureaucracy, endogenous development AB Technopolis, a plan for developing science parks in Japan, came into force in the early 1980's. Promoted by MITI, local governments and the general public held high hopes that this policy would promote the advancement of high-tech industries and provide increased employment possibilities for young graduates. The policy was developed against the backdrop of the post oil-crisis depression of the 1970's and changes in the Japanese economic structure. There were 26 regions designated by Technopolis. However, the Technopolis Act was terminated in 1998, and the program discontinued. The long depression following the bursting of the bubble economy, globalisation of the Japanese economy, and stagnation of private company investment were among the main factors contributing to the policy's failure. Subsequently, the government has developed a new policy that concentrates on promoting venture business and links between industries and universities. C1 Matsuyama Univ, Fac Econ, Matsuyama, Ehime 7908578, Japan. RP Suzuki, S, Matsuyama Univ, Fac Econ, 4-2 Bunky Cho, Matsuyama, Ehime 7908578, Japan. EM suzuki@cc.matsuyama-u.ac.jp CR *AG SMALL MED SIZ, 1993, TECHN SUPP SMALL MED *IND LOC ENV PORT, 1990, OUTL PRES STAT TECHN *JAP CTR IND LOC, 1982, GEN REP RES TECHN BA *JAP CTR IND LOC, 1999, HIST TECHNOPOLIS PRO *JAP SCI ASS, 1985, TECHN REG DEV *MITI COUNC IND ST, 1980, VIS TRAD IND POL 198 *SOC RES SCI CIT, 1985, YS SCI CIT ITO T, 1989, HIGH TECH IND REG EC ITO T, 1995, INSPECTING TECHNOPOL ITO T, 1998, STUDY TECHNOPOLIS PO ITO T, 2003, SEMICONDUCTOR IND JA KUBO T, 2001, KNOWLEDGE DRIVEN EC MIYAMOTO K, 1986, REAL IMAGE HIGH TECH SEKI M, 1994, TECHNOPOLIS PROMOTIN SEKI MS, 1999, SCI PARKS REGIONAL I SUZUKI S, 2001, STUDY HIGH TECH DEV TANAKA T, 1996, TECHNOPOLIS REGIONAL UEHARA N, 1988, HIGH TECHNOLOGY IND YAMASAKI A, 1990, WEEKLY TOYOKEIZA MAY NR 19 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2004 VL 28 IS 3-6 BP 582 EP 601 PG 20 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 863GR UT ISI:000224549600014 ER PT J AU Park, SC TI The city of brain in South Korea: Daedeok Science Town SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE science park; technology innovation; strategy; regional development ID REGION; CLUSTERS AB It is a true challenge to develop a successful science park model. This is due to the fact that such a project takes usually much longer than expected, and that there are various indigenous and external factors that affect the development paths of such parks. Anyway, newly industrialised countries (NICs) are aggressively building their high-tech clusters to support the national and regional technology development. The case of South Korea as one of many NICs is not an exception in this. This paper deals with the developmental strategies of, as well as the linkages between, actors in Daedeok Science Town (DST). The focus is on how the South Korean Government, which is the most important actor involved in the creation of DST, implements the DST-related development policy. C1 Univ Gothenburg, Sch Econ & Commercial Law, Gothenburg, Sweden. Okayama Univ, Fac Environm Sci & Technol, Okayama 7008530, Japan. RP Park, SC, Univ Gothenburg, Sch Econ & Commercial Law, Gothenburg, Sweden. EM parksc@cc.okayama-u.ac.jp CR *DASTO, 2002, COMPR PLAN MID LOND *DASTO, 2002, COMPR PLAN MID LONG AMIN A, 1995, MANAGING CITIES NEW AMSTRONG H, 2000, REGIONAL EC POLICY BLOOM MD, 1993, PAC REV, V6, P119 CASTELLS M, 1994, TECHNOPOLES WORLD DUNFORD M, 1993, REG STUD, V27, P727 GLASMEIER AK, 1999, EUR URBAN REG STUD, V6, P73 KEEBLE D, 1999, REG STUD, V33, P295 KEEBLE D, 1999, REG STUD, V33, P319 LAWSON C, 1999, CAMBRIDGE J ECON, V23, P151 MALECKI EJ, 1991, TECHNOLOGY EC DEV MARSHALL A, 1986, PRINCIPLES EC 1890 MORGAN K, 1997, REG STUD, V31, P491 OAKEY RP, 1999, INT SMALL BUS J, V17, P48 PARK SC, 2000, KOREA OBSERVER, V31, P407 PARK YM, 2000, INFIN DIMENS ANAL QU, V3, P1 POTNAM R, 1993, MAKING DEMOCRACY WOR PRK SC, 2000, RES SCI CITIES APPL RABELLOTTI R, 1998, SMALL BUS ECON, V10, P243 WAKABAYASHI H, 1993, NRI Q, V2, P40 NR 21 TC 1 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2004 VL 28 IS 3-6 BP 602 EP 614 PG 13 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 863GR UT ISI:000224549600015 ER PT J AU Yao, YL TI Spatial overlap of regional innovation capability and high-tech industry SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE high-tech industrial zones; regional innovation; dissimilarity index; spatial distribution AB This paper aims to describe the regional development of high-tech industry through the spatial overlap of regional innovation capability and high-tech industrial zones. Mapping the regional distribution of high-tech industrial zones and innovation capability, the differentiation between them was displayed. The most developed high-tech industry provinces were Guangdong and Jiangsu, but the most innovation capability provincial units were Beijing and Shanghai. Using a dissimilarity analysis about compositions of innovation capability and high-tech industry, it indicated that the high-tech industry was promoted mainly by the techniques outside the areas other than the knowledge in the developed provinces. Generally, technique copies had more importance for the high-tech industry than original innovation in China. C1 Renmin Univ China, Sch Publ Adm, Beijing 100872, Peoples R China. RP Yao, YL, Renmin Univ China, Sch Publ Adm, Zhongguancun St 59, Beijing 100872, Peoples R China. EM yao@infotronix.com.cn CR 2003, STATE STAT BUREAU CH *NAT BUR STAT, 2003, CENS CTR YONGLING Y, 2003, J ASIA PACIFIC EC, V8, P327 YULIN L, 2002, REPORT REGIONAL INNO ZONGXING C, 1989, SPATIAL ANAL EC NR 5 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2004 VL 28 IS 3-6 BP 615 EP 632 PG 18 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 863GR UT ISI:000224549600016 ER PT J AU Li, LJ Hu, P Zhang, L TI Roles, models and development trends of hi-tech industrial development zones in China SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE economic-technological development area (ETDA); hi-tech industrial development zone (HIDZ); high-tech industry; incubator; university sci-tech park (USP); economic reform of China; economy development policy of China AB This paper focuses on the development of Hi-tech Industrial Development Zones in China. Following the historical review and simple comparison of Economic-Technological Development Area (ETDA) and Hitech Industrial Development Zone (HIDZ), it examines three management models of HIDZ: government-oriented, enterprise-oriented and comprehensive management models. Furthermore, the paper explores HIDZ roles on Chinese economic development. Finally, it summarily analyses the new four trends of HIDZ in China. C1 Renmin Univ China, Sch Publ Adm, Inst Educ, Beijing 100872, Peoples R China. Tsing Hua Univ, Beijing 100084, Peoples R China. RP Hu, P, Renmin Univ China, Sch Publ Adm, Inst Educ, Beijing 100872, Peoples R China. EM huping@ruc.edu.cn CR 2003, NATL OFFICE TORCH PR, V7 JINGYAN H, 2003, DEV QUESTION ETDA IM XIAOPING D, 1998, DENG XIAOPING SELECT, V3, P274 YISHENG C, 2002, SCI TECHNOLOGY IND C, V7, P157 NR 4 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2004 VL 28 IS 3-6 BP 633 EP 645 PG 13 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 863GR UT ISI:000224549600017 ER PT J AU Vezina, R Militaru, D TI Collaborative filtering: theoretical positions and a research agenda in marketing SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE electronic commerce; collaborative filtering; recommender systems; marketing; experimentation ID SYSTEMS; INFORMATION; LEADERSHIP; BEHAVIOR; CHOICE; SHIFTS AB Internet offers many choices of products, services and content. But the Multitude of choices has made it more difficult for customers to find quickly what they are looking for. Collaborative Filtering (CF), or recommender system based-CF, is a methodology designed to perform such a recommendation task. These systems allow users to use expressed preferences of thousands of other people to find the product they desire, based on the level of similarity between tastes. The concept has emerged from convergent research on search browsers, intelligent agents and data mining, and it permits to escape the difficult question of 'why' consumers prefer a particular product or brand. Furthermore, CF is open for the end-user and allows customers to discover things within an information environment that they probably never would have discovered otherwise. On a more practical perspective, CF through internet allows us to focus exclusively on the similarity of preferences without 'social contamination': the consumer obtains recommendations to purchase a given product or brand on the basis of his or her own past preferences and on the basis of the preferences of a large group of anonymous consumers. In this paper, we will review the Current state of research in consumer behaviour that provides the theoretical foundations underlying collaborative filtering. Then we will propose a research agenda in marketing keeping in mind the perspective of users i.e. consumers or marketers. C1 Univ Laval, Fac Sci Adm, Dept Mkt, Quebec City, PQ G1K 7P4, Canada. GRID, F-94235 Cachan, France. RP Vezina, R, Univ Laval, Fac Sci Adm, Dept Mkt, Quebec City, PQ G1K 7P4, Canada. EM Richard.Vezina@fsa.ulaval.ca militaru@grid.ens-cachan.fr CR ANSARI A, 2000, J MARKETING RES, V37, P363 ARNDT J, 1967, RISK TAING INFORMATI BELK RW, 1971, P 2 ANN C ASS CONS R, P470 BHARGAVA HK, 1999, COMPUTER, V32, P31 BILLSUS D, 1999, P 7 INT C US MOD JUN BIONDO J, 1971, J PERS, V39, P407 BONE PF, 1992, ADV CONSUM RES, V19, P579 BREESE JS, 1998, MSRTR9812 BREHM JW, 1989, ADV CONSUM RES, V16, P72 BRISTOR JM, 1990, RES CONSUMER BEHAV, V4, P51 BURKE R, 1999, WORKSH AI EL COMM AA BURKE R, 2000, ENCY LIB INFORMATION, V69 BURNSTEIN E, 1973, J EXPT SOCIAL PSYCHO, V13, P315 BURNSTEIN E, 1973, J EXPT SOCIAL PSYCHO, V9, P236 BURNSTEIN E, 1975, J EXPT SOCIAL PSYCHO, V11, P412 CARPENTER GS, 1994, J MARKETING RES, V31, P339 CECI SJ, 1982, PUBLIC OPIN QUART, V46, P228 DASTOUS A, 1999, EUROPEAN ADV CONSUME, V4, P201 ELIASHBERG J, 1997, J MARKETING, V61, P68 EZINA R, 1997, MARKETNG PROGR PROSP, P1300 FEICK LF, 1986, ADV CONSUM RES, V13, P301 GOLDBERG D, 1992, COMMUN ACM, V35, P61 GOLDBERG K, 2000, M0041 UCB EL RES LAB GOOD N, 1999, P 1999 C AM ASS ART, P439 HERLOCKER JL, 2000, CSCW 00 HOFFMAN T, 1999, P 16 INT JOINT C ART, P688 LANCASTER KJ, 1966, J POLITICAL EC, V74, P132 LANCASTER KJ, 1971, CONSUMER DEMAND NEW MARKO B, 1997, COMMUN ACM, V40, P66 MCKIM R, 2000, J DATABASE MARKETING, V7, P385 MYERS JH, 1972, J MARKETING RES, V9, P41 NELSON P, 1970, J POLITICAL EC, V78, P311 RESICK P, 1994, P ACM 1994 C COMP SU, P175 RESNICK P, 1997, COMMUN ACM, V40, P56 RICH E, 1979, COGNITIVE SCI, V3, P335 RICHINS ML, 1988, ADV CONSUM RES, V15, P32 ROSEN E, 2000, ANATOMY BUZZ SARWAR B, 2000, EC 00 SHARDANAND U, 1995, SOCIAL INFORMATION F TEPPER K, 1997, RES CON BEH, V8, P209 VAPNIK V, 1998, STAT LEARNING THEORY, P732 VOLLE M, 2000, E CONOMIE WILKIE WL, 1991, PERSPECTIVES CONSUME, P1 NR 43 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2004 VL 28 IS 1 BP 31 EP 45 PG 15 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 853DQ UT ISI:000223807100003 ER PT J AU Das, A TI E-provider evaluation: an exploratory study SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE e-commerce; evaluation; empirical ID INFORMATION; SYSTEMS; TECHNOLOGY; PROJECTS AB Companies engaged in e-commerce (EC) activities are continually looking for more sophisticated and relevant capabilities and e-providers are beginning to respond with promised improvements and innovations. However it has been difficult, and sometimes almost impossible, to perform comparative evaluations of e-providers prior to the adoption of their products. It is evident that an identification of critical provider evaluation criteria and attendant quantification of benefits would aid both EC users and e-providers. This study collects and analyses data from 103 companies to identify and prioritise evaluation criteria and provider characteristics that are associated with goal performance in EC projects. A set of anticipations are developed about the effects of project spend on evaluation process attributes, and about evaluation criteria and their association with goal performance. Significant differences were found between small and large e-projects in their ranking of evaluation criteria, as well as in how provider characteristics are associated with project performance outcomes in different sized projects. The implications of these findings are discussed at length. C1 CUNY, Baruch Coll, Zicklin Sch Business, New York, NY 10010 USA. RP Das, A, CUNY, Baruch Coll, Zicklin Sch Business, Box B9-240,1 Bernard Baruch Way, New York, NY 10010 USA. EM ajay_das@baruch.cuny.edu CR 2000, FORRESTER RES REPORT 2001, BUSINESS WEEK NOV 2001, NAPM FORRESTER RES R AMIT R, 2001, STRATEGIC MANAGE J, V22, P493 BACON CJ, 1992, MIS QUART, V16, P335 BARTHOLOMEW D, 1999, IND WEEK, V248, P62 BERNSTEIN C, 2001, IND EXECS BEGINNIN T, V1254, P58 BRYNJOLFSSON E, 1993, COMMUN ACM, V36, P67 EZINGEARD JN, 1998, EUR J INFORM SYST, V7, P252 FITZGERALD G, 1998, J INFORM TECHNOL, V13, P15 HOGUE JT, 1983, MIS Q, V7, P15 HUTCHINSON A, 2001, IND E SOURCING WHAT KALAKOTA R, 1997, ELECT COMMECE MANAGE MARRI HB, 2000, INT J PROD RES, V38, P4403 MURPHY C, 2001, INFORMATION WEE 0312, P110 NGAI EWT, 2002, INFORM MANAGE-AMSTER, V39, P415 PHILLIPS LW, 1981, J MARKETING RES, V18, P395 SHANKARNARAYANA.S, 1999, INT J PROD RES, V38, P4509 TELTUMBDE A, 2000, INT J PROD RES, V38, P4507 TREPPER C, 1999, ERP PROJECT MANAGEME NR 20 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2004 VL 28 IS 1 BP 46 EP 61 PG 16 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 853DQ UT ISI:000223807100004 ER PT J AU Quey, TM Malhotra, NK TI Technology transformafion and purposed play: mode development and implications for high tech product devolopment SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE high technology; innovation processes; TTM; play; product development; technology adoption; technology productisation; (technology) transformation ID ORGANIZATIONAL-CHANGE; FLEXIBILITY; FRAMEWORK; INNOVATION AB High technology companies increasingly meet the demand for rapid innovation by building on the work done by other firms. Many high technology firms use technology transformation, adding their own Intellectual Property (IP) to others' platform technologies to create their own breakthrough innovations or new technologies. Transformation examples can be found in many industries (automobile, consumer electronics, biomedical, etc.) adapting semiconductor chip technologies into their own innovations. Technology transformation could lead to new sources of high technology revenues and speed overall innovation. Current work suggests that purposed play (directed experimentation) is important in the transformation process. Initial surveys among high technology companies have indicated extensions of previously studied diffusion models could explain the growth of technology transformation. We review the old paradigms of organisational technology adoption and innovation processes; then we propose a new paradigm that incorporates the role of transformation. An organisation-level technology transformation model (TTM) has been Suggested by preliminary surveys within various high technology industry sectors. The salient features of the TTM are outlined here. This model would have strong implications for both the marketing of technologies as products and the ongoing development of technologies and high technology products. C1 SUNY Stony Brook, Coll Business, Stony Brook, NY USA. RP Quey, TM, SUNY Stony Brook, Coll Business, Stony Brook, NY USA. EM tm.quey@stonybrook.edu CR ADLER P, 1992, USABILITY TURNING TE ALLEN JP, 1998, INORMATON SYSTEMS IN, P22 ARMENAKIS AA, 1993, HUM RELAT, V46, P681 AZJEN I, 1985, ACTION CONTROL COGNI, P11 AZJEN I, 1991, ORG BEHAV HUMAN DECI, V50, P179 BARCZAK G, 1987, ORGAN DYN, V16, P23 BASS FM, 1969, MANAGE SCI, V15, P215 BENJAMIN RI, 1993, SLOAN MANAGE REV, V34, P23 CHANDY RK, 2000, J MARKETING, V64, P1 CHAU PYK, 1996, J MANAGEMENT INFORMA, V13, P185 CHUA CK, 1999, INT J ADV MANUF TECH, V15, P597 DAVIS FD, 1989, MIS Q, V13, P318 DRUCKER PF, 1989, NEW REALITIES DRUCKER PF, 1993, POST CAPITALIST SOC EVELAND JD, 1990, PROCESS TECHNOLOGICA FISHBEIN M, 1967, READINGS ATTITUDE TH, P477 GARVIN DA, 1993, HARVARD BUS REV, V71, P78 GREWAL R, 2001, J MARKETING, V65, P67 HITT MA, 1998, ACAD MANAGEMENT EXEC, V12, P22 JASNOCH U, 1995, VIRTUAL PROTOTYPING, P174 JORGENSEN U, 1999, TECHNOL ANAL STRATEG, V11, P409 KAY J, 1993, NEW TECHNOLOGIES FIR, P19 LAU RSM, 1996, SAM ADV MANAGE J, V61, P5 LEONARDBARTON D, 1988, RES POLICY, V17, P251 LEONARDBARTON D, 1995, WELLSPRINGS KNOWLEDG MARCH JG, 1981, ADM SCI Q, V26, P563 MARCUS AA, 2000, RES MANAGEMENT INNOV, P537 MCKERZIE RB, 1991, CORPORATION 1990S IN, P245 MILLAR J, 1997, TECHNOL ANAL STRATEG, V9, P399 OCALLAGHAN R, 1998, INFORMATION SYSTEMS QUINN JB, 1996, HARVARD BUS REV, V74, P71 REICH R, 1991, WORK NATIIONS PREPAR ROGERS EM, 1962, DIFFUSION INNOVATION ROGERS EM, 1971, COMMUNICATIONS INNOV ROGERS EM, 1995, DIFFUSION INNOVATION SANCHEZ R, 1997, INT STUDIES MANAGEME, V27, P71 SCHRAGE M, 2000, SERIOUS PLAY SCHROEDER RG, 2000, RES MANAGEMENT INNOV, P107 SENGE PM, 1990, 5 DISCPLINE ART PRAC STARBUCK WH, 1992, J MANAGE STUD, V29, P713 STEHR N, 1994, KNOWLEDGE SOC TORNATZKY LG, 1982, IEEE T ENG MANAGE, P29 VANDEVEN AH, 1985, RES ORGAN BEHAV, V7, P333 VERGANTI R, 1999, J PROD INNOVAT MANAG, V16, P363 WEICK KE, 1979, SOCIAL PSYCHOL ORG WILDEMUTH BM, 1992, J AM SOC INFORM SCI, V43, P210 WRIGHT PM, 1998, ACAD MANAGE REV, V23, P756 ZALTMAN G, 1973, INNOVATIIONS ORG ZALTMAN G, 1978, FUTURE DIRECTONS MAR, P218 NR 49 TC 1 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2004 VL 28 IS 1 BP 62 EP 87 PG 26 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 853DQ UT ISI:000223807100005 ER PT J AU Durvasula, S Lysonski, S Mehta, SC TI Technology and its CRM implications in the shipping inustry SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE CRM; shipping industry; technology; service encounters; customer satisfaction ID IN-SERVICE ENCOUNTERS; CUSTOMER SATISFACTION; QUALITY AB This paper investigates the relative importance of service factors such as tecbnology and facilities, how service providers are rated on those factors, and their relationship to customer satisfaction in a B2B environment. The results show that in the ocean freight shipping industry, customers placed more importance on factors such as efficiency in complaint handling, prompt availability of delivery information as compared to the use of latest equipment and technology. Most importantly, customers who had a more favourable evaluation of shipping companies on these factors also experienced a higher level of service satisfaction. Implications of these results for the use of technology in managing customer relationships are then presented. C1 Coll Business Adm, Milwaukee, WI 53233 USA. Marquette Univ, Milwaukee, WI 53233 USA. Univ So Maine, Sch Business, Portland, ME 04103 USA. RP Durvasula, S, Coll Business Adm, 606 N 13 St, Milwaukee, WI 53233 USA. EM srinivas.durvasula@marquette.edu s.lysonski@marquette.edu smehta@usm.maine.edu CR 1996, LOGISTICS MANAGEMENT, V35, P79 2000, BUSINESS TIMES 121I, P22 2002, TRANSPORTATION DISTR, V43, P9 ABEND J, 1999, BOBBIN, V40, P54 ANDEL T, 1999, TRANSPORTATION DISTR, V40, P13 ANDERSON EW, 1994, J MARKETING, V58, P53 BALEY J, 2001, SERVICES MARKETING Q, V23, P1 BEST DF, 1993, ASIA AUSTR MARKETING, V1, P31 BITNER MJ, 1995, J ACAD MARKET SCI, V23, P246 BITNER MJ, 2000, J ACAD MARKET SCI, V28, P138 BUZZELL RD, 1987, PIMS PRINCIPLES LINK CLARKE SS, 1986, SOC WORK HEALTH CARE, V11, P1 CRONIN JJ, 2000, J RETAILING, V76, P193 DABHOLKAR PA, 1996, INT J RES MARK, V13, P29 DECK S, 2001, CIO 0501, P10 DICK AS, 1994, J ACAD MARKET SCI, V22, P9 DONALDSON B, 1995, J STRATEGIC MARKETIN, V3, P113 DOWLING G, 2002, CALIF MANAGE REV, V44, P87 DURVASULA S, 2002, IND MARKET MANAG, V31, P491 GOOLEY T, 1997, LOGISTICS MANAGEMENT, V36, P53 HANNON D, 2001, PURCHASING, V130, P34 HASTINGS P, 2002, FINANCIAL TIMES 1002, P9 JOHNSON J, 1995, IND DISTRIB, V84, P16 JOHNSON MD, 2003, QUALITY MANAGEMENT J, V10, P8 KLEINDL B, 2001, STRATEGIC ELECT MARK LAINE J, 1994, INT J PHYS DISTRIB, V24, P33 MEUTER ML, 2000, J MARKETING, V64, P50 MITTAL B, 1996, J RETAILING, V72, P95 NUNNALLY JC, 1994, PSYCHOMETRIC THEORY OLIVER RL, 1989, J CONSUM RES, V16, P372 PALLATTO J, 2002, INTERNET WORLD, V8, P50 PARASURAMAN A, 1991, J RETAILING, V67, P420 PARASURAMAN A, 1996, 1996 FRONT SERV C NA PARASURAMAN A, 2000, J SERVICE RES, V2, P307 REICHELD F, LOYALTY EFFECT ROQUET M, 2003, NATL UNDERWRITER, V107, P10 RUST R, 1999, J SERVICE RES, V1, P1 RUST RT, 1995, J MARKETING, V59, P58 SCHEUING E, 1989, J CONSUMER MARKE SUM, P35 SPEIER C, 2002, J MARKETING, V66, P98 SUPRENANT CF, 1987, J MARKETING, V51, P86 TURPIN DV, 1995, LONG RANGE PLANN, V28, P84 VANBIRGELEN M, 2002, INT J RES MARK, V19, P43 VERMA M, 1997, GREATER BATON ROUGE, V15, P18 WEZELS M, 2000, HDB SERVICES MARKETI, P343 WRIGHT L, 2002, J DATABASE MARKETING, V9, P339 YU L, 2001, MIT SLOAN MANAGE REV, P18 ZKMUND W, 2003, CUSTOMER RELATIONS M NR 48 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2004 VL 28 IS 1 BP 88 EP 102 PG 15 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 853DQ UT ISI:000223807100006 ER PT J AU McDonald, RE Srinivasan, N TI Technological innovations in hospitals: what kind of competitive advantage does adoption lead to? SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE technology innovation; competitive advantage; hospital; management strategy ID GENERAL-THEORY; STRATEGY; CAPABILITIES; IMPACT AB The authors propose an analytical framework for innovations, based on the resource-advantage theory of competition. Categorisation of innovations depends on how they contribute to a firm's competitive advantage. Essentially, do innovations reduce costs to the Organisation, or do they increase the value of its market offerings? They apply this framework to an important segment of the US economy: healthcare (specifically hospitals), to examine the impact of technological innovations for competitive advantage. The Findings show that adoption is higher among bigger hospitals and also teaching hospitals. C1 Texas Tech Univ, Rawls Coll Business, Lubbock, TX 79409 USA. Univ Connecticut, Sch Business, Storrs, CT 06269 USA. RP McDonald, RE, Texas Tech Univ, Rawls Coll Business, Lubbock, TX 79409 USA. EM mcdonald@ba.ttu.edu Narasimhan.Srinivasan@uconn.edu CR *HCFA, 1981, HOSP CAR EXP AGGR PE BARNEY J, 1991, J MANAGE, V17, P99 CAPRON L, 1999, J MARKETING, V63, P41 CHANDY RK, 1998, J MARKETING RES, V35, P474 DAMANPOUR F, 1987, J MANAGE, V13, P675 DAMANPOUR F, 1991, ACAD MANAGE J, V34, P555 DAY GS, 1994, J MARKETING, V58, P37 DEWAR RD, 1986, MANAGE SCI, V32, P1422 DICKSON PR, 1992, J MARKETING, V56, P69 DICKSON PR, 1996, J MARKETING, V60, P102 DRUCKER PF, 1954, PRACTICE MANAGEMENT ETTLIE JE, 1983, ACAD MANAGE J, V26, P27 ETTLIE JE, 1984, MANAGE SCI, V30, P682 FAHY J, 2000, J INT BUS STUD, V31, P63 FRANKWICK GL, 1994, J MARKETING, V58, P96 HAN JK, 1998, J MARKETING, V62, P30 HENDREN LJ, 1990, IEEE T PARALL DISTR, V1, P35 HUBER GP, 1985, STRATEGIC MANAGE J, V6, P171 HUNT SD, 1995, J MARKETING, V59, P1 HUNT SD, 1996, J MARKETING, V60, P107 HUNT SD, 1997, J MARKETING, V61, P74 HUNT SD, 2000, GEN THEORY COMPETITI JACOBSON R, 1992, ACAD MANAGE REV, V17, P782 NONAKA I, 1995, KNOWLEDGE CREATING C OGERS EM, 1962, DIFFUSION INNOVATION PORTER M, 1980, COMPETITIVE STRATEGY SCHUMPETER JA, 1934, THEORY EC DEV SCHUMPETER JA, 1942, CAPITALISM SOCIALISM TREACY M, 1993, HARVARD BUS REV, V71, P84 ZALTMAN G, 1973, INNOVATIONS ORG NR 30 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2004 VL 28 IS 1 BP 103 EP 117 PG 15 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 853DQ UT ISI:000223807100007 ER PT J AU Shainesh, G TI Understanding buyer behaviour in software services - strategies for Indian firms SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE software services; organisation buyer behaviour (OBB); buying centre; buying roles; buying process ID MARKETS; MODEL AB Buying behaviour in a business market is characterised by long cycle times, group decision making, participants from different functional areas and levels and sometimes divergent objectives, and changing roles of the participants during the buying cycle. The high levels of market and technological uncertainty of software services add to the complexity in the buying process. This paper draws upon extant literature on Organisation Buying Behaviour (OBB) to help understand the factors influencing the behaviour of the buyers of software services. It also recommends strategies for managers in software firms to market their services. C1 Indian Inst Management, Bangalore 560076, Karnataka, India. RP Shainesh, G, Indian Inst Management, Bannerghatta Rd, Bangalore 560076, Karnataka, India. EM shaineshg@iimb.ernet.in CR *CARN MELL U SOFTW, 1995, CAP MAT MOD GUID IMP ACHROL RS, 1988, J MARKETING RES, V25, P36 BILKEY WJ, 1982, J INT BUS STUD, V13, P89 CROW LE, 1982, IND MARKET MANAG, V11, P205 DAWES PL, 1997, J BUS IND MARK, V12, P83 DOYLE P, 1979, IND MARKETING MA FEB, P7 HAUE P, 1994, POWER IND BRANDS EFF HEIDE JB, 1995, J MARKETING, V59, P30 HOFSTEDE G, 1980, CULTURES CONSEQUENCE JOHANSSON JK, 1989, INT MARKET REV, V6, P47 KAUFFMAN RG, 1996, J BUSINESS IND MARKE, V11, P94 LUNSFORD DA, 1993, J SERVICES MARKETING, V7, P13 MALHOTRA NK, 1994, INT MARKET REV, V11, P5 MOHR J, 2000, J MARKETING ED, V22, P246 MORGAN RM, 1994, J MARKETING, V58, P20 MORIARTY RT, 1989, SLOAN MANAGE REV, V30, P7 NAMBISAN S, 2001, MIT SLOAN MANAGE REV, P72 NARAYANDAS D, 1996, SALESSOFT INC HARVAR PARASURAMAN A, 1988, J RETAILING, V64, P12 PARASURAMAN A, 2000, J SERVICE RES, V2, P307 QUALLS WJ, 1989, J MARKETING RES, V26, P179 ROBINSON PJ, 1967, IND BUYING CREATIVE SAMLI AC, 1988, ACAD MARKETING SCI, V16, P19 SAXENA S, 2003, OUTSOURCEMETHODS MAR SHETH J, 1973, J MARKETING, V37, P50 SHETH JN, 1996, J BUSINESS IND MARKE, V11, P7 SPEKMAN RE, 1986, EUR J MARKETING, V20, P50 TIKKANEN H, 2000, IND MARKET MANAG, V29, P373 WARE LC, 2003, CIO COM SEP WEBSTER FE, 1972, J MARKETING, V36, P12 ZEITHAML VA, 1981, MARKETING SERVICES, P186 ZEITHAML VA, 2000, SERVICES MARKETING I, P31 NR 32 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2004 VL 28 IS 1 BP 118 EP 127 PG 10 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 853DQ UT ISI:000223807100008 ER PT J AU Srivastava, NV Mookerjee, A TI Determinants of brand equity for banking business application software products SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE brand equity; high-tech brands; trust; software branding; banking products ID BUYER-SELLER RELATIONSHIPS; INDUSTRIAL-MARKETS; TRUST; ATTITUDE AB The research on brand equity has focused primarily on consumer goods and, lately, services. However there have been few attempts to explore brand equity for high tech industrial products. The drivers of brand equity for high-tech industrial products (where technology embedded within a product has traditionally assumed a higher profile) is likely to affect the purchase at various stages in the process. This study explored the determinants of brand equity for banking business application software products using semi-structured interview format. The key determinants of brand equity were identified as perceived value and trust. The drivers of perceived value were identified as performance indicators and tangibles, and the drivers of trust as credibility of company, market acceptance of the product and reputation of alliance partners. C1 Management Dev Inst, Gurgaon 122001, India. RP Srivastava, NV, Management Dev Inst, Gurgaon 122001, India. EM fpm2k_nidhi_v@mdi.ac.in amookerjee@mdi.ac.in CR AAKER DA, 1991, MANAGING BRAND EQUIT AAKER DA, 1996, CALIF MANAGE REV, V38, P102 AAKER DA, 2001, J MARKETING RES, V38, P485 ALBA JW, 1987, J CONSUM RES, V13, P411 AMBLER T, 1997, MANAGE DECIS, V35, P283 ANDERSON JC, 1990, J MARKETING, V54, P42 ANDERSON JC, 1990, MARKET SCI, V8, P310 BECKWITH NE, 1975, J MARKETING RES, V12, P265 BERRY LL, 2000, J ACAD MARKET SCI, V28, P128 BLACKSTON M, 1992, J ADVERTISING RES, V32, P79 COLLINS L, 1977, EUR J MARKETING, V11, P340 COWLES DL, 1997, MANAGE DECIS, V35, P273 DONEY PM, 1997, J MARKETING, V61, P35 FAIRCLOTH JB, 2001, J MARKETING SUM, P61 FOGG BJ, 1999, ELEMENTS COMPUTER CR GANESAN S, 1994, J MARKETING, V58, P1 GORDON GL, 1993, J PRODUCT BRAND MANA, V2, P4 HAGUE P, 1994, POWER IND BRANDS EFF HERBIG P, 1997, PRICING STRATEGY PRA, V5, P25 HUTTON JG, 1997, J PRODUCT BRAND MANA, V6, P428 KAMAKURA WA, 1993, INT J RES MARK, V10, P9 KELLER KL, 1993, J MARKETING, V57, P1 KELLER KL, 1998, STRATEGIC BRAND MANA KRUEGER RA, 2000, FOCUS GROUPS PRACTIC KUMAR N, 1995, J MARKETING RES, V32, P348 LUTHESSER L, 1988, C SUMM MARK SCI I CA MARTIN GS, 1990, MARKETING THEORY APP, V2 MELDRUM MJ, 1995, EUR J MARKETING, V29, P45 MILLIMAN RE, 1988, J PERSONAL SELLING S, V8, P1 MORGAN RM, 1994, J MARKETING, V58, P20 MUDAMBI SM, 1997, IND MARKET MANAG, V26, P433 PARK CS, 1994, J MARKETING RES, V31, P271 PEARCE WB, 1974, SPEECH MONOGR, V41, P236 PLANK RE, 1999, J PERSONAL SELLING S, V19, P61 POPPER ET, 1992, IND MARKET MANAG, V21, P23 SHIPLEY D, 1993, IND MARKET MANAG, V22, P59 STRUB PJ, 1976, SOCIOL FOCUS, V9, P399 SWAN JE, 1987, ADV BUSINESS MARKETI, V2, P81 YOO B, 2000, J ACAD MARKET SCI, V28, P195 YOUNG LC, 1989, EUR J MARKETING, V23, P109 ZAJAS J, 1995, J PRODUCT BRAND MANA, V4, P56 NR 41 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2004 VL 28 IS 1 BP 128 EP 138 PG 11 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 853DQ UT ISI:000223807100009 ER PT J AU Simmons, LC TI An exploratory analysis of software piracy using cross-cultural data SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE piracy; cross-cultural; long term orientation; power distance; individualism-collectivism; intellectual property theft; attitude towards piracy; shame and guilt AB This study examines three cultural predictors of attitude towards software piracy, Long Term Orientation, Power Distance and Individualism-Collectivism. About 80 University students in each of five countries, Australia, Hong Kong, Singapore, Taiwan and USA were surveyed on their attitude towards piracy and their level of the three constructs. The data shows that the three constructs are significant predictors of attitude towards piracy. Long Term Orientation is shown to be a strong predictor. C1 Tuskegee Univ, Coll Business & Informat Syst, Tuskegee, AL 36088 USA. RP Simmons, LC, Tuskegee Univ, Coll Business & Informat Syst, Chambliss House, Tuskegee, AL 36088 USA. EM Lsimmons@tuskegee.edu CR 1995, IMPACT SOFTWARE PIRA 1998, GLOBAL SOFTWARE PIRA *BSA, 2000, GLOB PIR STUDY ALFORD WP, 1995, STEAL BOOK IS ELEGAN CACIOPPO JT, 1982, J PERS SOC PSYCHOL, V42, P116 GLASS RS, 1996, J BUS ETHICS, V15, P1189 HIGHLAND HJ, 1984, PROTECTING YOUR MICR HOFSTEDE G, 1984, CULTURES CONSEQUENCE HOFSTEDE G, 1991, CULTURES ORG SOFTWAR HOFSTEDE G, 2001, CULTURES CONSEQUENCE JANDT FE, 1998, INTERCULTURAL ED INT KRISTOF N, 1994, CHINA WAKES LU L, 1999, J BUS ETHICS, V13, P849 NOESJIRWAN J, HDEB INT INTERCULTUR RYAN M, 1998, KNOWLEDGE DIPLOMACY SIMMONS L, 1999, THESIS SIMMONS L, 2002, ADV CONSUMER RES SIMMONS LC, 1996, ADV CONSUM RES, V23, P92 SWINYARD W, 1990, J BUSINESS ETHICS, V9 SWINYARD WR, 1989, J BUS ETHICS, V8, P289 TANGNEY JP, 1995, AM BEHAV SCI, V38, P1132 TINGTOOMEY, 1992, CTR INT COMMUNICATIO VOGEL EF, 1991, 4 LITTLE DRAGONS WATT R, 2000, COYPRIGHT EC THEORY XIN K, 1997, ACAD MANAGE J, V39, P1641 NR 25 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2004 VL 28 IS 1 BP 139 EP 148 PG 10 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 853DQ UT ISI:000223807100010 ER PT J AU Matt, M Wolff, S TI Incentives, coordination and learning in government-sponsored vs. spontaneous inter-firm research cooperation SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE inter-firm technological alliance; R&D government programme; subsidised vs. spontaneous research agreement; inter-organisational learning; incentives; coordination mechanisms; dynamics of agreement ID RESEARCH-AND-DEVELOPMENT; DEVELOPMENT CONSORTIA; INDUSTRY; PRIVATE; PARTNERSHIPS; GOVERNANCE; AGREEMENTS; EVOLUTION; ECONOMICS; MARKETS AB Our paper is a primary attempt at characterising two types of inter-firm agreements from a micro-analytical perspective: publicly funded collaborations stimulated by research and development government programmes vs. spontaneous, privately funded joint research projects. Using a three-dimensional grid in terms of incentives, coordination and learning, we Suggest that the two organisational modes show rather contrasted features: government-sponsored agreements generally concern peripheral activities, submit to predefined coordination rules and favour exploratory, unilateral learning, whereas spontaneous alliances focus on more critical activities, create their own operating rules and may - sometimes - activate an interactive learning which generates valuable, collective, specific assets. These two idealised collaborative patterns also lead to different evolution scenarios, the former being more stable than the latter in the short run, but also less persistent in the long run in case of success. The theoretical propositions are illustrated through two case studies in the emerging, fuel-cell technology. C1 Univ Strasbourg 1, BETA, F-67085 Strasbourg, France. RP Matt, M, Univ Strasbourg 1, BETA, 61,Ave Foret Noire, F-67085 Strasbourg, France. EM matt@cournot.u-strasbg.fr CR 1991, ORG SCI, V2, P71 ANCORI B, 2000, IND CORP CHANGE, V9, P255 AOKI M, 1988, INFORMATION INCENTIV ARGYRIS C, 1978, ORG LEARNING THEORY ARROW KJ, 1962, REV ECON STUD, V29, P155 AVADIKYAN A, 2001, RES POLICY, V30, P1443 BACH L, 1995, SCIENTOMETRICS, V34, P325 BOZEMAN B, 2001, J TECHNOLOGY TRANSFE, V26, P385 BURETH A, 1997, J ECON BEHAV ORGAN, V32, P519 BUTLER R, 1983, J MANAGE STUD, V20, P213 CHILD J, 1997, P EMOT PROGR C STRES, P11 CIBORRA CU, 1991, STRATEGIC PARTNERSHI COEHNDET P, 1998, P DRUID C COP 9 11 J COHENDET P, 2000, NEW DIRECTIONS EC ST DAVID PA, 2000, RES POLICY, V29, P497 DOSI G, 1988, J ECON LIT, V26, P1120 DOZ YL, 1996, STRATEGIC MANAGE J, V17, P55 DOZ YL, 2000, STRATEGIC MANAGE J, V21, P239 HAGEDOORN J, 1993, J COMMON MARK STUD, V31, P373 HAGEDOORN J, 2000, RES POLICY, V29, P567 HAM RM, 1998, RES POLICY, V26, P661 LUNDVALL BA, 1988, TECHNICAL CHANGE EC, P349 MALERBA F, 1992, ECON J, V102, P845 MOWERY DC, 1998, ISSUES SCI TECHNOL, V15, P37 NELSON RR, 1982, EVOLUTIONARY THEORY OLK P, 1997, STRATEGIC MANAGE J, V18, P855 OUCHI WG, 1980, ADM SCI Q, V25, P129 PALAY TM, 1984, J LEGAL STUD, V13, P265 PICARD P, 1988, MELANGES EC, P315 PRAHALAD CK, 1990, HARVARD BUS REV, V68, P79 RING PS, 1994, ACAD MANAGE REV, V19, P90 ROSENBERG N, 1982, INSIDE BLACK BOX SAKAKIBARA M, 1997, RES POLICY, V26, P447 SAKAKIBARA M, 1997, STRATEGIC MANAGE J, V18, P143 VONORTAS NS, 1997, RES POLICY, V26, P577 WILLIAMSON OE, 1979, J LAW ECON, V22, P233 WILLIAMSON OE, 1989, HDB IND ORG, V1, P136 WOLFF S, 1992, THESIS U L PASTEUR S NR 38 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2004 VL 27 IS 8 BP 694 EP 711 PG 18 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 851YN UT ISI:000223722500002 ER PT J AU Kastelli, I Caloghirou, Y Ioannides, S TI Cooperative R&D as a means for knowledge creation. Experience from European publicly funded partnerships SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE R&D cooperation; organisational knowledge creation; absorptive capability ID CAPABILITIES; ALLIANCES AB This paper explores the performance of cooperative R&D agreements in terms of organisational knowledge creation. A unique dataset of subsidised cooperative R&D agreements is used to provide evidence on the relationship between the benefits from undertaking research cooperation and a set of factors that describe technological and organisational capabilities of firms and constraints arising in the context of cooperation. Findings point to an enhanced notion of absorptive capability as an enabling condition for effective exploitation of firm's involvement in RD cooperation. C1 Natl Tech Univ Athens, Dept Chem Engn, Lab Ind & Energy Econ, Athens 15780, Greece. Panteion Univ, Dept Polit Sci & Hist, Athens, Greece. RP Kastelli, I, Natl Tech Univ Athens, Dept Chem Engn, Lab Ind & Energy Econ, Heroon Polytechniou 9, Athens 15780, Greece. EM iokast@chemeng.ntua.gr CR 1999, REV EC IND, V88, P23 *EAEPE, EAEPE C 2000 BERL *IDATE, EUR PROJ STEP TO RJV BRUNER R, 1998, EUROPEAN MANAGEMENT, V16, P136 CALOGHIROU Y, SCI TECHNOLOGY POLIC CALOGHIROU Y, 2004, TECHNOVATION, V24, P29 CARACA J, 1994, FUTURES, V26, P781 CIBORRA C, 1991, STRATEGIC PARTNERSHI COHEN WM, 1990, ADMIN SCI QUART, V35, P128 COHENDET P, 1999, REV EC IND, V88, P211 FORAY D, 1997, SYSTEMS INNOVATION T, P64 FRANSMAN M, 1994, IND CORP CHANGE, V3, P713 HAGEDOORN J, 1997, 297016 MERIT HAIR JF, 1998, MULTIVARIATE DATA AN HAKANSSON H, 1987, IND TECHNOLOGICAL DE INKPEN A, 1998, EUROPEAN MANAGEMENT, V16, P223 KHANNA T, 1998, STRATEGIC MANAGE J, V19, P193 KIM JH, 1999, SMART MATER STRUCT, V8, P1 KOGUT B, 1988, STRATEGIC MANAGEMENT, V9, P312 KOGUT B, 1992, ORGAN SCI, V3, P383 LLERENA P, 1997, EC CONNAISSANCE ORG, P356 MOWERY DC, 1996, STRATEGIC MANAGE J, V17, P77 NELSON R, 1991, STRATEGIC MANAGEMENT, V14, P61 NONAKA I, 1994, ORGAN SCI, V5, P14 NONAKA I, 1995, KNOWLEDGE CREATING C NONAKA I, 1998, CALIF MANAGE REV, V40, P40 NONAKA I, 2000, IND CORP CHANGE, V9, P1 PENROSE E, 1959, THEORY GROWTH FIRM POLANYI M, 1958, PERSONAL KNOWLEDGE POLANYI M, 1966, TACIT DIMENSION TEECE D, 1990, 908 CCC U BERK THOMPSON B, 1984, CANONICAL CORRELATIO WILLIAMSON O, 1985, EC I CAPITALISM NR 33 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2004 VL 27 IS 8 BP 712 EP 730 PG 19 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 851YN UT ISI:000223722500003 ER PT J AU Nakamura, A Nakamura, M TI Firm performance, knowledge transfer and international joint ventures SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE multinational firms; joint ventures in Japan; productivity; technology; Japanese fit-in performance ID MODELS; JAPAN AB Management and protection of proprietary intangible assets such as technology and management skills is important for firms considering international expansion via joint ventures. Joint venture partners have incentives to appropriate intangible property. Also many governments have instituted policies to help domestic firms maximise technology spillovers. Some require foreign firms interested in selling in domestic markets to enter into arrangements that ensure the flow of technology from the foreign firms. This gives the host country partners an advantage over their foreign counterparts when it comes to sharing intangible assets. It is often asserted that these sorts of host country advantages contribute to better economic growth for that Country and the domestic firms involved in the international joint ventures. However, there is little empirical evidence on this. We present empirical evidence that transfer of intangible assets from foreign to host country partners contributes to the performance of the host country partner firms. C1 Univ British Columbia, Fac Commerce & Business Adm, Vancouver, BC V6T 1Z2, Canada. Univ Alberta, Sch Business, Edmonton, AB T6G 2R6, Canada. RP Nakamura, A, Univ British Columbia, Fac Commerce & Business Adm, Vancouver, BC V6T 1Z2, Canada. EM alice.nakamura@ualberta.ca masao@pacific.commerce.ubc.ca CR *US DEP COMM BUR E, 2002, TECHN TRANSF CHIN AMAND BN, 2000, STRATEGIC MANAGEMENT, V21, P295 AMEMIYA T, 1985, ADV ECONOMETRICS ARROW KJ, 1962, REV ECON STUD, V29, P155 BARKEMA HG, 1997, ACAD MANAGE J, V40, P426 BARKER JL, 1998, PERSPECT DEV NEUROBI, V4, P1 DANIELS JD, 1998, INT BUS ENV OPERATIO, CH14 DIEWERT WE, 1992, B ECON RES, V44, P163 DIEWERT WE, 1992, J PROD ANAL, V3, P211 DIEWERT WE, 2003, HDB ECONOMETRICS, V6 DYER JH, 1998, ACAD MANAGE REV, V23, P660 GULATI R, 1995, ADMIN SCI QUART, V40, P619 HAGEDOORN J, 2001, STRAT MAN SOC SAN FR HECKMAN JJ, 1979, ECONOMETRICA, V47, P153 HECKMAN JJ, 1981, STUDIES LABOR MARKET HENNART JF, 1996, 953 CARN BOSCH I KEIZAI T, OVERSEAS INVESTMENTS NAKAJIMA T, 1998, JAPANESE EC REV, V49, P310 NAKAMURA A, 1985, 2 PAYCHECK SOCIO EC NAKAMURA A, 1985, J ECONOMETRICS, V27, P273 NAKAMURA M, 1991, MANAGERIAL DECISION, V12, P103 NAKAMURA M, 1996, INT J IND ORGAN, V14, P521 NAKAMURA M, 1998, INT J IND ORGAN, V16, P571 NAKAMURA M, 2001, JAPANESE BUSINESS EC NELSON RR, 1982, EVOLUTIONARY THEORY OSTER SM, 1992, MODERN COMPETITIVE A POWELL WW, 1996, ADMIN SCI QUART, V41, P116 SOLOW RM, 1997, LEARNING LEARNING DO NR 28 TC 1 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2004 VL 27 IS 8 BP 731 EP 746 PG 16 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 851YN UT ISI:000223722500004 ER PT J AU Breschi, S TI Unveiling the texture of a European research area: emergence of oligarchic networks under EU Framework Programmes SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE R&D network; technology alliances; European Framework Programmes AB The paper provides a contribution to the recent debate about targets and effectiveness of network policies at the EU level, by presenting an analysis of the R&D network that has emerged over Framework Programmes. Social network analysis is employed to describe structural properties and dynamics of the emerging network, which appears to be dense and pervasive, branching around a large 'oligarchic core', whose centrality and connectivity strengthened over programmes. The paper discusses the degree to which this network structure may respond to EU broad policy objectives and its implications for recent programmes aimed at shaping a European Research Area. Attention is placed on the late focus by European institutions on networking centres of excellence. Since future initiatives are to build on the existing fabric, we argue that understanding how networks formed and evolved following previous stimuli is of great relevance for implementing and assessing the impact of the newly defined network approach. C1 Univ L Bocconi, Ctr Res Innovat & Internationalizat, I-20136 Milan, Italy. Univ Insubria, Dept Econ, I-21100 Varese, Italy. RP Breschi, S, Univ L Bocconi, Ctr Res Innovat & Internationalizat, Via Sarfatti 25, I-20136 Milan, Italy. EM stefano.breschi@uni-bocconi.it CR *AC EUR, 2000, EUR RES AR RESP COMM *BUND DTSCH IND, 2000, BDI POS PAP COMM COM *COMM REG, 2000, OP COMM COMM ENT EUR *CPMR, 2000, TECHN NOT EUR COMM C *EC SOC COMM, 2000, OP COMM COMM COUNC E *EUR COMM LEG AFF, 2000, OP COMM COMM ENT EUR *EUR COMM, 1994, EUR REP SCI TECHN IN *EUR COMM, 2000, EUR RES AR *EUR COMM, 2000, MAK REAL EUR RES AR *EUR SCI FDN, 2000, RESP COMM COMM EUR C ALBERT R, 1999, NATURE, V401, P130 ALBERT R, 2000, NATURE, V406, P378 ANTS M, 1997, EC EUROPEAN UNION PO BARABASI AL, 1999, SCIENCE, V286, P509 BARABASI AL, 2001, PHYSICA A, V311, P590 GARCIAFONTES W, 1999, ORG INNOVATION EUROP MERTON RK, 1968, SCIENCE, V159, P56 NEWMAN MEJ, 2001, CLUSTERING PREFERENT NEWMAN MEJ, 2001, RANDOM GRAPHS ARBITR PETERSON J, 1998, TECHNOLOGY POLICY EU WATTS DJ, 1998, NATURE, V393, P440 NR 21 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2004 VL 27 IS 8 BP 747 EP 772 PG 26 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 851YN UT ISI:000223722500005 ER PT J AU Constantelou, A Tsakanikas, A Caloghirou, Y TI Inter-country technological linkages in European Framework Programmes: a spur to European integration? SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE collaborative R&D; European cohesion; technological partnerships; European Framework Programmes ID COHESION AB The paper alludes an enhanced interpretation to the 'cohesion' objective of the European Union and addresses the question of whether the European Framework Programmes for Research and Technological Development have prompted the intermingling of research teams from countries in a way that abolishes the traditional boundaries between the more advantaged European north and the less advantaged south. Drawing upon a unique database of 9,335 collaborative research ventures covering 64 major programmes over a 15-year period (1984-1998), the paper presents the linkages established among different actors (firms, Universities, and Research Institutes) and seeks to identify the existence of a systematic pattern in the formation of the collaborative consortia at the national level. The analysis unveils a picture of significant collaborative activity among clusters of neighbouring countries that are found in a similar state of economic and technological development and observes that actors from neighbouring countries tend to collaborate more often. C1 Univ Aegean, Sch Managemnet Sci, Dept Financial & Management Engn, Chios 82100, Greece. Fdn Econ & Ind Res, Athens 11742, Greece. Natl Tech Univ Athens, Dept Chem Engn, Lab Ind & Energy Econ, Athens 15780, Greece. RP Constantelou, A, Univ Aegean, Sch Managemnet Sci, Dept Financial & Management Engn, 31 Fostini Str, Chios 82100, Greece. EM a.kostantelou@fme.aegean.fr atsakanikas@iobe.gr Y.Caloghirou@ntua.gr CR *EUR COMM, 1996, 1 REP EC SOC COH *EUR COMM, 1997, EUR REP SCI TECHN IN CLARYSSE B, 2001, RES POLICY, V30, P275 GAMBARDELLA A, 1995, EC INNOVATION TECHNO, V4, P123 GUSMAO R, 2001, TECHNOL SOC, V23, P383 LAREDO P, 1998, RES POLICY, V27, P589 PETERSON J, 1998, EUROPEAN UNION SERIE RODRIGUEZPOSE A, 2001, PAP REG SCI, V80, P275 SHARP M, 1998, RES POLICY, V27, P569 NR 9 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2004 VL 27 IS 8 BP 773 EP 790 PG 18 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 851YN UT ISI:000223722500006 ER PT J AU Mytelka, LK TI Clustering, long distance partnerships and the SME: a study of the French biotechnology sector SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE cluster; innovation system; SME; biotechnology; France; knowledge flows; R&D partnerships; strategic alliance ID PATTERNS; TRENDS AB This paper examines the relationship between Clustering and long distance partnering from the perspective of evolutionary economics and the innovation systems literature. Specifically, it brings into this framework business and management approaches and regional economic theories to analyse the preference for colocation in clusters and the extensiveness and degree of complementarity or substitutability between long distance and local partnerships pursued by small and medium-sized enterprises (SMEs) in the biotechnology sector. The study covers the partnering activity of 25 dedicated biotechnology SMEs located in six clusters on the periphery of France. C1 UNU, INTECH, NL-6211 TC Maastricht, Netherlands. RP Mytelka, LK, UNU, INTECH, Keizer Karelpl 19, NL-6211 TC Maastricht, Netherlands. EM Mytelka@INTECH.UNU.EDU CR *OST, 2000, SCI TECHN IND *UK, 1999, BIOT CLUST ANCORI B, 2000, IND CORP CHANGE, V9, P255 AUTANTBERNARD C, 2001, RES POLICY, V30, P1069 CANTWELL J, 2000, IND CORP CHANGE, V9, P21 CHANDLER A, 1990, SCALE SCOPE DYNAMICS ERNST, 2001, LIFE SCI FRANCE 2001 FREEMAN C, 1992, NATL SYSTEMS INNOVAT GRANSRAND O, 1992, TECHNOLOGY MANAGEMEN HAGEDOORN J, 1995, RES POLICY, V24, P207 HAGEDOORN J, 2001, STRATEGIC ENTREPRENE, P223 HAGEDOORN J, 2002, RES POLICY, V31, P477 HOOD N, 2000, GLOBALIZATION MULTIN KLINE SJ, 1986, POSITIVE SUM STRATEG, P275 LUNDVALL BA, 1988, TECHNICAL CHANGE EC, P349 MALERBA F, 1996, IND CORP CHANGE, V5, P51 MALERBA F, 1999, DRUID M REB 9 12 JUN MASKELL P, 1999, CAMBRIDGE J ECON, V23, P167 MASKELL P, 2001, DRUID SUMM C AALB 12 METCALFE S, 1997, TECHNOLOGY GLOBALISA, P268 MYTELKA LK, 1999, PRIVAT AUTHORITY INT, P129 MYTELKA LK, 2000, 2005 UNUINTECH MYTELKA LK, 2000, IND INNOVATION, V7, P15 NELSON R, 1982, EVOLUTIONARY THEORY ORSENIGO L, 2001, RES POLICY, V30, P485 PYKA A, 2001, INNOVATION NETWORKS SAVIOTTI PP, 1998, BIOTECHNOLOGY COMPET, P19 SAXENIAN A, 1994, REGIONAL ADV COMPETI SCHUMPETER JA, 1934, THEROY EC DEV T SEGAL, 2000, CAMBRIDGE PHENOMENON SENKER J, 1997, TECHNOL ANAL STRATEG, V9, P35 SMITH K, 1999, DRUID C NAT INN SYST STORPER M, 1995, EUROPEAN URBAN REGIO, V2, P191 VAVAKOVA B, 2001, SCI NATION PARADOXES VONORTAS NS, 1997, RES POLICY, V26, P577 NR 35 TC 1 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2004 VL 27 IS 8 BP 791 EP 808 PG 18 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 851YN UT ISI:000223722500007 ER PT J AU de la Mothe, J Mallory, G TI Local knowledge and the strategy of constructing advantage: the role of community alliances SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE innovation; local knowledge; communities; alliances; constructing advantage AB Economic growth is local. Communities drive the prosperity of nations. They attract and retain foreign direct investment and creative, talented, people. Institutions are key, from government labs, firms (small and large), universities, agencies providing community services - including safe schools, health services, athletic facilities such as running and biking tracks - and so on. This paper takes these observations, moves conceptually beyond Ricardian 'comparative advantage' and neo-Porterian 'competitive advantage' and - using new information from a number of cities - develops the notion of 'constructed advantage'. C1 Univ Ottawa, Sch Management, PRIME, Ottawa, ON K1N 6N5, Canada. Univ Coll London, London, England. Open Univ, Sch Business, Ctr Strategy & Mkt, Milton Keynes, Bucks, England. RP de la Mothe, J, Univ Ottawa, Sch Management, PRIME, Ottawa, ON K1N 6N5, Canada. EM John.delamothe1@sympatico.ca G.R.Mallory@open.ac.uk CR ACS Z, 1990, INNOVATION SMALL MED ACS Z, 2000, CONTINUUM ACS Z, 2000, INNOVATION SMALL MED BEST M, 1990, NEW COMPETITION BLUESTONE B, 1982, DEINDUSTRIALIZATION CARLSSON B, 2002, TECHNOLOGY SYSTEMS B DELAMOTHE J, 1990, SCI TECHNOLOGY FREE DELAMOTHE J, 1998, INFORMATION INNOVATI DELAMOTHE J, 2000, SOCIAL EC DYNAMICS B DELAMOTHE J, 2001, KNOWLEDGE MANAGEMENT DELAMOTHE J, 2002, NETWORKS ALLIANCES P DELAMOTHE J, 2002, SCI TECHNOLOGY GOVER KRUGMAN P, 1995, POP INTERNATIONALISM MARSHALL A, 1906, PRINCIPLES EC NELSON R, 1982, EC THEORY TECHNICAL PAVITT K, 1986, TECHNOLOGICAL INNOVA PORTER M, 1990, COMPETITIVE ADVANTAG RYECROFT R, 1999, COMPLEXITY CHALLENGE SABEL C, 1990, 2 IND DIVIDE TEECE D, 1990, SCI TECHNOLOGY FREE NR 20 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2004 VL 27 IS 8 BP 809 EP 820 PG 12 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 851YN UT ISI:000223722500008 ER PT J AU de Pablos, PO TI The nurture of knowledge-based resources through the design of an architecture of human resource management systems: implications for strategic management SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE human resources management systems; knowledge stocks; organisational competitiveness; organisational learning ID SUSTAINED COMPETITIVE ADVANTAGE; FIRM; VIEW AB This paper draws upon four perspectives (resource-based view of the firm, knowledge management view of the firm, organisational learning and human resources management) to develop a framework for analysing the building of a firm's sustained competitive advantage. Research on the resource-based view of the firm has explored the features of firm's strategic resources. It suggests that resources that are rare, valuable, scarce, non imitable and non substitutable provide a source of sustainable competitive advantage. According to the knowledge-based view of the firm, organisational knowledge is an intangible resource that meets the above stated conditions. However these views of the firm have not explained how these strategic resources are created. Thus, in order to develop a holistic model that pushes forward this issue, serious attention must be focused now on the literature on human resource management and organisational learning. C1 Univ Oviedo, Dept Business Adm, Fac Econ, E-33071 Oviedo, Asturias, Spain. RP de Pablos, PO, Univ Oviedo, Dept Business Adm, Fac Econ, Avda Cristo S-N, E-33071 Oviedo, Asturias, Spain. EM patriop@uniovi.es CR AMIT R, 1993, STRATEGIC MANAGE J, V14, P33 BARNEY J, 1991, J MANAGE, V17, P99 BONTIS N, 2000, J INTELLECTUAL CAPIT, V1, P85 CHIN WW, 1998, MODERN METHODS BUSIN COLLIS DJ, 1995, HARVARD BUSINESS JUL, P118 CROSSAN MM, 1999, ACAD MANAGE REV, V24, P522 DEPABLOS PO, 2001, WORLD C INT CAP READ DEPABLOS PO, 2002, J INTELLECTUAL CAPIT, V3, P287 DEPABLOS PO, 2002, J KNOWLEDGE MANAGEME, V6, P52 DIERICKX I, 1989, MANAGE SCI, V35, P1504 FORNELL C, 1981, J MARKETING RES, V18, P39 HAMEL G, 1994, COMPETING FUTURE HULLAND J, 1999, STRATEGIC MANAGE J, V20, P195 ITAMI H, 1987, MOBILIZING INVISIBLE LADO AA, 1994, ACAD MANAGE REV, V19, P699 LEI D, 1995, J MANAGE, V21, P835 LEPAK DP, 1999, ACAD MANAGE REV, V24, P31 LIPPMAN S, 1992, BELL J ECON, V13, P418 MILES RE, 1984, ORGAN DYN, V13, P36 MONTGOMERY CA, 1995, RESOURCE BASED EVOLU NONAKA I, 1995, KNOWLEDGE CREATING C PETERAF MA, 1993, STRATEGIC MANAGE J, V14, P179 REED R, 1990, ACAD MANAGE REV, V15, P88 RUMELT RP, 1984, COMPETITIVE STRATEGI, P556 TSUI AS, 1987, HUMAN RESOURCE MANAG, V26, P109 WERNERFELT B, 1984, STRATEGIC MANAGE J, V5, P171 WRIGHT PM, 1992, J MANAGE, V18, P295 WRIGHT PM, 1998, HUMAN RESOURCE PLANN, V21, P56 NR 28 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2004 VL 27 IS 6-7 BP 533 EP 543 PG 11 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 848QK UT ISI:000223482000003 ER PT J AU Bart, C TI Innovation, mission statements and learning SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE mission; vision; innovation; learning; implementation ID FIRMS AB In the current study, we surveyed 339 firms to determine the linkages among firm innovativeness, company mission, employee commitment and selected organisational learning practices. Our results demonstrated that significant relationships do indeed exist between the variables studied. The results suggest especially the kinds of practices that company executives need to follow if they are serious about getting the maximum benefits that their mission statements have to offer in terms of enhanced innovativeness. The findings also indicate that mission statements, without appropriate learning on the part of employees, may be just a waste of valuable management time. C1 McMaster Univ, DeGrote Sch Business, Hamilton, ON L8S 4M4, Canada. RP Bart, C, McMaster Univ, DeGrote Sch Business, Hamilton, ON L8S 4M4, Canada. EM bartck@mcmaster.ca CR *BAIN CO, 1994, MAN TOOLS TECHN EX G *OECD, 1996, OSL MAN, P10 BART CK, 1986, J BUSINESS VENTURING, V8, P341 BART CK, 1991, J PROD INNOVAT MANAG, V18, P4 BART CK, 1996, J HIGH TECHNOLOGY MA, V7, P209 BART CK, 1997, BUSINESS HORIZON NOV, P9 BART CK, 1997, IND MARKET MANAG, V26, P371 BART CK, 1998, INT J TECHNOL MANAGE, V16, P64 BART CK, 1999, HEALTH CARE MANAGE R, V24, P18 BART CK, 2000, HEALTH CARE MANAGE R, V25, P45 BARTLETT W, 1996, INT J HEALTH PLAN M, V11, P3 BOWER JL, 1970, MANAGING RESOURCE AL BURNS T, 1961, MANAGEMENT INNOVATIO CAMPBELL A, 1991, LONG RANGE PLANN, V24, P10 CAMPBELL, 1989, LEADERSHIP ORG DEV, V3 CHANDLER AD, 1962, STRATEGY STRUCTURE C COLLINS JC, 1991, CALIFORNIA MANAG FAL DAVID FR, 1989, LONG RANGE PLANN, V22, P90 DEUTSCHMAN A, 1994, FORTUNE 1017, P197 DUNCAN R, 1976, MANAGEMENT ORG DESIG, V1, P176 GALBRAITH JR, 1986, STRATEGY IMPLEMENTAT IRELAND RD, 1992, BUS HORIZONS, V35, P34 JAVIDAN M, 1991, LONG RANGE PLANNING, V24 KLEMM M, 1991, LONG RANGE PLANN, V24, P73 LAWRENCE P, 1967, ORG ENV MANAGING DIF NEWMAN WH, 1971, J BUSINES POLICY, V2, P56 PEARCE JA, 1987, ACADEMY MANAGEMENT E, V1, P109 RUMELT RP, 1974, STRATEGY STRUCTURE E THOMPSON AA, 1996, STRATEGIC MANAGEMENT WRIGLEY L, 1970, DIVISIONAL AUTONOMY NR 30 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2004 VL 27 IS 6-7 BP 544 EP 561 PG 18 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 848QK UT ISI:000223482000004 ER PT J AU Bueno, E de Pablos, PO Sanchez, MPS TI Towards an integrative model of business, knowledge and organisational learning processes SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE business processes; competencies; competitive advantage; knowledge processes; organisational learning; resources and capabilities; strategic knowledge management ID RESOURCE-BASED VIEW; COMPETITIVE ADVANTAGE; FIRM AB The aim of the research is to design a model for the analysis of the conceptual relationships between business processes and the respective knowledge processes that explain the critical intangible resources and the essential capabilities for organisational achievement. Learning processes are included in the model considering their role in the assimilation and dissemination of knowledge and in the improvement of business processes. In sum, this paper presents a theoretical and conceptual proposal that has been tested empirically in four Spanish companies of the automotive sector, financial sector, electricity sector, and technological sector. C1 Univ Autonoma Madrid, Fac Econ, E-28049 Madrid, Spain. Univ Oviedo, Dept Business Adm, Fac Econ, E-33071 Oviedo, Asturias, Spain. Univ Autonoma Madrid, E-28049 Madrid, Spain. RP Bueno, E, Univ Autonoma Madrid, Fac Econ, Ciudad Univ Cantoblanco, E-28049 Madrid, Spain. EM eduardo.bueno@uam.es patriop@uniovi.es maripaz.salmador@uam.es CR *CCI, 2001, EL MOD INT *I UN EUR ESC, 1998, EL MOD INT BARNEY J, 1991, J MANAGE, V17, P99 BONTIS N, 1996, BUSINESS Q SUM, P41 BROOKING A, 1996, INTELLECTUAL CAPITAL CAMPOS EB, 1997, 51 IADE CAMPOS EB, 2003, J KNOWLEGE MANAGEMEN, V7 COLLIS DJ, 1995, HARVARD BUSINESS JUL, P118 CONNER KR, 1996, ORGAN SCI, V7, P477 CROSSAN M, 1995, INT J ORG ANAL, V3, P337 CROSSAN M, 1997, AC MAN 1997 IV WORK DEPABLOS PO, 2001, THESIS U OVIEDO SPAI DEPABLOS PO, 2001, WORLD C INT CAP READ DEPABLOS PO, 2002, J KNOWLEDGE MANAGEME, V6, P52 DIERICKX I, 1989, MANAGE SCI, V35, P1504 DIERICKX I, 1989, MANAGE SCI, V35, P1512 EDVINSSON L, 1997, LONG RANGE PLANN, V30, P366 EISENHARDT KM, 1989, ACAD MANAGE REV, V14, P532 GRANT RM, 1996, ORGAN SCI, V7, P375 HAMEL G, 1994, COMPETING FUTURE LIPPMAN SA, 1982, BELL J ECON, V13, P418 MONTGOMERY CA, 1995, RESOURCE BASED EVOLU NONAKA I, 1994, ORGAN SCI, V5, P14 NONAKA I, 1995, KNOWLEDGE CREATING C PETERAF MA, 1993, STRATEGIC MANAGE J, V14, P179 RUMELT RP, 1984, COMPETITIVE STRATEGI, P556 SALMADOR MP, 2001, THESIS U AUTONOMA MA SVEIBY K, 1997, NEW ORG WEALTH VANDEVEN AH, 1992, STRATEGIC MANAGEMENT, V13, P169 VONKROGH G, 2000, ENABLING KNOWLEGDE C WERNERFELT B, 1984, STRATEGIC MANAGE J, V5, P171 YIN RK, 1989, CASE STUDY RES DESIG ZACK MH, 1999, SLOAN MANAGE REV, V40, P45 NR 33 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2004 VL 27 IS 6-7 BP 562 EP 574 PG 13 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 848QK UT ISI:000223482000005 ER PT J AU Carlucci, D Marr, B Schiuma, G TI The knowledge value chain: how intellectual capital impacts on business performance SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE knowledge management; performance management; intellectual capital; intangible assets; value creation; knowledge assets; knowledge-based view; resource-based view ID COMPETITIVE ADVANTAGE; MANAGEMENT; ASSETS; RESOURCES AB This theoretical paper explores the fundamental issue of how knowledge management initiatives impact business performance. Reflecting on the management literature in the fields of knowledge management and performance management enabled the deduction of four basic assumptions, representing the links of a conceptual cause-and-effect framework - the knowledge value chain. Drawing on the resource-based view and the competence-based view of the firm, the paper identifies strategic, managerial, and operational dimensions of knowledge management. The review of performance management frameworks discusses the role of knowledge management in those models. These reflections allow linking knowledge management with core competencies, strategic processes, business performance, and finally, with value creation. C1 Cranfield Sch Management, Ctr Business Performance, Cranfield MK43 0AL, Beds, England. Univ Basilicata, DAPIT, LIEG, I-85100 Potenza, Italy. Univ Basilicata, DAPIT, LIEG, I-85100 Potenza, Italy. RP Marr, B, Cranfield Sch Management, Ctr Business Performance, Cranfield MK43 0AL, Beds, England. EM cd620ing@unibas.it bernard.marr@cranfield.ac.uk schiuma@unibas.it CR *EUR FDN QUAL MAN, 1999, EFQM EXC MOD AMIT R, 1993, STRATEGIC MANAGE J, V14, P33 ARMISTEAD C, 1999, J KNOWLEDGE MANAGEME, V3, P143 AVERSON P, 1999, BALANCED SCORECARD K BARNEY J, 1991, J MANAGE, V17, P99 BEIJERSE RP, 2000, J KNOWLEDGE MANAGEME, V4, P162 BELLUCCI A, 1997, SVILUPPO ORG, P51 BONTIS N, 1999, EUROPEAN MANAGEMENT, V17, P391 BORGHOFF UM, 1998, INFORMATION TECHNOLO BROOKING A, 1996, INTELLECTUAL CAPITAL CHONG CW, 2000, J INTELLECTUAL CAPIT, V1, P366 COOMBS R, 1997, 2 CRIC UMIST U MANCH DAVENPORT TH, 1998, WORKING KNOWLEDGE OR DRUCKER PF, 1993, POST CAPITALIST SOC EDVINSSON L, 1997, INTELLECTUAL CAPITAL GRANT RM, 1991, CALIFORNIA MANAGEMEN, V33, P14 GRANT RM, 1994, ANAL STRATEGICA GEST GRANT RM, 1998, SVILUPPO ORG SET, P43 HAANES K, 1997, STRATEGY CULTURE STY HALL R, 1993, STRATEGIC MANAGE J, V14, P607 HOLSAPPLE CW, 1997, KNOWLEDGE MANAGEMENT JOHNSON R, 1989, RELEVANCE LOST RISE KAPLAN RS, 1992, HARVARD BUSINESS JAN, P71 KAPLAN RS, 1996, HARVARD BUSINESS JAN, P75 KAPLAN RS, 2000, HARVARD BUSINESS SEP, P167 LEE G, 2000, ED MEASUREMENT ISSUE, V19, P9 LEONARDBARTON D, 1995, WELLSPRINGS KNOWLEDG MALHOTRA Y, 1998, ASIAN STRATEGY LEADE, V6 MARR B, 2001, PERFORMANCE MEASUREM MPHERSON P, 1994, ASLIB P, V46 MUFFATTIO M, 1996, QUADERNI AILG RISORS, P7 NEELY A, 1998, MEASURING BUSINESS P NEELY A, 2002, FINANCIAL TIMES NELSON RR, 1991, STRATEGIC MANAGE J, V12, P61 NONAKA I, 1991, HARVARD BUS REV, V69, P96 NONAKA I, 1995, KNOWLEDGE CREATING C PAGANI D, 1998, SVILUPPO ORG GEN, P75 PENROSE ET, 1959, THEORY GROWTH FIRM PETRASH G, 1996, EUROPEAN MANAGEMENT, V14, P365 PRAHALAD CK, 1990, HARVARD BUS REV, V68, P79 PRAHALAD CK, 1993, HARVARD BUS REV, V71, P75 QUINN JB, 1992, INTELLIGENT ENTERPRI QUINTAS P, 1997, LONG RANGE PLANN, V30, P385 ROOS J, 1997, INTELLECTUAL CAPITAL RUGGLES R, 1998, CALIF MANAGE REV, V40, P80 RUMELT RP, 1994, FOREWORD COMPETENCE SELZNIK P, 1957, LEADERSHIP ADM STALK G, 1992, HARVARD BUSINESS MAR, P57 STEWART TA, 1997, INTELLECTUAL CAPITAL SVEIBY KE, 1997, NEW ORG WEALTH MANAG SVEIBY KE, 2001, J INTELLECTUAL CAPIT, V2, P344 TAPP L, 1997, BUSINESS Q TEECE DJ, 1998, CALIF MANAGE REV, V40, P55 TEECE DJ, 2000, LONG RANGE PLANN, V33, P35 VICKERSKOCH M, 1995, ORG DYNAMICS SUM WIIG KM, 1997, J KNOWLEDGE MANAGEME, V1, P6 WIIG KM, 1997, LONG RANGE PLANN, V30, P399 NR 57 TC 2 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2004 VL 27 IS 6-7 BP 575 EP 590 PG 16 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 848QK UT ISI:000223482000006 ER PT J AU Chauhan, N Bontis, N TI Organisational learning via groupware: a path to discovery or disaster? SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE groupware; organisational learning; intellectual capital; push-pull theory ID KNOWLEDGE AB In order for organisations to keep up with the onslaught of challenges inherent in the knowledge era, they must continuously learn. From a normative perspective, groupware technologies facilitate organisational learning by providing a means of disseminating and codifying organisational knowledge. However, in practice, the potential learning benefits of groupware are rarely achieved. This paper aims to contribute to the fields of organisational learning, innovation and information systems by examining possible reasons for groupware failures, which lead to lost potential learning benefits and thus unsustainable advantage. C1 McMaster Univ, DeGroote Sch Business, Hamilton, ON L8S 4M4, Canada. Univ Penn, Wharton Sch, Philadelphia, PA 19104 USA. RP Bontis, N, McMaster Univ, DeGroote Sch Business, 1280 Main St W,MGD 207, Hamilton, ON L8S 4M4, Canada. EM neel.chauhan.wg05@wharton.upenn.edu nbontis@mcmaster.ca CR ACKERMAN M, 1990, ANSWER GARDEN TOOL G ALSOP S, 1997, FORTUNE, V135, P183 ANDREU R, 1998, INFORMATION TECHNOLO ARGYRIS C, 1999, ORG LEARNING BIKSON TK, 1996, P CSCW 96, P428 BONTIS N, 1996, BUSINESS Q SUM, P40 BONTIS N, 1999, EUROPEAN MANAGEMENT, V17, P391 BONTIS N, 1999, INT J TECHNOL MANAGE, V18, P433 BONTIS N, 1999, THESIS U W ONTARIO L BONTIS N, 2000, J INTELLECTUAL CAPIT, V1, P85 BONTIS N, 2001, INT J MANAG REV, V3, P41 BONTIS N, 2002, J INTELLECTUAL CAPIT, V3, P223 BONTIS N, 2002, J MANAGE STUD, V39, P437 BONTIS N, 2002, WORLD C INTELLECTUAL BOWERS J, 1995, INFORMATION SOC, V11, P189 BUCHANAN B, 1998, CONSEQUENCES GROUPWA CANGELOSI VE, 1965, ADM SCI Q, V10, P175 CHAUHAN N, 1998, ORG LEARNING GROUPWA CHOO C, 2002, STRATEGIC MANAGEMENT CIBBORA C, 1996, GROUPWARE TEAMWORK I CIBORRA C, 1993, TEAMS MARKETS SYSTEM CIBORRA C, 1996, GROUPWARE TEAMWORK I CROSSAN M, 1995, INT J ORG ANAL, V3, P337 CROSSAN MM, 1999, ACAD MANAGE REV, V24, P522 EDVINSSON L, 2002, CORPORATE LONGITUDE FAILLA A, 1996, GROUPWARE TEAMWORK I FIOL CM, 1985, ACAD MANAGE REV, V10, P803 GARVIN DA, 1993, HARVARD BUS REV, V71, P78 GRUDIN J, 1994, COMMUN ACM, V37, P92 HUBER GP, 1990, ACAD MANAGE REV, V15, P47 HUBER GP, 1991, ORGAN SCI, V2, P88 KHOSHAFIAN S, 1995, INTRO GROUPWAVE WORK KOCK N, 1998, INFORM SYST J, V8, P183 MAGALHAES R, 1998, KNOWING ORG MILLER D, 1996, J MANAGE, V22, P485 MINTZBERG H, 1998, STRATEGY SAFARI GUID MUMFORD A, 1992, MANAGE DECIS, V30, P143 MUNKVOLD B, 1998, CHALLENGES IT IMPLEM NEILSON R, 1997, COLLABORATIVE TECHNO NEVIS EC, 1995, SLOAN MANAGEMENT WIN, P73 NONAKA I, 1988, CALIFORNIA MANAGEMEN, V30, P57 NONAKA I, 1991, HARVARD BUSINESS NOV, P96 ORLIKOWSKI W, 1996, INFORMATION SYSTEMS, V7, P23 SIMON H, 1991, ORGAN SCI, V2, P125 STEWART T, 1997, INTELLECTUAL CAPITAL VENKATRAMAN N, 1991, CORPORATION 1990S IT ZMUD RW, 1984, MANAGE SCI, V30, P727 NR 47 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2004 VL 27 IS 6-7 BP 591 EP 610 PG 20 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 848QK UT ISI:000223482000007 ER PT J AU Chauvel, D Despres, C TI Organisational logic in the new age of business: the case example of knowledge management at Valtech SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE knowledge management; knowledge creation; organisational learning; knowledge transfer; case study; ethnography AB Valtech is a Paris-based consulting firm established in 1993 and devoted to e-business technologies. The company was initially structured as a distributor of new information technologies to the French and European market which secondarily provided training in the use of its products. Valtech now positions itself as a pure knowledge-transfer firm which instructs clients in the strategic use and development of cutting-edge electronic technologies. Valtech organised itself according to KM principles in 1993, but only became aware of KM as a formal organising framework in 1998. While the adoption of KM is often `pushed' onto companies by the academic or consulting communities, Valtech pulled itself toward KM organising logics by the New Age of business it defined for itself. The following introduces Valtech and traces its development over nine years. C1 Conservatoire Natl Arts & Metiers, Int Inst Management, F-75003 Paris, France. RP Chauvel, D, Conservatoire Natl Arts & Metiers, Int Inst Management, 2 Rue Conte, F-75003 Paris, France. EM daniele.chauvel@cnam.fr charles.despres@cnam.fr CR 1999, ECHOS 0413 1999, M2 PRESSWIRE 0329 ARGYRIS C, 1978, ORG LEARNING THEORY ARGYRIS C, 1991, HARVARD BUS REV, V69, P99 BONTIS N, 2002, J MANAGE STUD, V39, P437 CHAUVEL D, 2002, J KNOWLEDGE MANAGEME, V6 CROSSAN MM, 1999, ACAD MANAGE REV, V24, P522 KERKA S, 1995, ERIC CLEARINGHOUSE RYDER M, 1997, AM ED RES ASS MARCH SCHENKMAN M, 1994, TOP GERIATR REHABIL, V10, P1 NR 10 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2004 VL 27 IS 6-7 BP 611 EP 627 PG 17 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 848QK UT ISI:000223482000008 ER PT J AU Gonzalez, E Carcaba, A TI Efficiency improvement through learning SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE technical efficiency; knowledge; learning; benchmarking ID RESOURCE-BASED VIEW; X-EFFICIENCY; COMPETITIVE ADVANTAGE; TECHNICAL EFFICIENCY; ABSORPTIVE-CAPACITY; PROPERTY-RIGHTS; INFORMATION; DEA; INEFFICIENCY; PERSPECTIVE AB During the last decade, the measurement of technical efficiency indexes has become a very popular field of research. Recent refinements in estimation tools and techniques have contributed to increase the interest on efficiency analyses. The empirical success of the efficiency literature has been obscured by the lack of a rigorous theory explaining the sources of inefficiency. This paper points to three components of the efficiency indexes as currently estimated: motivation, knowledge, and measurement error. We focus on the knowledge component to propose learning strategies that are based on the similarity between the inefficient firm and the benchmark firm. C1 Univ Oviedo, E-33071 Oviedo, Spain. RP Gonzalez, E, Univ Oviedo, Av Cristo S-N, E-33071 Oviedo, Spain. EM efidalgo@correo.uniovi.es anabel@correo.uniovi.es CR ALCHIAN AA, 1972, AM ECON REV, V62, P777 ALVAREZ AM, 1999, AM J AGR ECON, V81, P894 AMIT R, 1993, STRATEGIC MANAGE J, V14, P33 BARNEY J, 1991, J MANAGE, V17, P99 BOGETOFT P, 1994, MANAGE SCI, V40, P959 BOGETOFT P, 2000, J PROD ANAL, V13, P7 COHEN WM, 1990, ADMIN SCI QUART, V35, P128 DEALESSI L, 1983, AM ECON REV, V73, P64 DEMSETZ H, 1969, J LAW ECON, V12, P1 DIERICKX I, 1989, MANAGE SCI, V35, P1504 DILORENZO TJ, 1981, SO EC J, V48, P116 FARE R, 1978, J ECON THEORY, V19, P150 FARE R, 1994, PRODUCTION FRONTIERS FARRELL MJ, 1957, J ROYAL STATISTICA A, V120, P253 FREI FX, 1999, J PROD ANAL, V11, P275 GONZALEZ SE, 2001, EUR J OPER RES, V133, P512 KOOPMANS TC, 1951, ACTIVITY ANAL PRODUC LANE PJ, 1998, STRATEGIC MANAGE J, V19, P461 LEIBENSTEIN H, 1966, AM ECON REV, V56, P392 LEIBENSTEIN H, 1978, AM ECON REV, V68, P203 LEIBENSTEIN H, 1979, J ECON LIT, V17, P477 LUND M, 1997, FARM MANAGEMENT, V9, P506 MAJUMDAR SK, 1998, STRATEGIC MANAGE J, V19, P809 PARISH R, 1972, ECONOMICA, V39, P301 PETERAF MA, 1993, STRATEGIC MANAGE J, V14, P179 PRIOR D, 2002, 3 OV WORKSH EFF PROD RUSSELL RR, 1985, J ECON THEORY, V35, P109 SEIFORD LM, 1996, J PROD ANAL, V7, P99 STIGLER GJ, 1976, AM ECON REV, V66, P213 WERNERFELT B, 1984, STRATEGIC MANAGE J, V5, P171 ZAHRA SA, 2002, ACAD MANAGE REV, V27, P185 NR 31 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2004 VL 27 IS 6-7 BP 628 EP 638 PG 11 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 848QK UT ISI:000223482000009 ER PT J AU Lepak, DP Marrone, JA Takeuchi, R TI The relativity of HR systems: conceptualising the impact of desired employee contributions and HR philosophy SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE strategic human resource management; HR philosophy; desired employee contributions ID HUMAN-RESOURCE MANAGEMENT; MANUFACTURING PERFORMANCE; INDUSTRIAL-RELATIONS; FIRM PERFORMANCE; PRODUCTIVITY; TURNOVER; STRATEGY; ORGANIZATIONS; ARCHITECTURE; CLIMATE AB In this paper, we offer a framework for conceptualising and investigating the relativity of human resource (HR) systems across organisations and some of the reasons behind this relativity. We do so by extending the behavioural perspective in strategic HR management research and argue that two variables, HR philosophy and desired employee contributions, play an instrumental role in organisational choices regarding the types of HR policies used to manage employees within and across organisations. We propose that the dimensions of desired employee contributions determine which sets of HR policies are feasible while HR philosophy governs the specific choices of HR policies within firms. Future directions and implications are also discussed. C1 Rutgers State Univ, Sch Management & Labor Relat, Piscataway, NJ 08854 USA. Seattle Univ, Albers Sch Business & Econ, Seattle, WA 98122 USA. Hong Kong Univ Sci & Technol, Sch Business & Management, Dept Management & Org, Kowloon, Hong Kong, Peoples R China. RP Lepak, DP, Rutgers State Univ, Sch Management & Labor Relat, 94 Rockafeller Rd, Piscataway, NJ 08854 USA. EM lepak@smlr.rutgers.edu jmarrone@seattleu.edu mnrikit@ust.hk CR ARTHUR JB, 1992, IND LABOR RELAT REV, V45, P488 ARTHUR JB, 1994, ACAD MANAGE J, V37, P670 BAE J, 2000, ACAD MANAGE J, V43, P502 BAIRD L, 1988, ACAD MANAGE REV, V13, P116 BAMBERGER P, 2000, HUMAN RESOURCE STRAT BARNEY J, 1991, J MANAGE, V17, P99 BECKER B, 1996, ACAD MANAGE J, V39, P779 BECKER BE, 1997, HUM RESOURCE MANAGE, V36, P39 CAPPELLI P, 1992, RES FRONTIERS IND RE, P165 CHADWICK C, 1999, RES PERS HUM RES MAN, P1 CHILD J, 1997, ORGAN STUD, V18, P43 COFF RW, 1997, ACAD MANAGE REV, V22, P374 DELERY JE, 1996, ACAD MANAGE J, V39, P802 DELERY JE, 1998, HUMAN RESOURCE MANAG, V8, P239 DELERY JE, 2001, RES PERSONNEL HUMAN, V19, P165 DYER L, 1995, 10 WORLD C INT IND R GUTHRIE JP, 2001, ACAD MANAGE J, V44, P180 HUSELID MA, 1995, ACAD MANAGE J, V38, P635 ICHNIOWSKI C, 1997, AM ECON REV, V87, P291 JACKSON SE, 1989, PERS PSYCHOL, V42, P727 JACKSON SE, 1995, ANNU REV PSYCHOL, V46, P237 KOCH MJ, 1996, STRATEGIC MANAGE J, V17, P335 LAWLER EE, 1992, ULTIMATE ADVANTAGE C LEPAK DP, 1999, ACAD MANAGE REV, V24, P31 LEPAK DP, 2002, J MANAGE, V28, P517 MACDUFFIE JP, 1995, IND LABOR RELAT REV, V48, P197 MCMAHAN GC, 1999, RES PERSONNEL HUM S4, P61 MILES R, 1984, ORG DYNAMICS SUM, P36 MILES RE, 1978, ORG STRATEGY STRUCTU OSTERMAN P, 1987, IND RELAT, V26, P46 OSTROFF C, 2000, MULTILEVEL THEORY RE, P211 PFEFFER J, 1998, HUMAN EQUATION BUILD PINFIELD LT, 1994, RES PERSONNEL HUMAN, V12, P41 PORTER ME, 1980, COMPETITIVE STRATEGY ROUSSEAU DM, 1995, PSYCHOL CONTRACTS OR SCHNEIDER B, 1994, ORGAN DYN, V23, P17 SCHULER RS, 1987, ACADEMY MANAGEMENT E, V1, P207 SCHULER RS, 1989, HUM RELAT, V42, P157 SCHULER RS, 1992, ORGAN DYN, V20, P19 SNELL SA, 1996, RES PERS H, V14, P61 SULLIVAN PH, 2000, VALUE DRIVEN INTELLE TESLUK PE, 1997, J CREATIVE BEHAV, V31, P27 TSUI AS, 1995, RES PERSONNEL HUMAN, V13, P117 TSUI AS, 1997, ACAD MANAGE J, V36, P1082 ULRICH D, 1995, HDB HUMAN RESOURCE M, P317 WALTON EJ, 2001, J MANAGE STUD, V38, P173 WRIGHT PM, 1998, ACAD MANAGE REV, V23, P756 WRIGHT PM, 1999, RES PERS HUM RES MAN, P53 WRIGHT PM, 2001, J MANAGE, V27, P701 WRIGHT PM, 2002, J MANAGE, V28, P247 YOUNDT MA, 1996, ACAD MANAGE J, V39, P836 NR 51 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2004 VL 27 IS 6-7 BP 639 EP 655 PG 17 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 848QK UT ISI:000223482000010 ER PT J AU Sohal, AS Chung, WWC Morrison, M TI In search of learning organisations: case experiences from Hong Kong SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE learning organisations; case studies; Hong Kong AB The aim of the paper is to examine three organisations based in Hong Kong and determine if they have the appropriate characteristics of a learning organisation based on Garvin's [1] five building-blocks model. The structure of the paper is broken up into three sections. The first addresses the concept of organisational learning. The second examines the three organisations and determines if they have the appropriate characteristics of a learning organisation. The final section headed conclusion/discussion finds that all three organisations have a number of the appropriate characteristics to define themselves as learning organisations. C1 Monash Univ, Dept Management, Dammam 31451, Saudi Arabia. RP Sohal, AS, Monash Univ, Dept Management, POB 197, Dammam 31451, Saudi Arabia. EM Amrik.Sohal@BusEco.monash.edu.au mfwalter@inet.polyu.edu.hk michael.morrison@buseco.monash.edu.au CR ARGYRIS C, 1978, ORG LEARNING THEORY CANGELOSI VE, 1965, ADM SCI Q, V10, P175 CYERT R, 1963, BEHAV THEORY FIRM FIOL CM, 1985, ACAD MANAGE REV, V10, P803 GARVIN DA, 1993, HARVARD BUSINESS JUL, P78 LEE YJ, 2001, COMPUT OPTIM APPL, V20, P5 MCGILL M, 1994, SMARTER ORG BUILD BU MILLS DQ, 1992, EUROPEAN MANAGEMENT, V10, P146 NEVIS EC, 1995, SLOAN MANAGEMENT WIN, P73 NONAKA I, 1991, HARVARD BUSINESS NOV, P96 PEDLER M, 1991, LEARNING CO STRATEGY SENGE P, 1992, 5 DISCIPLINE ART PRA SIMON, 1960, NEW SCI MANAGEMENT SOHAL AS, 2002, TOTAL QUAL MANAGE, V13, P183 NR 14 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2004 VL 27 IS 6-7 BP 656 EP 673 PG 18 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 848QK UT ISI:000223482000011 ER PT J AU Wang, CL Ahmed, PK TI Leveraging knowledge in the innovation and learning process at GKN SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE knowledge management; innovation; learning; case study AB To succeed in the competitive business arena, companies must leverage their existing knowledge and create new knowledge that favourably positions them in their targeted market. There has been a great deal of effort to develop new applications of information technology to support the digital capture, storage, retrieval and distribution of an organisation's explicitly documented knowledge. It is also recognised that tacit knowledge plays an important role in innovation and, thus, organisations need to divert attention to social capital that develops from people interaction and which in turn requires alignment of organisational structure, culture, and reward systems. However, there is a gap between knowledge management theories and practice, in particular in terms of issues related to knowledge management objectives, strategic implementation, and alignment of organisational parameters. This paper, through the case study of GKN, explores how these issues have been handled in the real world. C1 Oxford Brookes Univ, Sch Business, Oxford OX33 1HX, England. Wolverhampton Univ, Wolverhampton Business Sch, Management Res Ctr, Telford TF2 9NT, Shrops, England. RP Wang, CL, Oxford Brookes Univ, Sch Business, Wheatley Campus, Oxford OX33 1HX, England. EM catherine_lwang@yahoo.com pkahmed@wlv.ac.uk CR *GKN, 2000, FAC TRAIN CONDUCTED *GKN, 2000, GKN INN LEARN PUBL *GKN, 2000, GKNS INT LEAD C HELD *GKN, 2000, LEAD DEV WORKSH 22 2 *GKN, 2000, LOC FAC NEWSL MAY JU AHMED PK, 2001, LEARNING KNOWLEDGE M BEIJERSE RP, 1999, J KNOWLEDGE MANAGEME, V3, P12 FUCHS PH, 2000, CALIF MANAGE REV, V42, P118 MCDERMOTT R, 1999, CALIF MANAGE REV, V41, P103 NR 9 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2004 VL 27 IS 6-7 BP 674 EP 688 PG 15 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 848QK UT ISI:000223482000012 ER PT J AU Kuo, HC TI Strategic change for the banking industry under financial deregulation: implications from Taiwan evidence SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE financial deregulation; strategic change; operational environment; top management team (TMT) ID TOP MANAGEMENT TEAM; ORGANIZATIONAL-CHANGE; PERFORMANCE; RENEWAL AB Through progressive financial liberalisation, banks are now facing more competition than ever before. In response to the impact of deregulation, strategic changes have been initiated within the banking industry. This study concentrates on the impact caused by Taiwan's financial deregulation on banks' new operational environment and their top-management-team (TMT) members. This deregulation is responsible for banks' strategic change when under the control of technology innovation and market competition. The findings indicate that government regulation and law, product market and demand, industrial technology, and TMT characteristics are all significantly associated with banks' strategic change. Specifically, the results indicate that banking deregulation, the change in market competition and customer demand, the dispersion of TMT tenure, and the TMT industrial seniority are positively associated with banks' strategic change. On the contrary, banks' MIS improvement is negatively associated with banks' strategic change. This paper further finds that a TMT member who is in the 'deposits' or 'loans' profession will be in a hurry to respond to market competition, and thus mobilise in order to permit the bank's strategic changes. C1 Natl Chi Univ, Dank, Osaka 545, Japan. RP Kuo, HC, Natl Chi Univ, Dank, 1,Univ Rd, Osaka 545, Japan. EM hckuo@ncnu.edu.tw CR BARKER VL, 2001, J MANAGE STUD, V38, P235 BARR PS, 1992, STRATEGIC MANAGE J, V13, P15 BOEKER W, 1997, ADMIN SCI QUART, V42, P213 CAMILLUS JC, 1991, LONG RANGE PLANN, V24, P67 CRONBACH LJ, 1951, PSYCHOMETRIKA, V16, P297 GRIMM CM, 1991, STRATEGIC MANAGE J, V12, P557 HAMBRICK DC, 1983, ACAD MANAGE J, V26, P5 HAMBRICK DC, 1987, CALIF MANAGE REV, V30, P88 HELMICH DL, 1972, ADM SCI Q, V17, P371 HITT MA, 1991, STRATEGIC MANAGE J, V12, P327 HUTCHINSON C, 1996, LONG RANGE PLANN, V29, P1 JOHNSON G, 1993, EXPLORING CORPORATE KATZ R, 1982, ADM SCI Q, V27, P81 KUO HC, 2000, INT J BUSINESS STRAT, V1, P27 MEZIAS JM, 2001, LONG RANGE PLANN, V34, P71 MILLER KD, 1993, J INT BUS STUD, V24, P693 OREILLY CA, 1989, ADMIN SCI QUART, V34, P21 PFEFFER J, 1983, RES ORGAN BEHAV, V5, P299 THOMAS AS, 1991, STRATEGIC MANAGE J, V12, P509 VOLBERDA HW, 2001, LONG RANGE PLANN, V34, P159 WALLY S, 2001, GROUP ORGAN MANAGE, V26, P165 NR 21 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2004 VL 27 IS 4 BP 331 EP 342 PG 12 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 819QN UT ISI:000221329800001 ER PT J AU Piachaud, B Muresan, E TI A study of shareholder reaction to technology motivated joint ventures and strategic alliances: strategic and financial perspectives SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE joint venture; strategic alliance; technology partnerships; collaboration; market perfon-nance; event study ID STOCK RETURNS; CREATE VALUE; COMBINATIONS; COOPERATION; VALUATION; INDUSTRY; IMPACT; FIRMS AB This paper empirically examines the market reaction to the creation of joint ventures and strategic alliances in general, and to technology motivated joint ventures and strategic alliances, within the British manufacturing industry during the 1994-1999 period. More specifically, the study will examine the motivations for inter-firm linkages and partnership choice from both the strategic management and financial management perspectives. Although the empirical results are mixed in terms of the hypotheses tested, they are consistent with the theoretical arguments presented in strategic management literature. C1 Clyst Hlth, Exeter, Devon, England. Long Isl Univ, Sch Business, Brooklyn, NY 11201 USA. RP Piachaud, B, Clyst Hlth, 10 S Grange, Exeter, Devon, England. EM bpiachaud@yahoo.com elisamuresan@liu.edu CR *KPMG SURV, 1998, JOINT VENT TRIUMPH H ANAND BN, 2000, STRATEGIC MANAGE J, V21, P295 BORYS B, 1989, ACAD MANAGE REV, V14, P234 BROWN SJ, 1985, J FINANC ECON, V14, P3 CHAN SH, 1997, J FINANC ECON, V46, P199 CHIESA V, 1998, R&D MANAGE, V28, P199 CHILD J, 1998, STRATEGIES COOPERATI CONTRACTOR FJ, 1988, COOPERATIVE STRATEGI DAS S, 1998, ACAD MANAGE J, V41, P27 DRAGO W, 1997, IND MANAGEMENT DATA, V2, P53 EISENHARDT KM, 1996, ORGAN SCI, V7, P135 GOMESCASSERES B, 1996, ALLIANCE REVOLUTION GULATI R, 1995, ACAD MANAGE J, V38, P85 GULATI R, 1998, ADMIN SCI QUART, V43, P781 HAGEDOORN J, 1993, STRATEGIC MANAGE J, V14, P371 HARRIGAN KR, 1988, COOPERATIVE STRATEGI HOFFMANN WH, 2001, MANAGE INT REV, V41, P131 KOGUT B, 1988, STRATEGIC MANAGEMENT, V9, P319 KOH J, 1991, ACAD MANAGE J, V34, P869 KOZA M, 2000, EUROPEAN MANAGEMENT, V18, P146 MADHAVAN R, 1995, ACAD MANAGE J, V38, P900 MCCONNELL JJ, 1985, J FINANC, V40, P519 MERCHANT H, 2000, STRATEGIC MANAGE J, V21, P723 MILLER JP, 1997, J SPORT REHABIL, V6, P1 PARK SH, 1997, J BUS VENTURING, V12, P83 PENROSE E, 1959, THEORY GROWTH FIRM PIETRAS T, 2001, BUSINESS EC REV, V47, P9 PISANO GP, 1988, INT COLLABORATIVE VE POWELL WW, 1998, CALIF MANAGE REV, V40, P228 SPEKMAN RE, 1996, LONG RANGE PLANN, V29, P346 STUART TE, 2000, STRATEGIC MANAGE J, V21, P791 WILLIAMSON OE, 1975, MARKETS HIERARCHIES WOOLRIDGE JR, 1990, STRATEGIC MANAGE J, V11, P353 ZANTOUT Z, 1995, J EC FINANCE, V19, P1 NR 34 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2004 VL 27 IS 4 BP 343 EP 356 PG 14 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 819QN UT ISI:000221329800002 ER PT J AU Levary, RR Zhao, JH TI Country attractiveness for foreign direct investment in e-commerce SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE foreign direct investment; e-commerce AB A model for ranking countries is developed that will enhance foreign direct investment (FDI) decision-making in the e-commerce industry. Existing country attractiveness rankings offer valuable information for FDI decision-making but they are too aggregated to be useful at the industry level. Different industry characteristics necessitate different assessment for specific industries. A list of criteria relevant to FDI decision-making in C-commerce was compiled for this model. Information regarding the relative weight of the criteria as they apply to e-commerce was compiled based on a mail survey. This model provides a more refined and pertinent ranking of countries for FDI decision-making in the e-commerce industry than is found in the published general country rankings. A paired-sample test indicates significant differences between the country ranking for FDI in the e-commerce industry obtained by our model and the general published country ranking. C1 St Louis Univ, John Cook Sch Business, Dept Decis Sci & MIS, St Louis, MO 63108 USA. RP Levary, RR, St Louis Univ, John Cook Sch Business, Dept Decis Sci & MIS, 3674 Lindell Blvd, St Louis, MO 63108 USA. EM levarypr@slu.edu zhaox@slu.edu CR *BUS ENV RISK IND, 1999, BUS RISK IND *ST LOU COUNT EC C, 2000, FAST FORW *WEF, 1999, GLOB COMP REP 1999 BAJORUBIO O, 1994, SO EC J, V61, P107 DUNNING JH, 1998, J INT BUS STUD, V19, P1 MARIOTTI S, 1995, J INT BUS STUD, V26, P815 ZHAO H, 2000, C E COMM GLOB BUS OR NR 7 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2004 VL 27 IS 4 BP 357 EP 368 PG 12 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 819QN UT ISI:000221329800003 ER PT J AU Parayil, G Sreekumar, TT TI Industrial development and the dynamics of innovation in Hong Kong SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE industrial development; national innovation system (NIS); TriplecHelix; government-industry-university interaction; knowledge economy; Hong Kong ID GROWTH; ASIA AB This paper analyses the nature of industrial and technological development in Hong Kong in order to tease out the modes of innovation that existed in this Asian Newly Industrialised Economy (ANIE) since the 1950s to the present. The mode of innovation in Hong Kong from the early 1950s to mid-1990s was systemic in nature and that it conforms to a variant of the national innovation system (NIS). Embedded in the export-led industrialisation of Hong Kong is a framework of innovation that is different from the other ANIEs - South Korea, Taiwan and Singapore. Since the mid-1990s, and especially after the handover of Hong Kong to the People's Republic of China in 1997, Hong Kong's innovation system has been more interactive and horizontal, which has some family resemblance to the 'Triple Helix' government-industry-university system, which is a stylised version of NIS. The new innovation system is dynamic and appears to have been driven by an apparent objective of steering Hong Kong in the direction of an innovation-driven economy. C1 Natl Univ Singapore, Fac Arts & Social Sci, Informat & Commun Management Programme, Singapore 117570, Singapore. Hong Kong Univ Sci & Technol, Div Social Sci, Kowloon, Hong Kong, Peoples R China. RP Parayil, G, Natl Univ Singapore, Fac Arts & Social Sci, Informat & Commun Management Programme, AS3 04-16, Singapore 117570, Singapore. EM icmgp@nus.edu.sg sosk@ust.hk CR *HKSAR COMM INN TE, 1998, 1 REP HKSAR COMM INN *HKSAR COMM INN TE, 1999, 2 HKSAR COMM INN TEC *IMD INT, 2001, WORLD COMP YB 2001 ABE S, 1998, E ASIAN DEV WILL E A, P89 BERGER S, 1997, MADE HONG KONG CHAU LC, 1997, LESSONS E ASIA, P35 CHEN EY, 1995, DEV TECHNOLOGY MANAG, P93 CHEN KYE, 1997, IND POLICIES E ASIA, P91 CHENG TY, 1985, EC HONG KONG CHIU SWK, 2001, IND POLICY INNOVATIO, P460 DAVIES H, 2000, HONG KONG MANAGEMENT, P43 DHALMAN C, 1994, J ASIAN EC, V5, P541 DODGSON M, 2000, TECHNOLOGY LEARNING, P229 ETZKOWITZ H, 1997, TRIPLE HELIX U IND G ETZKOWITZ H, 2000, RES POLICY, V29, P109 FELIPE J, 2000, ASIAN EC J, V14, P187 FERGUSON RG, 2001, UNPUB FAC RES SEM DI FREEMAN C, 1987, TECHNOLOGY POLICY EC HENDERSON J, 1989, GLOBALISATION HIGH T HOBDAY M, 1995, INNOVATION E ASIA CH KRUGMAN P, 1994, FOREIGN AFF, V73, P62 LALL S, 1996, LEARNING ASIAN TIGER LALL S, 2001, COMPETITIVENESS TECH LAU LJ, 1998, E ASIAN DEV WILL E A, P41 LIN OCC, 2000, SCI TECHNOLOGY INNOV, P448 LUNDVALL BA, 1992, NATL SYSTEMS INNOVAT MAHMOOD IP, 2003, RES POLICY, V32, P1031 MATHEWS JA, 2000, TIGER TECHNOLOGY CRE NELSON R, 2000, REGIONAL INNOVATION, P11 NELSON RR, 1982, EVOLUTIONARY THEORY NELSON RR, 1993, NATL INNOVATION SYST NELSON RR, 1997, 1881 WORLD BANK DEV PACK H, 2000, TECHNOLOGY LEARNING, P69 PARAYIL G, 1999, CONCEPTUALIZING TECH PORTER AL, 1996, INT J TECHNOL MANAGE, V12, P1 PORTER ME, 1990, COMPETITIVE ADVANTAG SAITO M, 1998, E ASIAN DEV WILL E A, P69 SO AY, 1986, SOCIOL PERSPECT, V29, P241 SOLOW RM, 1956, Q J ECON, V70, P65 SOLOW RM, 1957, REV ECON STAT, V39, P312 TSUIAUCH LS, 1998, DEV CHANGE, V29, P55 WONG YCR, 1999, PUBLIC POLICIES E AS, P147 YOUNG A, 1995, Q J ECON, V110, P641 NR 43 TC 1 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2004 VL 27 IS 4 BP 369 EP 392 PG 24 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 819QN UT ISI:000221329800004 ER PT J AU Cormier, D Magnan, M TI The impact of the web on information and communication modes: the case of corporate environmental disclosure SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE environmental disclosure; web disclosure; information costs; proprietary costs; legitimacy theory ID FINANCIAL DISCLOSURE; COST; DETERMINANTS; CONSEQUENCES; MARKETS; QUALITY; FIRMS AB The World Wide Web (web) considerably enhances corporations' ability to convey their strategies and other relevant information directly to their key stakeholders. However, it is not widely known if and how the advent of the web has modified the way corporations determine their disclosure strategies. Focusing on environmental reporting and using a cost/benefits framework, the study's purpose is twofold. First, we assess the extent of web-based environmental disclosure as well as its determinants. Second, we compare the determinants of print- and web-based environmental reporting. Results suggest that information costs and a firm's proprietary costs as well as its level of media exposure are the key determinants of both print- and web-based environmental disclosure. Results also suggest that environmental disclosure is determined by a firm's context (age of fixed assets, size, SEC regulations), with industry-wide trends and practices playing an important role in explaining both print and web environmental disclosure. Furthermore, results show an extensive overlap between print disclosure and web disclosure, with the use of the web as a disclosure platform still being driven by traditional print-based considerations. Hence, it appears that the web's potential as a reporting platform is not fully exploited. C1 Univ Quebec, Ecole Sci Gest, Montreal, PQ, Canada. RP Cormier, D, Univ Quebec, Ecole Sci Gest, CP 8888,Succ Ctr Ville, Montreal, PQ, Canada. EM cormier.denis@uqam.ca mmagnan@jmsb.concordia.ca CR ADER CR, 1995, JOURNALISM MASS COMM, V72, P300 ATIASE RK, 1985, J ACCOUNTING RES, V23, P21 BEETS SD, 1999, ACCOUNTING HORIZONS, V13, P129 BLACCONIERE WG, 1994, J ACCOUNT ECON, V18, P357 BOTOSAN CA, 1997, ACCOUNT REV, V72, P323 BOTOSAN CA, 2000, J ACCOUNTING RES, V38, P329 BROWN N, 1998, ACCOUNTING BUSINESS, V29, P21 BUSHEE BJ, 2000, J ACCOUNTING RES S, V38, P171 CLARKSON PM, 1994, CONTEMP ACCOUNT RES, V11, P423 COCHRAN P, 1984, ACAD MANAGE J, P42 CORMIER D, 1997, J ACCOUNTING PUBLIC, V16, P215 CORMIER D, 1999, J ACCOUNTING AUDITIN, V14, P429 CORMIER D, 2003, J ACCOUNTING PUBLIC, V22, P43 CRAIGHEAD J, 1998, BEHAV RES ACCOUNTING, V10, P240 DEEGAN C, 1996, ACCOUNTING BUSINESS, V26, P187 DYE RA, 1985, J ACCOUNTING RES, V23, P123 GIBBINS M, 1990, J ACCOUNTING RES, V28, P121 GROSSMAN SJ, 1981, J LAW ECON, V24, P461 HEALY P, 1999, CONTEMP ACCOUNT RES, V16, P485 HEALY PM, 2001, J ACCOUNT ECON, V31, P405 LANG M, 1993, J ACCOUNTING RES, V31, P246 LEUZ C, 2000, J ACCOUNTING RES S, V38, P91 LEV B, 1992, CALIF MANAGE REV, V34, P9 LYMER A, 1997, J FINANCIAL INFORMAT LYMER A, 1999, EUROPEAN ACCOUNTING, V8, P289 MCGUIRE J, 1988, ACAD MANAGE J, P854 MILGROM PR, 1981, BELL J ECON, P380 MILLS D, 1984, J BUSINESS RES DEC, P407 NEU D, 1998, ACCOUNT ORG SOC, V23, P265 PIOTROSKI J, 1999, DISCRETIONARY SEGMEN PIRCHEGGER B, 1999, EUROPEAN ACCOUNTING, V8, P383 RICHARDSON AJ, 2001, ACCOUNT ORG SOC, V26, P597 ROBERTS RW, 1992, ACCOUNT ORG SOC, V17, P595 RUBINSTEIN M, 2001, FINANC ANAL J, V57, P15 SCOTT TW, 1994, ACCOUNT REV, V69, P26 SCOTT WR, 2003, FINANCIAL ACCOUNTING, P502 SENGUPTA P, 1998, ACCOUNT REV, V73, P459 SKINNER DJ, 1994, J ACCOUNTING RES, V32, P38 VERRECCHIA RE, 1983, J ACCOUNT ECON, V5, P179 VERRECCHIA RE, 1990, J ACCOUNT ECON, V12, P245 WALDEN J, 1997, J ACCOUNTING PUBLIC, V16, P125 WALLMAN S, 1995, ACCOUNTING HORIZONS, V9, P81 WISEMAN J, 1982, ACCOUNT ORG SOC, V7, P53 YERMACK D, 1995, J FINANC ECON, V39, P237 NR 44 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2004 VL 27 IS 4 BP 393 EP 416 PG 24 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 819QN UT ISI:000221329800005 ER PT J AU Shore, B Cross, BJ TI Maintaining funding in large-scale international science projects SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE large-scale international science projects; project management; global projects; global management; project funding; nuclear fusion; engineering management ID MANAGEMENT AB International partnerships have become increasingly necessary to achieve scientific breakthroughs. They have been used in the human genome project, space exploration, the development of fusion energy as a source of power, and most recently to identify the SARS virus. In these projects, partners contribute funds, equipment and staff in the pursuit of a common goal. But in recent years the sustainability of funding for some of these projects has become an issue of concern. Two examples include the termination of the Super Conducting Super Collider in 1993 and the withdrawal of the USA from the International Thermonuclear Experimental Reactor (ITER) in 1998. Both suggest the need for better management of the funding process. This paper explores the management of this funding process, supported by a case study, and concludes with several lessons that should prove useful to those who manage these projects. C1 Univ New Hampshire, Whittemore Sch Business & Econ, Durham, NH 03801 USA. Westinghouse Savannah River Co, Strateg Planning & Miss Integrat, Aiken, SC 29808 USA. RP Shore, B, Univ New Hampshire, Whittemore Sch Business & Econ, Durham, NH 03801 USA. EM bshore@hypatia.unh.edu ben.cross@srs.gov CR 1998, AM I SCI POLICY NEWS *C US, 1995, INT PARTN LARG SCI P *CERN, 1997, US CONTR 531 MILL CE *ITER, 1998, ITER SPEC WORK GROUP *NAT SCI FDN, 2002, SCI ENG IND 2002 *OECD MEG FOR, 1906, REP STUD GROUP CONN *OECD, 1996, WHAT IS MEG *OECD, 2002, PUBL UND SCI TECHN BALISON PL, 1992, BIG SCI GROWTH LARGE BROKOFF KKL, 1996, IEEE T ENG MANAGE, V43, P33 BROWN M, 1995, 95 OECDGD CARVALHORODRIGU.F, 2001, TECHNOL SOC, V23, P375 DAFT RL, 2001, ORG THEORY DESIGN DEAN SO, 1999, J FUSION ENERG, V17, P155 DETOMBE DJ, 2000, INT J TECHNOL MANAGE, V19, P301 DETOMBE DJ, 2001, EUR J OPER RES, V128, P227 ERIKSSON M, 2002, ENG MANAGEMENT J, V14, P53 FEDER T, 2000, PHYS TODAY MAR HINNERS NW, 1994, OTA WORKSH INT COLL JONES, 1997, AM I PHYS B SCI POL KARLSEN JT, 2002, ENG MANAGEMENT J, V15, P19 LANGFORD C, 1997, SCI PUBL POLICY, V24, P21 LEATH AT, 2002, AM I PHYS B SCI POL, V9 LEBEAU A, 2001, TECHNOL SOC, P349 MANN CC, 2002, TECHNOL REV, V105, P32 NIERENBERG WA, 2001, TECHNOL SOC, V23, P361 PATECORNELL ME, 2001, IEEE T ENG MANAGE, V48, P25 ROBERTS M, 2001, LESSONS LEARNED OUR SHAW EN, 1990, EUROPES EXPT FUSION SHENHAR AJ, 1996, RES POLICY, V25, P607 SHENHAR AJ, 1998, IEEE T ENG MANAGE, V45, P33 SHORE B, 2003, ENG MANAGEMENT J, V15, P19 SMITH RK, 1999, INT J TECHNOL MANAGE, V18, P285 NR 33 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2004 VL 27 IS 4 BP 417 EP 430 PG 14 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 819QN UT ISI:000221329800006 ER PT J AU Konde, V TI Internet development in Zambia: a triple helix of government-university-partners SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE Internet; triple helix; innovation; commercialisation; Zambia AB The ability of nations to generate and use advanced knowledge for industrial competitiveness is partly determined by the relationship between government, industry and research institutions as well as policies and regulations that govern the generation, transfer and commercialisation of new knowledge. African innovation systems do not seem to fit such a relation. This paper uses the development of the internet in Zambia, through commercialisation of a university based academic e-mail system into the country's first Internet Service Provider (ISP), to identify the relationship between government-university- (development) partners and to outline some important policy lessons where African universities could play a role as technology transfer agents. Finally, the paper proposes that a Triple Helix relation of Universities-Govemment-Partners may be important in transferring, adapting and mastering knowledge based technologies in Africa. C1 UNCTAD, Palais Nations, Bur E9077, CH-1202 Geneva, Switzerland. RP Konde, V, UNCTAD, Palais Nations, Bur E9077, 8-14 Ave Paix, CH-1202 Geneva, Switzerland. EM vkonde@natsci.unza.zm CR 1992, REPORT VIEW ELECT MA *MWEMB EARTH STAT, 2000, TECHN US ARONOWITZ S, 2000, KNOWLEDGE FACTORY DI BENNETT M, 1992, REPORT REV CLARK BR, 1998, PERGAMON, P3 DASGUPTA P, 1994, RES POLICY, V23, P487 EASTERY W, 2001, ELUSIVE QUEST GROWTH EKONG D, 1996, S FUT U SANT CHIL ETZKOWITZ H, 1998, BOOK ABSTR ETZKOWTIZ H, 2002, 200211 JAIN RK, 1998, STRATEGIC TECHNOLOGY JUMA C, 2002, AM ASS ADV SCI AAAS KIGGUNDU M, 1989, MANAGING ORG DEV COU KIM L, 1980, RES POLICY, V9, P254 LEYDESDORFF L, 2001, C NEW EC WIND NEW PA LEYDESDORFF L, 2001, ELECT J SOCIOLOGY, V5 MEISSNER F, 1988, TECHNOLOGY TRANSFER NOBLE D, 1977, AM DESIGN SCI TECHNO NOLL RS, 1998, CHALLENGES RES U RENAUD P, 2000, EUROPEANR ES CONSORT ROBINSON D, 1996, FUTURIST, V30, P2 ROBINSON N, 1995, ZAMBIA GOT INTERNET ROBINSON PB, 2001, INT J ENTREPRENEURSH, V2, P230 ROGER G, 1993, RES RELEVANT KNOWLED SAINT S, 1992, 194 WORLD BANK SLAUGHTER S, 1999, ACAD CAPITALISM POLI SUTZ J, 1997, U GLOBAL KNOWLEDGE E, P11 SWARTZ D, 2000, U DEV REPORT SOCIOEC VEYSEY L, 1965, EMERGENCY AM RES U YESUFU TM, 1973, CREATING AFRICAN U E NR 30 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2004 VL 27 IS 5 BP 440 EP 451 PG 12 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 819QO UT ISI:000221329900002 ER PT J AU Suarez-Villa, L TI Collaboration in biotechnology: how inter-firm relations strengthen research efforts in the USA SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE research collaboration; biotechnology; research and development; subcontracting; strategic alliances ID RESEARCH-AND-DEVELOPMENT; ELECTRONICS INDUSTRIES; ORGANIZATIONS; COOPERATION; TECHNOLOGY AB This paper considers the importance of collaboration for commercial biotechnology research. Biotechnology is the most research-intensive economic activity in existence today. Inter-firm collaboration is a major support of research, since most biotech firms are unable to secure all the research resources they need on their own. The ecology of biotech collaboration and its importance is considered firstly, along with the various collaborative modes and their causes. A second part then addresses the question of whether inter-firm collaboration actually strengthens research intensity. Two main types of collaborative arrangements, strategic research alliances and subcontracting, are considered. Insights into the importance of inter-firm collaborative relationships for research are provided, based on extensive empirical analyses of US commercial biotech establishments. Establishing inter-firm collaborative relationships is considered to be vital as commercial biotechnology research becomes more independent from academic research. C1 Univ Calif Irvine, Sch Social Ecol, Irvine, CA 92697 USA. RP Suarez-Villa, L, Univ Calif Irvine, Sch Social Ecol, Irvine, CA 92697 USA. EM LSUAREZ@uci.edu CR ACHARYA R, 1999, EMERGENCE GROWTH BIO BARLEY SR, 1992, NETWORKS ORG BEAMISH PW, 1998, STRATEGIC ALLIANCES BLEEKE J, 1993, COLLABORATING COMPET BRAGG SM, 1998, OUTSOURCING CHILD J, 1998, STRATEGIES COOPERATI DOMBERGER S, 1998, CONTRACTING ORG STRA DOZ YL, 1998, ALLIANCE ADVANTAGE A EDDINGTON SM, 1994, BIOTECHNOLOGY, V12, P977 ERNST, 2000, CONVERGENCE BIOTECHN FORREST JE, 1992, R&D MANAGE, V22, P41 GAISFORD J, 2001, EC BIOTECHNOLOGY GERYBADZE A, 1995, STRATEGIC ALLIANCES GOMESCASSERES B, 1996, ALLIANCE REVOLUTION GRABHER G, 1993, EMBEDDED FIRM SOCIOE GREAVER MF, 1999, STRATEGIC OUTSOURCIN HAGEDOORN J, 1993, STRATEGIC MANAGE J, V14, P371 HAKANSSON P, 1993, INT BUSINESS REV, V2, P65 HEYWOOD JB, 2001, OUTSOURCING DILEMMA HOSKISSON RE, 1994, DOWNSCOPING TAME DIV JOHNSON C, 1990, BIOTECHNOLOGY ASSESS KENNEY M, 1986, BIOTECHNOLOGY U IND LASETER TM, 1998, BALANCED SOURCING CO LIMERICK D, 1993, MANAGING ORG BLUEPRI MCKELVEY M, 1995, EVOLUTIONARY INNOVAT NOTEBOOM B, 1999, INTERFIRM ALLIANCES ORSENIGO L, 1989, EMERGENCE BIOTECHNOL ORSENIGO L, 2001, RES POLICY, V30, P485 RING PS, 1992, STRATEGIC MANAGE J, V13, P483 SUAREZVILLA L, 1995, REG STUD, V29, P19 SUAREZVILLA L, 1996, ENVIRON PLANN A, V28, P783 SUAREZVILLA L, 1997, URBAN STUD, V34, P1343 SUAREZVILLA L, 1998, SMALL BUS ECON, V10, P5 SUAREZVILLA L, 2000, INVENTION RISE TECHN SUAREZVILLA L, 2002, EMERGENCE KNOWLEDGE SUAREZVILLA L, 2003, IN PRESS INT J TECHN, V26 YOSHINO MY, 1995, STRATEGIC ALLIANCES NR 37 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2004 VL 27 IS 5 BP 452 EP 464 PG 13 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 819QO UT ISI:000221329900003 ER PT J AU Price, R TI The role of service providers in establishing networked regional business accelerators in Utah SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE economic development; business accelerator; business incubator; service provider; regional networking; systems of innovation; Technology to Management (T2M); economic stimulation AB Whereas business incubator facilities focus resources on 'hatching' new technology-based businesses, the equally substantial need for maturing existing businesses in their formative years has received less attention. Many economic regions are recognising the importance of providing continued business development support after a new company is established. Business accelerators have been conceived as a means to support businesses as they meet the challenges of sustaining growth and realising market potential. Recently, one such accelerator known as Technology to Management, or T2M, has been established in the Intermountain West of the USA. T2M provides content knowledge, access to financing and networking support to maturing companies. Whilst T2M is composed of representatives from business, government and academe, the catalysts for the program are the service provider organisations, including investment banks, insurance providers, accountants and law firms. Recently, T2M has begun an aggressive expansion program through which it will coordinate a regional network of accelerators. C1 Utah State Univ, Off Provost, Logan, UT 84322 USA. RP Price, R, Utah State Univ, Off Provost, 9500 Old Main Hill, Logan, UT 84322 USA. EM russ.price@usu.edu CR 2002, TECHNOLOGY ACCESS RE CAMPBELL JL, 1997, EVOLUTIONARY EC PATH EDQUIST C, 1997, SYSTEMS INNOVATION T, P58 ETZKOWITZ H, 2001, KNOWLEDGE GENERATION GUERRIERI P, 1997, SYSTEMS INNOVATION T, P125 SLAUGHTER S, 1997, ACAD CAPITALISM POLI, P242 NR 6 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2004 VL 27 IS 5 BP 465 EP 474 PG 10 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 819QO UT ISI:000221329900004 ER PT J AU Passos, CAS Terra, BRC Furtado, AT Vedovello, C Plonski, GA TI Improving university-industry partnership - the Brazilian experience through the scientific and technological development support program (PADCT III) SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE science and technology assessment; science and technology programs; university-industry-government relations; technological development AB Developing countries' scientific and technological development depends on the assistance of several government spheres, in particular from the federal one, in order to formulate policies and generate financial support mechanisms. Aiming to explore better the research results for the benefit of the productive sector, the Brazilian government has implemented programs whose main focus is the promotion of the interaction between academia (universities and public research institutions) and companies. Among these initiatives, it is worth mentioning the Scientific and Technological Development Support Program (PADCT), an initiative undertaken by the Brazilian government and the World Bank. The third version of this Program (PADCT III) was set up during the period 1998-2002 and supported 142 projects through its Technological Development Component (CDT), contemplating four lines of action: Technological Platforms (PLAT), Sectoral and Regional Development (PCRS), Specific Collaborative Projects (CE) and Technological Support to Small and Medium Finns (AMPE). This paper aims at presenting this experience through the exploration of an ex-post evaluation related to a set of results demonstrating the feasibility of this S&T policy option for developing countries. C1 Renato Archer Res Ctr, CenPRA, MCT, BR-13082120 Campinas, SP, Brazil. Univ Estado Rio De Janeiro, UERJ, LABORE Contemporary Studies Lab, BR-22220550 Rio De Janeiro, Brazil. UNICAMP, Inst Geociencias, Dept Polit Cient & Tecnol, BR-13081970 Campinas, SP, Brazil. Inst Pesquisas Tecnol Estado Sao Paulo SA, Dept Econ & Engn Sistemas, BR-05508901 Sao Paulo, Brazil. RP Passos, CAS, Renato Archer Res Ctr, CenPRA, MCT, POB 6162, BR-13082120 Campinas, SP, Brazil. EM carlos.passos@cenpra.gov.br brancaterra@institutoinova.com.br furtado@ige.unicamp.br connie2001@uol.com.br plonsky@ipt.br CR *MIN CIENC TECN, 1998, PROGR AP AT CIENT TE *WORLD BANK, 1998, KNOWL DEV FURTADO AT, 2002, P 22 S GEST IN TECN FURTADO AT, 2002, P ST IND C 2002 KARL LUNDVALL BA, 1997, TSER PROBGRAM NR 5 TC 1 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2004 VL 27 IS 5 BP 475 EP 487 PG 13 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 819QO UT ISI:000221329900005 ER PT J AU de Mello, JMC Rocha, FCA TI Networking for regional innovation and economic growth: the Brazilian Petropolis technopole SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE technopoles; networks; innovation; modernisation; regional development; knowledge-based economy AB In the 1990s, attempts at knowledge-based economic development were seen in many municipalities and regions in Brazil, as new mechanisms for industrial resurgence. From these initiatives arose a set of policies to be implemented in a city, metropolitan area or region, for the support and promotion of scientific and technological activities and support for setting up technology-based firms by universities and research centres, which can be interpreted as a 'technopole' program. This paper is concerned with the analysis of a technopole program established in Petropolis, a city located in the state of Rio de Janeiro, in Brazil; its genesis, development and networking activities and its impact on regional innovation and economic growth. C1 Univ Fed Fluminense, Dept Prod Engn, BR-24210240 Niteroi, RJ, Brazil. Univ Fed Rio de Janeiro, COPPE, Programa Engn Prod, BR-21945970 Rio De Janeiro, Brazil. RP de Mello, JMC, Univ Fed Fluminense, Dept Prod Engn, Rua Passo Patria 156, BR-24210240 Niteroi, RJ, Brazil. EM Josemello@aol.com fcrocha@nitnet.com.br CR *PETR TECN, 2000, PLAN DIR PETR TECN AMARAL MGD, 2003, COMMUNICATION 0212 BRUHAT T, 1996, REV BAIANA TECNOLOGI, V11, P52 BRUHAT T, 2001, INOVACAO COOPERACAO, P305 CASTELLS M, 1994, TECHNOPOLES WORLD MA DOSI G, 1988, TECHNICAL CHANGE EC, P221 ETZKOWITZ H, 1998, SCI PUBL POLICY, V25, P358 ETZKOWITZ H, 1998, SCI PUBL POLICY, V25, P365 ETZKOWITZ H, 2000, UNPUB 3 PHRASE HEURI ETZKOWITZ H, 2002, TECHNOLOGY ACCESS RE, V15, P14 GOMES FM, 2001, COMMUNICATION 1108 LUNDVALL B, 2000, ARRANJOS SISTEMAS PR MARCOVITCH J, 1987, ANAIS SEM INT PARQ T, P67 MEDEIROS JA, 1996, REV BAIANA TECNOLOGI, V11, P11 MEDEIROSJA, 1987, SEM LAT AM GEST TECN, P85 MORAESJLV, 1998, 7 SEM NAC PARQ TECN, P108 SANTOS MER, 2000, 3 TRIPL HEL INT C EN SAXENIAN A, 1994, REGIONAL ADVANTAGE C SCHUETZE HG, 1996, IND HIGHER ED, V10, P71 TIRADO R, 2001, FORMACION REDES CONO, P119 VARELLA F, 2002, COMMUNICATION 0906 VARELLA F, 2002, PETROPOLIS TECNOPOLI VARELLA F, 2003, COMMUNICATION 0212 ZOLTAN JA, 2000, REGIONAL INNOVATION NR 24 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2004 VL 27 IS 5 BP 488 EP 497 PG 10 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 819QO UT ISI:000221329900006 ER PT J AU Matthai, I TI Cross-border networking in the Saar-Lor-Lux Region? Risks and opportunities of regional economic policies SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE Saarland; Lorraine; Regional Economic Policy; cross-border networking; regional innovation models AB Saarland and Lorraine are peripherial regions at the German-French border with similar economic problems. Both regions are trying to compensate for job losses in the coal, iron and steel industry by building up new industrial networks and by establishing an 'up-grading' strategy following the innovative models of high-tech regions. In the following article I will discuss the risks and opportunities of these regional economic policies, in particular the chances of gaining possible inter-regional advantages and synergies through cross-border networking activities. C1 ISO Inst Sozialforsch & Sozialwirtschaft, D-66117 Saarbrucken, Germany. RP Matthai, I, ISO Inst Sozialforsch & Sozialwirtschaft, Trillerweg 68, D-66117 Saarbrucken, Germany. EM matthaei@iso-institut.de CR *CAPEM, 1998, RAPP ACT BRACZYK HJ, 1998, REGIONAL INNOVATION BULLMANN U, 1993, POLIT ZEITGESCHICHTE, V20, P3 CECCINI P, 1988, EURROPA 92 ELRCH W, 1994, WSI MITTEILUNGEN, V4, P234 FUCHS G, 1999, INTERORGANISATIONSBE GREWER HG, 2000, GERINGFUGIGE BESCHAF HALMES G, 1998, AUSBILDUNG FORSCHUNG, P119 HEIDENREICH M, 1999, BINDUNGEN GLOBALISIE, P136 HEINZE RG, 1998, REGIONAL INNOVATION, V17, P263 HRBEK R, 1994, BETRIFF EUROPA REGIO ISAK H, 1992, MACHT NACH UNTEN, P3 IWER F, 1999, BINDUNGEN GLOBALISIE, P329 KILPER H, 1991, KONZEPT AGGLOMERATIO LITZENBURGER G, 1998, CALL CTR HEISSE DRAH MATTHAI I, 1998, MULTIMEDIA ANBIETER MATTHAI I, 2000, FIRMENANSIEDLUNGEN W MAY N, 1994, KONZERN REGION, P13 RAICH S, 1995, EUROPA REGIONE REINDL J, 1993, SAARBRUCKER HEFTE, V69, P20 REINDL J, 1994, WSI MITTEILUNGEN, V1, P50 REINDL J, 1999, SOZIALE RAUME GLOBAL, P60 REINDL J, 2003, ISO MITTEILUNGEN SCHULZ C, 1998, GRENZGANGER, P155 SEIFERT H, 1996, KONZEPTIONELLE HANDL SPIELKAMP A, 1998, STRUKTURPOLITISCHE I STRATER D, 1998, NETZWERKSTRUKTUREN K NR 27 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2004 VL 27 IS 5 BP 498 EP 512 PG 15 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 819QO UT ISI:000221329900007 ER PT J AU Jensen, C Tragardh, B TI Narrating the Triple Helix concept in 'weak' regions: lessons from Sweden SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE weak regions; regional development; Triple Helix; narratives; role of university; Quadruple Helix; discourse dealers ID UNIVERSITY AB This paper critically examines the positive narrative surrounding the Triple Helix concept as a model for development in all kinds of regions. We claim that existing and problematic structural preconditions should be taken into consideration when applying the Triple Helix concept in weak regions. Empirically we base our paper on two longitudinal case studies in Sweden, where government are trying to break the negative trends in weak regions by initiating Triple Helix-like programs. However, due to poor preconditions, such initiatives tend to fail. Thus, a negative narrative can be related about Triple Helix cooperation when applied in weak regions. C1 Univ Gothenburg, Sch Econ & Commercial Law, Dept Business Adm, SE-40530 Gothenburg, Sweden. RP Jensen, C, Univ Gothenburg, Sch Econ & Commercial Law, Dept Business Adm, Box 610, SE-40530 Gothenburg, Sweden. EM christian.jensen@handels.gu.se bjorn.tragardh@handels.gu.se CR POINTS DEPARTURE REG *OECD, 1996, EMPL GROWTH KNOWL BA BERGER S, 1965, PROSEMINAR CULTURE G BLUMER H, 1954, AM SOCIOL REV, V19, P1 CASTELLS M, 1996, RISE NETWORK SOC, V1 COOKE P, 1996, REGIONAL INNVOATION CZARRNIAWSKA B, 2001, NRODISK ORGANISATION, V3 EDSTROM A, 2002, GRI20026 GOT U SCH E ETZKOWITZ H, 1997, U GLOBAL KNOWLEDGE E ETZKOWITZ H, 2000, RES POLICY, V29, P109 ETZKOWITZ H, 2000, RES POLICY, V29, P313 FLYVBJERG B, 2001, MAKING SOCIAL SCI MA FOUCAULT M, 1980, POWER KNOWLEDGE SELE GALISON P, 1997, IMAGE LOGIC MAT CULT GEERTZ C, 1995, FACT 2 COUNTRIES 4 D GIBBONS M, 1994, NEW PRODUCTION KNOWL HERLITZ U, 1998, SPECIAL EFFORTS IMMI LATOUR B, 1998, ARTEFAKTERNAS ATERKO LEYDERSDORFF L, 1998, 2 TRIPL HEL C NEW YO LINDBLOM C, 1968, POLICY MAKING PROCES LUNDVALL BA, 1988, TECHNICAL CHANGE EC, P349 LUNDVALL BA, 1992, NATL SYSTEMS INNOVAT MERTON R, 1968, SOCIAL THEORY SOCIAL MORGAN G, 1986, IMAGES ORG NELSON ER, 1993, NATL INNOVATION SYST PATTON M, 1977, USING SOCIAL RES PUB PORTER ME, 1990, COMPETITIVE ADVANTAG PUTNAM R, 1993, MAKING DEMOCRACY WOR PUTNAM R, 1999, BOWLING ALONE COLLAP RAMFELT L, 1997, REGIONAL POLICY ALL, P13 SCHON DA, 1983, REFLECTIVE PRACTITIO SCHUMPETER J, 1966, INVENTION EC GROWTH TONNIES F, 1887, GEMEINSCHAFT GESELLS TRAGARDH B, 2002, 20021 GRI TRGARDH B, 2001, 20013 GRI UHLIN A, 2001, KNOWLEDGE ACTION ENT, P4 WEICK K, 1995, SENSEMAKING ORG WEISS C, 1977, USING SOCIAL RES PUB WEISS C, 1979, PUBLIC ADM REV SEP, P426 NR 39 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2004 VL 27 IS 5 BP 513 EP 530 PG 18 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 819QO UT ISI:000221329900008 ER PT J AU Tschirky, H Koruna, SM Lichtenthaler, E TI Technology marketing: a firm's core competence? SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE technology acquisition; intellectual property management; external technology commercialisation; technology marketing ID INNOVATION; KNOWLEDGE AB For the last three decades global competition has dramatically changed. Formerly dominating firms from the Triad are facing competition from nearly all over the world. Due to an unprecedented exponential growth of global knowledge production and consumption, no longer firms do rely on go-it-alone strategies. Rather, firms have become proficient in sourcing technologies that are either state of the art or non-available inside their boundaries or they have intensified their activities regarding the external commercialisation of knowledge (mainly technological knowledge). This paper discusses the major drivers and challenges regarding the processes of knowledge acquisition and knowledge exploitation. And it introduces some of the instruments firms will have to master to compete in the global economy of the 21st century. C1 Swiss Fed Inst Technol, Sect Technol & Innovat Management, ETH Ctr Enterprise Sci, CH-8028 Zurich, Switzerland. RP Koruna, SM, Swiss Fed Inst Technol, Sect Technol & Innovat Management, ETH Ctr Enterprise Sci, CH-8028 Zurich, Switzerland. EM hugo.tschirky@ethz.ch stefan.koruna@ethz.ch lic@uwi-mail.ethz.ch CR ARGOTE L, 1999, ORG LEARNING CREATIN ARORA A, 2001, EC INNOVATION CORPOR BARABASCHI S, 1992, TECHNOLOGY WEALTH NA CAPPELLI P, 1999, NEW DEAL WORK MANAGI COHEN WM, 1990, ADM SCI Q, V35, P1258 DAVIS JL, 2001, EDISON BOARDROOM LEA DUSSAUGE P, 1992, STRATEGIC TECHNOLOGY FORD D, 1981, HARVARD BUS REV, V59, P117 FU SZ, 1995, INT J TECHNOL MANAGE, V10, P907 GALUNIC DC, 1998, STRATEGIC MANAGE J, V19, P1193 GOODMAN RA, 1994, TECHNOLOGY STRATEGY GREFERMANN K, 1974, PATENTING TECHNOLO 2 HANSEN MT, 1999, ADMIN SCI QUART, V44, P82 HARRYSON S, 1995, THESIS U ST GALLEN HELLELOID D, 1994, COMPETENCE BASED COM, P213 LEONARD D, 1995, WELLSPRINGS KNOWLEDG LIM K, 2000, THESIS MIT BOSTON LOVELL EB, 1968, DOMESTIC LICENSING P NELSON RR, 1982, EVOLUTIONARY THEORY NONAKA I, 1995, KNOWLEDGE CREATING O QUAN M, 1999, ELECT ENG TIMES 0706 REID SD, 1987, INNOVATION ADAPTION, P93 RIVETTE KG, 2000, HARVARD BUS REV, V78, P54 SANCHEZ R, 1997, COMPETENCE BASED STR, P3 SCHRADER S, 1990, INTER ORG TRANSFER I STEENSMA HK, 1999, J HIGH TECHNOLOGY MA, V10, P1 TAYLOR W, 1990, HARVARD BUS REV, V68, P97 TEECE DJ, 1976, MULTINATIONAL CORPOR TSCHIRKY H, 2000, INT J TECHNOL MANAGE, V20, P459 VONHIPPEL E, 1987, RES POLICY, V16, P291 NR 30 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2004 VL 27 IS 2-3 BP 115 EP 122 PG 8 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 806AD UT ISI:000220405900001 ER PT J AU Guilhon, B Attia, R Rizoulieres, R TI Markets for technology and firms' strategies: the case of the semiconductor industry SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE markets for technology; quasi-markets; strategies; specialisation; intellectual property; licences ID RESEARCH-AND-DEVELOPMENT; INNOVATION; KNOWLEDGE AB This paper aims at developing an analytical framework in order to highlight the frontiers of the markets for technology. We examine the nature of the interrelations between market participants. The increasing segmentation of the value chain leads us to distinguish two forms of specialisation, absolute and relative. Moreover, we think that the semiconductor industry provides significant empirical grounds. Indeed, the evolution of the organisation of this industry clearly pinpoints the splitting of stages within the productive system and the emergence of specialised agents in the production and trade of technological knowledge. Knowledge exchanges essentially take place on quasi-markets for technology. C1 Univ Mediterranee, CNRS, CEFI, FRE 2778, F-13290 Aix En Provence, France. RP Guilhon, B, Univ Mediterranee, CNRS, CEFI, FRE 2778, F-13290 Aix En Provence, France. EM guilhon@univ-aix.fr rajaattia@club-internet.fr rizoulieres@club-internet.fr CR AGHION P, 1994, Q J ECON, V109, P1185 AMESSE F, 2000, S EC GEST SAV HEC MO ANTONELLI C, 1999, MICRODYNAMICS TECHNI ARORA A, 1994, RES POLICY, V23, P523 ARORA A, 1998, DISCUSSION PAPER SER, V2284 ARORA A, 2001, IND CORP CHANGE, V10, P419 ARROW KJ, 1962, RATE DIRECTION INVEN, P609 ARUNDEL A, 1998, IDEA PAPER SERIES, V3 ATTIA R, 2001, TECHNOLOGY MARKETS K AUTIO E, 1997, RES POLICY, V26, P263 BARNEY J, 1991, J MANAGE, V17, P99 BRESCHI S, 2001, IND CORP CHANGE, V10, P975 BURSONI S, 2001, SPRU ELECT WORKING P, V46 CHANDLER AD, 1992, J ECON PERSPECT, V6, P79 COHEN WM, 1996, REV ECON STAT, V78, P232 COWAN R, 1997, IND CORP CHANGE, V6, P595 FERNANDEZ IH, 1998, SILICON STRATEGI JUN GAMBARDELLA A, 1998, RES POLICY, V27, P445 GANS JS, 2000, NBER WORKING PAPER, V7851 GRANT M, 2000, GRANA, V39, P8 GUILHON B, 2001, TECHNOLOGY MARKETS K KUSUNOKI K, 1998, ORGAN SCI, V9, P363 LAMOREAUX N, 1999, NBER WORKING PAPER, V7107 LEONARDBARTON D, 1995, WELLSPRINGS KNOWLEDG ORTON JD, 1990, ACAD MANAGE REV, V15, P203 PATRUCCO PP, 2001, REV ARTICLE PISANO GP, 1990, ADMIN SCI QUART, V35, P153 PISANO GP, 1997, DEV FACTORY UNLOCKIN TEECE DJ, 1988, TECHNICAL CHANGE EC TEECE DJ, 1997, CALIFORNIA MANAGEMEN, V39, P8 TEECE DJ, 1998, CALIF MANAGE REV, V40, P55 THOMKE SH, 1998, RES POLICY, V27, P55 NR 32 TC 1 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2004 VL 27 IS 2-3 BP 123 EP 142 PG 20 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 806AD UT ISI:000220405900002 ER PT J AU Howells, J James, AD Malik, K TI Sourcing external technological knowledge: a decision support framework for firms SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE technology strategy; knowledge management; innovation; decision making; technology acquisition ID INNOVATION; BIOTECHNOLOGY; INFORMATION; GOVERNANCE; MARKETS AB Although much has been made of the trend towards knowledge and technology outsourcing by firms and organisations, few studies have attempted to analyse the specific factors associated with the decision to use external technological knowledge sources in the innovation process. This paper outlines some key results from a study of the practices of a number of UK firms and organisations and the development of a Decision Support Framework (DSF) model, to aid understanding of the decision-making process surrounding the external sourcing of technological knowledge. C1 Univ Manchester, Inst Innovat Res, PREST, Manchester M13 9PL, Lancs, England. Univ Manchester, Inst Innovat Res, ESRC Ctr Res Innovat & Compet CRIC, Manchester M13 9PL, Lancs, England. RP Howells, J, Univ Manchester, Inst Innovat Res, PREST, Manchester M13 9PL, Lancs, England. EM Jeremy.Howells@man.ac.uk Andrew.James@man.ac.uk khaleel.malik@man.ac.uk CR ARORA A, 1990, J IND ECON, V38, P361 BUCKLEY PJ, 1997, CAMBRIDGE J ECON, V21, P127 COHEN WM, 1990, ADMIN SCI QUART, V35, P128 COOMBS R, 1998, 16 CRIC COOMBS R, 1998, RES POLICY, V27, P237 CROISIER B, 1998, R&D MANAGE, V28, P289 DAGHFOUS A, 1994, RES POLICY, V23, P267 DORE R, 1986, FLEXIBLE RIGIDITIES FREEMAN C, 1997, EC IND INNOVATION HOWELLS J, 1996, TECHNOL ANAL STRATEG, V8, P91 HOWELLS J, 1999, IND INNOVATION, V6, P111 HOWELLS J, 2000, KNOWLEDGE SPACE EC JONES JW, 1994, IEEE T ENG MANAGE, V41, P41 KLEIN DA, 1998, STRATEGIC MANAGEMENT KLEIN MR, 1995, KNOWLEDGE BASED DECI LEONARDBARTON D, 1995, WELLSPRINGS KNOWLEDG MACPHERSON A, 1997, ANN ASSOC AM GEOGR, V87, P52 MARCH JG, 1958, ORGANIZATIONS METCALFE JS, 2000, RESOURCES TECHNOLOGY, P31 MINTZBERG H, 1976, ADM SCI Q, V21, P246 NEWELL A, 1972, HUMAN PROBLEM SOLVIN NONAKA I, 1995, KNOWLEDGE CREATING C OUCHI WG, 1980, ADM SCI Q, V25, P129 PISANO GP, 1990, ADMIN SCI QUART, V35, P153 POWELL WW, 1998, CALIF MANAGE REV, V40, P228 RUGGLES R, 1998, CALIFORNIA MANAGEMEN, V40 SEATON RAF, 1993, TECHNOVATION, V13, P45 SENKER J, 1995, IND CORP CHANGE, V4, P425 SIMON HA, 1960, SCI MANAGEMENT DECIS TAPON F, 1999, R&D MANAGE, V29, P219 THOMAS R, 1994, INT J TECHNOL MANAGE, V9, P227 TROTT P, 1996, R&D MANAGE, V26, P83 VINCENTI W, 1990, WHAT ENG KNOW THEY K WELCH JA, 1992, ACAD MANAGEMENT EXEC, V6, P23 WILLIAMSON OE, 1973, AM ECON REV, V63, P316 WILLIAMSON OE, 1975, MARKETS HIERARCHIES WILLIAMSON OE, 1979, J LAW ECON, V22, P233 WILLIAMSON OE, 1996, MECH GOVERNANCE NR 38 TC 1 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2004 VL 27 IS 2-3 BP 143 EP 154 PG 12 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 806AD UT ISI:000220405900003 ER PT J AU Herstatt, C Lettl, C TI Management of 'technology push' development projects SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE technology push; project management; marketing ID DISCONTINUOUS INNOVATION; PRODUCT DEVELOPMENT; EXPERIENCE; CUSTOMER; ISSUES; FIELD AB Discussion of 'market pull' versus 'technology push' approaches in the field of business innovation research has followed a certain trend. The empirical research undertaken until now has been concerned in particular with the question of how each of these approaches differently influences the subsequent success of the innovation. We do not wish to continue this discussion in our paper, rather we assume that both approaches are justified depending upon the importance of the relevant innovation source, the desired degree of innovation and the respective characteristics of the industry in question. We concern ourselves with the characteristics that result in the 'technology push' for the management of innovation projects and what implications can be derived from practical project management organisation. In doing so, we concentrate upon all market-related activities, in particular the identification and verification of application areas for new technology. After contrasting the various characteristics of the 'technology push' and,market pull' approaches, the market-related characteristics of 'technology push' projects are outlined. In this context, current instruments and methods of qualitative market research are introduced and their usefulness discussed. In addition, organisational-structural aspects as well as strategic and operative aspects of 'technology push' project management will be highlighted. C1 Tech Univ Hamburg, D-21073 Hamburg, Germany. RP Herstatt, C, Tech Univ Hamburg, Schwarzenbergstr 95, D-21073 Hamburg, Germany. EM herstatt@tu-harburg.de lettl@tu-harburg.de CR 2000, CUSTOMER ORIENTATION ADAMSON RE, 1952, J EXP PSYCHOL, V44, P288 ADAMSON RE, 1954, J EXP PSYCHOL, V47, P122 BLEICHER K, 1991, CONCEPT INTEGRATED M BOWER JL, 1995, HARVARD BUS REV, V73, P43 CHIDAMBER SR, 1994, INT J TECHNOL MANAGE, V9, P94 CHRISTENSEN CM, 1997, INNOVATORS DILEMMA W COOPER RC, 1990, NEW PRODUCTS KEY FAC DESZCA G, 1999, J OPER MANAG, V17, P613 FRIAR JH, 1999, RES TECHNOL MANAGE, V42, P37 GROENVELD P, 1997, RES TECHNOL MANAGE, V40, P48 HAMEL G, 1991, HARVARD BUS REV, V69, P81 HERSTATT C, 1992, J PROD INNOVAT MANAG, V9, P213 HERSTATT C, 2000, UNPUB USE VR TECHNOL KAINZBAUER C, 1998, INNOVATION RES TECHN LENDER F, 1991, INNOVATIVE TECHNOLOG LEONARDBARTON D, 1996, ENG INNOVATION, P177 LYNN F, 1992, J PROD INNOVAT MANAG, V9, P19 LYNN GS, 1996, CALIF MANAGE REV, V38, P8 LYNN GS, 1996, ENG MANAGEMENT J, V8, P23 LYNN GS, 1998, CALIF MANAGE REV, V40, P74 NAYAK R, 1986, BREAKTHROUGHS OCONNER GC, 1998, J PROD INNOVAT MANAG, V15, P151 PFEIFFER S, 1992, TECHNOLOGY FORECASTI PRAHALAD CK, 1990, HARVARD BUS REV, V68, P79 ROSENBERGER PJ, 1995, J MARKET RES SOC, V37, P345 SHAH S, 2000, 4105 MIT SLOAN SCH M SOUDER WE, 1989, RES TECHNOL MANAGE, V32, P19 THOMAS A, 2000, DIABETIC MED, V17, P2 URBAN GL, 1996, J MARKETING, V60, P47 URBAN GL, 1997, J MARKETING RES, V34, P143 VERYZER RW, 1998, J PROD INNOVAT MANAG, V15, P136 VERYZER RW, 1998, J PROD INNOVAT MANAG, V15, P304 VINKEMEIER R, 1999, TECHNOLOGY MANAGEMEN, V48, P18 VONHIPPEL E, 1988, SOURCES INNOVATION VONHIPPEL E, 1998, UNPUB BREAKTHROUGH P WEYRICH C, 1996, INT INNOVATIONSMANAG, P119 WIND J, 1997, J MARKETING RES, V34, P1 WOOD SC, 1998, J PROD INNOVAT MANAG, V15, P167 NR 39 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2004 VL 27 IS 2-3 BP 155 EP 175 PG 21 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 806AD UT ISI:000220405900004 ER PT J AU Sicotte, H Prefontaine, L Ricard, L Bourgault, M TI New product development: customers' and suppliers' assessment of the same project SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE new product development; critical success factors; customer assessment; performance; project management ID RESEARCH-AND-DEVELOPMENT; USER PARTICIPATION; HIGH-TECHNOLOGY; SUCCESS RATES; INNOVATION; MANAGEMENT; PERFORMANCE; INDUSTRIAL; CHAMPIONS; BEHAVIOR AB Traditionally, the performance of new product development (NPD) projects has been assessed by R&D or project managers. Rarely have researchers sought customers' points of view. This study collected performance assessments from both the customer and the supplier of a new product or process and compared their perceptions of the importance of several critical success factors (CSFs). The results show that, even though customers and suppliers may agree on the overall performance of a project, their perceptions of the CSFs pertaining to that performance differ significantly. C1 Univ Quebec Montreal, Ecole Sci Gest, Montreal, PQ, Canada. HEC Montreal, Montreal, PQ H3T 2A7, Canada. RP Sicotte, H, Univ Quebec Montreal, Ecole Sci Gest, 315,Rue St Catherine Est, Montreal, PQ, Canada. EM sicotte.helene@uqam.ca prefontaine.lise@uqam.ca line.ricard@hec.ca mario.bourgault@polymtl.ca CR ANCONA DG, 1990, RES TECHNOL MANAGE, V33, P25 ARGYRIS C, 1971, MANAGE SCI, V17, P275 BADAWAY MK, 1991, INT J TECHNOL MANAGE, V6, P205 BARCLAY I, 2000, J GEN MANAGE, V26, P36 BROOK J, 1999, INT J TECHNOL MANAGE, V17, P639 CAMPBELL AJ, 1999, IND MARKET MANAG, V28, P507 CHANG ST, 1999, INT J MED MUSHROOMS, V1, P1 CHRISTENSEN CM, 1997, INNOVATORS DILEMMA CHRISTENSEN CM, 2002, TECHNOLOGY REV JUN, P33 COOPER RG, 1979, IND MARKET MANAG, V8, P124 COOPER RG, 1991, IND MARKET MANAG, V20, P137 COOPER RG, 1994, RES TECHNOL MANAGE, V37, P40 COOPER RG, 1996, IND MARKET MANAG, V25, P465 COOPER RG, 2002, RES TECHNOL MANAGE, V45, P21 COOPER SJ, 1992, IRISH J PSYCHOL MED, V9, P13 CRAIG A, 1992, EUR J MARKETING, V26, P3 DAY GS, 2000, J ACAD MARKET SCI, V28, P24 DEMEYER A, 1991, TECHNOLOGY MANAGEMEN, P220 DOWNS CW, 1988, COMMUNICATION AUDITS DWYER FR, 1987, J MARKETING, V51, P11 EARL MJ, 1996, SLOAN MANAGE REV, V37, P26 EMMANUELIDES PA, 1993, J ENG TECHNOL MANAGE, V10, P363 FOSTER ST, 1999, J ENG TECHNOL MANAGE, V16, P329 GAGNON YC, 1990, GESTION, V15, P16 GAILLARD JM, 2000, MARKETING GESTION RE GALE RP, 1992, BONE MARROW TRANSPL, V9, P303 GOLDENBERG J, 2001, MANAGE SCI, V47, P69 GUPTA AK, 1985, IND MARKET MANAG, V14, P289 GUPTA AK, 1988, J PROD INNOVAT MANAG, V5, P20 GUPTA AK, 1990, CALIF MANAGE REV, V32, P24 HERSTATT C, 1992, J PROD INNOVAT MANAG, V9, P213 HISE RT, 1990, J PROD INNOVAT MANAG, V7, P142 HOWELL JM, 2001, J PROD INNOVAT MANAG, V18, P15 JAMES LR, 1984, J APPL PSYCHOL, V69, P85 JAMES LR, 1993, J APPL PSYCHOL, V78, P306 KESSLER EH, 2000, J ENG TECHNOL MANAGE, V17, P59 KLEINSCHMIDT EJ, 1995, R&D MANAGE, V25, P281 LESTER DH, 1998, J PROD INNOVAT MANAG, V15, P36 LIN WT, 2000, INFORM MANAGE, V37, P283 LINK PL, 1987, IND MARKET MANAG, V16, P109 LUCAS GH, 1988, J PROD INNOVAT MANAG, V5, P257 LUKAS BA, 2000, J ACAD MARKET SCI, V28, P239 LYNN GS, 1999, IND MARKET MANAG, V28, P565 MAIDIQUE M, 1980, SLOAN MANAGE REV, V21, P59 MARKHAM SK, 1998, J PROD INNOVAT MANAG, V15, P436 MARKHAM SK, 2000, ORGAN SCI, V11, P429 MARKHAM SK, 2001, RES TECHNOL MANAGE, V44, P44 MOENAERT RK, 1990, J PROD INNOVAT MANAG, V7, P91 MOENAERT RK, 1995, IEEE T ENG MANAGE, V42, P243 MYERS S, 1969, 6917 NSF PETERSON RA, 1994, J CONSUM RES, V21, P381 PILLAI AS, 2000, INT J TECHNOL MANAGE, V19, P685 PINTO MB, 1990, J PROD INNOVAT MANAG, V7, P200 POOLTON J, 1998, IND MARKET MANAG, V27, P197 PREFONTAINE L, 1997, CAN J ADM SCI, V14, P372 RICARD L, 1999, J BUS RES, V45, P199 ROBERTS JH, 2000, J ACAD MARKET SCI, V28, P31 ROTHWELL R, 1974, RES POLICY, V3, P258 ROURE L, 2001, HUM RELAT, V54, P663 SHETH JN, 1995, J ACAD MARKET SCI, V23, P255 SHETH JN, 1997, IND MARKET MANAG, V26, P91 SICOTTE H, 1996, THESIS U QUEBEC MONT SOUDER WE, 1987, MANAGING NEW PRODUCT SUSMAN GI, 1999, J ENG TECHNOL MANAGE, V16, P223 SWINK M, 2000, J PROD INNOVAT MANAG, V17, P208 THOMKE S, 2002, HARVARD BUS REV, V80, P74 VADAPALLI A, 2000, J ENG TECHNOL MANAGE, V17, P127 VONHIPPEL E, 1988, SOURCES INNOVATION VONHIPPEL E, 1989, RES TECHNOL MANAGE, V32, P24 VONZEDTWITZ M, 2002, INT J TECHNOL MANAGE, V24, P165 ZIRGER BJ, 1990, MANAGE SCI, V36, P867 ZIRGER BJ, 1991, THESIS STANFORD U NR 72 TC 1 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2004 VL 27 IS 2-3 BP 176 EP 192 PG 17 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 806AD UT ISI:000220405900005 ER PT J AU Bourgault, M Gagnon, YC Posada, E TI Investigating the partnering strategy for information technology acquisition in public organisations SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE technology acquisition; information technology; partnering; public sector; project management ID PROJECTS; PARTNERSHIPS; INNOVATION; SUCCESS AB Over the last few years, external acquisitions of information systems have represented an ever-growing expense for most governments. Ironically, these massive investments in information technologies are occurring in a period when many studies have invoked the urgent need to reform the acquisition process. Central to this reform is the partnering strategy, where both private and public partners engage in a more cooperative and flexible agreement than the traditional, specifications-based contract. Based on the major projects observed, this acquisition strategy still remains difficult to implement. This exploratory study has identified three major obstacles: the inability properly to define a common goal, the lack of balance and equal commitment of resources between the partners, and finally, the lack of a common vision of what a private-public partnering process ought to be for this kind of project. These results call for a vigorous, long-term commitment by both administrative and political leaders in order to make partnering a beneficial strategy for major public-private projects. C1 Ecole Polytech, Montreal, PQ H3C 3A7, Canada. Ecole Natl Adm Publ, Montreal, PQ H2T 3E5, Canada. Univ Quebec Montreal, Ecole Sci Gest, Montreal, PQ H2X 3X2, Canada. RP Bourgault, M, Ecole Polytech, POB 6079,Stn Ctr Ville, Montreal, PQ H3C 3A7, Canada. EM mario.bourgault@polymtl.ca ycgagnon@enap.ca posada.elisabeth@uqam.ca CR *ASS PROJ MAN, 2000, BOD KNOWL *C BOARD, 1998, 121798RR C BOARD *INT COUNC INF TEC, 1998, PROC STUD GROUP REP *KPMG, 1998, ECH PROJ TECHN INF *OECD, 1999, STI REV *PROJ MAN INF, 2000, PROJ MAN BOD KNOWL *STAND GROUP, 1994, CHAOS CHART SEAS INF AKKERMANS H, 2002, EUR J INFORM SYST, V11, P35 ATKINSON PA, 1992, QUALITATIVE HLTH RES, V2, P451 BACHELOR A, 1992, METHODS WIN, P14 BRAGG T, 2000, FEDERAL COMPUTER WEE, V14, P40 BRESNEN M, 2000, CONSTRUCTION MANAGEM, V18, P229 BROWN WJ, 1999, ANTIPATTERNS PROJECT CARAYANNIS EG, 2000, TECHNOVATION, V20, P477 CATSBARIL W, 1995, PUBLIC ADMIN REV, V55, P559 CHENITZ WC, 1986, PRACTICE GROUNDED TH CHRISTIANSON RK, 1999, PUBLIC UTILITIES SPR, P22 DEZIN NK, 1989, INTERPRETIVE INTERAC DUYSTERS G, 1999, R&D MANAGE, V29, P343 DYER JH, 1998, ACAD MANAGE REV, V23, P660 ENGLUND RL, 1999, J PROD INNOVAT MANAG, V16, P52 GLASER BG, 1967, DISCOVERY GROUNDED T GRANSBERG DD, 1999, J CONSTR ENG M ASCE, V125, P161 HOBDAY M, 2000, RES POLICY, V29, P793 JANAIRO E, 2000, RECRUITMENT RETENTIO KEIL JH, 1999, DISPUTE RESOLUTI FEB, P29 KELLY MJ, 2002, R&D MANAGE, V32, P11 KELMAN S, 1992, INFORMATION TECHNOLO LARSON E, 1997, IEEE T ENG MANAGE, V44, P188 LARSON E, 1997, PROJECT MANAGEMENT J, V28, P46 MORNAN RG, 1999, OPTIMUM, V28, P45 QUINN JB, 1999, SLOAN MANAGEMENT SUM, P9 RESTIVO K, 1999, TECHNOLOGY GOVT FEB, P11 RUBER P, 2000, INFORMATION WEEK, P176 SCHILLING MA, 2001, ACAD MANAGE J, V44, P1149 SCOTT WB, 2000, AVIAT WEEK SPACE TEC, V152, P443 WILLCOCKS LP, 1998, EUR J INFORM SYST, V7, P29 WILLIAMS A, 1998, CMA MAGAZINE NOV, P18 NR 38 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2004 VL 27 IS 2-3 BP 193 EP 208 PG 16 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 806AD UT ISI:000220405900006 ER PT J AU Granstrand, O TI The economics and management of technology trade: towards a pro-licensing era? SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE strategy; licensing; technology trade; technology markets; intellectual property ID JAPANESE AB This paper summarises a sequence of studies of technology trade and strategies for acquisition and exploitation of technology in large corporations in Sweden, the USA and Japan during the 1980s and 1990s. Licensing in and out, and technology trade more generally, have old origins but have played only a marginal role in most companies across industries as a co-evolving complement rather than substitute for internal R&D and product sales. However, external acquisition of technology through acquisitions, joint ventures, technology purchasing and intelligence was found to have increased substantially in recent decades across sectors in large Japanese, Swedish and US corporations. With the advent of the pro-patent era in the 1980s and the concomitant surge in patenting and IP activities more generally, a pro-licensing era could be hypothesised to follow. Various empirical studies and observations have also recognised the growing importance of technology markets in general and the growth and changing nature of licensing. C1 Chalmers Univ Technol, Dept Ind Mangement & Econ, Ctr Intellectual Property Studies, SE-41296 Gothenburg, Sweden. RP Granstrand, O, Chalmers Univ Technol, Dept Ind Mangement & Econ, Ctr Intellectual Property Studies, SE-41296 Gothenburg, Sweden. EM ovegra@mot.chalmers.se CR *SCB, 197925 SCB U ARORA A, 2001, MARKETS TECHNOLOGY E ARORA A, 2003, EC LAW INTELLECTUAL ARROW KJ, 1962, RATE DIRECTION INVEN, P609 BARANSON J, 1980, TECHNOLOGY MULTINATI CAVES RE, 1983, OXFORD B ECON STAT, V45, P249 ETO H, 1980, R&D MANAGE, V10, P49 GAWER A, 2002, PLATFORM LEADERSHIP GRANN VR, 2000, CANCER J SCI AM, V6, P13 GRANSTRAND O, 1981, 813 STOCKH SCH EC I GRANSTRAND O, 1982, TECHNOLGOY MANAGEMEN GRANSTRAND O, 1984, 198606 CIM DEP IND M GRANSTRAND O, 1992, R&D MANAGE, V22, P1 GRANSTRAND O, 1992, TECHNOLOGY MANAGEMEN, P181 GRANSTRAND O, 1999, RES POLICY, V28, P275 GRANSTRAND O, 2000, RES POLICY, V29, P1061 GRANSTRANG O, 2000, EC MANAGEMENT INTELL GRINDLEY PC, 1997, CALIF MANAGE REV, V39, P8 HALL BH, 2001, RAND J ECON, V32, P101 KILLING JP, 1978, R&D MANAGE, V8, P159 LINDHOLM A, 1994, THESIS CHALMERS U TE LOVELL EB, 1976, CORPORATE STRATEGY P, P106 MOWERY DC, 1992, TECHNOLOGY MANAGEMEN, P209 OSKARSSON C, 1993, THESIS CHALMERS U TE ROGERS EM, 1995, DIFFUSION INNOVATION TAYLOR CT, 1973, EC IMPACT PATENT SYS TEECE DJ, 1982, J ECON BEHAV ORGAN, V3, P39 VONHIPPEL E, 1988, TECHNOL REV, V91, P58 WILSON R, 1977, RES POLICY, V6, P114 WINTER SG, 1989, OWNING SCI TECHNICAL NR 30 TC 2 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2004 VL 27 IS 2-3 BP 209 EP 240 PG 32 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 806AD UT ISI:000220405900007 ER PT J AU Koruna, SM TI External technology commercialisation - policy guidelines SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE intellectual capital; technology commercialisation; technology licensing ID COMPETITIVE ADVANTAGE; STRATEGIC MANAGEMENT AB In earlier years, licensing was primarily seen as a means of acquiring technology or technological knowledge developed outside of a firm's boundaries. With the introduction of the idea of technology marketing, a new perspective is given: from pull to push, from the demand and technology acquisition side to the supply and external technology commercialisation side. This paper explores the challenges firms are facing when confronted with the question of whether or not to commercialise technological knowledge outside of the firm's boundaries C1 Swiss Fed Inst Technol, Sect Technol & Innovat Management, ETH Ctr Enterprise Sci, CH-8028 Zurich, Switzerland. RP Koruna, SM, Swiss Fed Inst Technol, Sect Technol & Innovat Management, ETH Ctr Enterprise Sci, CH-8028 Zurich, Switzerland. EM stefan.koruna@ethz.ch CR *OECD, 1992, TECHN EC ALEY J, 1996, FORTUNE, V133, P65 ARGOTE L, 1999, ORG LEARNING CREATIN ARTHUR WB, 1996, HARVARD BUS REV, V74, P100 BARNEY J, 1991, J MANAGE, V17, P99 BIDAULT F, 1989, TECHNOLOGY PRICING P BOYER C, 1990, THINK, P10 BRODBECK H, 1997, BLICKWECHSEL CONNELL J, 1995, ASIAN PACIFIC MIGRAT, V4, P1 DAVENI R, 1994, HYPERCOMPETITION MAN DAVIS E, 1990, BUSINESS STRATEGY RE, V1, P61 DESCHAMPS JP, 1995, PRODUCT JUGGERNAUTS DOWNE EA, 2000, AM BUSINESS REV, V18, P86 GILBERT X, 1988, STRATEGY PROCESS, P70 GODFREY PC, 1995, STRATEGIC MANAGE J, V16, P519 GOLD B, 1987, J PROD INNOVAT MANAG, V4, P81 GOODMAN RA, 1994, TECHNOLOGY STRATEGY GRINDLEY P, 1995, STANDARDS STRATEGY P GRINDLEY PC, 1997, CALIF MANAGE REV, V39, P8 HENDERSON BD, 1983, J MARKETING, V47, P7 HIRSHLEIFER J, 1984, PRICE THEORY APPL KATZ ML, 1985, AM ECON REV, V75, P424 KELLY K, 1998, NEW RULES NEW EC KOGUT B, 1991, 9112 RP STOCKH SCH E MANSFIELD E, 1981, ECON J, V91, P907 MOSAKOWSKI E, 1997, COMPETENCE BASED STR, P65 NONAKA I, 1995, KNOWLEDGE CREATING O PETRASH G, 1998, PROFITING INTELLECTU, P205 PORTER ME, 1985, COMPETITIVE ADVANTAG PRAHALAD CK, 1990, HARVARD BUS REV, V68, P79 RIVETTE KG, 2000, REMBRANDTS ATTIC UNL ROSENBLOOM RS, 1987, CALIF MANAGE REV, V29, P51 SANCHEZ R, 1997, COMPETENCE BASED STR, P3 TEECE DJ, 1997, STRATEGIC MANAGE J, V18, P509 VONHIPPEL E, 1982, RES POLICY, V11, P95 WILLIAMSON OE, 1979, J LAW ECON, V22, P3 YAMANOUCHI T, 1989, LONG RANGE PLANN, V22, P11 NR 37 TC 1 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2004 VL 27 IS 2-3 BP 241 EP 254 PG 14 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 806AD UT ISI:000220405900008 ER PT J AU Lichtenthaler, E TI Organising the external technology exploitation process: current practices and future challenges SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE external technology exploitation; external technology deployment; external technology commercialisation; technology marketing; knowledge marketing; intellectual property management ID RESEARCH-AND-DEVELOPMENT; KNOW-HOW; ABSORPTIVE-CAPACITY; INNOVATION; STRATEGY; PERSPECTIVE; NETWORKS; SYSTEMS; MARKET; FIRMS AB The external exploitation of technologies by companies by means of licensing-out, sale of patents, and collaborations has grown tremendously over the last few years. The systematic use of this technology exploitation mode is hindered by a large knowledge gap in the efficient and effective organisation of this process. The aim of this contribution is therefore to learn more about how the external technology exploitation process is performed in technology intensive multi-business companies. The research results of ten exploratory in-depth case studies in leading European companies are presented. Firstly, from an historical analysis of the development of the technology exploitation process, three generations of organising the technology exploitation process are derived. Secondly, fundamental policy issues of organising the external technology exploitation process are described. Thirdly, based on the case studies and literature, fundamental principles of organising the external technology exploitation process are developed. C1 Swiss Fed Inst Technol, Grp Technol & Innovat Management, Ctr Enterprise Sci, Zurich, Switzerland. RP Lichtenthaler, E, Swiss Fed Inst Technol, Grp Technol & Innovat Management, Ctr Enterprise Sci, Zurich, Switzerland. EM lic@bwi.bepr.ethz.ch CR AADNE JH, 1996, MANAGING KNOWLEDGE, P9 ARROW KJ, 1962, RATE DIRECTION INVEN, P609 ARROW KJ, 1974, LIMITS ORG ATUAHENEGIMA K, 1993, R&D MANAGE, V23, P327 BELZ C, 2000, IO MANAGEMENT, P40 BERTIN GY, 1988, MULTINATIONAL IND PR BIDAULT F, 1989, TECHNOLOGY PRICING P BIDAULT F, 1994, R&D MANAGE, V24, P373 BOYENS K, 1998, EXTERNE VERWERTUNG T BRATZLER M, 1999, THESIS U ST GALLEN BRODBECK H, 1997, BWI BLICKWECHSEL ZUR CARTER AP, 1989, RES POLICY, V18, P155 COHEN WM, 1990, ADMIN SCI QUART, V35, P128 EISENHARDT KM, 1989, ACAD MANAGE REV, V14, P532 ESCHER JP, 2000, PROCESS EXTERNAL TEC FORD D, 1981, HARVARD BUS REV, V59, P117 FORD D, 1985, ADV STRATEG MANAGE, V3, P103 FORD D, 1988, LONG RANGE PLANN, V21, P85 FORD D, 1997, INT J TECHNOL MANAGE, V14, P596 GALLINI NT, 1985, RAND J ECON, V16, P237 GERYBADZE A, 1994, R&D MANAGE, V24, P131 GERYBADZE A, 1995, HDB TECHNOLOGIEMANAG, P469 GERYBADZE A, 1995, STRATEGIC ALLIANCES GRANDSTRAND O, 1999, EC MANAGEMENT INTELL GRANSTRAND O, 2000, INT J TECHNOL MANAGE, V19, P121 GRANSTRAND O, 2000, RES POLICY, V29, P1061 GUILHON B, 2001, TECHNOLOGY MARKETS K, P21 GUILHORN B, 2001, TECHNOLOGY MARKETS K, P3 HENKE JW, 2000, IND MARKET MANAG, V29, P271 KORUNA S, 2001, AC MAN C 2001 LADEN K, 1996, RES TECHNOL MANAGE, P10 LANE PJ, 1998, STRATEGIC MANAGE J, V19, P461 LICHTENTHALER E, 2000, THESIS LOWE J, 1991, PROMETHEUS, V9, P77 LOWE J, 1998, R&D MANAGE, V28, P263 MARKHAM SK, 2000, ORGAN SCI, V11, P429 MITTAG H, 1985, TECHNOLOGIEMARKETING NELSON RR, 1982, EVOLUTIONARY THEORY NONAKA I, 1995, KNOWLEDGE CREATING ORTON JD, 1990, ACAD MANAGE REV, V15, P203 RIVETTE KG, 2000, REMBRANDTS ATTIC UNL SCHRADER S, 1991, RES POLICY, V20, P153 TEECE DJ, 1977, ECON J, V87, P242 TEECE DJ, 1981, ANN AM ACAD POLIT SS, V458, P81 TEECE DJ, 1986, RES POLICY, V15, P285 TEECE DJ, 2000, MANAGING INTELLECTUR TSCHIRKY H, 2000, INT J TECHNOL MANAGE, V20, P459 TSOUKAS H, 1996, STRATEGIC MANAGE J, V17, P11 VICARI S, 1996, MANAGING KNOWLEDGE P, P184 WATHNE K, 1996, MANAGING KNOWLEDGE P, P55 WEGER C, 1998, TECHNOLOGIEMARKETING WESTLEY FR, 1990, STRATEGIC MANAGE J, V11, P337 WILLIAMSON OE, 1975, MARKETS HIERARCHIES YIN RK, 1989, CASE STUDY RES DESIG NR 54 TC 1 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2004 VL 27 IS 2-3 BP 255 EP 271 PG 17 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 806AD UT ISI:000220405900009 ER PT J AU Ehrhardt, M TI Network effects, standardisation and competitive strategy: how companies influence the emergence of dominant designs SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE competitive strategy; network effects; standardisation; dominant design; compatibility, open systems ID PRODUCT COMPATIBILITY; SYSTEMS COMPETITION; INNOVATION; MARKET; INDUSTRY; MONOPOLY AB Network effects and standardisation are central to business success for many of today's high-technology companies. The ability of a firm to establish its technology as a dominant design or so-called de-facto standard is a critical determinant of its long-term competitive position. Which strategy a company should choose in a de-facto standardisation process, e.g. introducing a new technology as a proprietary standard or as a more or less open standard, depends on a variety of situative factors. This paper seeks to analyse the effectiveness of different strategic actions in standardisation processes. Utilising economic theories on network effects, the paper develops a framework for analysing strategic behaviours of companies in de-facto standardisation processes with a special focus on openness strategies. Several case studies illustrate different aspects of the framework. C1 Booz Allen Hamilton Inc, D-60323 Mainz, Germany. RP Ehrhardt, M, Booz Allen Hamilton Inc, D-60323 Mainz, Germany. EM ehrhardt_marcus@bah.com CR ADAMS RB, 1978, KING C GILLETTE MAN ADAMS W, 1982, Q REV ECON BUS, V22, P29 ARTHUR WB, 1989, ECON J, V99, P116 AXELROD R, 1995, MANAGE SCI, V41, P1493 BESEN SM, 1992, IND CORP CHANGE, V1, P375 BESEN SM, 1994, J ECON PERSPECT, V8, P117 BRANDENBURGER AM, 1996, COOPETION BRANDENBURGER AM, 1996, COOPETITION CHESBROUGH HW, 1996, HARVARD BUSINESS JAN, P65 CHPOSKY J, 1988, BLUE MAGIC PEOPLE PO CHUCH J, 1996, EUROPEAN J POLITICAL, V12, P331 CONNELL J, 1995, ASIAN PACIFIC MIGRAT, V4, P1 CONNER KR, 1991, MANAGE SCI, V37, P125 CUSUMANO MA, 1992, BUS HIST REV, V66, P51 DOZ YL, 1998, ALLIANCE ADV ART CRE ECONOMIDES N, 1996, EUROPEAN J POLITICAL, V12, P211 FARRELL J, 1985, RAND J ECON, V16, P70 FARRELL J, 1986, AM ECON REV, V76, P940 FARRELL J, 1988, Q J ECON, V103, P673 FARRELL J, 1992, J IND ECON, V40, P9 FARRELL J, 1998, J ECON MANAGE STRAT, V7, P143 GALLINI NT, 1985, RAND J ECON, V16, P237 GRINDLEY P, 1990, ANAL INFORMATION TEC, P225 GRINDLEY P, 1995, STANDARDS STRATEGY P GRINDLEY PC, 1997, CALIF MANAGE REV, V39, P8 GROVE AD, 1996, ONLY PARANOID SURVIV HAMEL G, 1989, HARVARD BUS REV, V67, P133 HANSON WA, 1985, THESIS STANFORD U JORDE TM, 1989, CALIF MANAGE REV, V31, P25 KATZ ML, 1986, OXFORD ECON PAP, V38, P146 KATZ ML, 1994, J ECON PERSPECT, V8, P93 KENDE M, 1994, ECON LETT, V45, P385 LEIBENSTEIN H, 1950, Q J ECON, V64, P183 LINZMAYER OB, 1999, APPL CONFIDENTIAL RE LURIE R, 1987, 9387098 HARV BUS SCH MATUTES C, 1988, RAND J ECON, V19, P221 MCDONALD DW, 1985, RES MANAGE, V17, P35 MORRIS CR, 1993, HARVARD BUS REV, V71, P86 PORTER M, 1980, COMPETITIVE STRATEGY PORTER ME, 1985, COMPETITIVE ADV POSTREL SR, 1990, J IND ECON, V39, P170 ROBINSON DP, 1998, TOPICS INT TECHNOLOG ROHLFS J, 1974, BELL J ECON, V5, P16 ROSENBLOOM RS, 1987, CALIF MANAGE REV, V29, P51 SALONER G, 2001, STRATEGIC MANAGEMENT SCHELLING T, 1978, MICROMOTIVES MACROBE SHAPIRO C, 1999, INFORMATION RULES ST SIRBU MA, 1986, 14 ANN TEL POL RES C TEECE DJ, 1986, EC STRATEGIC PLANNIN, P187 TEECE DJ, 1992, TECHNOLOGY WEALTH NA, P175 VARIAN HR, 1989, HDB IND ORG, V1, P598 YOFFIE DB, 1996, CALIF MANAGE REV, V38, P31 YOFFIE DB, 1999, HARVARD BUSINESS JAN, P71 NR 53 TC 1 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2004 VL 27 IS 2-3 BP 272 EP 294 PG 23 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 806AD UT ISI:000220405900010 ER PT J AU Bidault, F TI Global licensing strategies and technology pricing SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article AB Most manufacturing firms today realise that licensing is a powerful means to achieve their strategic goals. As an increasing number of industries experience globalisation, large as well as small firms are contemplating licensing in their wish to reach new markets or to reduce manufacturing costs. Among the numerous questions raised by licensing in the different fields of management, the technology pricing issue figures prominently. Previous research on technology pricing has essentially focused on the possible existence of economic drivers, however, the strategic dimension of licensing has been neglected. A better understanding of the pricing policy of firms implies taking their licensing rationales into consideration. This is what we intend to do in the present paper. After reviewing the literature that provides a framework for most research on technology pricing, we will present an analysis of the licensing motives leading to the identification of three generic licensing strategies and to the formulation of some hypotheses. It will be seen that our approach is not contradictory to previous ones, particularly Contractor's, but rather builds on them by identifying the conditions under which they are valid. C1 Theseus Int Mangement Inst, F-06903 Sophia Antipolis, France. RP Bidault, F, Theseus Int Mangement Inst, Rue Albert Einstein,POB 169, F-06903 Sophia Antipolis, France. EM bidault@theseus.fr CR *UNIDO, 1983, TECHN PAYM EV SUMM R ALIBER RZ, 1970, INT CORPORATION, P17 BONIN B, 1985, TABL ROND AREPIT U P BUDAULT F, 1989, TECHNOLOGY PRICING CAVES RE, 1972, ECONOMICA, V38, P1 CAVES RE, 1976, SO EC J, V42, P572 CAVES RE, 1980, MONOGRAPHS SERIES FI, V2 CONTRACTOR F, 1981, COLUMBIA J WORLD WIN, P73 CONTRACTOR FJ, 1981, INT TECHNOLOGY LICEN EMMANUEL A, 1986, TECHNOLOGIE APPROPRI HADJI SA, 1980, REV EC IND, P94 HEE YC, 1979, THESIS U WASHINGTON MAGEE SP, 1978, NEW INT EC ORDER N S, P317 PERLMUTTER HV, 1981, INT TECHNOLOGY TRANS PERLMUTTER HV, 1986, HARVARD BUSINESS MAR PORTER ME, 1980, COMPETITIVE STRATEGY TELESIO P, 1979, TECHNOLOGY LICESING VAITSOS CV, 1976, INTERCOUNTRY INCOME VERNON R, 1966, Q J EC MAY, P190 NR 19 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2004 VL 27 IS 2-3 BP 295 EP 305 PG 11 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 806AD UT ISI:000220405900011 ER PT J AU Chiu, YC Shyu, JZ TI Applying multivariate time series models to technological product sales forecasting SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE technology marketing; vector autoregression; Litterman Bayesian Vector Autoregression; forecasting ID BVAR MODELS AB Sales forecasting plays a crucial role in conducting marketing and mix strategies in technological industries. However, traditional sales forecasting methods focus only on customer behaviour and other quantitative variables. This paper proposes multivariate time series models, using the vector autoregression (VAR) model and the Litterman Bayesian vector autoregression (LBVAR) model, for sales forecasting in technological industries. In this study, macroeconomic data are considered to be useful leading indicators and are included in the VAR and LBVAR models. The LBVAR model possesses superior Bayesian statistics in small sample forecasting and holds the VAR model dynamic properties. An empirical study of Taiwan's portable computer industry is used to examine the VAR and LBVAR models to validate the informative effect of macroeconomic data on sales forecasting. As a result, multivariate time series models with macroeconomic data appear to be useful models for technological product sales forecasting. C1 Chung Yuan Christian Univ, Dept Business Adm, Chungli, Taiwan. RP Chiu, YC, Chung Yuan Christian Univ, Dept Business Adm, Chungli, Taiwan. EM yichia@cycu.edu.tw joseph@cc.nctu.edu.tw CR CURRY DJ, 1995, J FORECASTING, V14, P181 DOAN T, 1984, ECONOMETRIC REV, V3, P1 DOAN T, 1992, RATS USERS MANUAL, P8 DUA P, 1995, J FORECASTING, V14, P167 DUA P, 1995, J FORECASTING, V14, P217 ENDERS W, 1995, APPL EC TIME SERIES, P301 GRANGER CWJ, 1969, ECONOMETRICA, V37, P424 HAMILTON JD, 1994, TIME SERIES ANAL, P362 HOLDEN K, 1995, J FORECASTING, V14, P159 HSU PH, 2001, IN PRESS TECHNOLOGIC KUMAR V, 1995, INT J FORECASTING, V11, P361 LITTERMAN RB, 1985, Q REV FED RESERVE BA, V9, P2 LITTERMAN RB, 1986, J BUS ECON STAT, V4, P1 MARCETTI DJ, 2000, J FORECASTING, V19, P419 RAVISHANKER N, 1997, J FORECASTING, V16, P177 SALAZAR E, 1999, J FORECASTING, V18, P447 SARANTIS N, 1995, J FORECASTING, V14, P201 SIMS CA, 1980, ECONOMETRICA, V48, P1 SIMS CA, 1990, ECONOMETRICA, V58, P113 SPENCER DE, 1993, INT J FORECASTING, V9, P407 NR 20 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2004 VL 27 IS 2-3 BP 306 EP 319 PG 14 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 806AD UT ISI:000220405900012 ER PT J AU Weiss, E TI Functional market concept for planning technological innovations SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE technology planning; disruptive technologies; functional market AB Fundamental high-technology innovations radically change existing markets and quite often create entirely new ones. However, the opportunities these technologies offer as well as the potential threats they pose will be underestimated if certain mistakes in the identification and assessment of markets for such fundamental innovations are not avoided. One of these pitfalls can be the restricted focus on current customers and market segments only. For the specification of technologies and needs this 'blinkered' perspective bears the danger of barring the view of the threats and possibilities emerging, in Drucker's words, 'at the edges'. A too-short-termed perception and narrow focus on mere figures and actual facts can also mislead decisions concerning fundamental high-tech innovation projects. C1 FIV Consulting GmbH, D-90491 Nurnberg, Germany. RP Weiss, E, FIV Consulting GmbH, Erlenstegenstr 40, D-90491 Nurnberg, Germany. EM dr.weiss@fiv-consulting.de CR ARGOTE L, 1999, ORG LEARNING CREATIN BOWER JL, 1995, HARVARD MANAGER, V17, P88 CHRISTENSEN CM, 1997, INNOVATORS DILEMMA COHEN WM, 1990, ADM SCI Q, V35, P1258 COOPER AC, 1976, BUS HORIZONS, V19, P61 DOGL R, 1986, STRATEGISCHES QUALIT DUERAND D, 1996, WIRTSCHAFTSWOCHE, P96 EICHBORN JP, 1990, BDDW, P7 FOSTER RN, 1986, INNOVATION HAMEL G, 1992, HARVARD MANAGER, V2, P44 HINTERHUBER HH, 1995, BLICK DURCH WIRTSCHA, P7 KLAUS P, 1988, ACS ORG GMBH, V88, P35 LENDER F, 1993, INNOVATIVES TECHNOLO LEONARD D, 1999, WHEN SPARKS FLY IGNI LEVITT T, 1960, HARVARD BUS REV, V38, P45 LUHMANN N, 1973, ZWECKBEGRIFF SYSTEMR MALONE MS, 1996, MIKROPROZESSOR UNGEW MILES LD, 1947, TECHNIQUES VALUE ANA NULTY P, 1995, FORTUNE, P60 PETERS RH, 1997, WIRTSCHAFTSWOCHE, P50 PFEIFFER W, 1971, ALLGEMEINE THEORIE T PFEIFFER W, 1986, STRATEGISCHE UNTERNE, V4, P149 PFEIFFER W, 1990, TECHNOLOGIE MANAGEME, P1 PFEIFFER W, 1994, HDB PRODUKTIONSMANAG, P275 PFEIFFER W, 1994, MANAGEMENT GRUNDLAGE PFEIFFER W, 1997, FUNKTIONALMARKT KONZ PFEIFFER W, 1999, FUNKTIONALMARKT KONZ QUINN JB, 1985, HARVARD MANAGER, P24 RATHNOW P, 1993, INTEGRIERTES VARIANT ROPOHL G, 1979, SYSTEMTHEORIE TECHNI ROSENBERG N, 1986, POSITIVE SUM STRATEG, P17 SCHNAARS SP, 1989, MUSTERBEISPIELE MARK STAUDT E, 1974, STRUKTUR METHODEN TE STEINMANN H, 1984, STRATEGISCHE KONTROL TROMMSDORFF V, 1993, PLANUNG ANAL, V2, P27 TURK K, 1978, HANDLUNGSSYSTEME, P121 TUSHMAN ML, 1986, ADMIN SCI QUART, V31, P439 VOLZ T, 1997, MANAGEMENT ERGANZEND WEISS E, 1989, MANAGEMENT DISKONTIN WETTENGL S, 1999, INITIIERUNG TECHNOLO NR 40 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2004 VL 27 IS 2-3 BP 320 EP 330 PG 11 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 806AD UT ISI:000220405900013 ER PT J AU Phaal, R Farrukh, CJP Probert, DR TI A framework for supporting the management of technological knowledge SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE technology management; knowledge management; conceptual frameworks; management representations; technology roadmapping ID FIRM AB Technology is a key driver for innovation and sustainable business growth. Whilst industrial interest in the area is growing, from an academic perspective the conceptual basis of the subject of technology management is fragmented and poorly defined. This paper describes a framework that has been developed to support practical and theoretical understanding of the management of technological innovation. At the heart of the framework are two sets of business processes that are important for effective technology management, including the three 'core' processes of strategy, innovation and operations, together with a set of five supporting technology management processes: identification, selection, acquisition, exploitation and protection. The framework supports the integration of these processes by focusing on the 'pull' and 'push' knowledge flows that need to occur between the commercial and technological functions within the firm. C1 Univ Cambridge, Dept Engn, Cambridge CB2 1RX, England. Univ Cambridge, Ctr Technol Management, Cambridge CB2 1RX, England. RP Phaal, R, Univ Cambridge, Dept Engn, Mill Lane, Cambridge CB2 1RX, England. EM rp108@eng.cam.ac.uk cjp2@eng.cam.ac.uk drp@eng.cam.ac.uk CR *EIRMA, 1997, 52 EIRMA ACKOFF RL, 1999, RECREATING CORPORATI ARBNOR I, 1997, METHODOLOGY CREATING BETZ F, 1998, MANAGING TECHNOLOGIC BOWONDER B, 2000, INT J TECHNOL MANAGE, V19, P662 CANEZ L, 2001, IND MAKE BUY DECISIO CHEKLAND PB, 1981, SYSTEMS THINKING SYS DIERICKX I, 1989, MANAGE SCI, V35, P1504 FARRUKH C, 2000, R&D MANAGE, V30, P43 FARRUKH CJP, 2000, TECHNOLOGY MANAGEMEN FLECK J, 1997, TECHNOL ANAL STRATEG, V9, P383 FLOYD C, 1997, MANAGING TECHNOLOGY GAYNOR GH, 1996, HDB TECHNOLOGY MANAG GEISTAUTS GA, 1997, P PORTL INT C MAN EN GRANT RM, 1996, STRATEGIC MANAGE J, V17, P109 GREGORY MJ, 1995, P I MECH ENG B-J ENG, V209, P347 GROENVELD P, 1997, RES TECHNOL MANAGE, V40, P48 HAMEL G, 1994, COMPETING FUTURE HILLIER W, 2001, MANUFACTURING BUSINE JACKSON MC, 2000, SYSTEMS APPROACHES M KOSTOFF RN, 2001, IEEE T ENG MANAGE, V48, P132 LEONARDBARTON D, 1995, WELLSPRINGS KNOWLEDG LEVIN DZ, 2000, UNPUB IEEE T ENG MAN LINSTONE HA, 1999, DECISION MAKING TECH MADHAVAN R, 1998, J MARKETING, V62, P1 MULLER G, 1999, POSITIONING SYSTEM A NONAKA I, 1991, HARVARD BUSINESS NOV, P96 PELC KI, 1997, P PORTL INT C MAN EN PENROSE E, 1995, THEORY GROWTH FIRM PHAAL R, 2000, P 9 INT C MAN TECHN PHAAL R, 2000, P IEEE INT C MAN INN PHAAL R, 2000, P IEEE INT ENG MAN C PHAAL R, 2001, P PORTL INT C MAN EN, P367 PHAAL R, 2001, T PLAN FAST START TE PROBERT DR, 1997, DEV MAKE BUY STRATEG PROBERT DR, 2001, P 10 INT C MAN TECHN REEVES T, 1997, ALCHEMY MANAGERS ROUSSEL PA, 1991, 3 GENERATION R D MAN SHEHABUDDEEN N, 2000, MANAGEMENT REPRESENT SHEHABUDDEEN N, 2000, THESIS U CAMBRIDGE SIMONS JB, 1997, P PORTL INT C MAN EN, P409 STATA R, 1989, SLOAN MANAGEMENT SPR STEELE LW, 1989, MANAGING TECHNOLOGY TEECE DJ, 1980, J ECON BEHAV ORGAN, V1, P223 WERNERFELT B, 1984, STRATEGIC MANAGE J, V5, P171 WHIPP R, 1991, INT J VEHICLE DES, V12, P469 WILLYARD CH, 1987, RES MANAGEMENT SEP, P13 NR 47 TC 3 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2004 VL 27 IS 1 BP 1 EP 15 PG 15 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 776NV UT ISI:000189122900001 ER PT J AU Bong, SH Lee, J Gil, YJ TI Effective team processes for technology internalisation with special emphasis on knowledge management: successful late starter, Samsung case SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE knowledge management; team process; moderating influence; technology internalisation; case study ID RESEARCH-AND-DEVELOPMENT; PRODUCT DEVELOPMENT; INNOVATION; PERFORMANCE; PERSPECTIVE; MODEL; TASK; DIVERSITY; CAPACITY; OUTCOMES AB Knowledge management, especially in technological innovation, is becoming the most important organisational activity for the long-term success of a firm and related conceptual and empirical research is increasing rapidly. However, little empirical research into effective team processes has been undertaken, taking into account moderating factors to knowledge management in the context of a late starter. This study analyses the moderating influence of the technology internalisation mode between effective team processes and performance of technology internalisation by investigating 14 technology development projects of Samsung, renowned worldwide as a successful late starter. According to multiple case studies, results of the analyses suggest three team processes that we derive theoretically and empirically - team building, information seeking, and problem solving have a positive impact on technology internalisation. Also, the results suggest that the importance of the team building and information seeking process varies with technology internalisation modes. Furthermore, it is shown that effective problem solving styles are different along technology internalisation modes. C1 Korea Adv Inst Sci & Technol, Grad Sch Management, Seoul 130012, South Korea. Samsung Adv Inst Technol, CTO Off, Kyonggi Do 449712, South Korea. RP Bong, SH, Korea Adv Inst Sci & Technol, Grad Sch Management, 207-43 Cheongryangri Dong, Seoul 130012, South Korea. EM stajahn@kgsm.kaist.ac.kr pearllee@kgsm.kaist.ac.kr yjgil@sait.samsung.co.kr CR AMIDON RDM, 1996, RES TECHNOL MANAGE, V39, P33 ANCONA DG, 1988, GROUP ORGAN STUD, V13, P468 ANCONA DG, 1992, ADMIN SCI QUART, V37, P634 BROWN JS, 1991, ORGAN SCI, V2, P40 CLARK KB, 1991, PRODUCT DEV PERFORMA COHEN WM, 1990, ADMIN SCI QUART, V35, P128 COOMBS R, 1998, RES POLICY, V27, P237 DAGHFOUS A, 1994, RES POLICY, V23, P267 DAVENPORT TH, 1998, WORKING KNOWLEDGE DEMAREST M, 1997, LONG RANGE PLANN, V30, P374 EISENHARDT KM, 1989, ACAD MANAGE REV, V14, P532 GIL Y, 2003, TECHNOVATION, V23, P333 GLADSTEIN DL, 1984, ADMIN SCI QUART, V29, P499 GUINAN PJ, 1998, INFORM SYST RES, V9, P101 HELFAT CE, 1997, STRATEGIC MANAGE J, V18, P339 HUANG WW, 2000, J MANAGE INFORM SYST, V17, P181 HULL R, 2000, INT J TECHNOL MANAGE, V20, P633 KELLER RT, 2001, ACAD MANAGE J, V44, P547 KERSSENSVANDRONGELEN IC, 1996, R&D MANAGE, V26, P213 KESSLER EH, 2000, R&D MANAGE, V30, P213 KIM L, 1997, IMITATION INNOVATION KIM L, 1998, ORGAN SCI, V9, P506 KIM LS, 1997, CALIF MANAGE REV, V39, P86 LANDINI MZS, 2001, P PORTL INT C MAN EN LEE J, 1994, J ENG TECHNOL MANAGE, V11, P149 LEE JJ, 1988, R&D MANAGE, V18, P235 LEONARDBARTON D, 1995, WELLSPRINGS KNOWLEDG LYNN GS, 2000, IEEE T ENG MANAGE, V47, P221 MADHAVAN R, 1998, J MARKETING, V62, P1 MARCY W, 1979, RES MANAGE, V22, P18 MASCITELLI R, 2000, J PROD INNOVAT MANAG, V17, P179 MCGRATH JE, 1991, SMALL GR RES, V22, P147 MCGRATH RG, 2001, ACAD MANAGE J, V44, P118 MILLER D, 1996, J MANAGE, V22, P485 MONEART RK, 1990, J PROD INNOVAT MANAG, V7, P91 NONAKA I, 1995, KNOWLEDGE CREATING C PRAHALAD CK, 1990, HARVARD BUS REV, V68, P79 ROTHWELL R, 1974, RES POLICY, V3, P259 SENGE PM, 1990, 5 DISCIPLINE ART PRA SENGE PM, 1990, SLOAN MANAGEMENT FAL, P7 SIRKIN RM, 1995, STAT SOCIAL SCI TEACHMAN JD, 1980, SOCIOLOGICAL METHODS, V8, P341 TRIPSAS M, 1997, STRATEGIC MANAGE J, V18, P119 VERONA G, 1999, ACAD MANAGE REV, V24, P132 WIIG KM, 1995, KNOWLEDGE MANAGEMENT YIN RK, 1993, CASE STUDY RES DESIG NR 46 TC 1 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2004 VL 27 IS 1 BP 16 EP 39 PG 24 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 776NV UT ISI:000189122900002 ER PT J AU Nieto, M Perez, W TI Technological assets accumulation and organisational structure in Spanish telecommunications equipment manufacturing companies: a case study SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE innovation; R&D; organisational structure; technological assets accumulation; asset endowment; asset leverage; telecommunications equipment manufacturers; case studies ID COMPETITIVE ADVANTAGE; INNOVATION; INTERFACE; FIRMS AB The aim of this paper is to analyse the relationship between organisational structure and the accumulation of technological assets in Spanish telecommunications equipment manufacturing companies. In order to do this, the methods of asset acquisition have been analysed and a model presented which enables us to evaluate 1) the availability of technological assets (asset endowment) and 2) the degree to which they are utilised by the organisation (asset leverage). Following this, the effect of the parameters that define the organisational structure on the endowment and leverage of assets within the R&D departments has been studied. Five companies in this sector were analysed over the period 1996-2000. C1 Univ Leon, Dep Direcc & Econ Empresa, Fac Ciencias Econ & Empresariales, E-24071 Leon, Spain. Univ Politecn Madrid, Dept Ingn Org, EUIT Telecomun, Madrid 28031, Spain. RP Nieto, M, Univ Leon, Dep Direcc & Econ Empresa, Fac Ciencias Econ & Empresariales, Campus Vegazana, E-24071 Leon, Spain. EM ddemna@unileon.es wpaguiar@euitt.upm.es CR ABELL DF, 1980, DEFINING BUSINESS ST BADARACCO JL, 1991, KNOWLEDGE LINK FIRMS CHI T, 1994, STRATEGIC MANAGE J, V15, P271 DIERICKX I, 1989, MANAGE SCI, V35, P1504 GODKIN L, 1988, INT J TECHNOL MANAGE, V3, P587 GRANT RM, 1996, STRATEGIC MANAGE J, V17, P109 GUPTA AK, 1985, J PROD INNOVAT MANAG, V2, P12 HAMEL G, 1994, COMPETING FUTURE KASHLAK RJ, 1994, STRATEGIC MANAGE J, V15, P603 LEIBENSTEIN H, 1966, AM ECON REV, V56, P392 LEVIN RC, 1987, BROOKINGS PAPERS EC, V3, P783 MINTZBERG H, 1979, STRUCTURING ORG NIETO M, 2000, MANAGE DECIS, V38, P723 OHMAE K, 1990, BORDERLES WORLD PATEL P, 1997, RES POLICY, V26, P141 REED R, 1990, ACAD MANAGE REV, V15, P88 TEECE DJ, 1992, J ECON BEHAV ORGAN, V18, P1 TEECE DJ, 1996, J ECON BEHAV ORGAN, V31, P193 VASCONCELLOS E, 1994, IEEE T ENG MANAGE, V41, P315 YIN R, 1989, CASE STUDY RE DESIGN YIN RK, 1981, ADM SCI Q, V26, P58 NR 21 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2004 VL 27 IS 1 BP 40 EP 56 PG 17 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 776NV UT ISI:000189122900003 ER PT J AU Yoo, SH Kwak, SJ TI Information technology and economic development in Korea: a causality study SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE information technology; economic development; Granger causality; unit root; co-integration ID MONEY-INCOME CAUSALITY; TELECOMMUNICATIONS INFRASTRUCTURE; UNIT-ROOT; GROWTH; INVESTMENT; TESTS; COSTS AB This paper examines the causality issue between information technology (IT) investment and economic development for Korea by applying modern time series techniques. Tests for unit roots, co-integration, and Granger causality are presented. The results show that bi-directional causality runs from IT investment to economic development for Korea. This means that increased IT investment directly affects economic development and that an increase in real income also influences IT investment. The study also discusses the implications of the results for addressing IT policy in Korea. C1 Hoseo Univ, Sch Business & Econ, Cheonan 330713, Chungnam, South Korea. Korea Univ, Dept Econ, Seoul 136701, South Korea. RP Yoo, SH, Hoseo Univ, Sch Business & Econ, 268 Anseo Dong, Cheonan 330713, Chungnam, South Korea. EM shyoo@office.hoseo.ac.kr sjkwak@korea.ac.kr CR *INT TEL UN, 2000, WORLD TEL IND DAT *MIN INF COMM, 1999, CYB KOR, V21 *WORLD BANK, 2000, WORLD DEV IND CD ROM AKAIKE H, 1969, ANN I STAT MATH, V21, P243 BLOMSTROM M, 1996, Q J ECON, V111, P269 CRONIN FJ, 1991, TELECOMMUN POLICY, V15, P529 CRONIN FJ, 1993, TELECOMMUN POLICY, V17, P415 DHOLAKIA RR, 1994, TELECOMMUN POLICY, V18, P470 EDIRISURIYA P, 1995, 9529 LA TROB U SCH E ENGLE RF, 1987, ECONOMETRICA, V55, P251 FULLER WA, 1976, INTRO STAT TIME SERI GEWEKE J, 1983, J ECONOMETRICS, V21, P161 GRANGER CWJ, 1969, ECONOMETRICA, V37, P424 GRANGER CWJ, 1974, J ECONOMETRICS, V2, P111 GUILKEY DK, 1982, REV ECON STAT, V64, P668 HARDY AP, 1980, TELECOMMUNICATIONS P, V4, P278 HSIAO C, 1981, J MONETARY ECON, V7, P85 LEFF NH, 1984, ECON DEV CULT CHANGE, V32, P255 MADDEN G, 1998, INFORMATION EC POLIC, V10, P173 MADDOCK R, 1995, 9514 LA TROB U SCH E NORTON SW, 1992, ECON DEV CULT CHANGE, V41, P175 PANTULA SG, 1994, J BUS ECON STAT, V12, P449 PHILLIPS PCB, 1988, BIOMETRIKA, V75, P335 PINDYCK RS, 1997, ECONOMETRIC MODELS E SAUNDERS RJ, 1994, TELECOMMUNICATIONS E SCHWARTZ GG, 1990, ECON DEV Q, V4, P8391 STOCK JH, 1989, J ECONOMETRICS, V40, P161 TODA HY, 1993, ECONOMETRICA, V61, P1367 WANG EHH, 1999, TELECOMMUN POLICY, V23, P235 WILSON R, 1990, ECON DEV Q, V4, P158 ZHU J, 1996, GAZETTE, V57, P17 NR 31 TC 2 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2004 VL 27 IS 1 BP 57 EP 67 PG 11 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 776NV UT ISI:000189122900004 ER PT J AU Miozzo, M Dewick, P TI Networks and innovation in European construction: benefits from inter-organisational cooperation in a fragmented industry SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE innovation; inter-firm relations; inter-organisational relations; networks; construction industry AB This paper explores the relationship between inter-organisational networks and innovation in the construction industry. This is analysed through detailed interviews with the largest contractors, and a number of professional institutions, representatives of government, quasi-government bodies, research institutes, architects and clients in five European countries. The performance of the construction industry differs widely across different countries. Our research findings suggest that the strength of inter-organisational cooperation may be responsible for enhanced performance of the construction industry in some of the countries. This includes, in particular, the relationship of contractors with subcontractors or suppliers of materials, the government, universities, architects or engineers, clients and international collaborations with other contractors. C1 UMIST, Manchester Sch Management, Manchester M60 1QD, Lancs, England. RP Miozzo, M, UMIST, Manchester Sch Management, POB 88, Manchester M60 1QD, Lancs, England. EM marcela.miozzo@umist.ac.uk paul.dewick@umist.ac.uk CR 1993, PROCUREMENT SUPP DEC, P37 1997, PROCUREMENT SUPP DEC, P37 1998, PROCUREMENT SUPP DEC, P52 2001, OBSERVER 0708, P5 *ATV, 1999, BYGG I 21 *BMBF, 1999, LEITPR *EUR, 1998, LAB FORC SURV *FIEC, 1999, CONSTR ACT EUR, V43 *MIN BUS IND MIN H, 1995, PROC PROD DEV BUILD *OECD, 2000, AN BUS ENT R D ANBER BERTLESEN S, 1999, 2 INT C CONSTR IND D BEST M, 1990, NEW COMPETITION I IN CASTELLS M, 1996, RISE NETWORK SOC CLEFF T, 1999, INNOVATION INNOVATIO DEAKIN S, 1998, TRUST ORG ECCLES RG, 1981, J ECON BEHAV ORGAN, V2, P335 EGAN J, 1998, RETHINKING CONSTRUCT GANN D, 1994, HDB IND INNOVATION GANN D, 2000, BUILDING INNOVATION GARDINER, 1998, INT CONSTRUCTION COS HARVEY RC, 1997, CONSTRUCTION IND GRE HURU H, 1992, SPECIAL PUBLICATION, V82 KESTER WC, 1992, OXFORD REV ECON POL, V8, P24 LATHAM M, 1994, CONSTRUCTING TEAM JO LAZONICK W, 1993, IND CORPORATE CHANGE, V2, P1 MIOZZO M, IN PRESS RES POLICY NAM CH, 1988, CONSTRUCTION MANAGEM, V6, P133 NOHRIA N, 1992, NETWORKS ORG PAVITT K, 1984, RES POLICY, V13, P343 PIORE M, 1984, 2 IND DIVIDE PORTER ME, 1990, HARVARD BUS REV, V68, P73 POWELL WW, 1990, RES ORGAN BEHAV, V12, P295 WINCH G, 1995, CONSTRUCTION MANAGEM, V13, P3 WINCH G, 1996, CHANGING EUROPEAN FI, P241 WINCH G, 1998, BUILD RES INF, V26, P268 NR 35 TC 1 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2004 VL 27 IS 1 BP 68 EP 92 PG 25 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 776NV UT ISI:000189122900005 ER PT J AU Johnson, WHA Johnston, DA TI Organisational knowledge creating processes and the performance of university-industry collaborative R&D projects SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE knowledge creation; collaborative R&D; university-industry collaboration; Nonaka and Takeuchi ID SKUNK WORKS; INNOVATION; MANAGEMENT; FIRMS; COOPERATION; ADVANTAGE; IMPACT; MODEL; STYLE; TASK AB This paper describes one of the first empirical explorations into organisational knowledge creation theory as first elucidated by Nonaka and Takeuchi [1]. We extend the theory and examine it in the inter-organisational context of University-Industry (U-I) collaborative R&D Projects. More specifically, the relationship between enabling conditions and knowledge conversion processes as well as the effects of these processes on the achievement of technological objectives are studied using a sample of 25 U-I collaborative R&D projects into advanced technology. Quantitative and qualitative evidence supports the theory that some enabling conditions are significant for knowledge conversion processes. Furthermore, the presence of the aggregate knowledge processes is positively associated with the achievement of Successful technological objectives. The theoretical and practical implications of these findings are discussed. C1 Bentley Coll, Dept Management, Waltham, MA 02452 USA. York Univ, Schulich Sch Business, Toronto, ON M3J 1P3, Canada. RP Johnson, WHA, Bentley Coll, Dept Management, 175 Forest St, Waltham, MA 02452 USA. EM 2bjohnson@rogers.com johnston@rogers.com CR *PRECARN, 1998, UNPUB PROP PARTN REN ALLEN G, 1999, COLLABORATIVE R D MA ASHBY WR, 1956, INTRO CYBERNETICS BARANANO AM, 1995, TECHNOVATION, V15, P339 BEACH LR, 1978, ACAD MANAGE REV, V3, P439 BEAL RM, 2000, J SMALL BUS MANAGE, V38, P27 BERMAN EM, 1990, RES POLICY, V19, P349 BLOEDON RV, 1994, RES TECHNOL MANAGE, V37, P44 BOISOT MH, 1995, INFORMATION SPACE FR BOUTELLIER R, 1998, R&D MANAGE, V28, P13 BROWN LA, 1991, CYTOPATHOLOGY, V2, P1 BROWNING LD, 1995, ACAD MANAGE J, V38, P113 CABO PG, 1999, INT J TECHNOL MANAGE, V18, P188 CHEN S, 1997, TECHNOL ANAL STRATEG, V9, P437 COOMBS R, 1998, RES POLICY, V27, P237 CROSSAN MM, 1999, ACAD MANAGE REV, V24, P522 CYERT RC, 1963, BEHAV THEORY FIRM CYERT RM, 1997, ORGAN DYN, V25, P45 DAFT RL, 1984, ACAD MANAGE REV, V9, P284 DAVENPORT S, 1999, INT J TECHNOL MANAGE, V18, P173 DODGSON M, 1993, TECHNOLOGICAL COLLAB FIGUEROA E, 2000, J ENG TECHNOL MANAGE, V17, P93 FIOL CM, 1985, ACAD MANAGE REV, V10, P803 GEISLER E, 1995, TECHNOL ANAL STRATEG, V7, P217 GHOSHAL S, 1988, J INT BUS STUD, V19, P69 GIBSON D, 1994, R D COLLABORATION TR GRANT RM, 1996, STRATEGIC MANAGE J, V17, P109 GWYNNE P, 1997, RES TECHNOL MANAGE, V40, P18 HAMEL G, 1989, HARVARD BUS REV, V67, P63 HAMEL G, 1990, HARVARD BUSINESS REV, V68 HEDLUND G, 1994, STRATEGIC MANAGE J, V15, P73 HLADIK KJ, 1988, COOPERATIVE STRATEGI HUBER GP, 1991, ORGAN SCI, V2, P88 JOHNSON WHA, 2000, THESIS YORK U TORONT JOHNSON WHA, 2001, ENG MANAGEMENT J, V13, P23 JUDGE WQ, 1997, CALIF MANAGE REV, V39, P72 KIMURA T, 1992, RES TECHNOL MANAGE, V35, P21 LAM A, 1997, ORGAN STUD, V18, P973 LANDRY R, 1998, RES POLICY, V27, P901 LANE PJ, 1998, STRATEGIC MANAGE J, V19, P461 MARCH JG, 1958, ORGANIZATIONS MARCH JG, 1991, ORGAN SCI, V2, P71 MITSCH RA, 1992, RES TECHNOL MANAGE, V35, P22 NAHAPIET J, 1998, ACAD MANAGE REV, V23, P242 NIOSI J, 1995, FLEXIBLE INNOVATION NONAKA I, 1995, KNOWLEDGE CREATING C NONAKA I, 1996, INT J TECHNOL MANAGE, V11, P833 OCONNOR EJ, 1990, J HIGH RES TECHNOL M, V1, P69 OFFERMANN LR, 2001, ACAD MANAGEMENT APR POLANYI M, 1966, TACIT DIMENSION POLANYI M, 1974, PERSONAL KNOWLEDGE P POWELL WW, 1998, CALIF MANAGE REV, V40, P228 REED R, 1990, ACAD MANAGE REV, V15, P88 ROGERS EM, 1995, DIFFUSION INNOVATION SAKAKIBARA K, 1993, J ENG TECHNOL MANAGE, V10, P393 SHALLEY CE, 1995, ACAD MANAGE J, V38, P483 SHRIVASTAVA P, 1983, J MANAGE STUD, V20, P1 SINGLE AW, 1996, RES TECHNOL MANAGE, V39, P38 SPENDER JC, 1996, STRATEGIC MANAGE J, V17, P45 STARBUCK E, 2001, RES TECHNOLOGY M JAN TEECE DJ, 1986, RES POLICY, V15, P285 THUROW LC, 1997, HARVARD BUSINESS SEP, P95 TURPIN T, 1999, INT J TECHNOL MANAGE, V18, P232 WEICK KE, 1979, SOCIAL PSYCHOL ORG ZHOU J, 1998, J APPL PSYCHOL, V83, P261 NR 65 TC 2 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2004 VL 27 IS 1 BP 93 EP 114 PG 22 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 776NV UT ISI:000189122900006 ER PT J AU Boer, H Gertsen, F TI From continuous improvement to continuous innovation: a (retro)(per)spective SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE continuous improvement; learning, operational effectiveness; strategic flexibility; continuous innovation; research methodology ID CLASSIFICATION; ORGANIZATIONS AB The new name of the industrial game is continuous innovation. But what is continuous innovation? And how can we manage and organise for it? This article addresses these questions by, first of all, defining continuous innovation as the ability to combine operational effectiveness and strategic flexibility - exploitation and exploration - capabilities that have traditionally been regarded as antithetical. Next, an old debate between organisation theorists on the question of whether it is at all possible to combine the two capabilities in one system is summarised to conclude that the majority of scholars argue that it is difficult, perhaps even impossible, to achieve continuous innovation. However, some authors have challenged this stance and have provided some useful thoughts, though little empirical evidence, as to how operational effectiveness and strategic flexibility can be combined to produce continuous innovation. C1 Univ Aalborg, Ctr Ind Prod, Aalborg 9220, Denmark. RP Gertsen, F, Univ Aalborg, Ctr Ind Prod, Fibigerstraede 16, Aalborg 9220, Denmark. EM hboer@iprod.auc.dk fgertsen@iprod.auc.dk CR ARGYRIS C, 1978, ORGANIZATIONAL LEARN ARGYRIS C, 1990, OVERCOMING ORGANIZAT BARTEZZAGHI E, 1997, P 5 INT PROD DEV MAN, P75 BESSANT J, 1993, P 4 EIASM C MAN NEW, P79 BESSANT J, 1993, TECHNOVATION, V13, P241 BESSANT J, 1995, P 1 EUR CINET C BRIG BESSANT J, 1995, P 2 INT EUROMA C MAN, P31 BESSANT J, 1997, INT J TECHNOL MANAGE, V14, P1 BOER H, 1991, ORGANISING INNOVATIV BOER H, 1998, P 2 INT EUR CINET C BOER H, 1999, SPECIAL ISSUE INT J, V19 BOER H, 2000, CI CHANGES SUGGESTIO BOER H, 2000, SPECIAL ISSUE INTEGR, V11 BOER H, 2001, ANND JETHR SAID LEAR BOER H, 2001, SPECIAL ISSUE INT J, V22 BOLWIJN PT, 1998, MARKTGERICHT ONDERNE BROWN JS, 1991, HARVARD BUS REV, V69, P102 BROWN SL, 1997, ADMIN SCI QUART, V42, P1 BURNS T, 1961, MANAGEMENT INNOVATIO CAGLIANO R, 1998, THESIS POLITECNICO M CHOI TY, 1995, OMEGA-INT J MANAGE S, V23, P607 CLARKE KB, 1993, MANAGING NEW PRODUCT COOPER RG, 1980, EUR J MARKETING, V14, P277 COOPER RG, 1983, R&D MANAGE, V13, P1 COOPER RG, 1993, WINNING NEW PRODUCTS COOPER RG, 1994, J PROD INNOVAT MANAG, V11, P3 DAFT RL, 1978, ACAD MANAGE J, V21, P193 DELANGEROS DJ, 1999, THESIS U TWENTE ENSC DELANGEROS DJ, 2000, INT J TECHNOL MANAGE, V22, P344 DUNCAN RB, 1976, MANAGEMENT ORG DURING WE, 1986, THESIS U TWENTE ENSC FROHMAN AL, 1978, CALIFORNIA MANAGEMEN, V20, P5 GERTSEN F, 2000, P 3 INT EUR CINET C GIESKES JFB, 2000, 2000W003 T M U TWENT GIESKES JFB, 2000, O007 T M U TWENT FAC GIESKES JFB, 2001, THESIS U TWENTE ENSC HAGE J, 1970, SOCIAL CHANGE COMPLE IMAI M, 1986, KAIZEN KEY JAPANS CO KOLB DA, 1976, CALIFORNIA MANAGEMEN, V18, P21 LEONARD D, 1998, WELLSPRINGS KNOWLEDG LILLRANK P, 1989, CONTINUOUS IMPROVEME MAIDIQUE MA, 1980, SLOAN MANAGEMENT WIN, P59 MARCH JG, 1991, ORGAN SCI, V2, P71 MARCH JG, 1995, ORGANIZATION, V2, P427 MILES RE, 1978, ORGANIZATIONAL STRAT MINTZBERG H, 1979, STRUCTURING ORG MYERS S, 1969, SUCCESSFUL IND INNOV NABSETH L, 1974, DIFFUSION NEW IND PR NONAKA I, 1991, HARVARD BUSINESS NOV, P96 NONAKA I, 1995, KNOWLEDGE CREATING C PIERCE JL, 1977, ACAD MANAGE REV, V2, P27 PORTER ME, 1980, COMPETITIVE STRATEGY ROBERTS EB, 1981, SLOAN MANAGEMENT SPR, P19 ROBINSON A, 1991, CONTINUOUS IMPROVEME ROGERS EM, 1983, DIFFUSION INNOVATION ROMANELLI E, 1994, ACAD MANAGE J, V37, P1141 ROTHWELL R, 1974, RES POLICY, V3, P258 ROTHWELL R, 1977, R&D MANAGE, V7, P191 SAREN MA, 1984, R&D MANAGE, V14, P11 SCHON DA, 1963, HARVARD BUS REV, V41, P77 SCHONBERGER RJ, 1982, JAPANESE MANUFACTURI SCHONBERGER RJ, 1994, OPERATIONS MANAGEMEN SCHROEDER R, 1986, AGRIBUSINESS, V2, P501 SENGE PM, 1990, 5 DISCIPLINE ART PRA SKINNER W, 1974, HARVARD BUS REV, V52, P113 SPINA G, COMMUNICATION SPINA G, 1996, INT J OPER PROD MAN, V16, P20 STACEY RD, 1992, MANAGING UNKNOWABLE, P19 SUTCLIFFE KM, 2000, QUALITY MOVEMENT ORG SWIERINGA J, 1992, BECOMING LEARNING OR VANDEVEN AH, 1989, RES MANAGEMENT INNOV WHEELWRIGHT SC, 1992, REVOLUTIONIZING PROD WOMACK J, 1990, MACHINE CHANGED WORL ZALTMAN G, 1973, INNOVATIONS ORG NR 74 TC 3 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2003 VL 26 IS 8 BP 805 EP 827 PG 23 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 736VJ UT ISI:000186193600002 ER PT J AU Jayawarna, D Pearson, AW TI Application of Integrated Quality Management Systems to promote CI and learning in R&D organisations SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE Research & Development (R&D); Continuous Improvement (CI); quality management; quality management system AB The central theme of this paper is to establish an improved understanding of the nature of Continuous Improvement (CI) in R&D organisations and to provide key concepts for analysing CI practices within the scope of an Integrated Quality Management System, In particular the paper looks at the management processes used to capture project and process learning and how this learning can be used in practice for further improvements. Case studies reported here exemplify that CI and quality enabling factors have been inseparably linked. It was concluded that the CI process within R&D can have an influence at three levels: project, process and strategic. In each of these levels CI enabling mechanisms have been identified and the functioning of these within an Integrated Quality Management System are discussed. C1 MMU, Sch Business, Ctr Enterprise, Manchester M1 3GH, Lancs, England. Manchester Business Sch, R&D Res Unit, Manchester M15 6PB, Lancs, England. RP Jayawarna, D, MMU, Sch Business, Ctr Enterprise, Aytoun St, Manchester M1 3GH, Lancs, England. CR BARTEZZAGHI E, 1997, INT J TECHNOLOGY MAN, V14 BESSANT J, 1993, TECHNOVATION, V13 BESSANT J, 1994, TECHNOVATION, V14 BESSANT J, 1997, INT J TECHNOL MANAGE, V14, P1 BOER H, 1999, P 6 INT PROD DEV MAN CAFFYN S, 1997, R D MANAGEMENT, V27 DAVIS L, 1997, QUALITY ASSURANCE IS DEMING WE, 1982, QUALITY PRODUCTIVITY DERVITSIOTIS KN, 1998, TOTAL QUALITY MANAGE, V9 GARVIN B, 1993, HARVARD BUSINESS REV, V71 HUBER GP, 1991, ORG SCI, V2 JURAN JM, 1992, JURAN QUALITY DESIGN KANJI GK, 1998, TOTAL QUALITY MANAGE, V9 KIELLA ML, 1997, INT J OPERATIONS PRO, V16 MARTENSEN A, 1999, TOTAL QUALITY MANAGE, V10 MCLAUGHLIN GC, 1995, TOTAL QUALITY R D NILSSON L, 1999, PROD DEV MAN C CAMBR NR 17 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2003 VL 26 IS 8 BP 828 EP 842 PG 15 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 736VJ UT ISI:000186193600003 ER PT J AU Caffyn, S Grantham, A TI Fostering Continuous Improvement within new product development processes SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE action research; continuous improvement; CI enablers; learning; NPD; quality tools; SMEs ID RESEARCH-AND-DEVELOPMENT; ORGANIZATION; STRATEGY; QUALITY AB Much has been written about Continuous Improvement (CI) conceptually and also empirically in manufacturing environments through case studies. More recently, CI has been evaluated in the context of New Product Development (NPD) processes [1]. However, there is little understanding of the practical issues surrounding adoption of CI in NPD processes, and in particular, of the contingent company-specific variables that affect the implementation of 'CI enablers' [2]. This paper reports on the findings from a research project that applied an action research approach to investigating these variables in real-time NPD environments. Data from this project, from an in-depth Study of a medium-sized design and manufacturing company in the UK, indicate that success with NPD CI enablers may be dependent on less problem-oriented thinking involving high levels of understanding about the concepts underpinning CI, such as improvement and learning. We also suggest that facility with a range of practical skills is necessary; for example, deploying problem-solving tools to procedure and process (rather than product), and a positive interventionist management of the implementation program through CI facilitation. The paper concludes by generalising the findings to current theory about CI and, more specifically, organisational learning within NPD as discussed by Bartezzaghi et al. [3]. C1 Brighton Univ, CENTRIM, Freeman Ctr, Brighton BN1 9QE, E Sussex, England. RP Caffyn, S, Brighton Univ, CENTRIM, Freeman Ctr, Univ Sussex Campus, Brighton BN1 9QE, E Sussex, England. CR ADLER PS, 1989, SLOAN MANAGE REV, V31, P7 ADLER PS, 1993, HARVARD BUS REV, V71, P97 ARGYRIS C, 1996, ORGANIZATIONAL LEARN, V2 BARCLAY I, 1992, R&D MANAGE, V22, P307 BARTEZZAGHI E, 1997, INT J TECHNOL MANAGE, V14, P116 BERGER A, 1996, THESIS CHALMERS U TE BERGER A, 1997, INTEGRATED MANUFACTU, V8, P110 BESSANT J, 1993, TECHNOVATION, V13, P241 BESSANT J, 1997, INT J TECHNOL MANAGE, V14, P1 BOUCHER D, 2000, BRIT J POLITICS INT, V2, P226 BUCHANAN D, 1999, BRIT J MANAGE, V10, S73 CAFFYN S, 1997, R&D MANAGE, V27, P252 CAFFYN S, 1998, THESIS U BRIGHTON CAFFYN S, 2000, IND HIGHER ED, V14, P235 COHEN WM, 1990, ADMIN SCI QUART, V35, P128 CUNNINGHAM JB, 1993, ACTION RES ORGANISAT DEBACKERE K, 1997, R&D MANAGE, V27, P197 FISHER J, 1995, TECHNOVATION, V15, P1 GILL J, 1991, RES METHODS MANAGERS GRANTHAM A, 2000, R D MAN C MANCH UK HALL S, 1996, NEW DIRECTIONS ACTIO, CH3 HILL S, 1995, EMPLOYEE RELATIONS, V17, P8 KARLSSON C, 1996, J PROD INNOVAT MANAG, V13, P283 LEONARDBARTON D, 1992, STRATEGIC MANAGE J, V13, P111 LINDBERG P, 1997, INT J TECHNOL MANAGE, V14, P86 MAFFIN D, 1997, TECHNOL ANAL STRATEG, V9, P53 MAY C, 1993, J GEN MANAGE, V18, P1 MILLER R, 1995, RES TECHNOL MANAGE, V38, P47 PORRAS JI, 1986, J APPL BEHAV SCI, V22, P477 ROBINSON A, 1991, CONTINUOUS IMPROVEME SCHROEDER DM, 1991, SLOAN MANAGE REV, V32, P67 SZULANSKI G, 1996, STRATEGIC MANAGE J, V17, P27 TAYLOR R, 1994, J NIH RES, V6, P26 WHEELWRIGHT SC, 1992, REVOLUTIONIZING PROD YIN RK, 1994, APPL SOCIAL RES METH NR 35 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2003 VL 26 IS 8 BP 843 EP 856 PG 14 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 736VJ UT ISI:000186193600004 ER PT J AU Gieskes, JFB Hyland, PW TI Learning barriers in continuous product innovation SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE continuous product innovation; learning; learning barriers ID ORGANIZATIONS; RENEWAL AB In today's dynamic and turbulent environment companies are required to increase their effectiveness and efficiency, exploit synergy and learn product innovation processes in order to build competitive advantage. To be able to stimulate and facilitate learning in product innovation, it is necessary to gain an insight into factors that hinder learning and to design effective intervention strategies that may help remove barriers to learning. This article reports on learning barriers identified by product innovation managers in over 70 companies in the UK, Ireland, Italy, Netherlands, Sweden and Australia. The results show that the majority of the barriers identified can be labelled as organisational defensive routines leading to a chain of behaviours; lack of resources leads to under appreciation of the value of valid information, absence of informed choice and lack of personal responsibility. An intervention theory is required which enables individuals and organisations to interrupt defensive patterns in ways that prevents them from recurring. C1 Univ Cent Queensland, Fac Business & Law, Rockhampton MC, Qld 4700, Australia. RP Hyland, PW, Univ Twente, Fac Business Publ Adm & Technol, POB 217, NL-7500 AE Enschede, Netherlands. CR ADAMS ME, 1998, J PROD INNOVAT MANAG, V15, P403 ARGYRIS C, 1977, HARVARD BUS REV, V55, P115 ARGYRIS C, 1978, ORGANIZATIONAL LEARN ARGYRIS C, 1990, OVERCOMING ORGANIZAT ARGYRIS C, 1996, J APPL BEHAV SCI, V32, P290 BARTEZZAGHI E, 1997, INT J TECHNOL MANAGE, V14, P116 BARTEZZAGHI E, 1998, 5 INT PROD DEV MAN C BATESON G, 1972, STEPS ECOLOGY MIND BOER H, 2001, INT J TECHNOLOGY MAN BOWEN HK, 1994, HARVARD BUS REV, V72, P110 CAFFYN SJ, 1999, THESIS U BRIGHTON UK CANGELOSI VE, 1965, ADM SCI Q, V10, P175 CHIESA V, 1996, RES TECHNOLOGY MANAG, V39 CORSO M, 2000, INTEGRATED MANUFACTU, V11, P199 COUGHLAN P, 2000, 3 INT EUR CINET C CI CYERT RM, 1963, BEHAV THEORY FIRM DEGEUS AP, 1988, HARVARD BUSINESS MAR, P70 DIXON NM, 1992, HUMAN RESOURCE DEV Q, V3, P29 DODGSON M, 1993, HUM RELAT, V46, P77 DUNCAN R, 1979, RES ORGAN BEHAV, V1, P75 EASTERBYSMITH M, 1997, HUM RELAT, V50, P1085 FIOL CM, 1985, ACAD MANAGE REV, V10, P803 GIESKES JFB, 2000, 2000W003 T M GIESKES JFB, 2000, O00720 T M T HAWKINS P, 1994, MANAGE LEARN, V25, P71 HEDBERG B, 1991, HDB ORGANIZATIONAL D, P3 HERNES T, 1999, SCANDINAVIAN J MANAG, V15, P89 HUBER GP, 1991, ORGAN SCI, V2, P88 HUGHES GD, 1996, J PROD INNOVAT MANAG, V13, P89 HUTCHINS E, 1991, ORGAN SCI, V2, P14 JELINEK M, 1979, I INNOVATION STUDY O KESSELS JWM, 1995, LERENDE ORG OPLEIDER KIM DH, 1993, SLOAN MANAGEMENT FAL, P37 KOLB DA, 1984, EXPT LEARNING EXPERI LEI D, 1997, J WORLD BUS, V32, P203 LEROY F, 1997, J MANAGE STUD, V34, P871 LEVINTHAL DA, 1993, STRATEGIC MANAGE J, V14, P95 LEVITT B, 1988, AM REV SOCIOLOGY, V14 MCGILL ME, 1994, IEEE ENG MANAGEMENT, P36 MCKEE D, 1992, J PROD INNOVAT MANAG, V9, P232 MINER AS, 1996, ORGAN SCI, V7, P88 MORGAN G, 1986, IMAGES ORG NEVIS EC, 1995, SLOAN MANAGE REV, V36, P73 NONAKA I, 1994, ORGAN SCI, V5, P14 NONAKA I, 1995, KNOWLEDGE CREATING C PEDLER M, 1989, MANAGEMENT ED DEV, V20, P1 PENNINGS JM, 1994, ACAD MANAGE J, V37, P608 PENTLAND B, 1995, ACCOUNTING MANAGEMEN, V5, P1 PRAHALAD CK, 1990, HARVARD BUS REV, V68, P79 QUINN JB, 1985, HARVARD BUS REV, V63, P73 SENGE PM, 1990, 5 DISCIPLINE MASTERI SHAW RB, 1991, ORG DEV J, V9, P1 SHRIVASTAVA P, 1983, J MANAGE STUD, V20, P7 SLIGO F, 1996, INT J HUM RESOUR MAN, V7, P508 SNYDER WM, 1998, HUM RELAT, V51, P873 STATA R, 1989, SLOAN MANAGEMENT SPR, P63 TSANG EWK, 1997, HUM RELAT, V50, P73 WALSH JP, 1991, ACAD MANAGE REV, V16, P57 WEICK KE, 1996, INT J TECHNOL MANAGE, V11, P738 WHEELWRIGHT SC, 1992, REVOLUTIONING PRODUC WIJNHOVEN F, 1995, THESIS U TWENTE ENSC NR 61 TC 1 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2003 VL 26 IS 8 BP 857 EP 870 PG 14 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 736VJ UT ISI:000186193600005 ER PT J AU Ronchi, S Chapman, R Corso, M TI Knowledge management in continuous product innovation: a contingent approach SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE continuous product innovation; knowledge management; managerial approaches; contingencies; Australia; Europe AB There is a growing interest in new organisational forms and integrated managerial and technological approaches supporting companies in continuously innovating their products and processes to survive in a turbulent environment. Successful product innovation will more and more depend upon a company's ability to manage knowledge and integrate a growing number of competencies within and outside the organisational boundaries. These abilities require a complex set of interrelated managerial, technological and organisational conditions that must be designed according to the individual firm's characteristics. This paper aims to identify and analyse the relation between individual firms' contingent variables and managerial approaches to foster knowledge management in product innovation. Evidence is based on a survey of 70 companies, including European and Australian firms, developed within the Euro-Australian cooperation project entitled CIMA (Continuous Improvement for global innovation management). C1 Politecn Milan, Dept Econ & Prod, I-20133 Milan, Italy. Univ Western Sydney, Sch Management, InCITe, Res Grp, Penrith, NSW 1797, Australia. Univ Pisa, I-56127 Pisa, Italy. RP Ronchi, S, Politecn Milan, Dept Econ & Prod, Piazza Leonardo da Vinci 32, I-20133 Milan, Italy. CR 1998, SPSS HDB 8 0 *CIMA, 1998, 8 CIMA SUST GROWTH P *CIMA, 1998, 9 CIMA SUST GROWTH P ARORA A, 1994, RES POLICY, V23, P523 BARNEY JB, 1991, J MANAGE, V1, P99 BARTEZZAGHI E, 1997, INT J TECHNOL MANAGE, V14, P116 BOER H, IN PRESS INT J PRODU BOHN RE, 1994, SLOAN MANAGEMENT AUT CHAPMAN R, 1999, ANZAM C DEC CHAPMAN R, 2000, MAAOE C US CLARK KB, 1991, PRODUCT DEV PERFORMA COLLIS DJ, 1995, HARVARD BUS REV, V4, P118 CORSO M, IN PRESS INT J TECHN DEMAIO A, 1994, EUR J OPER RES, V78, P178 HANSEN MT, 1999, HARVARD BUSINESS MAR HEDLUND G, 1994, STRATEGIC MANAGE J, V15, P73 HENDERSON RM, 1990, ADMIN SCI QUART, V35, P9 IMAI K, 1988, UNEASY ALLIANCE MANA, P337 KETCHEN DJ, 1996, STRATEGIC MANAGEMENT, V17 MEYER MH, 1993, SLOAN MANAGEMENT SPR, P29 NELSON RR, 1982, EVOLUTIONARY THEORY NONAKA I, 1991, HARVARD BUSINESS NOV, P96 SANDERSON S, 1995, RES POLICY, V24, P761 WHEELWRIGHT SC, 1992, HARVARD BUS REV, V2, P70 NR 24 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2003 VL 26 IS 8 BP 871 EP 886 PG 16 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 736VJ UT ISI:000186193600006 ER PT J AU Smeds, R Haho, P Alvesalo, J TI Bottom-up or top-down? Evolutionary change management in NPD processes SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE evolution management; process innovation; simulation games ID INNOVATIONS AB This paper presents theoretical evolutionary change management principles and a simulation game based business process development method, built upon these principles. The authors applied the method in two NPD process development projects in Finland. Results from the case projects and conclusions to the management of change are presented. The projects differed markedly in their initial change approach. The bottom-up initiated change project of the pharmaceutical company and the top-down initiated project of the telecommunication company, however, both achieved good results in process development. Drawing from the theory of evolution management, we can hypothesise that this success can be credited in both cases to the dialogue between strategy and operation, which was created during the change projects. This dialogue was achieved through the method that was applied, i.e. successive simulation games. The cases also suggest that the management of process development greatly benefits from a project portfolio and systematic project management, which help to implement the dynamic and learning umbrella strategy. C1 Helsinki Univ Technol, Dept Comp Sci & Engn, SimLab, FIN-02015 Helsinki, Finland. Arthur D Little Schweiz AG, CH-8800 Thalwil, Switzerland. RP Smeds, R, Helsinki Univ Technol, Dept Comp Sci & Engn, SimLab, POB 9560, FIN-02015 Helsinki, Finland. CR AHLBACK M, 1992, JOINING GLOBAL RACE, P139 FORSSEN M, 2001, INT J TECHNOL MANAGE, V22, P233 HAHO P, 1997, SIMULATION GAMING YB, V5 HAHO P, 1998, EXPT LEARNING PRODUC, P24 HAMEL G, 2000, LEADING REVOLUTION HANNUS J, 1994, PROSESSIJOHTAMINEN Y HANNUS J, 1999, HM V RES KANTER RM, 1983, CHANGE MASTERS INNOV KAPLAN RS, 1998, J MANAGEMENT ACCOUNT, V10, P89 KASANEN E, 1993, J MANAGEMENT ACCOUNT, V5, P243 MINTZBERG H, 1988, INNOVATION MANAGEMEN, P167 MUMFORD E, 1981, SYSTEMS OBJECTIVES S, V1, P5 NONAKA I, 1995, KNOWLEDGE CREATING C NONAKA I, 1998, CALIF MANAGE REV, V40, P40 RIIS J, 1998, ADV PRODUCTION MANAG, P327 SMEDA R, 2001, INT J TECHNOL MANAGE, V22, P1 SMEDS R, IN PRESS PRODUCTION SMEDS R, 1994, INT J OPER PROD MAN, V14, P66 SMEDS R, 1995, SIMULATION GAMES LEA, P145 SMEDS R, 1996, J CORPORATE TRANSFOR, V3, P62 SMEDS R, 1997, INT J TECHNOL MANAGE, V14, P146 SMEDS R, 1997, KNOWLEDGE PROCESS MA, V4, P22 SMEDS R, 2001, STRATEGIC MANUFACTUR, P337 URABE K, 1988, INNOVATION MANAGEMEN, P3 VANDEVEN AH, 1986, MANAGE SCI, V32, P590 WENGER E, 1998, COMMUNITIES PRACTICE NR 26 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2003 VL 26 IS 8 BP 887 EP 902 PG 16 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 736VJ UT ISI:000186193600007 ER PT J AU Schuring, RW Harbers, C Kruiswijk, M Rijnders, S Boer, H TI The problem of using hierarchy for implementing organisational innovation SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE continuous improvement; hierarchy; organisational change; innovation; case study ID TOTAL QUALITY MANAGEMENT AB Neither science nor practice seems to regard the implementation of a continuous improvement (CI) program as a problematic organisational innovation. Many organisations do not regard CI implementation as a major change and tend to use their existing hierarchy to organise and manage the process. There is no specific literature on CI program implementation processes. This article shows that the implementation of a CI program is a non-trivial and actually problematic process, especially if the program is implemented using the existing hierarchy. Two case studies are presented to illustrate and discuss the problems related to this strategy, showing that the hierarchical approach is not suited for furthering, detailing and implementing the general ideas behind CI. Yet, this is exactly what this design-and-learn type of organisational innovation needs. In our case studies, all the people involved need to learn about the CI program, appreciate its value and develop their role in it. Using the existing hierarchy does not seem to enable this. Rather, CI appears to need what could be called, 'participative embedding'. C1 Univ Twente, NL-7500 AE Enschede, Netherlands. Univ Aalborg, Aalborg 9220, Denmark. RP Schuring, RW, Univ Twente, POB 217, NL-7500 AE Enschede, Netherlands. CR ADLER PS, 1999, ACAD MANAGEMENT EXEC, V13, P36 BESSANT J, 1993, EIASM C LOND BUS SCH BESSANT J, 1997, INT J TECHNOL MANAGE, V14, P7 BEYER JM, 1997, J QUALITY MANAGEMENT, V2, P3 BOER H, 1991, ORGANISING INNOVATIV BOER H, 2000, CI CHANGES SUGGESTIO CARTER EE, 1971, ADM SCI Q, V16, P413 CHILD J, 1972, SOCIOLOGY, V6, P1 DAFT RL, 1978, ACAD MANAGE J, V21, P193 DIMAGGIO PJ, 1991, NEW I ORGANISATIONAL FRANKLIN JL, 1975, ADV SCI Q, V20, P153 GIESKES JFB, 1997, INT J TECHNOLOGY MAN, V14 HACKMAN JR, 1995, ADMIN SCI QUART, V40, P309 HAGE J, 1970, SOCIAL CHANGE COMPLE IMAI M, 1990, KAIZEN KEY JAPANS CO JAQUES E, 1990, HARVARD BUSINESS JAN KANJI GK, 1996, TOTAL QUAL MANAGE, V7, P331 LAWLER EE, 1985, HARVARD BUS REV, V63, P65 LILLRANK P, 1995, ORGAN STUD, V16, P971 LINDBERG P, 1997, INT J TECHNOL MANAGE, V14, P102 MANN R, 1995, INT J QUALITY RELIAB, V12, P11 MARCUS AA, 1988, ACAD MANAGE J, V31, P235 MEYER JW, 1977, AM J SOCIOL, V83, P340 PERROW C, 1972, COMPLEX ORG QUINN JB, 1980, STRATEGIES CHANGE LO RADOVILSKY ZD, 1996, INT J QUALITY RELIAB, V13, P10 SHUMWAY CR, 1975, MANAGE SCI, V21, P697 SIMON HA, 1976, ADM BEHAV SUZAKI K, 1993, NEW SHOP FLOOR MANAG TANNENBAUM AS, 1974, HIERARCHY ORG TERZIOVSKI M, 1996, TOTAL QUAL MANAGE, V7, P459 THOMPSON VA, 1976, BUREAUCRACY INNOVATI VANBUREN P, 1999, THESIS U TWENTE ZALTMAN G, 1973, INNOVATIONS ORG NR 34 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2003 VL 26 IS 8 BP 903 EP 917 PG 15 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 736VJ UT ISI:000186193600008 ER PT J AU Salomo, S Steinhoff, F Trommsdorff, V TI Customer orientation in innovation projects and new product development success - the moderating effect of product innovativeness SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE market orientation; customer orientation; product innovativeness; radical innovation; NPD projects; NPD performance ID MARKET ORIENTATION; TECHNOLOGICAL INNOVATION; EMPIRICAL-EXAMINATION; INDUSTRIAL-PRODUCTS; LAUNCH STRATEGY; VERBAL REPORTS; PERFORMANCE; FIRMS; DETERMINANTS; PERSPECTIVE AB Market orientation and specifically, customer orientation, have been intensively investigated with respect to corporate and new product development (NPD) performance at the corporate level of analysis. The objective of this research is to present a conceptual framework in order to clarify how customer orientation contributes to NPD project success - dependent on the degree of product innovativeness. Using data from over 100 product innovation projects in German industrial corporations, we tested our research hypotheses using regression analysis. Our results provide strong evidence that customer orientation in innovation projects has a positive influence on NPD success and that the impact increases with the degree of product innovativeness. C1 Tech Univ Berlin, Inst Business Adm, Berlin, Germany. RP Salomo, S, Tech Univ Berlin, Inst Technol & Management, Hardenbergstr 4-5,HAD 29, D-10623 Berlin, Germany. CR ADAMS ME, 1998, J PROD INNOVAT MANAG, V15, P403 ATHAIDE GA, 1996, J PROD INNOVAT MANAG, V13, P406 ATUAHENEGIMA K, 1995, J PROD INNOVAT MANAG, V12, P275 BIEMANS WG, 1995, J MARKETING PRACTICE, V1, P7 CALLAHAN J, 2000, USER INVOLVEMENT DEV CHANDY RK, 1998, 98102 MARK SCI I CHRISTENSEN CM, 1996, STRATEGIC MANAGE J, V17, P197 COOPER RG, 1977, IND MARKET MANAG, V6, P103 COOPER RG, 1987, J PROD INNOVAT MANAG, V4, P169 COOPER RG, 1999, J PROD INNOVAT MANAG, V16, P115 CRATZIUS M, 2002, ANN M AC MAN DENV DANNEELS E, 2001, J PROD INNOVAT MANAG, V18, P357 DESHPANDE R, 1993, J MARKETING, V57, P23 EKSTROM KM, 2001, 2001380 FE ERICSSON KA, 1980, PSYCHOL REV, V87, P215 ERNST H, 2001, ERFOLGSFAKTOREN PROD FRAMBACH RT, 1995, PRODUCT DEV M CHALLE GALBRAITH JR, 1973, DESIGNING COMPLEX OR GALES L, 1995, J ENG TECHNOL MANAGE, V12, P77 GARCIA R, 2002, J PROD INNOVAT MANAG, V19, P110 GEMUNDEN HG, 1980, MARKETING Z FORSCHUN, V2, P21 GEMUNDEN HG, 1998, MARKTFORSCHUNG MANAG, V42, P48 GREEN SG, 1995, IEEE T ENG MANAGE, V42, P203 GRIFFIN A, 1996, J PROD INNOVAT MANAG, V13, P478 GRUNER KE, 2000, J BUS RES, V49, P1 GUILTINAN JP, 1999, J PROD INNOVAT MANAG, V16, P509 HERSTATT C, 2002, HARVARD BUSINESS MAN, V10, P60 HOMBURG C, 1997, CLOSENESS CUSTOMER I HUBER GP, 1985, ACAD MANAGE J, V28, P943 HULTINK EJ, 1999, J PROD INNOVAT MANAG, V16, P545 JAWORSKI BJ, 1993, J MARKETING, V57, P53 JENNER T, 2000, GFK JB ABSATZ VERBRA, P130 KAHN KB, 2001, J PROD INNOVAT MANAG, V18, P314 KARLEKOMES N, 1997, ANWENDERINTEGRATION KIRCHMANN EMW, 1994, INNOVATIONSKOOPERATI KOHLI AK, 1990, J MARKETING, V54, P1 LEONARD D, 1997, HARVARD BUS REV, V75, P102 LEONARD D, 2002, HARVARD BUS REV, V80, P93 LI T, 1998, J MARKETING, V62, P13 LITFIN T, 2000, ADOPTIONSFAKTOREN EM LUTHJE C, 2000, KUNDENORIENTIERUNG I LYNN GS, 1996, CALIF MANAGE REV, V38, P8 MCQUARRIE EF, 1995, TAKING ROAD TRIP CUS MELHERITZ M, 1999, ENTSTEHUNG INNOVATIV MONTOYAWEISS MM, 1994, J PROD INNOVAT MANAG, V11, P397 MOORE WL, 1987, J PROD INNOVAT MANAG, V4, P6 MORE RA, 1984, J PROD INNOVAT MANAG, V1, P182 NARVER JC, 1990, J MARKETING, V54, P20 NISBETT RE, 1977, PSYCHOL REV, V84, P231 OCONNER GC, 1998, J PROD INNOVAT MANAG, V15, P151 OTTUM BD, 1997, J PROD INNOVAT MANAG, V14, P258 PFEFFER J, 1978, EXTERNAL CONTROL ORG PODSAKOFF PM, 1986, J MANAGE, V12, P531 PRAHALAD CK, 2000, HARVARD BUS REV, V78, P79 REIDENBACH RE, 1984, J PRODUCT INNNOVATIO, V1, P255 ROGERS EM, 1995, DIFFUSION INNOVATION SCHLAAK TM, 1999, INNOVATIONSGRAD SCHL SCOTT WR, 1987, ORG RATIONAL NATURAL SLATER SF, 1995, J MARKETING, V59, P63 SONG XM, 1998, J PROD INNOVAT MANAG, V15, P124 SOUDER WE, 1998, J PROD INNOVAT MANAG, V15, P520 TROMMSDORFF V, 1997, MARKTORIENTIERTE UNT TROMMSDORFF V, 1999, INNOVATIONSMANAGEMEN TROTT P, 2001, EUROPEAN J INNOVATIO, V4, P117 ULWICK AW, 2002, HARVARD BUS REV, V80, P91 UTZIG BP, 1997, KUNDENORIENTIERUNG S VERYZER RW, 1998, J PROD INNOVAT MANAG, V15, P136 VONHIPPEL E, 1978, RES POLICY, V7, P240 VONHIPPEL E, 1986, MANAGE SCI, V32, P701 NR 69 TC 5 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2003 VL 26 IS 5-6 BP 442 EP 463 PG 22 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 706ND UT ISI:000184459000002 ER PT J AU Brockhoff, K TI Customers' perspectives of involvement in new product development SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE cooperation; customer involvement; innovation; new product development ID USER INVOLVEMENT; SUCCESS; INFORMATION; INNOVATION AB The involvement of customers in new product development is considered as a successful strategy and tactic to improve new product success. However, the customers' view of this involvement is much less frequently studied than the suppliers' side. In the present paper the customers' perspective is taken. It is first shown that the locus of initiative for product development involvement is of relevance for identifying different types of involvement. It is then argued that the degree of involvement needs to be measured. Furthermore, since customers have different expertise, they should be chosen according to their ability to appreciate the degree of newness of the future product as well as their potential stage-specific contributions. Furthermore, the costs involved on the customers' side will call for a reward, and these costs might be influenced by the involvement of other customers, either those who compete for the same scarce resources or those who benefit from network effects. This could lead to specific conflicts. Based on available research this paper conceptualises these problems and makes suggestions for further research. This research might lead not only to a better understanding of customers' behaviour but also to better planning of customer involvement from the suppliers' side. In future, suppliers will better understand the problems of customer involvement front this paper. C1 WHU, Otto Beisheim Grad Sch Management, D-56179 Vallendar, Germany. RP Brockhoff, K, WHU, Otto Beisheim Grad Sch Management, Burgpl 2, D-56179 Vallendar, Germany. CR AVLONITIS GJ, 2001, J PROD INNOVAT MANAG, V18, P324 BINGMAN H, 1993, CULTURE TECHNICAL IN, P736 BROCKHOFF K, 1993, Z BETRIEBSWIRT, V45, P835 BROCKHOFF K, 1998, KUNDE INNOVATIONSPRO BROCKHOFF K, 1999, Z BETRIEBSWIRT, P23 BROCKHOFF KK, 1993, J ENG TECHNOL MANAGE, V10, P211 BURKE RR, 1997, HARVARD BUSINESS MAN, V18, P93 CAMPBELL AJ, 1999, IND MARKET MANAG, V28, P507 COLE T, 2000, KUNDENKARTELL NEUE M CONDIT PM, 1994, RES TECHNOL MANAGE, V37, P33 COOPER RG, 1993, WINNING NEW PRODUCTS CRACCO E, 1971, MSU BUSINESS TOPICS, P27 CRISTIANO JJ, 2000, J PROD INNOVAT MANAG, V17, P286 DAHAN E, 2000, J PROD INNOVAT MANAG, V17, P99 DESCHAMPS JP, 1995, PRODUCT JUGGERNAUTS ERNST H, 2001, ERFOLGSFAKTOREN PROD ERNST O, 2000, MARKETING ZFP, V22, P161 EVERSHEIM W, 1989, 758 VDI, P155 GARDINER P, 1985, DESIGN STUDIES, V6, P7 GEMUNDEN HG, 1997, INNOVATIONSKOOPERATI GRUNER KE, 2000, J BUS RES, V49, P1 HANSEN U, 1991, Z BETRIEBSWIRT, V61, P171 HANSEN U, 1995, MARKETING ZFP, V17, P77 HAUSCHILDT J, 2001, Z BETRIEBSWIRT, V71, P161 HERSTATT C, 1992, J PROD INNOVAT MANAG, V9, P213 IVES B, 1984, MANAGE SCI, V30, P586 JOHNE A, 1994, INT MARKET REV, V11, P47 KENDALL CL, 1975, J MARKETING, V39, P36 LAIN G, 1997, DAILY TELEGRAPH 0131, P3 LEWIS M, 2001, R&D MANAGE, V31, P421 NEALE MR, 1998, LONG RANGE PLANN, V31, P418 NELSON P, 1970, J POLITICAL EC, V78, P311 OCONNOR GC, 2001, J PROD INNOVAT MANAG, V18, P231 PARKINSON ST, 1981, R&D MANAGE, V11, P79 PARKINSON ST, 1982, R&D MANAGE, V12, P123 RIGGS W, 1994, RES POLICY, V23, P459 ROTHWELL R, 1974, RES POLICY, V3, P204 RUBAN G, 1995, J MARKETING, V60, P47 RUDIGER M, 2001, 20 CMM WHU SAVILL J, 1997, DAILY TELEGRAPH 0131, P10 SCHLAAK T, 1999, INNOVATIONSGRAD STRA SHAW B, 1983, WORKSH INNOVATION PR SIOUKAS AV, 1995, IEEE T ENG MANAGE, V42, P39 STANDOPP D, 1978, BETRIEBSWIRTSCHAFT, V38, P189 STREB J, 2001, Z UNTERNEHMENSGESCHI, V46, P131 TATIKONDA MV, 1999, J PROD INNOVAT MANAG, V16, P3 THOMKE S, 2002, HARVARD BUS REV, V80, P5 TUNISINI A, 1998, R&D MANAGE, V28, P111 VONHIPPEL E, 1980, TIMS STUDIES MANAGEM, V15, P53 VONHIPPEL E, 1988, SOURCES INNOVATION VONHIPPEL E, 1998, MANAGE SCI, V44, P629 WIRTZ BW, 2001, ELECT BUSINESS WORKMAN JP, 1993, J MARKETING RES, V30, P405 NR 53 TC 3 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2003 VL 26 IS 5-6 BP 464 EP 481 PG 18 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 706ND UT ISI:000184459000003 ER PT J AU Ritter, T Walter, A TI Relationship-specific antecedents of customer involvement in new product development SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE customer involvement; trust; commitment; adaptation; relationship management; international relationships; customer orientation; innovation orientation ID BUYER-SELLER RELATIONSHIPS; MARKET ORIENTATION; SUPPLIER INVOLVEMENT; TECHNOLOGY PRODUCTS; BUSINESS; SUCCESS; TRUST; INNOVATION; INDUSTRIAL; COMMITMENT AB Research in new product development (NPD) has identified customer involvement as an important means to accelerate product development, to reduce development costs, and to enhance new product value. This is grounded in the wealth of customers' knowledge due to their product and market experiences. Therefore, customer involvement may provide access to innovative product ideas, new technologies, market information, and development capabilities that the manufacturer lacks in-house. Whilst much has been written about the potential benefits of partnering with customers, only few researchers have attempted to document empirically the factors that foster customer involvement in NPD. This study examines the influence of relationship management tasks on customer involvement in NPD using data from more than 233 supplier-customer relationships. Our findings suggest that five relationship management tasks have a strong impact on customer involvement in NPD. Relationship sponsoring, technological consulting, information brokering, representing interests, and coordinating cooperative activities are crucial for integrating customers into NPD processes. Mutual trust and mutual commitment as well as mutual adaptations by the partner firms are further important factors for customer involvement in NPD. Based on these findings, this study discusses several theoretical and managerial implications. C1 Copenhagen Sch Econ & Business Adm, Dept Int Econ & Management, Copenhagen, Denmark. Univ Kiel, Inst Innovat Res, D-24098 Kiel, Germany. RP Ritter, T, Copenhagen Sch Econ & Business Adm, Dept Int Econ & Management, Copenhagen, Denmark. CR ANCONA DG, 1990, ACAD MANAGE J, V33, P334 ANDALEEB SS, 1992, RES MARKETING, V11, P1 ANDERSON E, 1992, J MARKETING RES, V29, P18 ANDERSON JC, 1990, J MARKETING, V54, P42 ANDERSON JC, 1998, HARVARD BUS REV, V76, P53 ANDERSON JC, 1999, BUSINESS MARKET MANA ARAUJO L, 1999, IND MARKET MANAG, V28, P497 BAGOZZI RP, 1991, ADMIN SCI QUART, V36, P421 BAUM JAC, 1996, ADV STRATEG MANAGE, V13, P1 BIEMANS WG, 1992, MANAGING INNOVATION BLAU PM, 1964, EXCHANGE POWER SOCIA BOOS SD, 1991, COOPERATION PROSOCIA, P190 BRENNAN R, 1997, RELATIONSHIPS NETWOR, P65 BROWN SL, 1995, ACAD MANAGE REV, V20, P343 CALLAHAN J, 1999, R&D MANAGE, V29, P365 CHAKRABARTI AK, 1977, GROUP ORGAN STUD, V2, P336 CLARK KB, 1991, PRODUCT DEV PERFORMA COOPER RG, 1979, J MARKETING, V43, P93 COOPER RG, 1983, R&D MANAGE, V13, P1 COOPER RG, 1985, IND MARKET MANAG, V14, P183 COOPER RG, 1990, R&D MANAGE, V20, P47 DESHPANDE R, 1993, J MARKETING, V57, P23 DODGSON M, 1993, HUM RELAT, V46, P77 DONEY PM, 1997, J MARKETING, V61, P35 DOZ Y, 1988, INT STUDIES MANAGEME, V17, P31 DUYSTERS G, 1995, J MANAGE STUD, V32, P359 DWYER FR, 1987, J MARKETING, V51, P11 FORD D, 1980, EUR J MARKETING, V14, P339 GANESAN S, 1994, J MARKETING, V58, P1 GEMUNDEN HG, 1992, R&D MANAGE, V22, P359 GEMUNDEN HG, 1996, INT J RES MARK, V13, P449 GEYSKENS I, 1996, INT J RES MARK, V13, P303 GUNDLACH GT, 1995, J MARKETING, V59, P78 HAKANSSON H, 1982, INT MARKETING PURCHA HAKANSSON H, 1987, IND TECHNOLOGICAL DE HAKANSSON H, 1987, TECHNOLOGICAL DEV NE, P84 HALLEN L, 1991, J MARKETING, V55, P29 HANDFIELD RB, 1999, CALIF MANAGE REV, V42, P59 HARTLEY JL, 1997, IEEE T ENG MANAGE, V44, P258 HELFERT G, 1999, IND MARKET MANAG, V28, P553 HELFERT G, 2002, EUR J MARKETING, V36, P1119 HIPPEL E, 1986, MANAGE SCI, V32, P791 HIPPEL EV, 1978, J MARKETING, V42, P39 HIPPEL EV, 1978, RES POLICY, V7, P240 HURLEY RF, 1998, J MARKETING, V62, P42 JOHN G, 1982, J MARKETING RES, V19, P517 JORESKOG KG, 1996, LISREL 8 USERS REFER KAMATH RR, 1990, J ENG TECHNOL MANAGE, V7, P111 KOHLI AK, 1990, J MARKETING, V54, P1 KUMAR N, 1993, ACAD MANAGE J, V36, P1633 LABAHN DW, 2000, J BUS RES, V47, P173 LANGLEY JL, 1999, INT REV AFR AM ART, V16, P2 LIKER JK, 1996, IEEE T ENG MANAGE, V43, P165 LITTLER D, 1995, J PROD INNOVAT MANAG, V12, P16 MABERT VA, 1992, J PROD INNOVAT MANAG, V9, P200 MAIDIQUE MA, 1985, RES POLICY, V14, P299 MOHR J, 1994, STRATEGIC MANAGE J, V15, P135 MOORMAN C, 1992, J MARKETING RES, V29, P314 MORGAN RM, 1994, J MARKETING, V58, P20 NARUS JA, 1995, J BUSINESS TO BUSINE, V2, P17 NARVER JC, 1990, J MARKETING, V54, P20 PARKINSON ST, 1985, J BUS RES, V13, P49 PHILLIPS LW, 1981, J MARKETING RES, V18, P395 RITTER T, 1999, IND MARKET MANAG, V28, P467 RUBENSTEIN AH, 1979, R&D MANAGE, V9, P65 WALTER A, 2000, J BUS IND MARK, V15, P86 WASTI SN, 1997, J PROD INNOVAT MANAG, V14, P337 WILSON DT, 1995, J ACAD MARKET SCI, V23, P335 NR 68 TC 2 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2003 VL 26 IS 5-6 BP 482 EP 501 PG 20 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 706ND UT ISI:000184459000004 ER PT J AU Sattler, H TI Appropriability of product innovations: an empirical analysis for Germany SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE appropriability of innovations; innovation management; new product development; patents; competitive advantages ID PATENTS; FIRMS AB This paper analyses the perceived effectiveness of patents and other means of appropriation for protecting the competitive advantages of new products. Data were obtained from the 'Mannheim Innovation Panel', which includes more than 1800 German-based firms with at least some new product development activities. In line with past research in the USA and several European countries we found for Germany that, on average, patents are a rather ineffective appropriation tool. However, we identified one cluster of firms accounting for about 20% of all firms, where patents are perceived as the most effective mechanisms of appropriation. We further analysed, by means of logistic regression, how this cluster can be characterised and by what factors the perceived effectiveness of patents as a method of appropriation are moderated. C1 Univ Hamburg, Inst Mkt Retailing & Management Sci, D-20146 Hamburg, Germany. RP Sattler, H, Univ Hamburg, Inst Mkt Retailing & Management Sci, Von Melle Pk 5, D-20146 Hamburg, Germany. CR ARROW K, 1962, RATE DIRECTION INVEN ARUNDEL A, 1998, RES POLICY, V27, P127 ARUNDEL A, 2001, RES POLICY, V30, P611 BROCKHOFF K, 1999, PRODUKTPOLITIK BROUWER E, 1999, RES POLICY, V28, P615 COHEN WM, 1998, UNPUB APPROPRIABILIT FREY D, 1978, KOGNITIVE THEORIEN S, P243 HAIR JF, 1998, MULTIVARIATE DATA AN HARABI N, 1995, RES POLICY, V24, P981 HARHOFF D, 1993, FIRMENPANELSTUDIEN D, P255 HARHOFF D, 1997, Z WIRTSCHAFTS SOZIAL, V117, P332 JANZ N, 2002, ALLGEMEINES STAT ARC, V86, P189 KONIG H, 1995, IFO STUDIEN, V41, P521 LEVIN RC, 1987, BROOKINGS PAPERS EC, V3, P783 LICHT G, 1996, 9619 ZEW MANSFIELD E, 1981, ECON J, V91, P907 MANSFIELD E, 1986, MANAGE SCI, V32, P173 SCHEWE G, 1993, Z BEITRIEBSWIRTSCHAF, V45, P344 TAGER UC, 1989, IFO SCHNELLDIENST, V42, P14 URBAN GL, 1993, DESIGN MARKETING NEW WYATT S, 1985, WORLD PATENT INFORMA, V7, P196 NR 21 TC 2 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2003 VL 26 IS 5-6 BP 502 EP 516 PG 15 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 706ND UT ISI:000184459000005 ER PT J AU Schroder, HH Jetter, AJM TI Integrating market and technological knowledge in the fuzzy front end: an FCM-based action support system SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE product development; NPD; fuzzy front end; action regulation; Fuzzy Cognitive Maps (FCMs) ID QUALITY FUNCTION DEPLOYMENT; PRODUCT DEVELOPMENT; PERFORMANCE; EXPERIENCE; SUCCESS; MAPS AB The early phases of product development - the so-called fuzzy front end - are ill supported by traditional tools and methods for new product development (NPD). Based on a thorough investigation of the activities, challenges and strategies associated with these NPD stages, the paper identifies requirements for front-end management. It then discusses current approaches for support tools and systems. Based on the identified strengths and weaknesses of existing front-end solutions, a framework for a management support system of fuzzy front-end activities is presented. Conceptually, it is based on psychological findings about the process of action regulation in complex decision situations. Methodologically, it uses Fuzzy Cognitive Maps (FCMs) for modelling and simulation. C1 Rhein Westfal TH Aachen, Lehrstuhl Betriebswirtschaftslehre Schwerpunkt Te, D-5100 Aachen, Germany. RP Schroder, HH, Rhein Westfal TH Aachen, Lehrstuhl Betriebswirtschaftslehre Schwerpunkt Te, D-5100 Aachen, Germany. CR AXELROD R, 1976, STRUCTURE DECISION C CLARK KB, 1995, PRODUCT DEV PERFORMA COOPER LG, 2000, J MARKETING, V64, P1 COOPER RG, 1988, IND MARKET MANAG, V17, P237 COOPER RG, 1994, J PROD INNOVAT MANAG, V11, P381 COOPER RG, 1999, J PROD INNOVAT MANAG, V16, P115 CRAWFORD CM, 1994, NEW PRODUCTS MANAGEM CRISTIANO JJ, 2001, IEEE T ENG MANAGE, V48, P81 DAHAN E, 2000, J PROD INNOVAT MANAG, V17, P99 DICKERSON J, 1996, MULTIMEDIA TECHNOLOG, P1 DORNER D, 1992, LOGIK MISSLINGENS ST DORNER D, 1993, ERRORS PLANNING DECI DORNER D, 1996, PSYCHOL EINFUHRUNG G, P100 ENGELHARDT WH, 1997, BETRIEBSWIRTSCHAFT, V57, P7 FINK A, 2000, HARVARD BUSINESS MAN, V22, P34 GAUSEMEIER J, 1995, 1215 VDI, P177 GAUSEMEIER J, 1996, SZENARIO MANAGEMENT HERSTATT C, 1999, IO MANAGEMENT, P80 HOFMEISTER P, 2000, EVOLUTIONARE SZENARI HOPKINS DS, 1980, 773 C BOARD HUSS WR, 1987, LONG RANGE PLANN, V20, P21 KHURANA A, 1997, SLOAN MANAGE REV, V38, P103 KHURANA A, 1998, J PROD INNOVAT MANAG, V15, P57 KOSKO B, 1986, INT J MAN MACH STUD, V24, P65 KOSKO B, 1988, INT J APPROX REASON, V2, P377 KOSKO B, 1993, READINGS FUZZY SETS KOTLER P, 1988, MARKETING MANAGEMENT LUTHJE C, 2000, KUNDENORIENTIERUNG I MONTOYAWEISS MM, 2000, J PROD INNOVAT MANAG, V17, P143 MULLINS JW, 1998, J PROD INNOVAT MANAG, V15, P224 MURPHY SA, 1997, R&D MANAGE, V27, P5 NADKARNI S, 2001, EUR J OPER RES, V128, P479 NOVAK JD, 1991, J RES SCI TEACHING, V28 OLSEN E, 2001, J PROD INNOVAT MANAG, V18, P258 OTTO K, 2001, PRODUCT DESIGN TECHN OZER M, 1999, J PROD INNOVAT MANAG, V16, P77 PATTERSON ML, 1993, ACCELARATING INNOVAT POHL A, 1996, LEAPFROGGING BEI TEC RAMESH B, 1999, DECIS SUPPORT SYST, V27, P213 ROCHFORD L, 1992, J PROD INNOVAT MANAG, V9, P287 SCHMIDT R, 1996, MARKTORIENTIERTE KON SCHMIDT R, 1997, EUR J OPER RES, V100, P293 SCHNAARS SP, 1987, LONG RANGE PLANN, V20, P105 SCHRODER HH, 1996, HANDWORTERBUCH PRODU, P1697 SCHRODER HH, 2002, WERTSCHOPFUNGSMANAGE, P87 SENGE P, 1990, 5 DISCIPLINE SHOCKER AD, 1979, J MARKETING RES, V16, P159 SMITH PG, 1991, DEV PRODUCTS HALF TI STERMAN JD, 2000, BUSINESS DYNAMICS SY THOMKE S, 1998, CALIF MANAGE REV, V41, P8 THOMKE S, 2000, J PROD INNOVAT MANAG, V17, P128 THOMKE S, 2001, HARVARD BUS REV, P67 ULRICH KT, 1995, PRODUCT DESIGN DEV URBAN GL, 1993, DESIGN MARKETING NEW URBAN GL, 1996, J MARKETING, V60, P47 URBAN GL, 1997, J MARKETING RES, V34, P143 VERGANTI R, 1997, R&D MANAGE, V27, P377 VOIGT KI, 1998, STRATEGIEN ZEITWETTB NR 58 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2003 VL 26 IS 5-6 BP 517 EP 539 PG 23 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 706ND UT ISI:000184459000006 ER PT J AU Ernst, H Soll, JH TI An integrated portfolio approach to support market-oriented R&D planning SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE market orientation; new product development; strategic planning; patents; portfolio analysis ID INDUSTRIAL-PRODUCT BUSINESSES; PIMS-BASED ANALYSIS; SUCCESS FACTORS; PERFORMANCE; PATENTS; FIRMS; INNOVATION; INDICATORS; STRATEGY; PROFITABILITY AB Marketing and R&D strategies need to be aligned to increase the return from investment in new technologies. Various portfolio techniques have been widely used to support strategic planning. In order to balance marketing and R&D in the strategic planning process, it is necessary to integrate different portfolio concepts. A new portfolio approach combining market and technology portfolios to support market-oriented R&D planning is developed. The integrated portfolio is based on objective market and patent data and empirical evidence that the respective portfolio dimensions impact on a company's business performance. This contributes significantly to the relevance of the proposed integrated portfolio approach for strategic planning. It is tested in a practical application in the chemical industry. Based oil these experiences, a set of recommendations for the effective use of the integrated portfolio for market-orientated strategic R&D planning is derived. C1 WHU, Otto Beisheim Grad Sch Management, Dept Innovat & Technol Management, D-56179 Vallendar, Germany. RP Ernst, H, WHU, Otto Beisheim Grad Sch Management, Dept Innovat & Technol Management, Burgpl 2, D-56179 Vallendar, Germany. CR ACHILLADELIS B, 1993, RES POLICY, V20, P251 ALBERS S, 2000, Z BETRIEBSWIRT, V70, P1083 ALBERT MB, 1991, RES POLICY, V20, P251 AUSTIN DH, 1993, AM ECON REV, V83, P253 BASBERG BL, 1987, RES POLICY, V16, P131 BLUNDELL R, 1999, REV ECON STUD, V66, P529 BOWER JL, 1995, HARVARD BUSINESS JAN, P43 BROCKHOFF K, 1989, SCHNITTSTELLEN MANAG BROCKHOFF K, 1999, FORSCHUNG ENTWICKLUN BROCKHOFF KK, 1992, TECHNOVATION, V12, P41 BROCKHOFF KK, 1997, RES TECHNOL MANAGE, V40, P37 BUZZELL RD, 1987, PIMPS PRINCIPLES CAPON N, 1987, J MARKETING, V51, P1 CAPON N, 1990, MANAGE SCI, V36, P1143 CARPENTER MP, 1981, WORLD PATENT INFORMA, V3, P160 CHANEY PK, 1992, J BUSINESS FINANCE A, V19, P677 CHRISTENSEN CM, 1997, INNOVATORS DILEMMA N COOPER R, 2001, R&D MANAGE, V31, P361 COOPER RG, 1984, R&D MANAGE, V14, P247 COOPER RG, 1995, J PROD INNOVAT MANAG, V12, P374 DAY GS, 1977, J MARKETING, V41, P29 DENG Z, 1999, FINANCIAL ANAL J, V55, P20 DEVINNEY TM, 1988, MANAGE SCI, V34, P1080 ERNST H, 1996, PATENTINFORMATIONEN ERNST H, 1997, SMALL BUSINESS EC, V9, P225 ERNST H, 1998, J ENG TECHNOL MANAGE, V15, P279 ERNST H, 1998, TECHNOVATION, V18, P721 ERNST H, 1999, DYNAMICS INNOVATION, P103 ERNST H, 2001, RES POLICY, V30, P143 ERNST H, 2002, INT J MANAG REV, V4, P1 FROHMAN AH, 1981, LONG RANGE PLANN, V14, P58 GRIFFIN A, 1992, MANAGE SCI, V38, P360 GRIFFIN A, 1996, J PROD INNOVAT MANAG, V13, P191 GRILICHES Z, 1990, J ECON LIT, V28, P1661 HAMBRICK DC, 1982, ACAD MANAGE J, V25, P510 HARHOFF D, 1999, REV ECON STAT, V81, P511 HEDLEY B, 1977, LONG RANGE PLANN, V10, P9 HOLLAND S, 2000, INT J MANAG REV, V2, P231 HOMBURG C, 1998, QUANTITATIVE BETRIEB KAHN KB, 1996, J PROD INNOVAT MANAG, V13, P137 KORTUM S, 1999, RES POLICY, V28, P1 LANGE V, 1994, TECHNOLOGISCHE KONKU LINSTONE HA, 1975, DELPHI METHOD TECHNI MACMILLAN IC, 1982, ACAD MANAGE J, V25, P733 MALASKA P, 1984, LONG RANGE PLANN, V17, P45 MANSFIELD E, 1986, MANAGE SCI, V32, P173 MOHRLE M, 1992, Z BETRIEBSWIRT, V63, P973 NARIN F, 1987, RES POLICY, V16, P143 NARVER JC, 1990, J MARKETING, V54, P20 POLLI R, 1969, J BUS, V42, P385 PORTER ME, 1983, COMPETITIVE STRATEGY ROUSSEL PA, 1991, 3 GENERATION R D MAN SCHLEGELMILCH G, 1999, MANAGEMENT STRATEGIS SCHOEFFLER S, 1974, HARVARD BUS REV, V52, P137 SHANE S, 2001, MANAGE SCI, V47, P205 SOUDER WE, 1987, MANAGING NEW PRODUCT SOUDER WE, 1997, J PROD INNOVAT MANAG, V14, P459 TUSHMAN ML, 1997, WINNING INNOVATION P WIND Y, 1980, MANAGE SCI, V26, P641 WIND Y, 1981, HARVARD BUS REV, V59, P155 WIND Y, 1982, PRODUCT POLICY CONCE, P107 WIND Y, 1983, J MARKETING, V47, P89 WOLFRUM B, 1991, STRATEGISCHES TECHNO NR 63 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2003 VL 26 IS 5-6 BP 540 EP 560 PG 21 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 706ND UT ISI:000184459000007 ER PT J AU Luthje, C Lettl, C Herstatt, C TI Knowledge distribution among market experts: a closer look into the efficiency of information gathering for innovation projects SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE expert knowledge; information gathering; lead user method ID FUZZY FRONT-END; PRODUCT CONCEPTS; CUSTOMER AB Information gathering from sources outside the company plays a critical role in most innovation projects. Particularly, it seems promising to approach external market experts to develop an in-depth understanding of current use problems, changing customer needs and trends for new product solutions. When planning expert interviews, firms are confronted with the question of whether knowledge is distributed rather homogeneously or heterogeneously ('scattered') among a pool of experts. This issue strongly determines how many experts need to be interviewed in order to develop a comprehensive understanding of a given search field for innovation. In the present paper we analyse expert interviews that were conducted in the context of an innovation project in the field of surgical hygiene products. We find high heterogeneity of expert knowledge: market experts in our sample vary in terms of the market information they provide for the particular product field. We argue that this finding is in alignment with the concept of 'bounded rationality' and the theory of 'contextual development of knowledge'. Our findings have implications for the management of external information gathering and the identification of market experts. C1 TUHH, Dept Technol & Innovat Management, D-21073 Hamburg, Germany. RP Luthje, C, TUHH, Dept Technol & Innovat Management, Schwarzenbergstr 95, D-21073 Hamburg, Germany. CR ARKEN A, 2002, MARK RES, V14, P29 BERELSON B, 1971, CONTECT ANAL COMMUNI COHEN J, 1960, EDUC PSYCHOL MEAS, V20, P37 DELIGONUL ZS, 1997, J MARKETING, V61, P65 DEMSETZ H, 1997, AM ECON REV, V87, P426 DEQUECH D, 2001, J ECON ISSUES, V35, P911 DETMER WM, 1997, COMMUN ACM, V40, P101 FLECK J, 1997, TECHNOL ANAL STRATEG, V9, P383 FRANKE N, 2002, 434102 MIT SLOAN SCH GRIFFIN A, 1993, MARKET SCI, V12, P1 HARHOFF D, 2000, PROFITING VOLUNTARY HAYEK FA, 1945, AM ECON REV, V35, P519 HERSTATT C, 1992, J PROD INNOVAT MANAG, V9, P213 IKEDA S, 1990, SOUTH ECON J, V57, P75 KHURANA A, 1997, SLOAN MANAGE REV, V38, P103 KRIPPENDORFF K, 1980, CURRENT ANAL INTRO I LUNCE SE, 1993, IND MANAGEMENT DATA, V93, P3 PALERMO G, 1999, J ECON ISSUES, V33, P277 POLANYI M, 1958, PERSONAL KNOWLEDGE P REINERTSEN DG, 1999, RES TECHNOL MANAGE, V42, P25 SIMON, 1957, ADM BEHAV VONHIPPEL E, 1986, MANAGE SCI, V32, P791 VONHIPPEL E, 1987, SOURCES INNOVATION VONHIPPEL E, 1994, MANAGE SCI, V40, P429 VONHIPPEL E, 1999, HARVARD BUS REV, P3 NR 25 TC 1 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2003 VL 26 IS 5-6 BP 561 EP 577 PG 17 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 706ND UT ISI:000184459000008 ER PT J AU Franke, N Piller, FT TI Key research issues in user interaction with user toolkits in a mass customisation system SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE mass customisation; personalisation; configuration; user innovation; customer integration; toolkits; user co-design ID ORGANIZATIONAL-STRUCTURE; CUSTOMER SATISFACTION; PRODUCT CUSTOMIZATION; INFORMATION; STRATEGIES; INNOVATION; VALIDATION; VARIETY; LIMITS AB The idea of integrating users into the design and production process is a promising strategy for companies being forced to react to the growing individualisation of demand. Whilst there is a huge amount of managerial literature on mass customisation, empirical findings are scarce. Our literature review shows that specifically the core of a mass customisation system, the toolkit and the users' interaction with it, has hardly been researched. The objective of this paper is to set a research agenda in the field of user interaction with toolkits for mass customisation. From the literature and 15 exploratory expert interviews with leading pioneering companies we deploy four key research issues in this evolving field. C1 Vienna Univ Business Adm & Econ, Dept Entrepreneurship, A-1090 Vienna, Austria. RP Franke, N, Vienna Univ Business Adm & Econ, Dept Entrepreneurship, Augasse 2-6, A-1090 Vienna, Austria. CR AGRAWAL M, 2001, MCKINSEY Q, V38, P62 AHLSTROM P, 1999, INT J OPER PROD MAN, V19, P262 ANDERSON EW, 1993, MARKET SCI, V12, P125 BAUER HH, 1999, JB ABSATZ VERBRAUCHS, V45, P284 BOURKE R, 2000, MIDRANGE ENTERPR AUG CANTER D, 1985, TECHNOLOGY, V24, P93 CHAMBERLIN EH, 1962, THEORY MONOPOLISTIC CHEN S, 1996, IEEE T ENERGY CONVER, V11, P25 CSIKSZENTMIHALY.M, 1990, FLOW PSYCHOL OPTIMAL DAVIS S, 1987, FUTURE PERFECT DELLAERT BG, 2001, CONSUMER CHOICE MODU DEWAN R, 2000, J MANAGE INFORM SYST, V17, P9 DRUMWRIGHT ME, 1994, J MARKETING, V58, P1 DURAY R, 2000, J OPER MANAG, V18, P605 DURGEE JF, 1986, J ADVERTISING RES, V26, P29 FAMA EF, 1983, J LAW ECON, V26, P301 FEITZINGER E, 1997, HARVARD BUS REV, V75, P116 FRANKE N, 2002, IN PRESS RES POLICY FRANKE N, 2002, IN PRESS SATISFYING FRANKE T, 2001, P WORLD C MASS CUST GRUNER KE, 2000, J BUS RES, V49, P1 HOMBURG C, 2000, J ACAD MARKET SCI, V28, P459 HUFFMAN C, 1998, J RETAILING, V74, P491 JOHNSON MD, 2000, IMPROVING CUSTOMER S KAHN BE, 1998, J ACAD MARKET SCI, V26, P45 KHALID HM, 2001, P WORLD C MASS CUST KOTHA S, 1996, EUROPEAN MANAGEMENT, V14, P442 LAMPEL J, 1996, SLOAN MANAGE REV, V37, P21 LIECHTY J, 2001, J MARKETING RES, V39, P183 LUTHJE C, 2002, IN PRESS TECHNOVATIO MACCARTHY BM, 2002, P POMS 2002 C SAN FR MAES P, 1994, COMMUN ACM, V37, P146 MAES P, 1994, COMMUN ACM, V37, P31 MEUTER ML, 2000, J MARKETING, V64, P50 MILLER GA, 1956, PSYCHOL REV, V63, P81 MISHLER E, 1986, RES INTERVIEWING CON NG KYM, 2000, THESIS HONG KONG U S NIELSEN J, 2001, INT ENCY ERGONOMICS, P738 NOVAK TP, 2000, MARKET SCI, V19, P22 OON YB, 2001, P WORLD C MASS CUST PILLER F, 1999, Z BETRIEBSWIRT, V69, P1111 PILLER F, 2001, MASS CUSTOMIZATION PILLER F, 2002, IN PRESS COLLABORATI, CH4 PINE BJ, 1993, MASS CUSTOMIZATION PINE BJ, 1995, HARVARD BUS REV, V73, P103 POLANYI M, 1958, PERSONAL KNOWLEDGE P POLLEY D, 1995, INT J TECHNOL MANAGE, V11, P871 RAMIREZ R, 1999, STRATEGIC MANAGE J, V20, P49 RIEMER K, 2001, P WORLD C MASS CUST SHAH S, 2000, 4105 MIT STABELL CB, 1998, STRATEGIC MANAGE J, V19, P413 STRAUSS R, 2000, E REALITY 2000 TERESKO J, 1994, IND WEEK, V243, P45 THOMKE S, 1998, RES POLICY, V27, P315 THOMKE S, 2002, HARVARD BUSINESS REV, V80 TIAN KT, 2001, J CONSUM RES, V28, P50 TOFFLER A, 1970, FUTURE SHOCK TOTZ C, 2001, P WORLD C MASS CUST TSENG MM, 2001, HDB IND ENG, P684 TSENG SH, 1998, IEEE T VEH TECHNOL, V47, P103 VICKERY S, 1999, J OPER MANAG, V17, P377 VONHIPPEL E, 1978, J MARKETING, V42, P39 VONHIPPEL E, 1988, SOURCES INNOVATION VONHIPPEL E, 1998, MANAGE SCI, V44, P629 VONHIPPEL E, 2001, J PROD INNOVAT MANAG, V18, P247 VORA P, 1998, HUMAN FACTORS WEB DE WESTON R, 1997, PC WEEK, P76 WIKSTROM S, 1996, J MARKETING MANAGEME, V12, P359 ZIPKIN P, 2001, MIT SLOAN MANAGE REV, V42, P81 NR 69 TC 6 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2003 VL 26 IS 5-6 BP 578 EP 599 PG 22 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 706ND UT ISI:000184459000009 ER PT J AU Gruber, M TI Research on marketing in emerging firms: key issues and open questions SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE marketing; entrepreneurship; innovation; liabilities of newness and smallness ID ORGANIZATIONS; PERFORMANCE; STRATEGIES; NEWNESS AB In many industries emerging firms derive their initial strength from R&D activities. Though technological capabilities are important for building technologically sound products, they are not sufficient for turning an emerging firm into a viable economic actor, as numerous examples illustrate. Based on a discussion of the specific challenges of marketing in new ventures and a brief overview on past and current research studies, this article focuses on reviewing research findings on four key topics: Establishing a market orientation, building credibility and trust with stakeholders, establishing marketing alliances and low-cost marketing. Though previous research has produced important insights into each of these topics, there are still plenty of issues that offer promising opportunities for future studies. C1 Univ Munich, Inst Innovat Res Technol Management & Entrepreneu, ODEON, Ctr Entrepreneurship, Munich, Germany. RP Gruber, M, Univ Munich, Inst Innovat Res Technol Management & Entrepreneu, ODEON, Ctr Entrepreneurship, Munich, Germany. CR ACS ZJ, 2001, ARE SMALL FIRMS IMPO ALDRICH H, 1986, RES ORGAN BEHAV, V8, P165 BECHERER RC, 1993, RES MARKETING ENTREP, P114 BROWN RB, 1990, RES MARKETING ENTREP, P104 BRUDERL J, 1990, ADMIN SCI QUART, V35, P530 BUSHMAN FA, 1989, RES MARKETING ENTREP, P389 BUSKIRK RH, 1987, RES MARKETING ENTREP, P107 CARSON D, 1995, MARKETING ENTREPRENE CHASTON I, 2000, RES MARKETING ENTREP, P291 COOPER RG, 1987, J PROD INNOVAT MANAG, V4, P169 COVIELLO N, 1997, INT BUSINESS REV, V6, P361 CRAYMER E, 1996, RES MARKETING ENTREP, P263 DAFT RL, 1988, STRATEGIC MANAGE J, V9, P123 DAY GS, 1994, J MARKETING, V58, P37 DYER JH, 1998, ACAD MANAGE REV, V23, P345 FREEMAN J, 1983, AM SOCIOL REV, V48, P692 GILMORE A, 1999, RES MARKETING ENTREP, P192 GREINER LE, 1972, HARVARD BUS REV, V50, P37 HERRMANN JL, 2000, RES MARKETING ENTREP, P209 HILL J, 1997, RES MARKETING ENTREP, P543 HILLS GE, 1984, FRONTIERS ENTREPRENE, P167 HILLS GE, 1987, RES MARKETING ENTREP, P3 HILLS GE, 1992, ENTREP THEORY PRACT, V16, P33 HOANG H, 2002, J BUSINESS VENTURING, V17, P1 KAO RWY, 1981, SMALL BUSINESS MANAG KERIN RA, 1992, J ACAD MARKET SCI, V20, P331 KIRZNER I, 1973, COMPETITION ENTREPRE KNIGHT GA, 1995, RES MARKETING ENTREP, P3 KNIGHT RM, 1992, RES MARKETING ENTREP, P132 LEE KS, 1999, RES MARKETING ENTREP, P102 LEE KS, 1999, SMALL BUS ECON, V12, P299 LEVINSON JC, 1996, GUERILLA MARKETING O LEVINSON JC, 1998, GUERILLA MCGEE JE, 1995, STRATEGIC MANAGE J, V16, P565 MCGOWAN P, 1995, RES MARKETING ENTREP, P43 MCGRATH RG, 1998, FALLING FORWARD REAL MEYER A, 1998, INNOVATIONSFORSCHUNG, P299 MILES MP, 1991, ENTREPRENEURSHIP THE, V15, P49 MOHANNEILL S, 1993, RES MARKETING ENTREP, P185 MUZYKA DF, 1993, RES MARKETING ENTREP, R7 NARVER JC, 1990, J MARKETING, V54, P20 PETERSON RT, 1989, J SMALL BUS MANAGE, V27, P38 PFEFFER J, 1978, EXTERNAL CONTROL ORG PORTER ME, 1980, COMPETITIVE ADVANTAG QU L, 1997, RES MARKETING ENTREP, P689 RAFFA M, 1995, RES MARKETING ENTREP, P205 ROBERTS EB, 1991, INT J TECHNOL MANAGE, V6, P59 ROBINSON WT, 1988, J MARKETING RES, V25, P87 SANNER L, 1997, RES MARKETING ENTREP, P345 SCHUMPETER JA, 1926, THEORIE WIRTSCHAFTLI STARR JA, 1990, STRATEGIC MANAGE J, V11, P79 STASCH SF, 1999, RES MARKETING ENTREP, P57 STASCH SF, 2000, RES MARKETING ENTREP, P225 STEARNS TM, 1996, FRONTIERS ENTREPRENE STINCHCOMBE AL, 1965, HDB ORG, P153 SWAN JE, 1985, IND MARKET MANAG, V14, P203 TUSHMAN ML, 1986, ADMIN SCI QUART, V31, P439 VANDEVEN AH, 1976, ACAD MANAGE REV, V1, P24 WORTMAN MS, 1989, RES MARKETING ENTREP, P117 ZIRGER BJ, 1990, MANAGE SCI, V36, P867 NR 60 TC 1 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2003 VL 26 IS 5-6 BP 600 EP 620 PG 21 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 706ND UT ISI:000184459000010 ER PT J AU Teichert, T Rost, K TI Trust, involvement profile and customer retention - modelling, effects and implications SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE long-term customer relationship; affective and cognitive involvement trust; relational customer retention; structural model ID BRAND LOYALTY; CONSUMER SATISFACTION; APPLIANCES; COMMITMENT; STRATEGY; BEHAVIOR; EMOTION AB This study proposes and tests a structural model of customer retention. it measures the effects of trust and involvement on customer retention assuming general customer satisfaction. The model is tested in an empirical study in the context of an existing long-term customer relationship. As expected, customer satisfaction is not a construct on its own but is combined with retention. Trust serves as a strong trigger for enhancing customer retention. Involvement is revealed to play a prominent role in explaining both trust creation and customer retention. Applying the scale of Jain and Srinivasan [I], effects of different involvement profiles are analysed. Based on a discussion of the conceptual framework and an empirical proof of its operationalisation, five different dimensions of involvement are distinguished. Trust creation is primarily triggered by affective components of involvement, whereas the cognitive components show distinct effects. Further differences between the individual dimensions of involvement are revealed, in accordance with theoretical considerations. We conclude that relational customer retention, where trust is a major constituent element, is differently supported by affective and cognitive involvement. Consequently, the focus of innovation and new product management should shift from the mere design of new physical proper-ties towards a broader, proactive perspective of shaping both consumer involvement and long-term retention. C1 Univ Bern, Inst Innovat Management, Bern, Switzerland. RP Teichert, T, Univ Bern, Inst Innovat Management, Bern, Switzerland. CR ANDERSON EW, 1994, J MARKETING, V58, P53 ANDERSON JC, 1991, CALIF MANAGE REV, V33, P95 BAUER R, 1960, MARKETINGSOZIOLOGIE, P207 BAYUS BL, 1992, MARKET SCI, V11, P21 BEATTY S, 1988, J BUS RES, V16, P146 BLOEMER J, 1996, THERE MORE LOYALTY J BLOEMER JMM, 1995, J ECON PSYCHOL, V16, P311 BRAUNSTEIN C, 2000, BETRIEBSWIRTSCHAFT, V60, P293 COSBY LA, 1983, J CONSUM RES, V9, P413 COYLES S, 2002, MCKINSEY Q CROSBY LA, 1987, J MARKETING RES, V24, P404 DAY GS, 1969, J ADVERTISING RES, V9, P29 DILLER H, 1996, MARKETINZ ZFP, P81 DOWLING GR, 1994, J CONSUM RES, V21, P119 DROLET A, 2002, J CONSUM PSYCHOL, V12, P59 GARBARINO E, 1999, J MARKETING, V63, P70 GIERING A, 2000, BETRIEBSWIRTSCHAFT, V59, P174 GIERING A, 2000, ZUSAMMENHANG 2 KUNDE GOODMAN P, 1995, ACAD MANAGE J, P1310 GRONROOS C, 1994, MANAGE DECIS, V32, P4 HEIDE JB, 1995, J MARKETING, V59, P30 HOMBURG C, 2001, BETRIEBSWIRTSCHAFT, V61, P42 HUBER J, 1997, MARKET LETT, V8, P323 JAIN K, 1990, ADV CONSUM RES, V17, P594 JEKER K, 2002, BINDUNGSVERHALTEN KU JOHN DR, 1999, J CONSUM RES, V26, P183 JOHNSON M, 1998, CUSTOMER ORIENTATION JOHNSON MD, 1998, ADV CONSUM RES, V25, P15 JORESKOG K, 1996, LISREL 6 ANAL LINEAR LAURENT G, 1985, J MARKETING RES, V22, P41 MATZLER K, 1997, KUNDENZUFRIEDENHEIT MITTAL V, 1999, J MARKETING, V63, P88 MOORADIAN TA, 1997, PSYCHOL MARKET, V14, P379 MORGAN RM, 1994, J MARKETING, V58, P20 NEWMAN JW, 1973, J MARKETING RES, V10, P404 OLIVA TA, 1992, J MARKETING, V56, P83 OLIVER R, 1997, SATISFACTION BEHAV P OLIVER RL, 1997, J RETAILING, V73, P311 OLIVER RL, 1999, J MARKETING, V63, P33 PETER J, 1996, CONSUMER BEHAV MARKE PING RA, 1993, J RETAILING, V69, P320 REICHHELD FF, 1993, HARVARD BUS REV, V71, P64 ROTHSCHILD ML, 1984, ADV CONSUM RES, V11, P216 RUST RT, 1995, J MARKETING, V59, P58 VERHOEF PC, 2002, MARKET LETT, V13, P121 WERNER, 1998, KUNDENZUFRIEDENHEIT WESTBROOK RA, 1991, J CONSUM RES, V18, P84 NR 47 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2003 VL 26 IS 5-6 BP 621 EP 639 PG 19 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 706ND UT ISI:000184459000011 ER PT J AU Weisenfeld, U Nissen, D Gassert, K TI The role of knowledge and information in innovation: the case of genetic engineering SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE knowledge; information; communication; risk; credibility; genetic engineering ID RISK AB Knowledge and information play key roles in the perception and acceptance of innovations, particularly when innovations are associated with risks, In an empirical study we studied these aspects with regard to innovations based on genetic engineering. In particular, we focused on aspects of information behaviour such as interest in information and credibility of information sources. Genetic engineering is a technology that is controversially discussed and several representative studies have shown that consumers have little knowledge about the technology, are sceptical regarding genetic engineering experts and are not likely to buy the respective products. Using a higher education sample (270 students) we found that even a lower percentage rated their knowledge on science and genetic engineering as being good, interest in various aspects of genetic engineering was not dependent on the self-assessed knowledge of the respondents, and information sources were rated differently with regard to their credibility. C1 Univ Luneburg, Lehrstuhl Mkt & Technol Management, Luneburg, Germany. Univ Cambridge, Judge Inst Management, Cambridge, England. Leibniz Akad, D-30539 Hannover, Germany. RP Weisenfeld, U, Univ Luneburg, Lehrstuhl Mkt & Technol Management, Luneburg, Germany. CR *ERNST YOUNG, 2000, BIOT REP 2000 *EUR COMM, 2000, EUR OP NEWS 2 2000 B *EUR COMM, 2000, EUROBAROMETER 52 1 *GFK, 1998, GENT 1998 SICHT KONS *OECD, 2000, NGO CONS M BIOT FOOD *TAB, 1997, BUR TECHN ABSCH DTSC *WBA I, 1996, GENT LEB ALBA JW, 1987, J CONSUM RES, V13, P411 ALBA JW, 2000, J CONSUM RES, V27, P123 BAUER RA, 1968, PERSPECTIVES CONSUME, P187 BECK U, 1992, RISK SOC NEW MODERNI CHATTERJEE R, 1990, MANAGE SCI, V36, P1057 CROOMBS R, 1987, EC TECHNICAL CHANGE ENRIQUEZ J, 2000, HARVARD BUSINESS MAR, P96 GASSEN HG, 2000, OECD ED C SCI HLTH A GOLDSMITH RE, 2000, J ADVERTISING, V29, P43 GRISTOCK J, 2000, SYSTEMS INNOVATION S HALLMAN WK, 1993, PUBLIC PERCEPTIONS A HIEBERT LD, 1974, AM J AGR EC NOV, P764 HUNCKMEISWINKEL A, 2001, STAKEHOLDER GRUNEN B HUTTNER SL, 1995, BIOTECHNOLOGY, V12 KAAS KP, 1973, DIFFUSION MARKETING KASPERSON RE, 1988, RISK ANAL, V8, P177 KATZEK J, 2000, WORKSH HELD U DARMST KOSCHATZKY K, 1994, GENTECHNIK LEBENSMIT MILLER, 1995, BIOTECHNOLOGY, V12 MOSES V, 1998, 18492 EUR EUR COMM D PEARSON AW, 1990, TECHNOVATION, V10, P185 ROBERTS JH, 1988, MANAGE SCI, V34, P167 ROGERS EM, 1983, DIFFUSION INNOVATION ROSENBAUM WA, 1999, AM BEHAV SCI, V43, P74 TIDD J, 1997, MANAGING INNOVATION VENKATESH R, 1997, MARKET SCI, V16, P145 WEIBER R, 1996, Z BETRIEBSWIRT, V66, P675 WEISS AM, 1989, 89110 MARK SCI I NR 35 TC 1 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2003 VL 26 IS 5-6 BP 640 EP 654 PG 15 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 706ND UT ISI:000184459000012 ER PT J AU Figueiredo, PN TI Learning processes features: how do they influence inter-firm differences in technological capability-accumulation paths and operational performance improvement? SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE technological capability accumulation paths; learning processes features; operational performance improvement ID INNOVATION; KNOWLEDGE AB The focus of this paper is how key features of the underlying learning processes influence inter-firm differences in paths technological capability-accumulation and, in turn, operational performance improvement in the latecomer context. This set of relationships is examined in two large steel companies in Brazil over their lifetimes of 40 and 60 years. The framework for learning identifies four processes: external and internal knowledge-acquisition, knowledge socialisation and knowledge codification. These processes are examined on the basis of four features: variety, intensity, functioning, and interaction. The study has found that the paths of technological capability accumulation followed by the two case-study companies were diverse and have each proceeded at differing rates over time across different technological functions. These differences were strongly associated with the four features of the learning processes. In addition, the different rates at which the two companies have improved their key operational performance indicators were strongly associated with their rate of technological capability accumulation and, in turn, the key features of their learning processes. The study suggests that the rates of technological capability accumulation and operational performance improvement can be accelerated if deliberate and effective efforts on knowledge-acquisition and knowledge-conversion processes are made within the company. C1 GVF, EBAP, Brazilian Sch Publ Adm, BR-22253900 Rio De Janeiro, Brazil. RP Figueiredo, PN, GVF, EBAP, Brazilian Sch Publ Adm, Praia Botafogo,190 4th Floor,Room 426, BR-22253900 Rio De Janeiro, Brazil. CR *BNDES, 1994, PROGR NAC DES REL AT *CEPAL EC COMM LAT, 1984, IND SID LAT TEND POT, P132 *USIMINAS, 1989, ANN REP 1990 96 ARGYRIS C, 1978, ORGANIZATIONAL LEARN ARIFFIN N, 1996, IND TECHNOLOGY DEV M, P150 BELL M, 1982, EC NEW TECHNOLOGY DE BELL M, 1984, TECHNOLOGICAL CAPABI BELL M, 1995, FINAL REPORT WORLD B BELL M, 1995, TRADE TECHNOLOGY INT BELL S, 1982, EC NEW TECHNOLOGY DE BESSANT J, 1997, INT J TECHNOL MANAGE, V14, P1 BESSANT J, 1998, INT J INNOVATION MAN, V2, P409 COHEN WM, 1990, ADMIN SCI QUART, V35, P128 COOMBS R, 1998, RES POLICY, V27, P237 DAHLMAN C, 1978, 21 IBDECLA RES PROGR DAHLMAN C, 1978, 21 IBDECLA DAHLMAN C, 1982, EC NEW TECHNOLOGY DE, P105 DOSI G, 1985, 33 DRC SPRU U SUSS DOSI G, 1988, TECHNICAL CHANGE EC DUTRENIT GB, 1998, THESIS U SUSSEX FIGUEIREDO PCN, 1999, THESIS U SUSSEX GARVIN DA, 1993, HARVARD BUS REV, V71, P78 GUPTA SK, 1995, T INDIAN I METALS, V48, P409 HOLLANDER S, 1965, SOURCES INCREASED EF HUBER G, 1996, ORGANIZATIONAL LEARN HUBER GP, 1996, INT J TECHNOL MANAGE, V11, P821 IANSITI M, 1998, TECHNOLOGY INTEGRATI KATZ J, 1976, IMPORTACION TECNOLOG KATZ J, 1978, 14 ECLAIDBIDRCUNDP R KATZ J, 1987, TECHNOLOGY GENERATIO KIM L, 1995, HIT ORG SCI C TOK OC KIM LS, 1997, CALIF MANAGE REV, V39, P86 LALL S, 1987, LEARNING INDUSTRIALI LALL S, 1992, WORLD DEV, V20, P165 LEONARD D, 1998, CALIF MANAGE REV, V40, P112 LEONARDBARTON D, 1992, SLOAN MANAGE REV, V34, P23 LEONARDBARTON D, 1992, STRATEGIC MANAGE J, V13, P111 LEONARDBARTON D, 1994, HARVARD BUS REV, V72, P121 LEORNARDBARTON D, 1995, WELLSPRINGS KNOWLEDG MAXWELL P, 1981, THESIS U SUSSEX MLAWA H, 1983, THESIS U SUSSEX NEVIS EC, 1995, SLOAN MANAGEMENT WIN, P73 NONAKA I, 1995, KNOWLEDGE CREATING C PAULA G, 1998, THESIS UFRJ BRASIL PAVITT K, 1991, BRIT J MANAGE, V2, P41 PAVITT K, 1998, IND CORP CHANGE, V7, P433 PEIXOTO HL, 1990, THESIS UFMG PEREZ L, 1987, TECHNOLOGY GENERATIO PICCININI M, 1993, THESIS U SUSSEX SENGE P, 1990, 5 DISCIPLINE ART PRA SHIN JS, 1996, EC LATECOMERS CATCHI TEECE D, 1994, IND CORP CHANGE, V3, P537 TREMBLAY P, 1994, THESIS U SUSSEX VIANA HAP, 1984, THESIS U SUSSEX NR 54 TC 2 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2003 VL 26 IS 7 BP 655 EP 693 PG 39 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 706NF UT ISI:000184459200001 ER PT J AU Lei, D TI Competition, cooperation and learning: the new dynamics of strategy and organisation design for the innovation net SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE knowledge-based competition; core competence; modularity; strategic alliance; organisational learning; virtual organisation ID RESEARCH-AND-DEVELOPMENT; INTERNATIONAL JOINT VENTURES; ABSORPTIVE-CAPACITY; VIRTUAL ORGANIZATIONS; PRODUCT DEVELOPMENT; KNOWLEDGE TRANSFER; TECHNOLOGY FUSION; CAUSAL AMBIGUITY; ALLIANCES; COMPETENCE AB The proliferation of breakthrough technologies and innovations among many industries has spurred the formulation of new types of competitive strategies and imperatives to learn new sources of competitive advantage. It is increasingly the case that the rising costs and risks of innovation make it increasingly difficult for any firm to undertake this knowledge-intensive endeavour completely on its own. As firms move towards establishing closer relationships with their suppliers, partners, and even their competitors, a new paradigm of strategy, value creation, and organisation design appears to be emerging. In this paper, we propose and define the concept of an 'innovation net,' whereby competition is based on creating new product architectures and technological platforms that often transcend the boundaries of any given industry. Within the innovation net, firms are becoming increasingly specialised in their value-creation activities, and yet simultaneously interdependent on other economic entities to shape the underlying value proposition offered to customers. Competitive advantage in the innovation net is based on learning and absorbing new sources of knowledge, no matter where they may emanate. A focus on modularity, cultivation of tacit knowledge, and learning alliances provides the key organisational design drivers that sustain competitive advantage. C1 So Methodist Univ, Edwin L Cox Sch Business, Dallas, TX 75275 USA. RP Lei, D, So Methodist Univ, Edwin L Cox Sch Business, Dallas, TX 75275 USA. CR AHUJA MK, 1999, ORGAN SCI, V10, P693 ANDERSON P, 1990, ADM SCI Q, V35, P606 ARGOTE L, 1999, ORGANIZATIONAL LEARN ARGYRIS C, 1999, TACIT KNOWLEDGE PROF, P123 BADARACCO JL, 1991, KNOWLEDGE LINK FIRMS BALDWIN CY, 1997, HARVARD BUS REV, V75, P84 BARNEY J, 1991, J MANAGE, V17, P99 BERMAN JW, 2002, FUND CL CAR, V45, P1 BOWMAN EH, 1993, ACAD MANAGE REV, V18, P760 BRANDENBURGER A, 1996, COOPETITION BROWN SL, 1997, ADMIN SCI QUART, V42, P1 CHESBROUGH HW, 1996, HARVARD BUS REV, V74, P65 CHRISTENSEN CM, 1997, INNOVATORS DILEMMA CLARK KB, 1990, HARVARD BUS REV, V68, P107 COHEN MD, 1994, ORGAN SCI, V5, P554 COHEN WM, 1990, ADMIN SCI QUART, V35, P128 DAS TK, 2000, J MANAGE, V26, P31 DAVENI RA, 1994, HYPERCOMPETITION DESANCTIS G, 1999, ORGAN SCI, V10, P693 DIERICKX I, 1989, MANAGE SCI, V35, P1504 DOSI G, 1982, RES POLICY, V11, P147 DOZ Y, 1998, ALLIANCE ADVANTAGE A EISENHARDT KM, 1989, ACAD MANAGE J, V32, P543 EVANS PB, 1997, HARVARD BUS REV, V75, P71 FELDMAN MS, 2000, ORGAN SCI, V11, P611 GALUNIC DC, 2001, ACAD MANAGE J, V44, P1129 GHEMAWAT P, 1991, COMMITMENT DYNAMICS GNYAWALI DR, 2001, ACAD MANAGE REV, V26, P431 GRABOWSKI M, 1999, ORGAN SCI, V10, P704 GRANT RM, 1996, ORGAN SCI, V7, P375 HAMEL G, 1991, STRATEGIC MANAGE J, V12, P83 HANSEN MT, 2002, ORGAN SCI, V13, P232 HELFAT CE, 1997, STRATEGIC MANAGE J, V18, P339 HELLELOID D, 1994, COMPETENCE BASED COM, P213 HENDERSON RM, 1990, ADMIN SCI QUART, V35, P9 HITT MA, 1998, ACAD MANAGEMENT EXEC, V12, P22 HUBER GP, 1991, ORGAN SCI, V2, P88 INKPEN AC, 1997, ACAD MANAGE REV, V22, P177 ITAMI H, 1987, MOBILIZING INVISIBLE KHANNA T, 1998, STRATEGIC MANAGE J, V19, P193 KING AW, 2001, STRATEGIC MANAGE J, V22, P75 KODAMA F, 1992, HARVARD BUS REV, V70, P70 KODAMA F, 1995, EMERGING PATTERNS IN LANE PJ, 1998, STRATEGIC MANAGE J, V19, P461 LANE PJ, 2001, STRATEGIC MANAGE J, V22, P1139 LAWLESS MW, 1996, ACAD MANAGE J, V39, P1185 LEI D, 1992, CALIF MANAGE REV, V35, P81 LEI DT, 1997, INT J TECHNOL MANAGE, V14, P208 LEI DT, 2000, INT J TECHNOL MANAGE, V19, P699 LEVINTHAL D, 1994, STRATEGIC MANAGE J, V15, P45 LIPPMAN SA, 1982, BELL J ECON, V13, P418 MARCH JG, 1991, ORGAN SCI, V2, P71 MCEVILY SK, 2002, STRATEGIC MANAGE J, V23, P285 MCGILL ME, 1993, ORGAN DYN, V22, P67 MCGILL ME, 1994, SMARTER ORG MCGRATH RG, 1997, ACAD MANAGE REV, V22, P974 MCGRATH RG, 2001, ACAD MANAGE J, V44, P118 MEYER MH, 1993, SLOAN MANAGE REV, V34, P29 MILES RE, 1986, CALIF MANAGE REV, V28, P62 MILLER D, 1996, J MANAGE, V22, P485 MORRIS CR, 1993, HARVARD BUS REV, V71, P86 NONAKA I, 1994, ORGAN SCI, V5, P14 NORMANN R, 1993, HARVARD BUS REV, V71, P65 PENNINGS JM, 1994, ACAD MANAGE J, V37, P608 PISANO GP, 1990, ADMIN SCI QUART, V35, P153 POLANYI M, 1967, TACIT DIMENSION PORTER ME, 1985, COMPETITIVE ADVANTAG POWELL WW, 1996, ADMIN SCI QUART, V41, P116 PRAHALAD CK, 1990, HARVARD BUS REV, V68, P79 REED R, 1990, ACAD MANAGE REV, V15, P88 SANCHEZ R, 1996, STRATEGIC MANAGE J, V17, P63 SCHILLING MA, 2000, ACAD MANAGE REV, V25, P312 SCHILLING MA, 2001, ACAD MANAGE J, V44, P1149 SCHULZ M, 2001, ACAD MANAGE J, V44, P661 SHARP DJ, 1991, SLOAN MANAGE REV, V32, P69 SIMONIN BL, 1999, STRATEGIC MANAGE J, V20, P595 TAKEISHI A, 2001, STRATEGIC MANAGE J, V22, P403 TAKEISHI A, 2002, ORGAN SCI, V13, P321 THOMPSON JD, 1967, ORG ACTION TSAI WP, 2001, ACAD MANAGE J, V44, P996 TSAI WP, 2002, ORGAN SCI, V13, P179 VANDENBOSCH FAJ, 1999, ORGAN SCI, V10, P551 VOLBERDA HW, 1996, ORGAN SCI, V7, P359 WINTER SG, 1987, COMPETITIVE CHALLENG ZAHRA SA, 2002, ACAD MANAGE REV, V27, P185 ZOLLO M, 2002, ORGAN SCI, V13, P339 NR 86 TC 1 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2003 VL 26 IS 7 BP 694 EP 716 PG 23 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 706NF UT ISI:000184459200002 ER PT J AU Choy, KL Lee, WB TI An intelligent supplier relationship management system for selecting and benchmarking suppliers SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE supplier relationship; selection and benchmarking; supply network; case based reasoning; artificial neural network ID NEURAL NETWORKS; MANUFACTURING SYSTEMS; CLASSIFICATION; DECISION; DESIGN; MODEL AB In today's accelerating world economy, the drive to cut costs continually and focus on core competencies has driven many to outsource some or all of their production. In this environment, improving supply chain execution and leveraging the supply base through effective supplier relationship management has become more critical than ever in achieving competitive advantage. It is found that the integration of customer relationship management (CRM) and supplier relationship management (SRM) to facilitate supply chain management in the areas of supplier selection using an artificial intelligence approach has become a promising solution for manufacturers to identify appropriate suppliers and trading partners to form a supply network on which they depend for products, services and distribution. In this paper, an intelligent supplier relationship management system (ISRMS) using hybrid case based reasoning (CBR) and artificial neural networks (ANNs) techniques to select and benchmark potential supplier is discussed. By using ISRMS in Honeywell Consumer Product (Hong Kong) Limited, the outsource cycle time from searching for potential suppliers to the allocation of order is greatly reduced. C1 Hong Kong Polytech Univ, Dept Syst & Ind Engn, Hong Kong, Hong Kong, Peoples R China. Honeywell Consumer Prod Hong Kong Ltd, Asia Operat, Hong Kong, Hong Kong, Peoples R China. RP Choy, KL, Hong Kong Polytech Univ, Dept Syst & Ind Engn, Hong Kong, Hong Kong, Peoples R China. CR *VEST SERV INC, 2000, QNET AAMODT A, 1994, AI COMMUN, V7, P39 ACORN TL, 1992, INNOVATION APPL ARTI, V4 BARNARD E, 1992, IEEE CONTROL SYSTEMS, V12, P50 CHANG SI, 1999, INT J PROD RES, V37, P1581 CHOY KL, 2000, LOGISTICS INFORMATIO, V13, P176 CHOY KL, 2001, J IND ENG RES, V2, P126 CHOY KL, 2002, EXPERT SYST APPL, V22, P213 CHOY KL, 2002, EXPERT SYST APPL, V23, P281 CHOY KL, 2002, LOGISTICS INFORMATIO, V15, P235 CHOY KL, 2002, MEASURING BUSINESS E, V6, P15 CHOY KL, 2003, SUPPLY CHAIN MANAGEM, V8 COSTAS T, 1993, IEEE T SYSTEMS MAN C, V23 DHAR V, 1997, INTELLIGENT DECISION DIMLA S, 1999, ENG APPL ARTIF INTEL, V2, P417 DUTTA S, 1997, IEEE T KNOWLEDGE DAT, V9 GRABOT B, 1998, INT J PROD RES, V36, P2377 GURNEY K, 1997, INTRO NEURAL NETWORK HAO G, 1995, INT J PROD RES, V33, P2835 HAQUE BU, 2000, KNOWL-BASED SYST, V13, P101 HERRMANN JW, 2001, P SMTA INT C CHIC IL KOEGST M, 1999, FDL 99 2 INT FOR DES KOLODNER J, 1993, CASE BASED REASONING KUSIAK A, 1996, INT J PROD RES, V34, P1777 LENARD MJ, 1995, DECISION SCI, V26, P209 LINILSON RP, 1999, P IASTED INT C APPL, P6 MCIVOR RT, 2000, INTEGRATED MANUFACTU, V11, P295 MEDSKER L, 1994, DESIGN DEV EXPERT SY MEHROTRA K, 1997, ELEMENTS ARTIFICIAL PATUWO E, 1993, DECISION SCI, V26, P749 PERERA RS, 1995, LECT NOTES ARTIFICIA, V1020 PIRAMUTHU S, 1994, DECIS SUPPORT SYST, V11, P509 RAO HA, 1995, INT J PROD RES, V33, P1049 SHAW R, 1999, CUSTOMER RELATIONSHI STOCK JR, 1997, J PHYSICAL DISTRIBUT, V27, P515 WATSON I, 1997, APPL CASE BASED REAS WATSON ID, 1994, P IEE C CAS BAS REAS WEI S, 1997, IEEE INT C INT PROC ZHANG HC, 1995, INT J PROD RES, V33, P705 NR 39 TC 2 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2003 VL 26 IS 7 BP 717 EP 742 PG 26 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 706NF UT ISI:000184459200003 ER PT J AU Gammeltoft, P TI Embedded flexible collaboration and development of local capabilities: a case study of the Indonesian electronics industry SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE technological capability; technological change; electronics industry; Indonesia; industrialisation; industrial organisation; innovation system AB This article draws on an analysis of development of 'technological capability' in the Indonesian electronics industry. It presents a theory of industrial organisation. The theory is based on the recognition that economies develop gradually through the cumulative expansion of both production capacity and organisational/institutional structures. Through an empirical survey of the Indonesian electronics industry, six distinct ideal-typical ways in which firms develop capabilities were found. The theory is subsequently applied to understand and assess this observed organisation of the industry. The analysis shows that the forms of organisation, which the theory suggests are ideal, do not occur in the industry at present. C1 Copenhagen Sch Econ & Business Adm, Dept Intercultural Commun & Management, DK-2000 Frederiksberg C, Denmark. RP Gammeltoft, P, Copenhagen Sch Econ & Business Adm, Dept Intercultural Commun & Management, Dalgas Have 15, DK-2000 Frederiksberg C, Denmark. CR *WORLD BANK, 1993, E AS MIR EC GROWTH P BECCATTINI G, 1990, IND DISTRICTS INTERF CASTELLS M, 1996, INFORMATION AGE EC S, V1 CHAN S, 1998, DEV STATE E ASIAS PO CHANDER AD, 1990, SCALE SCOPE DYNAMICS DONER RF, 1991, J ASIAN STUDIES, V50 ECCLES RG, 1981, J ECON BEHAV ORGAN, V2, P335 ERNST D, 1997, C BUS SYST S DEP INT GAMMELTOFT P, 2001, INDONESIAN Q, V29 GAMMELTOFT P, 2001, THESIS ROSKILDE U GEREFFI G, 1995, GLOBAL CHANGE REGION HARRISON B, 1994, LEAN MEAN CHANGING L HIRSCHMAN AO, 1958, STRATEGY EC DEV HOBDAY M, 1995, INNOVATION E ASIA CH HOLLINGSWORTH JR, 1997, CONT CAPITALISM EMBE LALL S, 1995, TRANSNATIONAL CORPOR, V4 LUNDVALL BA, 1992, NATL SYSTEMS INNOVAT MACINTYRE A, 1994, BUSINESS GOVT INDUST MAXFIELD S, 1997, BUSINESS STATE DEV C MEYANATHAN SD, 1994, IND STRUCTURES DEV S MORAN TH, 1978, INT ORGAN, V32, P79 PIORE MJ, 1984, 2 IND DIVIDE PORTER ME, 1990, COMPETITIVE ADVANTAG PYKE F, 1992, IND DISTRICTS LOCAL SCHMITZ H, 1989, 261 IDS ID WADE R, 1995, DEV STUDIES READER WHITLEY R, 1994, BUSINESS SYSTEMS E A WILLIAMSON OE, 1975, MARKETS HIERARCHIES YANAGIHARA T, 1997, E ASIAN DEV EXPERIEN NR 29 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2003 VL 26 IS 7 BP 743 EP 766 PG 24 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 706NF UT ISI:000184459200004 ER PT J AU Hung, SC TI The Taiwanese system of innovation in the information industry SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE national system of innovation; industry development; industrial networks; industrial policy; R&D organisation; institutions; technological; diffusion success; information technology; technology management ID COMPUTER INDUSTRY; PERSPECTIVE; PATTERNS; LESSONS; STYLES; FIRMS AB This paper shows the importance of national systems in the innovation process, based on the illustrative case study of Taiwan's information technology (IT) industry. The study of this case demonstrates that (1) strong firms, (2) industrial networks, (3) government industrial policy, (4) public R&D organisations, (5) education institutions, (6) financial institutions and (7) transnational corporations all matter to technological diffusion success. C1 Natl Tsing Hua Univ, Inst Technol Management, Hsinchu 30043, Taiwan. RP Hung, SC, Natl Tsing Hua Univ, Inst Technol Management, Hsinchu 30043, Taiwan. CR *ILL, 1983, INF IND AMIN A, 1994, GLOBALIZATION I REGI BAPTISTA R, 1998, RES POLICY, V27, P525 CHRISTENSEN JL, 1992, NATL SYSTEMS INNOVAT COOKE P, 1996, NETWORKING COMPETITI COOKE P, 1997, RES POLICY, V26, P475 DIMAGGIO PJ, 1983, AM SOCIOL REV, V48, P147 EDQUIST C, 1997, SYSTEMS INNOVATION T FREEMAN C, 1988, TECHNICAL CHANGE EC FREEMAN C, 1995, CAMBRIDGE J ECON, V19, P5 FURTADO A, 1997, RES POLICY, V25, P1243 GEREFFI G, 1996, COMPETITION CHANGE, V4, P427 GREEN K, 1998, TECHNOL ANAL STRATEG, V10, P403 HOBDAY M, 1995, INNOVATION E ASIA HOLMSTROM B, 1989, J ECON BEHAV ORGAN, V12, P305 HORNBACH K, 1996, LONG RANGE PLANN, V29, P616 HUNG SC, 1997, ORGAN STUD, V18, P551 KRAEMER KL, 1996, INFORM SOC, V12, P215 LANGLOIS RN, 1992, RES POLICY, V21, P297 LI PP, 1998, J ORGAN CHANGE MANAG, V11, P321 LIU SJ, 1998, IEEE T ENG MANAGE, V45, P296 LUNDVALL BA, 1992, NATL SYSTEMS INNOVAT NELSON R, 1993, NATL SYSTEMS INNOVAT PANDEY IM, 1996, TECHNOVATION, V16, P499 SENKER J, 1996, TECHNOVATION, V16, P219 TYLECOTE A, 1998, TECHNOL ANAL STRATEG, V10, P423 WADE R, 1990, GOVERNING MARKET WHITLEY RD, 1992, BUSINESS SYSTEMS E A WONG SL, 1996, ASIAN BUSINESS NETWO YEUNG HWC, 1998, ORGANIZATION, V5, P101 NR 30 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVA, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2003 VL 26 IS 7 BP 788 EP 800 PG 13 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 706NF UT ISI:000184459200006 ER PT J AU Benzler, G Wink, R TI Evaluating innovation processes: the political dimension SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE innovation processes; learning; evaluation; territorial dimension; innovation policy design ID RESEARCH-AND-DEVELOPMENT; TECHNOLOGY-TRANSFER; CAPACITY; SCIENCE; INTERNATIONALIZATION; PERSPECTIVE; KNOWLEDGE; SYSTEMS; POLICY AB The increasing demand for evaluation on innovation strategies, programs and instruments is observed against the background of growing uncertainty about necessary and innovative elements of successful innovation policies. This introductory paper explains the specific focus of the special issue on the changing environment for evaluation studies on innovation policies due to the implementation of new objectives and instruments and on first reactions within evaluation research. Each paper is briefly presented to show the 'red line' of this issue and provide a first overview to the reader. C1 Univ Birmingham, European Res Inst, Inst German Studies, Birmingham B15 2TT, W Midlands, England. Deloitte Consulting, D-40221 Dusseldorf, Germany. RP Wink, R, Univ Birmingham, European Res Inst, Inst German Studies, Birmingham B15 2TT, W Midlands, England. CR 2001, SYSTEMEVALUATION HGF *EUR COMM, 2001, EUR RES AR SPEC ED I *NAT SCI BOARD, 2000, SCI ENG IND 2000 *OECD, 1963, MEAS SCI TECHN ACT F *OECD, 1997, NAT INN SYST PAR *OECD, 1997, PROP GUID COLL INT I *OECD, 1999, OECD SCI TECHN IND S ABRAMSON HN, 1997, TECHNOLOGY TRANSFER AGHION P, 1994, Q J ECON, V109, P1185 ARGYRIS C, 1996, ORG LEARNING, V2 BLANC H, 1999, CAMBRIDGE J ECON, V23, P187 BOZEMAN B, 2000, RES POLICY, V29, P627 CANTWELL J, 2000, TECHNOL ANAL STRATEG, V12, P243 CAPELLO R, 1999, EUROPEAN PLANNING ST, V7, P719 COHEN WM, 1990, ADMIN SCI QUART, V35, P128 COOKE P, 1997, RES POLICY, V26, P475 DEBANDT J, 1995, INT J TECHNOL MANAGE, V10, P365 ETZKOWITZ H, 2000, RES POLICY, V29, P109 FARINA C, 2000, RES TECHNOLOGY ORG N FOSS NJ, 1999, J INST THEOR ECON, V155, P458 FREEMAN C, 1997, EC IND INNOVATION FRENKEN K, 2001, UNDERSTANDING PRODUC FURMAN JL, 2002, RES POLICY, V31, P899 GEORGHIOU L, 1998, EVALUATION, V4, P37 GEUNA A, 1999, EC KNOWLEDGE PRODUCT GIBBONS M, 1994, NEW PRODUCTION KNOW HANSEN MT, 2001, STATE INCUBATOR MARK KEALEY T, 1996, EC LAWS SCI RES KEEBLE D, 1999, REG STUD, V33, P319 KEEBLE D, 2000, HIGH TECHNOLOGY CLUS KORTUM S, 1999, RES POLICY, V28, P1 LEYDESDORFF L, 2001, SOCIOLOGICAL THEORY LUNDVALL BA, 1992, NATL SYSTEMS INNOVAT MCMILLAN GS, 2000, RES POLICY, V29, P1 METCALFE JS, 1997, EQUILIBRIUM EVOLUTIO METCALFE JS, 1998, EVOLUTIONARY EC CREA MEYER M, 2000, SCIENTOMETRICS, V48, P151 MOWERY DC, 1994, SCI TECHNOLOGY POLIC NARULA R, 1998, INT BUSINESS REV, V7, P377 NELSON RR, 1995, J ECON LIT, V33, P48 NIOSI J, 1999, RES POLICY, V28, P107 NONAKA I, 2000, IND CORP CHANGE, V9, P1 NOWOTNY H, 2001, RETHINKING SCI KNOWL PRICE DD, 1984, RES POLICY, V13, P3 PUTNAM RD, 1995, PS POLITICAL SCI DEC, P664 RIP A, 2002, CHALLENGES TECHNOLOG SHANNON CE, 1948, BELL SYST TECH J, V27, P379 SHAPIRA P, 1997, EVAL PROGRAM PLANN, V2, P103 TOMLINSON M, 1999, J EVOL ECON, V9, P431 TOULEMONDE J, 2000, VIERTELJAHRESHEFTE W, V69, P350 VANDENBESSELAAR P, 2001, SCIENTOMETRICS, V51, P441 WALLSTEN SJ, 2000, RAND J ECON, V31, P82 WOOLCOCK M, 1998, THEORY SOC RENEWAL C, V27, P189 WORTHEN BR, 1997, PROGRAM EVALUATION A WOUTERS P, 1999, EUROPEAN GUIDE SCI T NR 55 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVE 15 PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVE 15, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2003 VL 26 IS 2-4 BP 121 EP 130 PG 10 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 693WB UT ISI:000183740400001 ER PT J AU Kuhlmann, S TI Evaluation of research and innovation policies: a discussion of trends with examples from Germany SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE self-referential evaluation; German research system; evaluation of innovation programs; summative and formative evaluation AB Recent changes in the field of evaluation refer to new demands by politics, economies and society to extend the subject of evaluation processes to cross-sectoral research promotion programs and research institutions, and new developments within the research of evaluation itself The paper presents an overview of these trends and consequences for the function and methods of evaluation of research and innovation policies against the background of recent German experiences. C1 Fraunhofer Inst Syst & Innovat Res, D-76139 Karlsruhe, Germany. RP Kuhlmann, S, Fraunhofer Inst Syst & Innovat Res, Breslauer Str 48, D-76139 Karlsruhe, Germany. CR 2000, SYSTEMEVALUATION BLA 2001, SYSTEMEVALUATION HGF *BLK, 1999, BER INT KOMM SYST DF *BMBF GERM FED DEP, 2002, FAKT FORSCH 2002 BON *EUR COMM, 1999, 2 EUR REP S T IND KE *EUR COMM, 2002, IN PRESS RTD EV TOOL *FHG, 1998, SYST FRAUNH GES *OECD, 1997, POL EV INN TECHN BES AIRAGHI A, 1999, REPORT EUROPEAN COMM AMABLE B, 1997, SCI TOMORROWS EUROPE, P33 BARRE R, 2001, SCI PUBL POLICY, V28, P1 BECHER G, 1995, EVALUATION TECHNOLOG BLOCK HJ, 1990, SCIENTOMETRICS, V19, P427 BOZEMAN B, 1993, EVALUATING R D IMPAC BRAUN D, 1997, INTERDISZIPLINARE ZE BROCKHOFF K, 1999, FORSCHUNG ENTWICKLUN BUHRER S, 1999, INTERDISZIPLINARE ZE BUHRER S, 2002, KOMPETENZZENTREN NAN BURGEL HD, 1996, F E MANAGEMENT MUNCH CALLON M, 1992, TECHNOLOGICAL CHANGE, P72 CALLON M, 1995, GESTION STRATEGIQUE CAMPBELL DFJ, 1997, EVALUATING ACAD RES COZZENS S, 1997, POLICY STUD J, V25, P2 CUHLS K, 1994, OUTLOOK JAPANESE GER CUNNINGHAM PN, 1994, ANAL EXPERIENCE USE DANIEL HD, 1993, GUARDIANS SCI FAIRNE DERLIEN HU, 1976, ERFOLGSKONTROLLE STA EDQUIST C, 1997, SYSTEMS INNOVATION T ERGAS H, 1987, TECHNOLOGY GLOBAL IN, P191 ETZKOWITZ H, 2000, RES POLICY, V29, P109 FREEMAN C, 1987, TECHNOLOGY POLICY EC GEORGALIS Y, 1998, CURR TOP CRYST GROWT, V4, P1 GEORGHIOU L, 1995, RES EVALUAT, V5, P3 GERPOTT TJ, 1999, STRATEGISCHES TECHNO GIBBONS M, 1994, NEW PRODUCTION KNOWL GRIMMER K, 1992, POLITISCHE TECHNIKST GRUPP H, 1998, FDN EC INNOVATION TH GRUPP H, 1998, SPECIAL ISSUE RECENT, V57 GUBA EG, 1989, 4 GENERATION EVALUAT HELLSTERN GM, 1984, HDB EVALUIERUNGSFORS, V1 HORNBOSTEL S, 1997, WISSENSCHAFTSINDIKAT KODAMA F, 1995, EMERGING PATTERN INN KRULL W, 1996, SCI TECHNOLOGY GERMA KUHLMANN S, 1995, ERFOLGSFAKTOREN WIRT KUHLMANN S, 1995, EVALUATION TECHNOLOG KUHLMANN S, 1996, TECHNOLOGY MANAGEMEN, P73 KUHLMANN S, 1998, EVALUATION, V4, P130 KUHLMANN S, 1998, POLITIKMODERNATION E KUHLMANN S, 1999, IMPROVING DISTRIBUTE KUHLMANN S, 2000, EVALUATIONSFORSCHUNG, P287 KUHLMANN S, 2001, INNOVATION EC PROGR, P86 KUHLMANN S, 2001, MANAGEMENT INNOVATIO LUHMANN N, 1990, WISSENSCHAFT GESELLS LUNDVALL BA, 1992, NATL SYSTEMS INNOVAT LUNDVALL BA, 1998, GLOBALISING LEARNING MARTINSEN R, 1995, PARADIGMENWECHSEL TE MAYNTZ R, 1980, IMPLEMENTATION POLIT MAYNTZ R, 1983, IMPLEMENTATION POL 2 MEYERKRAHMER F, 1989, EINFLUSS STAATLICHER MEYERKRAHMER F, 1992, POLITISCHE TECHNIKST, P95 MEYERKRAHMER F, 1997, SYSTEMS INNOVATION T, P298 MEYERKRAHMER F, 1998, RES POLICY, V27, P835 MEYERKRAHMER F, 1999, INNOVATIONSPOLITIK G, P35 MOWERY DC, 1994, SCI TECHNOLOGY POLIC NEIDHARDT F, 1988, SELBSTSTEURUNG FORSC NELSON RR, 1993, NATL INNOVATION SYST NIOSI J, 1999, RES POLICY, V28, P107 OSBORNE D, 1993, REINVENTING GOVT ENT OSTRY S, 1995, TECHNO NATIONALISM T PATTON MQ, 1997, UTILIZATION FOCUSED RIP A, 1990, RES SYSTEM TRANSITIO, P263 RIP A, 1995, MANAGING TECHNOLOGY ROBBECKE M, 1999, ZWISCHEN REPUTATION ROOBEEK AJM, 1990, TECHNOLOGY RACE ANAL RUEGG R, 1998, J TECHNOLOGY TRANSFE, V23, P2 SCHMOCH U, 1996, ORG SCI TECHNOLOGY W, P1 SCHMOCH U, 1996, ORG SCI TECHNOLOGY W, P267 SCHON D, 1994, FRAME REFLECTION RES SHAPIRA P, 1997, MANUFACTURING PARTNE, V2, P103 SHAPIRA P, 2003, IN PRESS LEARNING SC SMITS R, 2002, STRENGTHENING INTERF VANDENDAELE W, 1997, POLITIK BIOTECHNOLOG, P281 VANDERMEULEN B, 1994, RES I TRANSITION VANRAAN AFJ, 1988, HDB QUANTITATIVE STU WIDMER T, 1996, METAEVALUATION KRITE WOLLMANN H, 1998, EVALUATION RES POLIT WORTHEN BR, 1997, PROGRAM EVALUATION A NR 87 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVE 15 PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVE 15, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2003 VL 26 IS 2-4 BP 131 EP 149 PG 19 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 693WB UT ISI:000183740400002 ER PT J AU Lorenzen, HP TI The significance of communication networks for the success of system evaluations SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE German research and innovation system; system evaluation; communication networks AB This paper presents an overview of processes introducing new subjects and methods for evaluation of research and innovation policy in Germany. Special focus is laid on system evaluations, which are not restricted only to single instruments or programs. It can be shown that successful implementation and utilisation of these evaluation studies depend heavily on communication network structures between politics, target groups of research and innovation promotion, the evaluators and affected groups. C1 German Fed Minist Econ & Labour, D-10115 Berlin, Germany. RP Lorenzen, HP, German Fed Minist Econ & Labour, Scharnhorststr 34-37, D-10115 Berlin, Germany. CR 2001, SYSTEMEVALUATION HEL 2002, COMMUNICATION EVALUA 2002, DTSCH GESELLSCHAFT E *COMM SYST EV IND, 2001, FIN REP BERL *EV FRAUNH GES, 1998, SYST FRAUNH GES *FED MIN EC TECHN, 1999, TECHNOLOGIEKONZEPT B *INT KOMM SYST DTS, 1999, FORSCH DTSCH *TECHN GEORG I TEC, 2001, INT REV METH MEAS RE KUHLMANN S, 1995, EVALUATION TECHNOLOG LESSAT, 1999, BETEILIGUNGSKAPITAL NR 10 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVE 15 PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVE 15, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2003 VL 26 IS 2-4 BP 150 EP 165 PG 16 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 693WB UT ISI:000183740400003 ER PT J AU Shapira, P Furukawa, R TI Evaluating a large-scale research and development program in Japan: methods, findings and insights SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE Japan; science and technology policy evaluation; public management reform AB This paper reviews Japan's efforts to introduce a higher level of performance measurement and evaluation into its science and technology policies. A case study of an external evaluation of a major Japanese advanced research and development program is then presented. This case offers insights into the complexities of conducting formal policy and program evaluations in Japan. In the concluding part of the paper, we draw on the experience gained from this case to offer some broader observations and reflections on the development of evaluation systems in Japan. C1 Georgia Inst Technol, Sch Publ Policy, Atlanta, GA 30332 USA. Mitsubishi Res Inst, Ind Policy Dept, Chiyoda Ku, Tokyo 1008141, Japan. RP Shapira, P, Georgia Inst Technol, Sch Publ Policy, 685 Cherry St, Atlanta, GA 30332 USA. CR *ADM EV BUR, 2002, ADM EV ADM COUNS *GOV JAP, SCI TECHN BAS PLAN 2 *GOV JAP, 1995, SCI TECHN BAS LAW *MIN ED CULT SPORT, 2001, ANN REP PROM SCI TEC *MIN INT TRAD IND, 1999, POL EV PERSP ISS NEW *MIN INT TRAD IND, 2000, PAR EV IMP R D PROJ *MIN INT TRAD IND, 2000, TECHN EV GUID *NATL SCI BOARD, 2002, SCI ENG IND 2002 *NATL SCI FDN, 1997, SCI TECHN RES JAP CO *NEDO, 2002, NEW EN IND TECHN DEV *NIAD, 2002, WORK NIAD *OECD, 2001, MAIN SCI TECHN IND, V2001 *PRIM MIN OFF, 1997, NAT GUID METH EV GOV *U COUNC, 1998, VIS U 21 CENT REF ME CALLON S, 1995, DIVIDED SUN MITI BRE ESHIMA Y, 2001, INT REV ADM SCI, V67, P699 JOHNSON C, 1982, MITI JAP MIR GROWTH NIIKAWA T, 2000, NIRA REV SUM OHTAKE S, 2001, SCI TECHNOLOGY JAPAN, V20 OKIMOTO D, 1989, MITI MARKET JAPANESE SAKAKIBARA M, 2002, RES POLICY, V31, P673 SHAPIRA P, 2003, LEARNING SCI TECHNOL TAMURA S, 1983, JAPAN ASIAS NEW GIAN WOODALL B, 1996, JAPAN CONSTRUCTION C YAMAZAKI K, 2002, GOVT AUDITING REV, V9, P79 NR 25 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVE 15 PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVE 15, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2003 VL 26 IS 2-4 BP 166 EP 190 PG 25 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 693WB UT ISI:000183740400004 ER PT J AU Raines, P TI Cluster behaviour and economic development: new challenges in policy evaluation SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE spatial policy making; cluster policy and performance; evaluation of spatial policies AB This paper investigates the methodological and political consequences of using cluster approaches for assessment of spatial development policy making. Assessment does not only refer to measures and programs of cluster development but also to the cluster approach as a whole. The analysis is concentrated on options of how to adapt existing approaches of economic development evaluation to the challenges of cluster policy. A critical view is given on necessary additional functions the assessment of cluster policy has to serve compared to conventional approaches. C1 Univ Strathclyde, European Policies Res Ctr, Glasgow G1 1QE, Lanark, Scotland. RP Raines, P, Univ Strathclyde, European Policies Res Ctr, 40 George St, Glasgow G1 1QE, Lanark, Scotland. CR BACHTLER J, 2001, ORDNUNGSPOLITIK ALS BENNEWORTH P, 2001, INNOVATIVE CLUSTERS BOEKHOLT P, 1999, BOOSTING INNOVATION COOKE P, 1998, ASSOCIATIONAL EC FIR DIEZ MA, 2000, EVALUATION REGIONAL ENRIGHT M, 2000, GLOBALIZATION MULTIN FESER E, 1998, CLUSTERS REGIONAL SP KUHLMANN S, 1998, EVALUATION, V4, P130 MORGAN K, 1999, REGIONAL INNOVATION NAUWELAERS C, 2001, CLUSTER POLICIES CLU RAINES P, 2000, DEV CLUSTER POLICIES RAINES P, 2002, CLUSTER DEV POLICY STORPER M, 1995, EUROPEAN URBAN REGIO, V2, P161 TSAGDIS D, 2000, P 2000 SMALL BUSINES NR 14 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVE 15 PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVE 15, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2003 VL 26 IS 2-4 BP 191 EP 204 PG 14 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 693WB UT ISI:000183740400005 ER PT J AU Nielsen, K TI Social capital and the evaluation of innovation policies SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE social capital; innovation networks; learning economies; organisational learning; new growth theory ID ECONOMIC-DEVELOPMENT; GROWTH AB This paper discusses necessities, prerequisites, problems and political consequences of including the concept of social capital in the evaluation of innovation policies. Theoretical development and shortcomings to reveal and measure social capital are explained, and basic difficulties of the way to measurement techniques like context-dependence and uncertainties in private and public management of social capital are reviewed against the background of innovation processes. Finally, a view on empirical case studies illustrates the political relevance of strategies to improve the availability of social capital for innovation processes by suitable instruments. C1 Roskilde Univ Ctr, Dept Social Sci, Inst 8, DK-4000 Roskilde, Denmark. RP Nielsen, K, Roskilde Univ Ctr, Dept Social Sci, Inst 8, POB 260, DK-4000 Roskilde, Denmark. CR *OECD, 1992, TECHN EC KEY REL *OECD, 1996, KNOWL BAS EC AHN S, 2000, POLICY INFLUENCES EC AMIN A, 1996, ECON SOC, V25, P255 ARCHIBUGI D, 1999, INNOVATION POLICY GL ARROW KJ, 2000, SOCIAL CAPITAL MULTI, P3 ARTHUR WB, 1989, ECON J, V99, P116 BORRAS S, 2002, RES PAPER BURT RS, 1993, EXPLORATIONS EC SOCI, P65 CAMPBELL JL, 1997, EVOLUTIONARY EC PATH, P10 COLEMAN JS, 1990, FDN SOCIAL THEORY CONCEICAO P, 2000, SCI TECHNOLOGY INNOV, P1 COTE S, 2001, ISUMA SPR, V2 COWAN R, 1997, IND CORP CHANGE, V6, P595 DASGUPTA P, 2000, SOCIAL CAPITAL MULTI, P325 DOSI G, 2000, INNOVATION POLICY GL, P35 EVANS P, 1995, EMBEDDED AUTONOMY ST EVANS P, 1996, WORLD DEV, V24, P1119 FIELD J, 2000, SOCIAL CAPITAL CRITI, P243 FUKUYAMA F, 1995, FOREIGN AFFAIRS SEP, P90 GRANOVETTER M, 1985, AM J SOCIOL, V91, P481 JESSOP B, 1998, INT SOC SCI J, V155, P29 JOHNSON B, 2001, IND CORP CHANGE, V11, P263 KATZENSTEIN P, 1975, SMALL STATES WORLD M KNACK S, 1997, Q J ECON, V112, P1251 KOOIMAN J, 1993, MODERN GOVERNANCE KRISHNA A, 2000, SOCIAL CAPITAL MULTI, P71 LAM A, 2000, ORGAN STUD, V21, P3 LANDRY R, 2001, ISUMA, V2 LAPORTA R, 2000, SOCIAL CAPITAL MULTI, P310 LARANCAGARCIA S, 2000, SOCIAL CAPITAL GLOBA, P109 LAZARIC N, 1998, TRUST EC LEARNING LUNDVALL BA, 1992, NATL SYSTEMS INNOVAT LUNDVALL BA, 1994, J IND STUDIES, V1, P23 LUNDVALL BA, 1999, RES PAPER LUNDVALL BA, 2002, RES POLICY, V31, P213 MASKELL P, 1998, COMPETITIVENESS LOCA MASKELL P, 2000, SOCIAL CAPITAL CRITI, P111 NELSON RR, 1993, NATL INNOVATION SYST NIELSEN K, 1992, J SOCIOECONOMICS, V4, P325 NIELSEN K, 2001, OKONOMISCHE BEWERTUN, P21 NIELSEN K, 2002, SOCIAL EMBEDDEDNESS NONAKA I, 1994, ORGAN SCI, V5, P14 OHMAE K, 1990, BORDERLESS WORLD OMORI T, 2001, ISUMA SPR, V2 OSTROM E, 2000, SOCIAL CAPITAL MULTI, P172 PACK H, 1994, J ECON PERSPECT, V8, P55 PORTES A, 1995, EC SOCIOLOGY IMMIGRA PUTNAM R, 1993, MAKING DEMOCRACY WOR PUTNAM R, 2000, BOWLING ALONE COLLAP PUTNAM RD, 1995, J DEMOCR, V6, P65 ROMER P, 1993, J MONETARY ECON, V32, P543 ROMER PM, 1996, AM ECON REV, V86, P202 SABEL CF, 1993, EXPLORATIONS EC SOCI, P104 SABEL CF, 1994, HDB EC SOCIOLOGY, P137 SCHULLER T, 2000, SOCIAL CAPITAL CRITI, P1 SCHULLER T, 2001, ISUMA SPR, V2 SOLOW RM, 2000, SOCIAL CAPITAL MULTI, P6 STIGLITZ JE, 2000, SOCIAL CAPITAL MULTI, P59 STORPER M, 1997, REGIONAL WORLD TERRI SZRETER S, 2000, SOCIAL CAPITAL CRITI, P56 TEMPLE J, 2000, GROWTH EFFECTS ED SO VONHAYEK FA, 1967, STUDIES PHILOSOPHY P WHITLEY R, 1994, EUROPEAN BUSINESS SY WOOLCOCK M, 1998, THEOR SOC, V27, P151 WOOLCOCK M, 2000, SOCIAL CAPITAL GLOBA, P15 WOOLCOCK M, 2000, SOCIAL CAPITAL IMPLI NR 67 TC 1 PU INDERSCIENCE ENTERPRISES LTD PI GENEVE 15 PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVE 15, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2003 VL 26 IS 2-4 BP 205 EP 225 PG 21 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 693WB UT ISI:000183740400006 ER PT J AU Harding, R TI New challenges for innovation systems: a cross country comparison SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE national systems of innovation; university-industry links; science clusters; science policy; technology policy AB This paper provides a cross-country comparison of science funding systems and policies to stimulate knowledge transfer across eight developed countries. In particular, strategies to connect processes of knowledge generation with final commercialisation of science within innovation systems are investigated. The analysis includes an overview of empirical results as well as an outlook on further developments in the methodology of assessing the effectiveness of knowledge transfer policies. C1 Work Fdn, London SW1Y 5DG, England. RP Harding, R, Work Fdn, Peter Runge House,3 Carlton House Terrace, London SW1Y 5DG, England. CR *EUR UN SME CONC A, 2000, P SME CONC ACT WORKS *EUR, 2001, STAT FOC SCI TECHN M *GEM, ANN REP 2000 2001 *OECD, 2000, MAIN SCI TECHN IND *SCI TECHN AG, 2000, WHIT PAP SCI TECHN 1 *TUC CBI, 2001, REP TECHN INN WORK G *US DEP COMM, 2000, INT SCI TECHN POL PR ALBERT M, 1993, CAPITALISM CAPITALIS CANTWELL J, 2000, REG STUD, V34, P317 CASPER S, 1999, IND INNOVATION, V6, P5 COOKE P, 1997, RES POLICY, V26, P475 DUYSTERS G, 1996, RES POLICY, V25, P1 FAGERBERG J, 1987, RES POLICY, V16 FREED A, 1995, COMPUT MUSIC J, V19, P4 GEUNA A, 2001, 71 SPRU GIDDENS A, 1998, 3 WAY HARDING R, 1999, VENTURE CAPITAL REGI HARDING R, 2000, IND INNOVATION, V7, P223 HARDING R, 2001, IND CORP CHANGE, V10, P389 HICKS DM, 1996, RES POLICY, V25, P359 HILLEBRANDS G, 2002, NEW MODELS PUBLIC PR HUTTON W, 2002, WORLD WERE LANE C, 1999, IMPACT GERMAN MULTIN LUNDVALL BA, 1992, NATL SYSTEMS INNOVAT MAOSN G, 1998, HIGH LEVEL SKILLS KN MOWERY D, 1999, PATHS INNOVATION TEC PATEL P, 1999, PRODUCTIVITY INNOVAT PORTER M, 2002, REGIONS POLICY SACHSENIAN A, 1997, REGIONAL ADVANTAGE C SALTER A, 2000, TALENT TECHNOLOGY PU SCHMOCH U, 2000, WISSENS TECHNOLOGIET SORGE A, 1999, MITBESTIMMUNG DEUTSC, CH1 SOSKICE D, 1996, GERMAN TECHNOLOGY PO STREECK W, 1997, NEW POLITICAL EC, V2, P237 VITTOLS S, 1997, IND INNOVATION, V4, P15 ZYSMAN J, 1996, NEW POLITICAL EC, V1, P157 NR 36 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVE 15 PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVE 15, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2003 VL 26 IS 2-4 BP 226 EP 246 PG 21 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 693WB UT ISI:000183740400007 ER PT J AU Rothgang, M Trettin, L Lageman, B TI How to regain funds from technology promotion programs. Results from an evaluation of the financial instruments used in public R&D funding of incumbent SMEs SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE technology promotion; SMEs; public funding; private R&D; evaluation; funding instruments; German R&D systems; Finnish R&D systems AB The success of public programs for private sector R&D depends among other factors - on the financing instruments used and the resulting incentives for the participating firms. There have been efforts to move away from traditional instruments - such as non-repayable grants - in order to make policy measures more effective in respect of both the aims of the financing institution and the promoted business firms (such as mezzanine-instruments). This paper discusses the results of an evaluation study, in which different instruments are examined, based on the following questions: What instrument is suitable in which kind of situation? How can the probable effects of different financing instruments be evaluated? What conclusions could be drawn for future evaluation studies? C1 Rhine Westphalia Inst Econ Res, D-45128 Essen, Germany. RP Rothgang, M, Rhine Westphalia Inst Econ Res, Hohenzollernstr 1-3, D-45128 Essen, Germany. CR *DTA, 2000, DTA FORD 10 JAHR DTA *MIN TRAD FINL, 2000, ANN REP 2000 *OECD, 1998, TECHN PAROD JOB CREA *SACHV INN REG ERG, 1996, MEHR IN MEHR INN EMP *SCI TECHN POL COU, 2000, REV 2000 CHALL KNOWL *TEK NAT TECHN AG, 2000, TEK ANN REV 2000 *VITO, 2001, ZUK INN DEUTSCHL *ZFGK, 1994, Z GES KRED ANDRES M, 2001, KFW RES MITTELSTANDS, V26, P7 BERNELMANSVIDEC ML, 1998, CARROTS STICKS SERMO, P77 GEORGHIOU L, 1997, POLICY EVALUATION IN, P19 GEORGHIOU L, 2000, RES POLICY, V29, P657 GERETH B, 1992, MEZZANINE FINANZIERU GOMPERS P, 2001, J ECON PERSPECT, V15, P145 HUBBARD RG, 1998, J ECON LIT, V36, P193 KAMPMANN N, 1998, KFW BEITRAGE MITTELS, V5, P4 KLEMMER P, 1996, MITTELSTANDSFORDERUN KUHLMANN S, 1997, POLICY EVALUATION IN, P443 KUHLMANN S, 2000, VIERTELJAHRESHEFTE W, V3, P379 LAGEMAN B, 2001, ORDNUNGSPOLITIK KONS LERNER J, 2001, ECON J, V112, F73 LINK G, 2000, BANK, V4, P266 NORTH D, 2001, SMALL BUS ECON, V16, P303 PALMBERG C, 1998, IND TRANSFORMATION P PLEISTER C, 2000, Z GESAMTE KREDITWESE PRITHI A, 2000, ASSESSMENT ADDITIONA TOEPEL K, 2000, VIERTELJAHRESHEFTE W, V3, P347 TOULEMONDE J, 2000, VIERTELJAHRESHEFTE W, V3, P350 TRETTIN L, 2002, OPTIONEN PROJEKTEZOG UCKEL KM, 1999, WISSENSCHAFTSMANAGEM, V2, P29 NR 30 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVE 15 PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVE 15, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2003 VL 26 IS 2-4 BP 247 EP 269 PG 23 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 693WB UT ISI:000183740400008 ER PT J AU Blum, U Kalus, F TI Auctioning public financial support incentives SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE public grants; incentives; auction; R&D AB We propose to auction the financial incentives that public institutions hand out in order to enhance certain aims, for instance such as an increased level of research and development. Obstacles such as the heterogeneity of projects may force the institution benefiting from the funds to reveal the market potential. An auction design is proposed for research and development programs. C1 Dresden Univ Technol, D-01062 Dresden, Germany. Lufthansa Tech AG, D-22313 Hamburg, Germany. RP Blum, U, Dresden Univ Technol, D-01062 Dresden, Germany. CR BLUM U, 2001, ENDBERICHT KOMMISSIO KRAKEL M, 1993, JB SOZIALWISSENSCHAF, V44, P278 THALER RH, 1992, WINNERS CURSE PARADO VICKREY W, 1961, J FINANC, V16, P8 NR 4 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVE 15 PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVE 15, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2003 VL 26 IS 2-4 BP 270 EP 276 PG 7 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 693WB UT ISI:000183740400009 ER PT J AU Bruno, GSF Orsenigo, L TI Variables influencing industrial funding of academic research in Italy: an empirical analysis SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE university-industry-linkages; models of academic systems; industrial demand; funding of university research ID UNIVERSITIES; INNOVATION; ECONOMICS; SCIENCE AB This paper aims at an empirical analysis of industry-academia links by using Italian data on performance of university departments and institutes to attract funding from industrial sources. The investigation shows that conventional political strategies to support industry-academia links by building up intermediary organisations might fail, as industry is mainly interested in excellent academic quality. C1 Bocconi Univ, Ist Econ Polit IEP, I-20136 Milan, Italy. Univ Brescia, Dept Mech Engn, I-25123 Brescia, Italy. RP Bruno, GSF, Bocconi Univ, Ist Econ Polit IEP, Via Gobbi 5, I-20136 Milan, Italy. CR *COMM EUR COMM, 1994, WHIT PAP GROWTH COMP *DAT U, 1997, C RETT U IT ARROW K, 1962, RATE DIRECTION INVEN BEER JJ, EMERGENCE GERMAN DYE BENDAVID J, 1997, CTR LEARNING BRITAIN BRAUN D, 1994, STRUCUTRE DYNAMICS H BRESCHI S, 2001, IND CORPORATE CHANGE, V10 CLARK BR, 1995, PLACES INQUIRY RES A COHEN W, 1994, U IND RES CTR US COHEN WM, 1989, ECON J, V99, P569 DASGUPTA P, 1994, RES POLICY, V23 DAVID P, 1999, ORG EC INNOVATION EU DAVID PA, 1992, EC INNOVATION NEW TE, V2, P73 DECHADAREVIAN S, 2000, DIFFERENT HARVEST MO ETZKOWITZ H, 1991, ACAD IND RELATIONS 2 ETZKOWITZ H, 1994, ACAD IND RELATIONS S GEUNA A, 2001, J ECON ISSUES, V35, P607 GIBBONS M, 1994, NEW PROD KNOWLEDGE D GITTELMAN M, 1999, SCI NETWORKS COMP ST HENDERSON R, 1994, NUMBERS QUALITY TREN HICKS D, 2000, SCI PUBL POLICY, V27, P310 JAFFE AB, 1989, AM ECON REV, V79, P957 JAFFE AB, 1993, Q J ECON, V108, P577 KLEVORICK AK, 1995, RES POLICY, V24, P185 KRIGE J, 2000, BRITH EMBO EMBL LAMOREAUX NR, 1997, LOCATION TECHNOLOGY MANSFIELD E, 1995, REV ECON STAT, V77, P55 MAZZOLENI R, 1998, RES POLICY, V27, P273 MERGES RP, 1994, J ECON BEHAV ORGAN, V25, P1 MOWERY DC, 1998, PATHS INNOVATION TEC MOWERY DC, 2001, RES POLICY, V30, P99 NARIN F, 1997, RES POLICY, V26, P317 NELSON R, 1959, J POLITICAL EC, V67, P297 PAVITT K, 2001, IND CORP CHANGE, V10, P761 ROSENBERG N, 1994, RES POLICY, V23, P323 SEQUEIRA K, 1996, LINKS U PHYSICS IND STEPHAN PE, 1996, J ECON LIT, V34, P1199 STRASSER BJ, 2000, I MOL BIOL POST WAR ZUCKER LG, 1996, P NATL ACAD SCI USA, V93, P12709 NR 39 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVE 15 PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVE 15, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2003 VL 26 IS 2-4 BP 277 EP 302 PG 26 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 693WB UT ISI:000183740400010 ER PT J AU Cappellin, R TI Territorial knowledge management: towards a metrics of the cognitive dimension of agglomeration economies SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE innovation systems; learning region; clusters of SMEs; intellectual capital; knowledge management; organisational learning ID INNOVATION; REGION AB This paper takes a look at the spatial dimension of innovation processes, which do not occur in high-tech sectors but in clusters of SMEs. Territorial knowledge management means the generation of a system of procedures and incentives to convert tacit and localised knowledge into explicit knowledge available to all companies and employees in a region by overcoming cognitive barriers. Territorial knowledge management is a methodology, which aims to promote innovation within existing firms and the birth of innovative firms through the enhancement of the local endowment of intellectual capital and the governance of those processes, which drive knowledge creation within the firms and between these latter and the local actors. The paper presents an outlook on empirical indicators to measure the value generated by information and knowledge embodied in the firms and human resources of a local territory. C1 Univ Roma Tor Vergata, Dept Econ & Inst, I-00133 Rome, Italy. RP Cappellin, R, Univ Roma Tor Vergata, Dept Econ & Inst, Via Columbia 2, I-00133 Rome, Italy. CR AUDRETSCH DB, 1996, AM ECON REV, V86, P630 BASSI LJ, 2000, KNOWLEDGE MANAGEMENT, P355 BECATTINI G, 1991, IND DISTR INT COOP I, P37 BELLET M, 1993, REV EC REGIONALE URB CAPPELLIN R, 1988, REV EC REGIONALE URB, V2, P261 CAPPELLIN R, 1990, SPATIAL CONTEXT TECH CAPPELLIN R, 1998, AGGLOMERATION EC INN, P57 CAPPELLIN R, 2000, EC DIRITTO TERZIARIO, P853 CAPPELLIN R, 2000, PREVENTING UNEMPLOYM, P166 CAPPELLIN R, 2000, SPATIAL CHANGE INTER, P117 CAPRA F, 1996, WEB LIFE COLEMAN JS, 1988, AM J SOCIOL, V94, P95 COOKE P, 1998, ASS EC FIRMS REGIONS FREEMAN C, 1995, CAMBRIDGE J ECON, V18, P5 GORDON IR, 2000, URBAN STUD, V37, P513 GRANBERG PO, 1985, CURR PROBL CANCER, V9, P1 HOLLAND JH, 2002, COMPLEXITY IND CLUST, P25 KEEBLE D, 1999, REG STUD, V33, P319 LAWSON C, 1999, REG STUD, V33, P305 LITTLE S, 2002, MANAGING KNOWLEDGE E LUNDVALL BA, 1994, J IND STUDIES, V1, P23 MAILLAT D, 1999, REV EC REGIONALE URB, P430 MALHOTRA Y, 1998, KNOWLEDGE MANAGEMENT MANSELL R, 1998, KNOWLEDGE SOC INFORM MASKELL P, 1999, CAMBRIDGE J ECON, V23, P167 MOREY D, 2000, KNOWLEDGE MANAGEMENT MORGAN K, 1997, REG STUD, V31, P491 NELSON RR, 1982, EVOLUTIONARY THEORY NELSON RR, 1993, NATL INNOVATION SYST NONAKA I, 1998, CALIF MANAGE REV, V40, P40 NORTH DC, 1990, I I CHANGE EC PERFOR PIORE MJ, 1984, 2 IND DIVIDE POLANYI M, 1966, TACIT DIMENSION PORTER ME, 1998, HARVARD BUSINESS NOV, P77 PUTNAM R, 1993, MAKING DEMOCRACY WOR RALLET A, 1998, AGGLOMERATION EC INN, P41 RUBENSON K, 2000, TRANSITION KNOWLEDGE SEEMANN P, 2000, KNOWLEDGE MANAGEMENT, P85 SKYRME D, 1997, CREATING KNOWLEDGE B STEINER M, 1998, AGGLOMERATION EC INN, P1 STORPER M, 1997, REGIONAL WORLD TERRI WILLIAMSON QE, 2000, J ECON LIT, V38, P595 ZUCKER LG, 1986, RES ORGAN BEHAV, V8, P53 NR 43 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVE 15 PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVE 15, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2003 VL 26 IS 2-4 BP 303 EP 325 PG 23 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 693WB UT ISI:000183740400011 ER PT J AU Steiner, M TI Regional knowledge networks as evolving social technologies SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE knowledge management; social technologies; regional knowledge networks; Austrian innovation policies; evaluation of clusters; old industrial areas ID SPILLOVERS AB This paper takes a look at regional networks working as institutions for the management of knowledge and technology. Based on a description of stylised steps on the way to a regional knowledge network, objectives, methodologies and results of evaluations of policies supporting the emergence of these networks and the networks themselves are discussed against the background of a long-term case study of more than two decades. C1 Graz Univ, Dept Econ, A-8010 Graz, Austria. Joanneum Res, Inst Technol & Reg Policy, A-8010 Graz, Austria. RP Steiner, M, Graz Univ, Dept Econ, Univ Str 15-F4, A-8010 Graz, Austria. CR 1992, OSTERREICHISCHES RAU 1999, REGIONALE INNOVATION ADAMETZ C, 2000, CLUSTER STEIERMARK L ADAMETZ C, 2000, INNOVATION STEIRISCH ARGYRIS C, 1978, ORG LEARNING ARTHUR B, 1986, IND LOCATION PATTERN AXELROD R, 1997, COMPLEXITY COOPERATI BRUGGER E, 1984, INFORMATIONEN RAUMEN CAPPELLIN R, 2001, GOVERNANCE LOCAL NET COOKE P, 1999, ASS EC COOKE P, 1999, GOVERNANCE INNOVATIO DODGSON M, 1993, ORG STUDIES, V14 GLATZ H, 1981, EIGENSTANDIGE REGION GORDON R, 1989, PRODUCTION SYSTEMS I GRUBER M, 1998, EVALUATION RES TECHN HODGSON G, 1998, J ECON LIT, V36, P66 JACOBS D, 1996, TECHNOL ANAL STRATEG, V8, P425 JAFFE AB, 1989, RES POLICY, V18, P87 JAFFE AB, 1993, Q J ECON, V108, P577 LAGENDIJK A, 1999, INNOVATION NETWORKS METCALFE S, 1995, HDB EC INNOVATION TE NELSON R, 1982, EVOLUTIONARY THEORY NELSON RR, 1998, CAMBRIDGE J ECON, V22, P497 NELSON RR, 2001, J ECON BEHAV ORGAN, V44, P31 NORTH D, 1990, I I CHANGE EC PERFOR PAIERL H, 1997, COMPETENCE CLUSTERS PAQUE KH, 2001, GERMAN REUNIFICATION PIORE M, 1984, 2 IND DIVIDE POSSIBI RATTI R, 1997, DYNAMICS INNOVATIVE SIMON HA, 1983, REASON HUMAN AFFAIRS STEINER M, 1991, NEUE PHILOS ORIENTIE STEINER M, 1993, REGIONAL DEV STRATEG, P233 STEINER M, 1996, TECHNOLOGIEPOLITISCH STEINER M, 1998, CLUSTERS REGIONAL SP STEINER M, 1998, CLUSTERS REGIONAL SP, P1 STEINER M, 1998, WIRTSCHAFTSPOLITISCH STEINER M, 2001, REGIONALISING KNOWLE STEINER M, 2002, CLUSTERS LEARNING OR STEINER M, 2002, IND LOCATION EC STERNBERG R, 1996, BILANZ BOOMS WIRKUNG STOHR W, 1979, SPATIAL INEQUALITIES, P133 STOHR W, 1981, DEV ABOVE BELOW DIAL TICHY G, 1982, REGIONALSTUDIE OBERS NR 43 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVE 15 PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVE 15, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2003 VL 26 IS 2-4 BP 326 EP 345 PG 20 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 693WB UT ISI:000183740400012 ER PT J AU Alfonso-Gil, J Saez-Cala, A Vinas-Apaolaza, AI TI Innovation processes in mature clusters of SMEs. A proposal for assessment indicators SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE SME; mature clusters; clusters innovation; S&T indicators; industrial districts; lagging regions; Spain AB This paper deals with problems of evaluating policies to support private innovation processes in mature clusters of economically lagging regions. Considering the specificities of innovation processes in regional clusters, where SMEs primarily are involved, shortcomings of existing evaluation schemes and indicators are discussed. Based on a case study for the region of Valencia, methodologies and indicators overcoming these theoretical and empirical deficits are presented and investigated. C1 Univ Autonoma Madrid, Dept Estruct Econ & Econ Desarrollo, Madrid 28049, Spain. RP Alfonso-Gil, J, Univ Autonoma Madrid, Dept Estruct Econ & Econ Desarrollo, Ctra Colmenar,Km 15, Madrid 28049, Spain. CR 1996, DIMENSION REGIONAL E *DIRCE, 1997, DIR CENTR EMPR *OECD, 1992, PROP GUID COLL INT T *OECD, 1993, PAT DAT SCI TECHN IN *OECD, 1996, PROP NORM PRACT ENC ALFONSO J, 2001, J EUROPEAN EC HIST ALFONSO J, 2003, IN PRESS IMPROVING E ARTHUR WB, 1989, ECON J, V99, P116 BARQUERO V, 1998, INNOVATION URBAN IND BARQUERO V, 1999, SME POLICY REGIONAL CAMISON C, 1987, REV VALENCIANCA ESTU, V9, P25 DAVID PA, 1985, AM ECON REV, V75, P332 GUTH W, 1998, RATION SOC, V10, P377 HAYEK FA, 1978, NEW STUDIES PHILOS P HONRUBIA J, 1996, EC IND, V312, P197 LUCAS R, 1988, J MONETARY ECON, V2, P3 MOKYR J, 1993, PALANCA RIQUEZA NELSON RR, 1996, CHALLENGE MAR, P9 OSTROM E, 1998, AM POLIT SCI REV, V92, P1 PORTER ME, 2001, GLOBAL CITY REGIONS, P139 REIG E, 1997, CAPITALIZACION CRECI RICO A, 1988, ECON SOC, V1, P112 RICO A, 1988, PAPELES EC ESPANOLA, V35, P142 ROMER PM, 1994, J ECON PERSPECT, V8, P3 ROSENBERG N, 1996, MOSAIC EC DEV SOLOW R, 1997, LEARNING LEARNING DO NR 26 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVE 15 PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVE 15, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2003 VL 26 IS 2-4 BP 346 EP 361 PG 16 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 693WB UT ISI:000183740400013 ER PT J AU Teubal, M Avnimelech, G TI Foreign acquisitions and R&D leverage in High Tech industries of peripheral economies. Lessons and policy issues from the Israeli experiences SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE Israel's software industry; Israel's IT industry; venture capital; Mergers and Acquisitions (M&A); R&D leverage; dynamic capabilities; evolutionary and competence based theories; peripheral economies ID INNOVATION AB This paper deals with a major challenge of globalisation to national innovation systems of skill-intensive peripheral economies: acquisitions of high-tech start-up companies by foreign multinational companies. Through a detailed microeconomic analysis both of successful company growth profiles and of post-acquisition patterns, the paper analyses possible implications for high tech and the economy as a whole. It concludes that the share of Start Up output to total high tech output of a country should be an important variable; and that this share was probably 'too high' in Israel during 1999\2000. C1 Hebrew Univ Jerusalem, Dept Econ, IL-91905 Jerusalem, Israel. RP Teubal, M, Hebrew Univ Jerusalem, Dept Econ, IL-91905 Jerusalem, Israel. CR 2001, GLOBAL ENTREPRENEURS *CENTR BUR STAT, 2001, DEV INF COMM TECHN I *MIN IND TRAD, 1999, IND ISR TABL GRAPHS ARORA A, 2001, IND CORP CHANGE, V10, P419 AVNIMELECH G, 2000, COUNTRY REPORT ISRAE AVNIMELECH G, 2001, EVOLUZIONI RIVOLUZIO AVNIMELECH G, 2002, ESSAYS ISRAELI HI TE AVNIMELECH G, 2002, IN PRESS EC INNOVATI, V12 CHESBROUGH, 1999, IND CORPORATE CHANGE, V8, P447 COASE RH, 1937, ECONOMICA, V4, P386 COASE RH, 1988, J LAW ECON ORGAN, V4, P3 COHENDET P, 2001, DUAL THEORY FIRM T C HART O, 1995, FIRMS CONTRACTS FINA HODGSON G, 1999, EVOLUTION I EVOLUTIO KLEPPER S, 2001, FIRM CAPABILITIES IN LEVIE J, 1998, PROGR JUST PROLIFERA NELSON R, 1982, EVOLUTIONARY THEORY NELSON R, 1995, J ECON LIT, V23, P48 PENROSE E, 1972, THEORY GROWTH FIRM PRAHALAD CK, 1990, HARVARD BUSINESS MAY, P79 TEECE D, 1994, IND CORP CHANGE, V3, P11 TEECE D, 2000, MANAGING INTELLECTUA TEECE DJ, 1986, RES POLICY, V15, P285 TEUBAL M, 1993, NATL SYSTEMS INNOVAT TEUBAL M, 1999, EC Q DEC TEUBAL M, 2000, GLOBALIZATION FIRM D TEUBAL M, 2000, IND CORP CHANGE, V9, P87 TEUBAL M, 2001, WHO PERIPHERAL EC BE TEUBAL M, 2002, IN PRESS EUROPEAN PL TEUBAL M, 2002, J EVOL ECON, V12, P233 NR 30 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVE 15 PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVE 15, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2003 VL 26 IS 2-4 BP 362 EP 385 PG 24 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 693WB UT ISI:000183740400014 ER PT J AU Filippi, M Torre, A TI Local organisations and institutions. How can geographical proximity be activated by collective projects? SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE geographical proximity; organisational proximity; networks; technology diffusion; collective projects; agricultural cooperatives; S&T strategies ID SPILLOVERS; SPACE AB This paper deals critically with the concept of geographical proximity as a prerequisite for successful regional innovation processes. Using three case studies we show that regional development studies need to connect geographical proximity with organisational proximity achieved by actions to mobilise resources around a collective project or utilising common institutional routines and values. C1 Sicomor, SAD Toulouse, F-31320 Castanet Tolosan, France. INA PG, UMR SADAPT, F-75321 Paris 05, France. RP Filippi, M, Sicomor, SAD Toulouse, BP 27, F-31320 Castanet Tolosan, France. CR *CFCA, 1999, EV SECT COOP AGR ANSELIN L, 1997, J URBAN ECON, V42, P422 ASHEIM B, 1996, EUROPEAN PLANNING ST, V4, P379 AUDRETSCH DB, 1996, AM ECON REV, V86, P630 BELLET M, 1998, PROXIMITE APPROCHES CASTELLS M, 1994, TECHNOPOLES WORLD CREVOISIER O, 2001, REV EC REGIONALE URB, V1, P153 DUPUY C, 1999, CAMBRIDGE J ECON, V23, P207 ELLISON G, 1997, J POLIT ECON, V105, P889 FELDMAN MP, 1999, EC INNOVATION NEW TE, V8, P5 FILIPI M, 2001, POIDS STRATEGIES SEC LONGHI C, 1999, REG STUD, V33, P333 LUNG Y, 1997, ORG SPATIALE COORDIN MARKUSEN A, 1996, ECON GEOGR, V72, P293 MASKELL P, 1999, CAMBRIDGE J ECON, V23, P167 MONCK CS, 1988, SCI PARKS GROWTH HIG NICOLAS P, 1993, EC SOCIOLOGIE RU DEC PAULMIER T, 2001, REV EC REGIONALE URB, P479 RALLET A, 1998, CLUSTERS REGIONAL SP RATTI R, 1997, DYNAMICS INNOVATIVE SAXENIAN A, 1994, REGIONAL ADVANTAGE C SAXENIAN A, 2001, IND CORP CHANGE, V10, P893 TORRE A, 1998, PROGR PLANNING, V3 TORRE A, 2000, REG STUD, V34, P169 ZUCKER LG, 1998, ECON INQ, V36, P65 NR 25 TC 3 PU INDERSCIENCE ENTERPRISES LTD PI GENEVE 15 PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVE 15, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2003 VL 26 IS 2-4 BP 386 EP 400 PG 15 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 693WB UT ISI:000183740400015 ER PT J AU Cooke, P TI Economic globalisation and its future challenges for regional development SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE hypercompetition; generative growth; Silicon Valley clusters; Swedish networks; Israel's High Tech; regional foresight; Regional Innovation and Learning System; less favoured regions; regional cluster; global value chains ID CLUSTERS; SWEDEN; OHIO AB This paper aims to outline a new policy theory to improve sustainability and self-reliability of regional innovation and learning systems. Discussing characteristics, success and shortcomings of three well-known examples for regional growth strategies ('generative growth' at Silicon Valley, I corporate-led academic entrepreneurship' in Sweden, and equity investment models in Israel), strategies are presented to link global and local value chains whilst moderating regional and social polarisation. C1 Cardiff Univ, Ctr Adv Studies, Cardiff CF10 3BB, S Glam, Wales. RP Cooke, P, Cardiff Univ, Ctr Adv Studies, Cardiff CF10 3BB, S Glam, Wales. CR *VINNOVA, 2001, SWED BIOT INN SYST ABRAHAMS P, 2001, FINANCIAL TIMES 0226, P20 ARTHUR B, 1994, INCREASING RETURNS P ASHEIM B, 2001, EUR PLAN STUD, V9, P805 BAHRAMI H, 2000, UNDERSTANDING SILICO BALASUBRAMANYAM V, 2000, REGIONS GLOBALIZATIO BEST M, 2000, CAPABILITIES INNOVAT BRAUNERHJELM P, 1999, SMALL BUS ECON, V12, P279 BRAUNERHJELM P, 2000, J EVOL ECON, V10, P471 BROWNHUMES C, 2001, FINANCIAL TIMES 0510, P11 BUXTON J, 2001, FINANCIAL TIMES 1005, P11 CARLSSON B, 2002, IN PRESS SMALL BUSIN, V19 COOKE P, 1998, ASS EC COOKE P, 2000, ENTERPRISE INNOVATIO, V1, P265 COOKE P, 2001, REGIONAL INNOVATION COOKE P, 2001, SMALL BUS ECON, V17, P43 COOKE P, 2002, KNOWLEDGE EC CLUSTER DAVENI D, 1994, HYPERCOMPETITION MAN DAVID P, 1975, TECHNICAL CHOICE INN DAVID PA, 1985, AM ECON REV, V75, P332 DERTOUZOS M, 1989, MADE AM EAGLESHAM J, 2001, FINANCIAL TIMES 0910, P19 EDQUIST C, 1997, SYSTEMS INNOVATION GARDNER D, 2001, FINANCIAL TIMES 0627, P14 GEREFFI G, 1999, J INT ECON, V48, P37 JOHNSON B, 1992, NATL SYSTEMS INNOVAT JONES D, 1997, HEALTH SOC CARE COMM, V5, P77 JUSSILA H, 1997, EUR PLAN STUDIES, V5, P371 KEHOE L, 2001, FINANCIAL TIMES 0509, P20 KENNEY M, 2000, UNDERSTANDING SILICO LEE CM, 2000, SILICON VALLEY EDGE LUCE E, 2001, FINANCIAL TIMES 0419, P20 MICKLETHWAIT J, 2000, PERFECT EC MOWERY D, 2001, INNOVATION POLICY EC NORTH D, 1993, RATIONALITY I EC MET PORTER M, 1990, COMPETITIVE ADVANTAG PORTER M, 1998, COMPETITION PORTER M, 2000, CAN JAPAN COMPETE TEUBAL M, 2000, UNPUB ISRAELI SOFTWA TEUBAL M, 2000, UNPUB SYSTEMS PERSPE TEUBAL M, 2000, UNPUB VARIETIES CAPI ZUCKER LG, 1998, AM ECON REV, V88, P290 NR 42 TC 4 PU INDERSCIENCE ENTERPRISES LTD PI GENEVE 15 PA WORLD TRADE CENTER BLDG, 29 ROUTE DE PRE-BOIS, CASE POSTALE 896, CH-1215 GENEVE 15, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2003 VL 26 IS 2-4 BP 401 EP 420 PG 20 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 693WB UT ISI:000183740400016 ER PT J AU Geisler, E TI Benchmarking interorganisational technology cooperation: the link between infrastructure and sustained performance SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE benchmarking; interorganisational cooperation; R&D; technology; infrastructure; sustained performance; industry-university-cooperative-research centres ID RESEARCH-AND-DEVELOPMENT; RESEARCH CENTERS; UNITED-STATES; INDUSTRY; ALLIANCES; COLLABORATION; BEHAVIOR; SUCCESS; MODEL AB Cooperative efforts among government, industry, and universities have gown in importance as strong contributors to the nation's technological and economic competitiveness in the global environment. Such efforts include cooperation among networks of government R&D/technology laboratories, industrial R&D laboratories, and universities. The resulting novel organisational formats created to accommodate these cooperative efforts influence the degree to which such multipartner cooperations perform in a sustained manner. A stellar example of the complex, multipartner cooperative programs is the network of 52 industry-university-cooperative research centres (IUCRCs) established in 1973 and supported by the National Science Foundation. C1 IIT, Stuart Grad Sch Business, Chicago, IL 60661 USA. RP Geisler, E, IIT, Stuart Grad Sch Business, 565 W Adams St, Chicago, IL 60661 USA. CR BAGCHISEN S, 2001, INT J BIOTECHNOLOGY, V3, P390 BARNES T, 2002, EUROPEAN MANAGEMENT, V20, P272 BLOEDON R, 1994, RES TECHNOLOGY M MAR, P44 BORYS B, 1989, ACAD MANAGE REV, V14, P234 BOZEMAN B, 1991, TECHNOVATION, V11, P231 BOZEMAN B, 1992, TECHNOVATION, V12, P239 BROWNING LD, 1995, ACAD MANAGE J, V38, P113 CARAYANNIS E, 2000, ENG MANAGEMENT J, V12, P33 CHAKRABARTI AK, 1975, IEEE T ENG MANAGE, V23, P20 CHEN H, 1992, INT J MAN MACH STUD, V36, P419 CROW M, 1987, RES POLICY, V16, P229 DAFT RL, 1993, ORGAN SCI, V4, R1 DRUCKER P, 1979, SCIENCE 0525, P1110 ETTLIE JE, 1982, RES POLICY, V11, P173 FAULKNER W, 1994, RES POLICY, V23, P673 GEISLER E, 1986, J TECHNOLOGY TRANSFE, V10, P33 GEISLER E, 1989, COOPERATIVE RES DEV, P43 GEISLER E, 1990, INTERFACES, V20, P99 GEISLER E, 1991, IEEE T ENG MANAGE, V38, P136 GEISLER E, 1993, INT J TECHNOL MANAGE, V8, P435 GEISLER E, 1993, INT J TECHNOL MANAGE, V8, P802 GEISLER E, 1994, P C TECHN TRANSF SOC, P61 GEISLER E, 1995, TECHNOL ANAL STRATEG, V7, P217 GEISLER E, 2001, TECHNOL ANAL STRATEG, V13, P195 GEISLER, 2000, METRICS SCI TECHNOLO GIBSON D, 1994, R D COLLABORATION TR GRANT RM, 1991, CALIF MANAGE REV, V33, P114 GRAY B, 1985, HUM RELAT, V38, P911 GRAY D, 1988, EVALUATION NSF IND U GRAY D, 1994, 1980 1992 STRUCTURAL GRAY D, 1995, 1993 1994 STRUCTURAL GRAY D, 2000, TRENDS CTR STRUCTURE HAGEDOORN J, 1993, STRATEGIC MANAGE J, V14, P371 HAGEDOORN J, 1994, STRATEGIC MANAGE J, V15, P291 MARAZITA CF, 1991, TECHNOL FORECAST SOC, V39, P397 MERLE J, 2000, R&D MANAGE, V30, P255 MERVIS J, 1995, SCIENCE, V267, P20 MORRIS CR, 1993, HARVARD BUS REV, V71, P86 RADOSEVICH R, 1993, CALIF MANAGE REV, V35, P33 RUBENSTEIN AH, 1994, RELATIONS U IND INTE SCOTT SG, 1994, ACAD MANAGE J, V37, P580 TORNATZKY L, 1994, DEFINING CTR ANAL FU WALTERS G, 1998, MANAGING IND U COOPE WENNERFELDT B, 1984, STRATEGIC MANAGEMENT, V5, P171 ZENGER TR, 1994, MANAGE SCI, V40, P708 NR 45 TC 1 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2003 VL 25 IS 8 BP 675 EP 702 PG 28 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 675JY UT ISI:000182692100001 ER PT J AU Chai, KH TI Bridging islands of knowledge: a framework of knowledge sharing mechanisms SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE knowledge management; knowledge sharing mechanisms; international manufacturing ID INFORMATION; MANAGEMENT; TECHNOLOGY; FIRMS AB This paper attempts to answer the question of what and how knowledge sharing mechanisms should be used between geographically dispersed plants in multinational companies. Case studies in 11 multinational companies reveal that many mechanisms are used for inter-plant knowledge sharing, which are grouped into eight categories: transfer of people, forums (internal conferences/meetings), boundary spanners, periodicals, audits, benchmarking, best-practice guidelines and international teams. It is found that some knowledge sharing mechanisms are more suited for one stage of knowledge sharing than another, as determined by their 'reach' and 'richness'. Specifically, mechanisms with high 'reach' are more suitable for creating awareness among potential receivers and mechanisms with high 'richness' are often more effective in transferring the knowledge. In addition, the choice of mechanism is also dependent on the degree of tacitness and embeddedness knowledge transferred. Based on these insights, a framework linking knowledge sharing mechanisms with knowledge transferred is constructed. C1 Natl Univ Singapore, Dept Ind & Syst Engn, Singapore 119260, Singapore. Univ Cambridge, Inst Mfg, Cambridge CB2 1RZ, England. RP Chai, KH, Natl Univ Singapore, Dept Ind & Syst Engn, 10 Kent Ridge Crescent, Singapore 119260, Singapore. CR *KPMG, 1998, KNOWL MAN RES REP ADLER PS, 1989, IEEE T ENG MANAGE, V36, P87 ALMEIDA P, 1998, 9813 CARN MELL U CAR BADARACCO J, 1991, KNOWLEDGE LINK FIRMS BOISOT M, 1995, INFORMATION SPACE FR CHIESA V, 1996, INT J TECHNOL MANAGE, V12, P462 COLLINSON S, 1999, TECHNOL ANAL STRATEG, V11, P337 COOK SDN, 1999, ORGAN SCI, V10, P381 DAFT RJ, 1987, RES SOCIOLOGY ORG, V5, P1 DAFT RL, 1986, MANAGE SCI, V32, P554 DAVENPORT TH, 1998, SLOAN MANAGE REV, V39, P43 DEMEYER A, 1991, SLOAN MANAGEMENT SPR, P49 DOZ Y, 1997, 97119SM INSEAD EISENHARDT KM, 1989, ACAD MANAGE REV, V14, P532 EVANS PB, 1997, HARVARD BUS REV, V75, P71 FLAHERTY M, 1996, GLOBAL OPERATIONS MA GARUD R, 1994, STRATEGIC MANAGE J, V15, P365 GILL J, 1991, RES METHODS MANAGERS GRANOVETTER M, 1985, AM J SOCIOL, V91, P481 KEDIA BL, 1988, ACAD MANAGE REV, V13, P559 LAM A, 1997, ORGAN STUD, V18, P973 LEONARD D, 1998, CALIFORNIAN MANAGEME, V40, P102 NELSON R, 1982, EVOLUTIONARY THEORY NONAKA I, 1995, KNOWLEDGE CREATING C NONAKA I, 1998, CALIF MANAGE REV, V40, P40 OSTROFF C, 1992, PERS PSYCHOL, V45, P849 POLANYI M, 1966, TACTIC DIMENSION TEECE DJ, 1981, ANN AM ACAD POLIT SS, V458, P81 TSANG EWK, 1998, ORGAN STUD, V19, P511 VONHIPPEL E, 1994, MANAGE SCI, V40, P429 VONKROGH G, 1995, PERS REV, V24, P56 YIP G, 1992, TOTAL GLOBAL STRATEG NR 32 TC 2 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2003 VL 25 IS 8 BP 703 EP 727 PG 25 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 675JY UT ISI:000182692100002 ER PT J AU McCarthy, IP TI Technology management - a complex adaptive systems approach SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE technology strategy; evolution; complex adaptive systems; fitness landscapes ID RUGGED LANDSCAPES; STRATEGIES; EVOLUTION; DYNAMICS; SCIENCE; FITNESS; MODEL AB There are systems methods and evolutionary processes that can help organisations understand the innovative patterns and competitive mechanisms that influence the creation, management and exploitation of technology. This paper presents a specific model based on the evolutionary processes of variation, selection, retention and struggle, coupled with fitness landscape theory. This latter concept is a complex adaptive systems theory that has attained recognition as an approach for visually mapping the strategic options an evolving system could pursue. The relevance and utility of fitness landscape theory to the strategic management of technology is explored, and a definition and model of technological fitness provided. The complex adaptive systems perspective adopted by this paper, views organisations as evolving systems that formulate strategies by classifying, selecting, adopting and exploiting various combinations of technological capabilities. A model called the strategy configuration chain is presented to illustrate this strategic process. C1 Univ Warwick, Warwick Mfg Grp, Org Syst & Strategy Unit, Coventry CV4 7AL, W Midlands, England. RP McCarthy, IP, Univ Warwick, Warwick Mfg Grp, Org Syst & Strategy Unit, Coventry CV4 7AL, W Midlands, England. EM i.p.mccarthy@warwick.ac.uk CR *HLTH SAF EX, 2000, TRAIN DER HATF 17 OC ABERNATHY WJ, 1978, TECHNOLOGY REV JUN, P40 ALDRICH HE, 1999, ORG EVOLVING ANDERSON P, 1999, ORGAN SCI, V10, P216 BEINHOCKER ED, 1999, SLOAN MANAGE REV, V40, P95 BERTALANFFY LV, 1968, GEN SYSTEM THEORY CAMP RC, 1989, BENCHMARKING SEARCH CAMPBELL DT, 1969, GEN SYST, V14, P69 CAPRA F, 1986, REVISION, V9, P3 CHECKLAND P, 1981, SYSTEMS THINKING CHOI TY, 2001, J OPER MANAG, V19, P351 CHRISTENSEN CM, 1997, INNOVATORS DILEMMA T CHRISTENSEN LD, 1992, NAT IMMUN, V11, P1 DEVOL R, 1999, AM HIGH TECH EC GROW DOOLEY KJ, 1999, ORGAN SCI, V10, P358 DOSI G, 1982, RES POLICY, V11, P147 FILIPPINI R, 1998, INT J PROD RES, V36, P3379 FORRESTER JW, 1961, IND DYNAMICS GROENVELD P, 1997, RES TECHNOL MANAGE, V40, P48 KAUFFMAN SA, 1989, J THEOR BIOL, V141, P211 KAUFFMAN SA, 1993, ORIGINS ORDER SELF O KUHN TS, 1962, STRUCTURE SCI REVOLU LEVINTHAL DA, 1997, MANAGE SCI, V43, P934 LEVITT B, 1988, ANNU REV SOCIOL, V14, P319 LEWONTIN RC, 1974, GENETIC BASIS EVOLUT MACKEN CA, 1989, P NATL ACAD SCI USA, V86, P6191 MAGUIRE S, 1999, MANAGING COMPLEXITY, P67 MARCH JG, 1991, ORGAN SCI, V2, P71 MARQUIS D, 1969, INNOVATION, V1, P35 MARTINO JP, 1993, TECHNOLOGICAL FORECA MCCARTHY IP, 2000, INT J TECHNOL MANAGE, V2, P559 MCKELVEY B, 1999, VARIATIONS ORG SCI H, P279 MERRY U, 1999, SYST PRACT ACT RES, V12, P257 METCALFE JS, 1998, EVOLUTIONARY EC CREA MOREL B, 1999, ORGAN SCI, V10, P278 NELSON RR, 1982, EVOLUTIONARY THEORY PFEFFER J, 1982, ORG ORG THEORY RIVKIN JW, 2000, MANAGE SCI, V46, P824 RUEF M, 1997, STRATEGIC MANAGE J, V18, P837 RUTTAN V, 1959, Q J EC NOV SCHUMPETER J, 1939, BUSINESS CYCLES SKINNER W, 1974, HARVARD BUS REV, V52, P113 WEINBERGER ED, 1991, PHYS REV A, V44, P6399 WRIGHT S, 1932, 6TH P INT C GEN, V1, P356 ZEHNER WB, 2000, TECHNOLOGY ANAL STRA, V12 NR 45 TC 1 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2003 VL 25 IS 8 BP 728 EP 745 PG 18 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 675JY UT ISI:000182692100003 ER PT J AU Drongelen, IKV Pearson, A Nixon, B TI Organisation and management of research and development facilities - from cost to profit focus SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE research and development; R&D management; R&D organisation; R&D businesses; R&D performance measurement ID RESEARCH-AND-DEVELOPMENT; TECHNOLOGY AB In this publication we present the main findings of a research project into differences in organisation, management and activities between R&D cost centres, semi-profit centres, profit centres, and independent R&D businesses. First a theoretical framework is presented and then the empirical findings are reported. It is concluded that there are notable differences between cost and profit-oriented R&D structures relating to the degree of freedom in decision making on research management topics, the balance among types of R&D activities, strategy formulation, performance evaluation, marketing and management demands imposed on the capabilities and attitude of the staff. Furthermore, it is observed that semi-profit centres have the most challenging task as they are in an invidious middle position: they have to bid for internal projects in order to cover their costs while their freedom to attract external customers or to use a cost plus transfer price is usually limited. C1 Univ Twente, Fac Technol & Management, NL-7500 AE Enschede, Netherlands. Manchester Business Sch, R&D Res Unit, Manchester M15 6PB, Lancs, England. Univ Dundee, Dept Accountancy & Business Finance, Dundee DD1 4HN, Scotland. RP Nixon, B, Univ Twente, Fac Technol & Management, POB 217, NL-7500 AE Enschede, Netherlands. CR *ONS, 2000, MA 14 RES DEV UK BUS ANTHONY RN, 1998, MANAGEMENT CONTROL S BAJPAI PK, 1999, R D MAN C R D BUS NE, P39 BARHAM K, 1998, ABB DANCING GIANT CR BUNCH PR, 2002, RES TECHNOL MANAGE, V45, P48 CHATTERJEE S, 1991, STRATEGIC MANAGE J, V12, P33 CHIESA V, 1999, J ENG TECHNOL MANAGE, V16, P191 COOMBS R, 1993, TECHNOL ANAL STRATEG, V5, P385 DIVAKAR KJ, 2000, R&D MANAGE, V30, P341 DURRANI M, 2001, PHYSICS WORLD JAN, P8 DYER G, 2002, FINANCIAL TIMES 0125, P19 EZZAMEL M, 1992, BUSINESS UNIT DIVISI FORD D, 2001, MANAGING MARKETING T FOSTER TM, 1996, RES TECHNOL MANAGE, V39, P31 GANGULY A, 1999, BUSINESS DRIVEN RES GOOLD M, 1987, STRATEGIES STYLES GRIFFITHS D, 1973, R&D MANAGE, V3, P121 HILL S, 2000, J MANAGE STUD, V37, P563 HOBBS C, 1969, CONRAD CONSTRUCTION, V1, P7 HORNGREN CT, 2000, COST ACCOUNTING MANA JAIN MK, 1999, R&D MANAGE, V30, P349 KAPLAN RS, 1999, ADV MANAGEMENT ACCOU KERSSENSVANDRON.IC, 1999, THESIS U TWENTE ENSC KERSSENSVANDRON.IC, 2001, MANAGE DECIS, V39, P503 MACINTOSH NB, 1985, SOCIAL SOFTWARE ACCO MILLER W, 1999, J GENERATION R D MAN ODAGIRI H, 2001, T COSTS CAPABILITIES PEARSON AW, 1999, R&D MANAGE, V30, P355 PISANO GP, 1990, ADMIN SCI QUART, V35, P153 ROBB WL, 1991, RES TECHNOL MANAGE, V34, P16 ROBERTS EB, 2001, RES TECHNOL MANAGE, V44, P25 STEINBOCK D, 2001, NOKIA REVOLUTION STO SZAKONYI R, 1998, RES TECHNOL MANAGE, V41, P25 VANOIJEN AAC, 1997, THESIS CATHOLIC U BR VOSSELMAN EGJ, 1996, ONTWERP MANAGEMENT C WHITTINGTON R, 1990, STRATEGIC MANAGEMENT, P183 WHITTINGTON R, 1991, R&D MANAGE, V21, P43 WILLIAMS R, 1972, R&D MANAGE, V2, P131 NR 38 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2003 VL 25 IS 8 BP 746 EP 765 PG 20 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 675JY UT ISI:000182692100004 ER PT J AU Grimaldi, R von Tunzelmann, N TI Sectoral determinants of performance in collaborative R&D projects SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE collaborative R&D; LINK scheme; pavitt taxonomy; technology chain ID POLICY AB The paper addresses the measurement and determinants of performance in collaborative R&D projects. It draws on some empirical analysis carried out on data and information gathered under the UK 'LINK' scheme, a programme supporting R&D collaborative projects and assessing collaboration outcomes. A new indicator of their performance is constructed, providing a relative and quite consistent measure of performance for comparing different LINK projects. An econometric model is worked out in order to analyse the effects of some explanatory variables characterising different projects on the new performance measure. Results show a strong importance of differences across sectors. More accurate assessment should take into account the peculiarities of the industrial sectors, to investigate the effects of different causal factors. We point to differences in nature (taxonomic character), appropriability, and position in the technology chain as instances. C1 Univ Bologna, Dept Management, CIEG, I-40123 Bologna, Italy. Univ Michigan, Sch Business, Ann Arbor, MI 48109 USA. RP von Tunzelmann, N, Univ Bologna, Dept Management, CIEG, Via Saragozza 8, I-40123 Bologna, Italy. CR *BETA, 1980, UNPUB EFF EC IND DEP BACH L, 1995, INT J TECHNOL MANAGE, V10, P525 BACH L, 1995, SCIENTOMETRICS, V34, P325 FAULKNER W, 1995, KNOWLEDGE FRONTIERS FOLSTER S, 1995, RES POLICY, V24, P403 GRIMALDI R, 1998, THESIS SPRU GRIMALDI R, 2002, R&D MANAGE, V32, P165 LEVIN R, 1987, BROOKINGS PAPERS EC, V3, P147 PAVITT K, 1984, RES POLICY, V13, P343 PETERSON J, 1993, RES POLICY, V22, P243 SENKER J, 1999, STI REV, P23 TEECE DJ, 1986, RES POLICY, V15, P285 NR 12 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2003 VL 25 IS 8 BP 766 EP 778 PG 13 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 675JY UT ISI:000182692100005 ER PT J AU Antoine, A Frank, CB Murata, H Roberts, E TI Acquisitions and alliances in the aerospace industry: an unusual triad SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE alliances; acquisitions; technology strategy; business development; aerospace; aviation; airbus; Boeing; Lockheed Martin AB The two primary sectors of the aerospace industry, commercial and military aviation, are each dominated by two key firms: Airbus Industrie and Boeing in the commercial sector, and Lockheed Martin and Boeing in the military sector. This unique triad offers an opportunity for examining how technology acquisition and business development are pursued under such circumstances. The paper shows that alliances are utilised by both major players in commercial aviation, while acquisitions are the principal strategies selected in the military aviation industry. Boeing appears to shift its strategic choices appropriately by industry to match its competitors as well as to correspond to the approach advocated by related technology strategy literature. C1 MIT, Alfred P Sloan Sch Management, Cambridge, MA 02142 USA. ILOG PTE Ltd, Singapore 118256, Singapore. Yazaki Corp, Aichi 4701294, Japan. RP Roberts, E, MIT, Alfred P Sloan Sch Management, 50 Mem Dr, Cambridge, MA 02142 USA. CR 1985, COLUMBIA J WORLD SUM 1993, AEROSPACE DAILY 0519 1996, BUSINESS WIRE 0108 1996, NATL COMMISSION EC C ADVANI RN, 1988, INT J TECHNOL MANAGE, V15, P781 AUGUSTINE N, 1997, HARVARD BUSINESS MAY HARRISON J, 1995, MERGERS ACQUISIT JAN MINTZ J, 1996, WASHINGTON POST 1217, D1 ROBERTS EB, 1985, SLOAN MANAGEMENT SPR VARTABEDIAN R, 1992, LOS ANGELES TIM 1209 NR 10 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2003 VL 25 IS 8 BP 779 EP 790 PG 12 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 675JY UT ISI:000182692100006 ER PT J AU Jones, GK Teegen, HJ TI Factors affecting foreign R&D location decisions: management and host policy implications SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE foreign R&D; R&D location determinants; US R&D abroad ID DEVELOPMENT LABORATORIES; INDUSTRY AB Multinational corporations (MNCs) are continuing to internationalise their R&D activities, locating innovatory capacity abroad. The location of these activities is of vital importance to technology managers and potential host countries. Using country-level data from a variety of governmental sources the authors empirically address the affect of multiple factors potentially motivating investment by US MNCs in foreign R&D activities. The current study complements and extends existing studies by identifying new factors, operationalising others in a new way and more narrowly defining previously studied variables - highlighting the sensitivity of findings to variable definitions. The results indicate that firms locate foreign R&D capabilities in the primary markets for the products produced by their overseas affiliate, that they value the availability of highly educated graduates in the sciences and engineering fields for staffing their overseas operations and that cost is not a significant factor driving the location decision. Management and host government policy implications are discussed. C1 George Washington Univ, Sch Business & Publ Management, Dept Int Business, Washington, DC 20052 USA. RP Jones, GK, George Washington Univ, Sch Business & Publ Management, Dept Int Business, Washington, DC 20052 USA. CR 1996, IEEE T ENG MANAGEMEN, V43 1999, RES POLICY, V28 *MCCONN INT, 2000, RISK E BUS SEIZ OPP *NAT SCI FDN, 1998, SCI ENG IND *ORG EC COOP DEV, 1997, ACT FOR AFF OECD COU *ORG EC COOP DEV, 1998, INT IND R D PATT TRE *ORG EC COOP DEV, 1998, SCI TECHN IND OUTL *US BUR EC AN, 1998, US DIR INV ABR 1994 *WORLD BANK, 1996, WORLD DEV REP *WORLD BANK, 1998, WORLD DEV IND ALLEN T, 1977, MANAGING FLOW TECHNO BEHRMAN J, 1980, COLUMBIA J WORLD BUS, P55 CANTWELL J, 1989, TECHNOLOGICAL INNOVA CANTWELL J, 1992, TECHNOLOGY MANAGEMEN CASSON M, 1993, R&D MANAGE, V23, P91 DALTON D, 1999, GLOBALIZING IND RES DEMEYER A, 1989, R D MANAGEMENT, V19 DEMEYER A, 1993, R&D MANAGE, V23, P109 DUNNING JH, 1995, INT STUDIES MANAGEME, V25, P39 FLORIDA R, 1997, RES POLICY, V26, P85 GRANDSTRAND O, 1992, TECHNOLOGY MANAGEMEN HAKANSON L, 1992, TECHNOLOGY MANAGEMEN JONES GK, 2000, MANAGE INT REV, V40, P11 JULIAN S, 1991, COLUMBIA J WORLD BUS, V26, P46 KROGH L, 1994, RES TECHNOL MANAGE, P25 KUEMMERLE W, 1999, J INT BUS STUD, V30, P1 MCDONOUGH E, 1999, IEEE T ENG MANAGEMEN, V46 PAPANASTASSIOU M, 1997, GLOBAL COMPETITION T PATEL P, 1996, IEEE T ENG MANAGE, V43, P41 PEARCE R, 1989, INT RES DEV MULTINAT PEARCE R, 1992, GLOBALIZING RES DEV PEARSON A, 1993, R&D MANAGE, V23, P249 PERRINO AC, 1989, RES TECHNOLOGY M MAY, P12 PORTER A, 1991, INDICATORS NATL COMP PRAHALAD C, 1987, MULTINATIONAL MISSIO ROESSNER J, 1992, TECHNOLOGY ANAL STRA, V4 TAGGART JH, 1991, R&D MANAGE, V21, P229 VOELKER R, 1999, TECHNOL ANAL STRATEG, V11, P199 NR 38 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2003 VL 25 IS 8 BP 791 EP 813 PG 23 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 675JY UT ISI:000182692100007 ER PT J AU Mylonakis, J TI Functions and responsibilities of marketing auditors in measuring organisational performance SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE marketing audit; auditing; internal audit; marketing planning; customer service audit; marketing strategies; marketing information systems AB The need to exercise control within organisations was recognised by the earliest leaders of government and top managers of profit and non-profit companies. As a comprehensive review of a company's marketing environment, the marketing audit identifies any inadequacies in overall marketing structures. It also identifies operational strengths and weaknesses and recommends the necessary changes to the company's marketing strategies. The purpose of this article is to show that marketing audits, if done correctly, provide management with a useful and analytical tool for evaluating, measuring, motivating and revising management actions. To accomplish this task, specialised marketing auditors with distinct professional skills are required. These individuals will combine auditing skills with marketing competence, in accordance with fundamental auditing principles and marketing practices. C1 NATO, Int Board Auditors, B-1110 Brussels, Belgium. RP Mylonakis, J, NATO, Int Board Auditors, Blvd Leopald 3, B-1110 Brussels, Belgium. CR *BPP PUBL LTD, 1990, PUBL SECT ACC AUD, P321 *COP U, 2001, AUD YOUR MARK PROGR, P1 *CSOTC, 1994, INT CONTR INT FRAM *IFAC, 2001, 2001 IFAC HDB AUD ET, P17 *INTOSAI, 2001, INT CONTR PROV FDN A *OP U, 1999, MARK MAN, P86 ADCOCK D, 2000, MARKETING STRATEGIES, P302 BERNSTEIN D, 1992, ISBA BROWNLIE D, 1994, MARKETING BOOK CHEE H, 1998, GLOBAL MARKETING STR, P618 CLARKE G, 2000, MARKETING SERVICE PR, P184 DEMBKOWSKI S, 1994, J MARKETING, V10, P593 DIBB S, 1997, MARKETING CONCEPTS S, P697 FRAIN J, 1999, INTRO MARKETING, P412 GRANT RM, 1991, CONT STRATEGIC ANAL GUY DM, 1996, AUDITING, P6 HATTON A, 2000, DEFINITIVE GUIDE MAR, P34 JEFKINS F, 2000, ADVERTISING, P357 KEEGAN W, 2000, GLOBAL MARKETING, P584 KOTLER P, 1999, KOTLER MARKETING, P192 KOTLER P, 1999, PRINCIPLES MARKETING, P193 LACZNIAK GR, 1993, J PUBLIC POLICY MARK, V12, P91 LEHMANN D, 1998, MARK RES, P106 LOVELOCK C, 1991, SERVICES MARKETING, P269 LOVELOCK C, 1992, MANAGING SERVICES, P292 LUMSDON L, 1997, TOURISM MARKETING MCDANIEL C, 2001, S W, P218 MCDONALD MHB, 1994, MARKETING BOOK MCGOLRICK P, 1994, RETAILING FINANCIAL, P192 MELDRUM M, 2000, MARKETING MANAGEABLE, P87 OMAR O, 1999, RETAIL MARKETING, P346 PARASURAMAN A, 2001, TECHNOREADY MARKETIN, P180 PEATTIE K, 1995, ENV MARKETING MANAGE, P225 PERREAULT W, 1999, BASIC MARKETING GLOB RITCHIE B, 1996, INFORMATION SYSTEMS, P496 RODGERS WH, 1994, AMA MANAGEMENT HDB SCHLEGELMILCH B, 1998, MARKETING ETHICS, P128 WALSH LS, 1993, INT MARKETING, P181 WALTERS D, 2000, STUDENTS MANUAL AUDI WILSON RMS, 1992, STRATEGIC MARKETING WOODRUFFE H, 1995, SERVICES MARKETING, P10 ZIKMUND W, 2000, SW NR 42 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2003 VL 25 IS 8 BP 814 EP 825 PG 12 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 675JY UT ISI:000182692100008 ER PT J AU Farrukh, C Phaal, R Probert, D TI Technology roadmapping: linking technology resources into business planning SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE technology; management; roadmapping; planning; valuation; manufacturing ID INTEGRATING TECHNOLOGY AB This paper explores how practical approaches to technology planning can support broadly based valuation decisions within manufacturing companies. A short review of the more traditional approaches to valuing technology is followed by a discussion of practices that are complementary in terms of linking technology, new product development and business planning in the company context. A 'fast-start' process for technology roadmapping is proposed as one of these and the latest results from its in-company development are presented. Conclusions are drawn with respect to the contribution of the technique in promoting an inclusive method of obtaining consensus on technology investment. C1 Univ Cambridge, Dept Engn, Inst Mfg, Cambridge CB2 1RX, England. RP Farrukh, C, Univ Cambridge, Dept Engn, Inst Mfg, Cambridge CB2 1RX, England. CR *EIRMA, 1997, TECHN ROADM DEL BUS ANDREASEN MM, 1987, INTEGRATED PRODUCT D BARKER D, 1995, LONG RANGE PLANN, V28, P21 COHEN L, 1995, QUALITY FUNCTION DEP COOPER RG, 1993, WINNING NEW PRODUCTS COOPER RG, 1998, PORTFOLIO MANAGEMENT DEWET G, 1996, P 5 INT C MAN TECHN, P510 FLOYD C, 1997, MANAGING TECHNOLOGY GRANT RM, 1991, CALIF MANAGE REV, V33, P114 GREGORY MJ, 1995, P I MECH ENG B-J ENG, V209, P347 GROENVELD P, 1997, RES TECHNOL MANAGE, V40, P48 HARTMANN MH, 1999, INT J TECHNOL MANAGE, V17, P504 LUEHRMAN TA, 1998, HARVARD BUS REV, V76, P51 MASLEN R, 1994, P BRIT AC MAN C LANC MASLEN R, 1994, PROCEDURAL ACTION RE MATTHEWS WH, 1992, INT J VEHICLE DES, V13, P524 MCTAGGART JM, 1994, VALUE IMPERATIVE METZ PD, 1996, RES TECHNOL MANAGE, V39, P19 PHAAL R, 2000, PROJECT OUTPUT PHAAL R, 2001, P ECIS C FUT INN STU PHAAL R, 2001, T PLAN FAST START TE PLATTS KW, 1993, INT J OPERATIONS PRO, V13 STEELE LW, 1989, MANAGING TECHNOLOGY STRAUSS J, 1998, E AS C KNOWL CREAT M TIPPING JW, 1995, RES TECHNOLOGY MANAG, V38 WHIPP R, 1991, INT J VEHICLE DES, V12, P469 WILLYARD CH, 1987, RES MANAGEMENT SEP, P13 NR 27 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2003 VL 26 IS 1 BP 2 EP 19 PG 18 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 675JZ UT ISI:000182692200002 ER PT J AU Steenhuis, HJ de Boer, S TI Agile manufacturing and technology transfer to industrialising countries SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE international technology transfer; economic development; aircraft industry; agile manufacturing AB One of the requirements of agile manufacturing, the necessity to gain flexibility, can be reached by using a supplier network. A possible way to develop a supplier network is by subcontracting to parties in industrialising countries. In most cases it is necessary to transfer technology. The aircraft industry is an industry in which such technology transfer frequently takes place. This research project examined the process and consequences of technology transfer in the field of manufacturing. Four case studies were carried out in the aircraft industry. The case studies showed that there are two types of technology transfer: technology selling and technology sharing. Technology sharing frequently takes place in the aircraft industry. The results indicate that 'Destination Companies' hardly benefited technologically from technology sharing because the Destination Company is selected for its existing capabilities. In addition, it is questionable whether production technology transfer contributes to economic growth for industrially developing countries. 'Source Companies' that want to work towards agile manufacturing have limited options for technology transfer towards industrially developing countries due to the requirements placed upon the capabilities of the Destination Company and the infrastructure requirements for countries. C1 Eastern Washington Univ, Coll Business & Publ Adm, Dept Management, Spokane, WA 99202 USA. Univ Twente, Technol & Dev Grp, NL-7500 AE Enschede, Netherlands. RP Steenhuis, HJ, Eastern Washington Univ, Coll Business & Publ Adm, Dept Management, 668 N Riverpoint Blvd, Spokane, WA 99202 USA. CR EISENHARDT KM, 1989, ACAD MANAGE REV, V14, P532 ERIKSSON S, 1995, THESIS U GOTHENBURG HSIUNG BP, 1998, DEFENSE FOREIGN AFFA, V26, P9 LEE GH, 1998, INT J PROD RES, V36, P1023 MILES MB, 1994, QUALITATIVE DATA ANA MOWERY D, 1985, CALIFORNIA MANAGEMEN, V27, P70 NARASIMHAN R, 1999, PRODUCTION INVENTORY, V40, P4 QUINTANA R, 1998, INT J OPER PROD MAN, V18, P452 STEENHUIS HJ, 2000, THESIS U TWENTE NETH SWANBORN PG, 1996, CASE STUDYS WAT WANN VERSCHUREN P, 1999, DESIGNING RES PROJEC NR 11 TC 2 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2003 VL 26 IS 1 BP 20 EP 27 PG 8 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 675JZ UT ISI:000182692200003 ER PT J AU Shi, J Huang, GQ Mak, KL TI Synchronised Design for X platform for performance measurement on the WWW SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE Design for X; performance measurement; synchronisation; web; internet ID SHELL AB This paper is concerned with establishing a synchronised Design for X (DFX) platform for various performance measurement (PM) tools that can be used by a variety of users on the internet to evaluate various product designs, through the standard web browser. Four assistant facilities are contained in the platform. The first one is used to capture the product-related data. The second offers the user the process improvement information. The third provides measurement information of the interaction between process activities and product elements. The last one is an integrative worksheet displaying performance measurement results. To coordinate various users of the system, issues of synchronisation control and conflict resolution are taken into consideration. Final, a case study is introduced to see how a Design for Disassembly (DFD) tool can be used in the platform with collaborations among users. C1 Univ Hong Kong, Dept Ind & Mfg Syst Engn, Hong Kong, Hong Kong, Peoples R China. RP Huang, GQ, Univ Hong Kong, Dept Ind & Mfg Syst Engn, Pokfulam Rd, Hong Kong, Hong Kong, Peoples R China. CR BUSBY JS, 1995, ENG MANAGEMENT J, V5 DANIELS RC, 1995, ENG MANAGEMENT J, V30 DUFFEY MR, 1993, CONCURRENT ENG-RES A, V1, P51 GREGORY MJ, 1993, INT J PROD ECON, V30, P281 HUANG GQ, 1996, DESIGN X CONCURRENT HUANG GQ, 1997, CIRP INT S ADV DES M HUANG GQ, 1997, J ENG DESIGN, V8, P251 HUANG GQ, 1998, INT J COMP INTEG M, V11, P475 KRAUSE FL, 1993, ANN CIRP, V42, P695 KROLL E, 1996, IIE TRANS, V28, P837 LEANEY P, 1996, DESIGN X CONCURRENT, P41 MASKELL BH, 1991, PERFORMANCE MEASUREM ROLSTADAS A, 1995, PERFORMANCE MANAGEME SHI J, 1999, P 4 INT C IND ENG TH WAGGONER DB, 1999, INT J PROD ECON, V60, P53 NR 15 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2003 VL 26 IS 1 BP 28 EP 44 PG 17 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 675JZ UT ISI:000182692200004 ER PT J AU Lee, J TI Smart products and service systems for e-business transformation SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE remote monitoring; e-business; e-maintenance; prognostics AB Web-based intelligence is key to achieving global leadership in six-sigma product aftermarket service and manufacturing productivity for the 21st century. The need to improve the understanding of product performance for aftermarket service will lead to six sigma quality for product life cycle. With the proper integration of e-intelligence into products, manufacturing and service systems, manufacturers and users will benefit from the increased equipment and process reliability. This paper discusses how to design smart products and service systems using web-based intelligence technologies. Firstly, a brief introduction about the trends of product and service innovation in industry and perspectives are given. Secondly, needs and innovation for the device-to-business D2B(TM) concept are introduced Finally, the 13213 Platform and its impacts on innovative business transformation are discussed. C1 Univ Wisconsin, Ctr IMS, Milwaukee, WI 53201 USA. RP Lee, J, Univ Wisconsin, Ctr IMS, Milwaukee, WI 53201 USA. CR 2001, IEEE SPECTRUM JAN, P93 BOTKIN J, 1999, SMART BUSINESS CHARAN R, 1998, EVERY BUSINESS GROWT KURZWEIL R, 1999, AGE SPIRITUAL MACHIN LEE J, 1999, 4 ANN S FRONT ENG NA, P75 LEE J, 1999, COMPUTER AIDED MAINT LEE J, 2000, P 4 INT C MAN INN MA SCHROEDER K, 2000, INVESTORS BUSINE AUG WELCH J, 1996, BUSINESS WEEK OCT NR 9 TC 2 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2003 VL 26 IS 1 BP 45 EP 52 PG 8 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 675JZ UT ISI:000182692200005 ER PT J AU Cormican, K O'Sullivan, D TI A collaborative knowledge management tool for product innovation management SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE knowledge management; product innovation management; portfolio management; groupware prototype AB Contemporary business systems are becoming increasingly competitive. Faster and smarter technology, although imperative, is not enough to survive in dynamic environments. Modem enterprises must adopt a deliberate and systematic approach to managing the drivers of innovation in order to create and deliver innovative new products and services and thus maintain competitive advantage. Managing the enterprise's knowledge base and converting intellectual capital into useful products and services is fast becoming the critical executive skill of the age, With this in mind, our research focuses on adopting a knowledge management approach to product innovation management. This paper reports on the findings of a case based research investigation. It introduces the concept of knowledge management for product innovation and presents a collaborative knowledge management tool specifically designed to help manage a portfolio of product innovation projects in a distributed environment. C1 Natl Univ Ireland Univ Coll Galway, CIMRU, Dept Ind Engn, Galway, Ireland. RP Cormican, K, Natl Univ Ireland Univ Coll Galway, CIMRU, Dept Ind Engn, Galway, Ireland. CR BAETS WR, 1998, ORG LEARNING KNOWLED BALASUBRAMANIAN R, 1999, DECIS SUPPORT SYST, V27, P213 BASSI L, 1998, J APPL MANUFACTURING, P29 BLAKE P, 1998, INFORMATION TODAY, V15 BULLEN CV, 1990, P C COMP SUPP COOP W, P291 CLARK K, 1995, LEADING PRODUCT DEV COOPER RG, 1998, PROTFOLIO MANAGEMENT CRAWFORD CM, 1996, NEW PRODUCTS MANAGEM DAVENPORT TH, 1998, WORKING KNOWLEDGE OR DENNIS AR, 1993, GROUP SUPPORT SYSTEM, P59 DRUCKER P, 1993, POST CAPITALIST SOC ELLIS CA, 1991, COMMUN ACM, V34, P38 EVBUOMWAN NFO, 1996, P I MECH ENG, P210 GRANTHAM CE, 1993, DIGITAL WORKPLACE DE HANSEN MT, 1999, HARVARD BUSINESS MAR HILDRETH P, 2000, J KNOWLEDGE MANAGEME, V4, P27 JOHANNESSEN JA, 1999, EUROPEAN J INNOVATIO, V2, P116 JONES P, 1998, INT J TECHNOL MANAGE, V16, P152 KHOSHAFIAN S, 1995, INTRO GROUPWARE WORK LEONARDBARTON D, 1995, WELLSPRINGS KNOWLEDG LIEBESKIND JP, 1996, STRATEGIC MANAGE J, V17, P93 MCDONOUGH EF, 2000, J PROD INNOVAT MANAG, V17, P221 MCMAHON C, 1998, CAD CAM PRINCIPLES P NADLER DA, 1999, IEEE ENG MANAGEMENT, V27, P96 NONAKA I, 1995, KNOWLEDGE CREATING C OLIN JG, 1999, EUROPEAN MANAGEMENT, V17, P335 PERDERGAST M, 1999, INFORMATION SOFTWARE, V41, P311 QUINN JB, 1996, HARVARD BUS REV, V74, P71 SONG XM, 1997, J PROD INNOVAT MANAG, V14, P35 STEWART TA, 1997, INTELLECTUAL CAPITAL SVEIBY KE, 1997, NEW ORG WEALTH MANAG ULRICH D, 1998, SLOAN MANAGEMENT WIN, P15 WATSON R, 1994, GROUPWARE 21 CENTURY WILSON DA, 1996, MANAGING KNOWLEDGE NR 34 TC 2 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2003 VL 26 IS 1 BP 53 EP 67 PG 15 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 675JZ UT ISI:000182692200006 ER PT J AU Cetindamar, D TI The diffusion of environmental technologies: the case of the Turkish fertiliser industry SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE technology diffusion; environmental technologies; technology system; the Turkish fertiliser industry; institutional infrastructure AB This paper aims to analyse the diffusion of environmental technologies. By studying the Turkish fertiliser industry as a case, we exemplify how a system is built around environmental technology applications and what factors are active in its diffusion. Our results show that regulations and public pressures are the main determinants in the diffusion of environmental technologies, indicating the importance of the institutional infrastructure, namely the interplay among firms, governmental and non-governmental organisations. C1 Sabanci Univ, Grad Sch Management, TR-81474 Istanbul, Turkey. RP Cetindamar, D, Sabanci Univ, Grad Sch Management, TR-81474 Istanbul, Turkey. CR 1996, PARAMATIK APR, P12 1997, CEVRE TEKNOLOJISI, V23, P1 1997, PARAMATIK MAY, P48 *AFP, 1998, GUBR IST *CEE, 1997, CEVR KAT *IFA, 1996, MIN FERT PROD ENV *OECD, 1994, APPL EC I ENV POL OE *OECD, 1995, PROM CLEAN PROD DEV *OECD, 1997, GLOB ENV *SPO, 1995, 7 5 YEAR DEV PLAN 19 *SPO, 1996, SPEC COMM REP FERT 7 *SPO, 1998, NAT ENV APPL PLAN *TUMAS, 1987, TURK KIM SAN ENV, V2 *UNCTAD, 1994, SUST DEV TRAD ENV IM *WORLD BANK, 1992, WORLD DEV REP 1992 BARTZOKAS B, 1997, WORKSH ENV REG GLOB BARTZOKAS B, 1999, 21 UNUINTECH BLACKMAN A, 1998, J ENVIRON ECON MANAG, V35, P1 CARLSSON B, 1991, J EVOLUTIONARY EC, V1, P93 CASELLI F, 2001, AM ECON REV, V91, P328 CETINDAMAR D, 1998, 16 UNUINTECH CROPPER ML, 1992, J ECON LIT, V30, P675 DAVIS C, 1995, KNOWLEDGE TECHNOLOGY, V8, P26 GEISER K, 1991, TECHNOL REV, V94, P64 GEROSKI PA, 2000, RES POLICY, V29, P603 HULTBERG PT, 1999, ANN EC STAT SEP, P449 JAFFE AB, 1996, 5545 NAT BUR EC RES JAFFE AB, 2000, 7970 NAT BUR EC JENKINS R, 1997, WORKSH ENV REG GLOB KEMP R, 1993, ENV STRATEGIES IND I PORTER M, 1995, HARVARD BUSINESS SEP, P120 ROGERS EM, 1995, DIFFUSION INNOVATION UZULMEZ M, 1993, ULKEMIZDE DUNYA HAZI WEBER M, 1998, TECHNOL ANAL STRATEG, V10, P545 WEST P, 1992, ENV ASSESSMENT NAFTA NR 35 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2003 VL 26 IS 1 BP 68 EP 87 PG 20 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 675JZ UT ISI:000182692200007 ER PT J AU Yam, RCM Lo, W Sun, HY Tang, PY TI Enhancement of global competitiveness for Hong Kong China manufacturing industries through i-agile virtual enterprising SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE agility; virtual enterprising; Pearl River Delta; Hong Kong; global competitiveness; collaboration AB A benchmarking study reveals that the current hard development (i.e. hard automation and advanced manufacturing technologies) in Hong Kong is far behind its competitors. Hong Kong should upgrade its middleman role via soft technology advancement in the short and intermediate term. Hong Kong should migrate from mainly Original Equipment Manufacturing (OEM) to Original Design Manufacturing (ODM) and finally to the development of its Own Brand Manufacturing (OBM). A new type of manufacturing paradigm should be established in which Hong Kong will be in charge of the information and soft-technology functions to support manufacturing in China. An internet-based competitiveness model, consisting of an i-marketing intelligent system, an i-global supply chain system, and an i-concurrent engineering system is required to initiate, support and drive enterprise restructuring. This i-competitiveness model will also facilitate timely new product design and logistics support to HK/China manufacturing operations. C1 City Univ Hong Kong, Dept Mfg Engn & Engn Management, Kowloon, Hong Kong, Peoples R China. Hong Kong Polytech Univ, Dept Business Studies, Hong Kong, Hong Kong, Peoples R China. RP Yam, RCM, City Univ Hong Kong, Dept Mfg Engn & Engn Management, 83 Tat Chee Ave, Kowloon, Hong Kong, Peoples R China. CR BERGER S, 1997, MADE HONG KONG BIDANDA B, 1993, SHARED MANUFACTURING GOLDMAN S, 1993, AGILE COMPETITORS VI GORANSON HT, 1999, AGILE VIRTUAL ENTERP JULIEN PA, 1995, P ILCE 95 CONC ENG T KIM SC, 1996, WORKING PAPER SERIES LEE WB, 1999, INT J AGILE MANAGE S, V1, P83 LO W, 2001, J GLOBAL MARKETING, V14 OSLAND GE, 1996, CALIFORNIA MANAGEMEN, V38, P1 PORTER ME, 1990, COMPETITIVE ADVANTAG PRASAD B, 1996, CONCURRENT ENG FUNDA, V1 PREISS K, 1998, ORGANIZING EXTENDED SAKAI K, 1993, EXPAND WE DIVIDE PRA TIEN CL, 1999, CHIEF EXECUTIVES COM YAM RCM, 2000, INT MANUFACTURING ST NR 15 TC 1 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2003 VL 26 IS 1 BP 88 EP 102 PG 15 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 675JZ UT ISI:000182692200008 ER PT J AU Love, D Barton, J Taylor, GD TI Evaluating approaches to product design and sourcing decisions in multinational companies SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE capacity; concurrent engineering; enterprise simulation; multinational; product design; sourcing ID STRATEGIES AB Product design and sourcing decisions are among the most difficult and important of all decisions facing multinational manufacturing companies, yet associated decision support and evaluation systems tend to be myopic in nature. Design for manufacture and assembly techniques, for example, generally focuses on manufacturing capability and ignores capacity although both should be considered. Similarly, most modelling and evaluation tools available to examine the performance of various solution and improvement techniques have a narrower scope than desired. A unique collaboration, funded by the US National Science Foundation, between researchers in the USA and the UK currently addresses these problems. This paper describes a technique known as Design For the Existing Environment (DFEE) and an holistic evaluation system based on enterprise simulation that was used to demonstrate the business benefits of DFEE applied in a simple product development and manufacturing case study. A project that will extend these techniques to evaluate global product sourcing strategies is described along with the practical difficulties of building an enterprise simulation on the scale and detail required. C1 Aston Univ, Birmingham B4 7ET, W Midlands, England. Univ Louisville, Ctr Engn Logist & Distribut, Louisville, KY 40292 USA. RP Love, D, Aston Univ, Aston Triangle, Birmingham B4 7ET, W Midlands, England. CR *WORLD BANK, 1991, 50 WORLD BANK IND EN ANDREASSON MM, 1990, J ENG DESIGN, V1, P17 BARTON JA, 1997, THESIS U ASTON BIRMI BARTON JA, 2000, INT C COMPL COMPL SY, P360 BARTON JA, 2001, INT J PROD ECON, V72, P285 BARTON JA, 2001, J ENG DESIGN, V12, P47 BENNETT DJ, 1997, IND HIGHER ED, V11, P35 BENTON HM, 2000, 4 INT C MAN INN MAN, P118 BOOTHROYD G, 1980, DESIGN ASSEMBLY HDB DEWHURST P, 1988, J MANUF SYST, V7, P183 DOLINSKY LR, 1991, J COST MANAGEMEN SUM, P7 FERNIHOUGH AM, 1995, P CONC ENG 1995 C 23 GOGG TJ, 1992, IMPROVE QUALITY PROD HAAS EA, 1987, HARVARD BUS REV, V65, P75 HANSEN CT, 1995, J ENG DESIGN, V6, P249 HILL T, 1993, MANUFACTURING STRATE KEYS LK, 1990, IEEE T COMPON HYBR, V13, P83 KOSANKE K, 1992, ENT INT MOD P 1 INT, P179 LOVE DM, 1992, P 8 INT C COMP AID P, P166 LOVE DM, 1996, INTEGRATED MANUFACTU, V7, P3 MATHER HF, 1986, PRODUCTION INVENTORY, V27, P90 MEINERT TS, 1998, INT J PROD RES, V36, P2145 MUJTABA MS, 1992, HPL92134 HEWL PACK C OLESEN J, 1992, CONCURRENT DEV MANUF OLOGHLIN MJ, 1990, P 1990 WINT SIM C 9, P582 PANTANKAR AK, 1995, COMPUTER INTEGRATED, V8, P21 PATTONSTALLMAN K, 1984, P 1984 WINT SIM C, P301 RANKY PG, 1999, ASSEMBLY AUTOM, V19, P301 SUH NP, 1990, RINCIPLES DESIGN TAYLOR GD, 1994, INTEGRATED MANUFACTU, V5, P13 TAYLOR GD, 1997, IIE TRANS, V29, P585 TAYLOR JM, 2001, AATCC REV, V1, P21 TJALVE E, 1977, P INT C PROD ENG NEW, I24 ULRICH KT, 1993, WP360193 MIT SLOAN S WU T, 1999, CONCURRENT ENG-RES A, V7, P231 NR 35 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2003 VL 26 IS 1 BP 103 EP 119 PG 17 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 675JZ UT ISI:000182692200009 ER PT J AU Delacote, G TI Apoptosis: the way for science centres to thrive SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE science centres; apoptosis; public understanding of science AB The concept of apoptosis is suggested to be a useful metaphor for the management of modern science centres. The key idea is that an organisation which is aiming at helping people to learn should itself behave as a learning organism. As an example, the networked Exploratorium is described in its stage of development in 2001. Constant change within a permanent structure is its permanent mode of existence. Benefits and some drawbacks of this approach are discussed. C1 Exploratorium, San Francisco, CA 94123 USA. RP Delacote, G, Exploratorium, 3601 Lyon St, San Francisco, CA 94123 USA. CR BROWN JS, 2000, SOCIAL LIFE INFORMAT DELACOTE G, 1998, SAVOIR APPRENDRE FALK JH, 2000, LEARNING MUSEUMS VIS FALK JH, 2001, FREE CHOICE SCI ED W GREGORY J, 2000, SCI PUBLIC COMMUNICA OPPENHEIMER F, 1985, EXPLORATORIUM MA MAR PICKRELL J, 2001, SCIENCE, V292, P37 SCHIELE B, 2000, SCI CTR THIS CENTURY NR 8 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2003 VL 25 IS 5 BP 371 EP 380 PG 10 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 656UD UT ISI:000181626300002 ER PT J AU Nursall, A TI Building public knowledge: collaborations between science centres, universities and industry SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE science centre; university; industry; education; science communication AB Science centres have emerged over the past forty years as a specialised medium for communicating science in an increasingly scientific and technological world. Science centres pride themselves on their ability to bridge the intellectual and affective gap between the scientist and non-scientist, in the process building awareness and appreciation of the role of science in our everyday lives. Universities and industry make powerful partners in the development of new content, for it is in these realms that the new science is developed. In addition, collaborations between science centres and universities provide a means for educating a new generation of science communicators. Science centres around the world are using collaborations to create outstanding science experiences for their audiences. C1 Sci North, Sudbury, ON P3E 5S9, Canada. RP Nursall, A, Sci North, 100 Ramsey Lake Rd, Sudbury, ON P3E 5S9, Canada. CR *SUDB NEUTR OBS, 2001, PHYS REV LETT, V87 NR 1 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2003 VL 25 IS 5 BP 381 EP 389 PG 9 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 656UD UT ISI:000181626300003 ER PT J AU Mir, R TI Outdoor science centres SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE museums; science centres; science education; interactive exhibits; outdoor exhibits AB The importance of outdoor science centres that include hands-on interactive exhibits has recently grown as more and more science centres throughout the world are implementing them in their efforts to boost science and technology literacy among people. The motivation for developing outdoor science centres is presented. The significance of being outdoors and the choice of themes and exhibit ideas suitable for the outdoors is discussed. Exhibits that use natural elements in their operation and foster innovation and inventiveness among the younger generation are highlighted. Since outdoor science centres do not require buildings, their implementation may be speedy and economical. Two outdoor science centres are highlighted, the Weizmann Institute of Science's Clore Garden of Science in Israel and the SciTech Hands-on Museum's Outdoor Science Center in the USA. C1 SciTech Hands Museum, Aurora, IL 60506 USA. Fermilab Natl Accelerator Lab, Batavia, IL 60510 USA. RP Mir, R, SciTech Hands Museum, 18 W Benton St, Aurora, IL 60506 USA. CR MIR R, 1995, UNPUB RAJAWAT DS, 1996, ASTRONOMICAL OBSERVA NR 2 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2003 VL 25 IS 5 BP 390 EP 404 PG 15 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 656UD UT ISI:000181626300004 ER PT J AU Stocklmayer, SM TI What makes a successful outreach program? An outline of the Shell Questacon Science Circus SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE Outreach; science centres; science communication; public awareness of science; public understanding of science AB Australia's rural population has little access to science centres. Furthermore, science teachers in remote regions often lack opportunities for professional development. Ahead of world calls for increased popularisation of science and technology as well as more relevant classroom teaching, an outreach program of Questacon - Australia's National Science and Technology Centre, has been in place for 15 years, reaching out to disadvantaged populations. The program is unique in that it combines outreach with an academic program at the Australian National University. Evaluations indicate that this program, on a number of measures, is highly successful. C1 Australian Natl Univ, Natl Ctr Publ Awareness Sci, Canberra, ACT 0200, Australia. RP Stocklmayer, SM, Australian Natl Univ, Natl Ctr Publ Awareness Sci, Canberra, ACT 0200, Australia. CR BRYANT C, 2001, SCI COMMUNICATION TH GORE MM, 2001, SCI COMMUNICATION TH LEDERMAN L, 1998, STUDIES SCI ED, V31, P73 LUCAS KB, 2000, REPORT INFLUENCE GRA RENNIE LJ, 2000, EVALUATION ED EFFECT TURNEY J, 1996, LANCET, V347, P1087 NR 6 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2003 VL 25 IS 5 BP 405 EP 412 PG 8 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 656UD UT ISI:000181626300005 ER PT J AU Tan, LWH Subramaniam, R TI Science and technology centres as agents for promoting science culture in developing nations SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE science and technology centres; public understanding of science; science literacy AB The insertion of science and technology centres in the scientific and educational infrastructure of developing nations is suggested to be an effective way to promote a popular science culture among people, thus helping to catalyse a culture supportive of science and technology-driven socio-economic development. A framework for the setting up of such centres is presented in the context of national initiatives and/or international development assistance. The experiences of the Singapore Science Centre on some of the issues are discussed. C1 Nanyang Technol Univ, Natl Inst Educ, Singapore 637616, Singapore. RP Tan, LWH, Nanyang Technol Univ, Natl Inst Educ, 1 Nanyang Walk, Singapore 637616, Singapore. CR *ASS SCI TECHN CTR, 1998, YB SCI CTR STAT *ASS SCI TECHN CTR, 2000, ASTC DIR *EXPL TEACH I, 1991, EXPL SNACK BOOK *MIN SCI TECHN SIN, 1975, SCI TECHN 2 MILL PEO BANDOW D, 1997, CATO POLICY ANAL, V273 BRUMAN R, 1975, EXPLORATORIUM COOKBO, V1 DALCOTE G, 1998, SCIENCE, V280, P617 DANILOV VJ, 1982, SCI TECHNOLOGY CTR HIPSCHMAN R, 1980, EXPLORATORIUM COOKBO, V2 HIPSCHMAN R, 1987, EXPLORATORIUM COOKBO, V3 JAVLEKAR VD, 1989, VISITOR STUDIES THEO, V2, P168 KIMCHE L, 1978, SCIENCE, V199, P270 OPPENHEIMER F, 1968, CURATOR, V11, P15 OPPENHEIMER F, 1972, AM J PHYS, V40, P978 RENNIE LJ, 1996, STUDIES SCI ED, V27, P53 SOLOMON J, 1996, PUBLIC UNDERSTANDING, V5, P157 TAN LWH, 1987, SCI ED INFORMATION T TAN LWH, 1998, NEW SCI, V2139, P52 TAN LWH, 1999, NATURE, V399, P633 THOMAS G, 1987, SCI LIT PAPERS, P1 WELLINGTON J, 1990, PHYSICS ED, V25, P247 NR 21 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2003 VL 25 IS 5 BP 413 EP 426 PG 14 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 656UD UT ISI:000181626300006 ER PT J AU Bevan, B Wanner, N TI Science centre on a screen SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE science centres; public understanding of science; web-based science education AB The educational strategies of the Exploratorium, a hands-on science centre in San Francisco, in promoting the public understanding of science is discussed. Use of the web and other technologies in ways that embed the Exploratorium's traditional educational philosophy - promoting science learning through personal and first-hand interactions with inquiries into natural phenomena, is also explored. C1 Exploratorium Ctr Teaching & Learning, San Francisco, CA 94123 USA. RP Bevan, B, Exploratorium Ctr Teaching & Learning, 3601 Lyon St, San Francisco, CA 94123 USA. CR *INV RES ASS, 1996, INV INFR I INF SCI E *NAT RES COUNC, 1996, NAT SCI ED STAND BECKER HJ, 1999, INTERNET USE TEACHER BURNAFORD G, 2001, RENAISSANCE CLASSROO COLLINS A, 1989, S ANN AM ED RES ASS GALLAGHER J, 1981, LEARNING THEORY PIAG GARDNER H, 1983, FRAMES MIND HAKWINS J, 1988, ANN AM ED RES ASS NE HEWSON PW, 1984, INSTR SCI, V13, P1 HIDI S, 2000, REV EDUC RES, V70, P151 OPPENHEIMER FJ, 1907, NATL ELEMENTARY PRIN, V57 OSBORNE J, 2001, LANGUAGE LITERACY TE PERKINS D, 1989, ART MIND ED SEMPER RJ, 1990, PHYS TODAY, V43, P50 SEMPER RJ, 1999, MUS WEB C MINN MINN VIGOTSKY LS, 1962, THOUGHT LANGUAGE VIGOTSKY LS, 1978, MIND SOC DEV HIGHER NR 17 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2003 VL 25 IS 5 BP 427 EP 440 PG 14 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 656UD UT ISI:000181626300007 ER PT J AU Dierking, LD Luke, JJ Buchner, KS TI Science and technology centres - rich resources for free-choice learning in a knowledge-based society SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE learning; museums; science and technology centres; Contextual Model of Learning; free-choice learning; learning society ID TERM AB Societies worldwide are in the midst of great change, directly tied to the shifting of world economies from ones that are industrially based to information and knowledge based. The learning strategy of choice for many people will be free-choice learning-self-directed, voluntary and guided by individual learners' needs and interests. This transformation represents a major reason why science and technology centres are undergoing unprecedented popularity. These centres are responding to this interest and the needs of free-choice learners by serving as rich resources for such learning. One key to their success in communicating complex science and technology concepts is through the use of familiar physical and social environments such as exhibitions to facilitate personal connections between the complex ideas and visitors' everyday lives. This article supports this view by outlining the Contextual Model of Learning and presenting findings from two specific exhibition projects in two science centres. C1 Inst Learning Innovat, Annapolis, MD USA. RP Dierking, LD, Inst Learning Innovat, Annapolis, MD USA. CR *NAT SCI BOARD, 1998, SCI ENG IND BAUM L, 1999, ANN M ASS SCI TECHN CALVIN WH, 1997, BRAINS THINK DIERKING LD, 1994, SCI EDUC, V78, P57 DIERKING LD, 1998, SUMMATIVE EVALUATION FALK JH, IN PRESS FREE CHOICE FALK JH, 1988, VISITOR STUDIES THEO, V1, P60 FALK JH, 1990, P 3 ANN VIS STUD C J, P94 FALK JH, 1992, MUSEUM EXPERIENCE FALK JH, 1994, SUMMATIVE EVALUATION FALK JH, 1998, INFORMAL LEARNIN MAY FALK JH, 1999, DAEDALUS, V128, P259 FALK JH, 2000, LEARNING MUSEUMS VIS FALK JH, 2001, CASE LEARNING SCI TE FALK JH, 2001, FREE CHOICE SCI ED W FIVUSH R, 1984, MERRILL PALMER QUART, V30, P303 HILTON WJ, 1981, FUTURE ED POLICY ISS HUDSON J, 1983, DEV PSYCHOL, V19, P525 JOHNSTON DJ, 1999, IN PRESS FREE CHOICE LUKE JJ, 1999, SUMMATIVE EVALUATION MACHLUP F, 1962, PRODUCTION DISTRIBUT MCMANUS PM, 1993, MUSEUM MANAGEMENT CU, V12, P367 NELSON K, 1978, MEMORY DEV CHILDREN, P233 SCHAUBLE L, 1998, J MUSEUM ED, V22, P3 SHENK D, 1997, DATA SMOG SURVIVING STEVENSON J, 1991, INT J SCI EDUC, V13, P521 WILINS IS, 1992, J MUSEUM ED, V17, P17 NR 27 TC 1 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2003 VL 25 IS 5 BP 441 EP 459 PG 19 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 656UD UT ISI:000181626300008 ER PT J AU Salmi, H TI Science centres as learning laboratories: experiences of Heureka, the Finnish Science Centre SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE informal learning; science centres; motivation; public understanding of science; science education; career choices ID MOTIVATION; EDUCATION; STYLE AB The purpose of this article is to develop further the premise that science centre education is a form of informal learning. The growth of modern science centres can be traced to the resurgence of interest in the West and in the USA in particular following the launch of Sputnik. Similarly, the growth of science centres since the 1990s has clearly been connected to two major developments in society: the crisis of scientific literacy and the visions for the information society. Rapid advances in genetic research and information technology have also created new challenges for the public understanding of science. The role of universities and industry has been crucial in creating the contents of modern science centres such as Heureka, the Finnish Science Centre. Evidence based on four case studies, which describes the motivation of school students visiting science centres, is presented here. The findings suggest that students' situational motivation can be changed to intrinsic motivation by well organised programs linking schools to the informal, open learning environments of science centres. A survey taken among university students attests to the fact that informal learning sources such as science centres seem to have a stronger impact on their academic career choices than has hitherto been realised. C1 Finnish Sci Ctr, FIN-01300 Vantaa, Finland. RP Salmi, H, Finnish Sci Ctr, Tiedepuisto 1, FIN-01300 Vantaa, Finland. CR ADEY P, 1996, INT J SCI EDUC, V18, P51 BITGOOD S, 1988, 8810 CTR SOC DES BRUMAN E, 1976, EXPLORATORIUM COOKBO CLARK DB, 2000, INT J SCI EDUC, V22, P859 CONDRY J, 1987, ADV MOTIVATION ACHIE, V5, P23 COOMBS P, 1985, WORLD CRISIS ED VIEW CRANE V, 1994, INFORMAL SCI LEARNIN CSIKSZENTMIHALY.M, 1995, PUBLIC I PERSONAL LE, P67 DANILOV V, 1982, SCI TECHNOLOGY CTR DECI EL, 1991, EDUC PSYCHOL, V26, P325 DEVOLDER M, 1986, ACHIEVEMENT TASK MOT, P217 DEWEY J, 1938, KAPPA DELTA PI LECT DUENSING S, 1999, THESIS GRADUATE FACU FALK J, 1982, ENV ED INFORMATION, V2, P171 FALK J, 1992, MUSEUM EXPERIENCE GARDNER H, 1991, UNSCHOOLED MIND GODIN B, 2000, PUBLIC UNDERST SCI, V9, P43 GREGORY R, 1988, HANDS ON SCI INTRO B HARTER S, 1984, ADV MOTIVATION ACHIE, V3, P19 HEIN H, 1990, EXPLORATORIUM MUSEUM HUDSON K, 1988, MUSEUMS INFLUENCE ILLICH I, 1971, DESCHOOLING SOC JOHNSON DW, 1985, RES MOTIVATION ED, V2, P249 KAGAN J, 1971, UNDERSTANDING CHILDR KELLER J, 1987, CURIOSITY IMAGINATIO, P24 LEE O, 1996, J RES SCI TEACH, V33, P303 LEO EL, 1996, INT J SCI EDUC, V18, P35 OPPENHEIMER F, 1968, CURATOR, V11, P208 PERSSON PE, 1997, HERE NOW CONT SCI TE, P281 PERSSON PE, 2000, PUBLIC UNDERST SCI, V9, P449 POPLI R, 1999, PUBLIC UNDERST SCI, V8, P123 PYLE J, 1995, THESIS U GEORGIA RENNIE L, 1995, J SCI TEACHER ED, V6, P175 SALMI H, 1993, 119 U HELS DEP TEACH SALMI H, 2001, MANAGING U MUSEUMS, P151 WEINER B, 1990, J EDUC PSYCHOL, V82, P616 WOOLNOUGH BE, 1994, INT J SCI EDUC, V16, P659 NR 37 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2003 VL 25 IS 5 BP 460 EP 476 PG 17 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 656UD UT ISI:000181626300009 ER PT J AU Moussouri, T TI Negotiated agendas: families in science and technology museums SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE family agendas; cultural itineraries; visit plans; socio-cultural patterns; personal and social context of the visit; hands-on/interactive science exhibitions; science communication AB This paper argues for the importance of museum professionals and policy makers to understand the expectations and perceptions of family groups. Family agendas influence the way the visit is perceived and accounted for. On the other hand, the museum agenda - that is the overall aim of the museum as well as its expectations for the visitor experience - influences the agenda of the family. This paper aims to give an insight into how family groups make sense of their visit to a hands-on museum and to discuss their experience in their own terms, including their perceptions of interactive science exhibitions. C1 Univ Leicester, Dept Museum, Res Ctr Museums & Galleries, Leicester LE1 7LG, Leics, England. RP Moussouri, T, Univ Leicester, Dept Museum, Res Ctr Museums & Galleries, 103-105 Princess Rd E, Leicester LE1 7LG, Leics, England. CR BITGOOD SC, 1987, 8730 JACKS STAT U PS BLUD L, 1990, MUSEUM MANAGEMENT CU, P43 BUTLER S, 1992, SCI TECHNOLOGY MUSEU DIAMOND J, 1986, CURATOR, V29, P139 DIERKING LD, 1994, SCI EDUC, V78, P57 FALK J, 1991, VISITOR STUDIES THEO, P94 FALK JH, 1998, CURATOR, V41, P106 GREENE P, 1989, SHARING SCI ISSUES D, P11 GREENE P, 1992, MUSEUM PUBLIC UNDERS, P94 LEVYLEBOLD J, 1992, PLANNING SCI MUSEUMS, P97 MACDONALD S, 1995, MEDIA CULT SOC, V17, P13 MCMANUS P, 1988, INT J MUSEUM MANAGEM, V7, P37 MCMANUS PM, 1987, INT J MUSEUM MANAGEM, V6, P263 MOUSSOURI T, 1997, THESIS U LEICESTER L STEVENSON J, 1991, INT J SCI EDUC, V13, P521 NR 15 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2003 VL 25 IS 5 BP 477 EP 489 PG 13 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 656UD UT ISI:000181626300010 ER PT J AU Taylor, B TI Survival of science centres in New Zealand: what we can learn SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE science and technology centres; public understanding of science AB The effectiveness with which science and technology centres are able to popularise science and technology is dependent on a medley of factors. Especially in regions of low population base, the necessary critical mass of visits may not be easily attainable in the face of inadequate funding, and this affects the very survival of these centres. The experience of Science Alive!, a science centre in New Zealand, provides a case study of how these constraints can be circumvented though the implementation of some bold initiatives. C1 New Zealand Sci Ctr, Christchurch, New Zealand. RP Taylor, B, New Zealand Sci Ctr, Box 40020, Christchurch, New Zealand. CR DANILOV VJ, 1982, SCI TECHNOLOGY CTR JAVLEKAR VD, 1989, VISITOR STUDIES THEO, V2, P168 KIMCHE L, 1999, SCIENCE, P270 RENNIE LJ, 1996, STUDIES SCI ED, V27, P53 WELLINGTON J, 1990, PHYSICS ED, V25, P247 NR 5 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2003 VL 25 IS 5 BP 490 EP 500 PG 11 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 656UD UT ISI:000181626300011 ER PT J AU Itoh, T TI Abduction for creativity SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE abduction; meditation; knowledge base; collective genius; creativity AB In this keynote address, I present the importance of abduction as a thought process for creative management and R & D in an enterprise. NR 0 TC 1 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2003 VL 25 IS 6-7 BP 507 EP 516 PG 10 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 656UE UT ISI:000181626400004 ER PT J AU Kondou, S TI Striving for Kakushin (continuous innovation) for the 21st century SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE Kakushin (continuous innovation); management consulting; industrial reconstruction; organisational learning; company-wide commitment AB This paper deals with the problem of how to ensure continuous Kakushin through a management consulting approach. Kakushin, a Japanese concept that generally corresponds to the word 'innovation' in English, has been one of the key factors in the growth of Japanese enterprises over the last decade. It refers to the process of change and improvement from the perspective of the organisation in order to solve the management issues continuously brought on by a fluctuating environment. The Kakushin approach proposed in this paper includes three parts: a full-cycle approach, organisational learning, and company-wide commitment. The effectiveness and limitations of this approach in terms of management consulting practices can be highlighted with respect to Japanese industries, and, from this discussion, future conceptual research for global management consulting for the 21st century can be pursued. C1 Japan Management Assoc Consultants Inc, Minato Ku, Tokyo 1058534, Japan. RP Kondou, S, Japan Management Assoc Consultants Inc, Minato Ku, 1-38 Shiba Kouen,3 Chome, Tokyo 1058534, Japan. CR 1996, ISO14004 *JAP I PLANT MAINT, 1996, TPM EV OP SHOP FLOOR ARMISTEAD C, 1996, MANAGING BUSINESS PR MILES LD, 1961, TECHNIQUES VALUE ANA NELSON RR, 1996, EVOLUTIONARY THEORY NONAKA I, 1994, INT BUSINESS REV, V3, P337 PROBST GJB, 1997, ORG LEARNING COMPETI PRUSAK L, 1997, KNOWLEDGE ORG SPENDER JC, 1996, SCI MANAGEMENT FW TA SUZUKI T, 1994, TPM PROCESS IND TAYLOR FW, 1911, PRINCIPLES SCI MANAG NR 11 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2003 VL 25 IS 6-7 BP 517 EP 530 PG 14 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 656UE UT ISI:000181626400005 ER PT J AU Sakakibara, K TI Japanese entrepreneurs and their firms: survey results SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE entrepreneurs; entrepreneurial firms AB 'Entrepreneurs' and 'entrepreneurial firms' are among the most popular words in Japan. Not only business people but also government officials and academics often mention these words. The meanings of these words, however, are not clear. 'What are entrepreneurial firms?' 'What kinds of characteristics do their founders and CEOs have?' Such are the questions that remain to be answered. To answer these questions, I organised the research group at the National Institute of Science and Technology Policy, or the NISTEP, the policy research arm of the Science and Technology Agency, and carried out a large-scale questionnaire survey and intensive case studies. This is the simplified report of the survey results. C1 Keio Univ, Grad Sch Media & Governance, Tokyo 108, Japan. RP Sakakibara, K, 5322 Endo, Kanagawa 2528520, Japan. CR AUDRETSCH DB, 1995, INNOVATION IND EVOLU BARRY CB, 1990, J FINANC ECON, V27, P447 BYGRAVE WD, 1992, VENTURE CAPITAL CROS GOTO A, 2000, OXFORD REV ECON POL, V16, P103 HONJO Y, 2000, INT J IND ORGAN, V18, P557 NESHEIM JL, 1997, HIGH TECH STARTUP CO ROBERTS EB, 1991, ENTREPRENEURS HIGH T VESPER KH, 1990, NEW VENTURE STRATEGI ZUCKER LG, 1998, AM ECON REV, V88, P290 NR 9 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2003 VL 25 IS 6-7 BP 531 EP 537 PG 7 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 656UE UT ISI:000181626400006 ER PT J AU Chiaromonte, F TI From R&D management to strategic technology management: evolution and perspectives SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE strategic technology management; R&D management; core competencies; knowledge management AB The Italian OMIT (Observatory on Management of Innovation and Technology), jointly with the German DIFI, ran an international survey on 'Strategic technology management and evaluation systems: a comparison of Italian and German companies' experiences'. The two phase project involved a panel of international experts in the field and a sample of Italian and German managers of large companies. C1 Studio Chiaromonte Snc, I-00198 Rome, Italy. RP Chiaromonte, F, Studio Chiaromonte Snc, Via Adda 105, I-00198 Rome, Italy. CR AMIDON DM, 1996, RES TECHNOLOGY MANAG, V39 ANSOFF J, 1984, IMPLANTING STRATEGIC BROWN MG, 1998, RES TECHNOLOGY M NOV, V41 BULGERMAN RA, 1988, STRATEGIC MANAGEMENT CHIAROMONTE F, 2002, INT J TECHNOLOGY MAN, V23 COATES D, 1996, INT J TECHNOLOGY MAN, V2 GOODMAN RA, 1994, TECHNOLOGY STRATEGY KANTROW A, 1980, HARVARD BUSINESS REV, V58 KERSSEN IC, 1996, R D MANAGEMENT, V26 KNOTT P, 1996, INT J TECHNOLOGY MAN, V11 NONAKA I, 1996, INT J TECHNOLOGY MAN, V11 PORTER ME, 1985, CREATING SUSTAINING QUINN B, 1985, HARVARD BUSINESS MAY WERNER BM, 1997, RES TECHNOLOGY M MAR NR 14 TC 1 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2003 VL 25 IS 6-7 BP 538 EP 552 PG 15 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 656UE UT ISI:000181626400007 ER PT J AU Golubev, KM TI Adaptive learning with e-knowledge systems SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE knowledge; management; learning; publishing; consulting AB This paper includes a description of a project whose goal was the introduction of Adaptive Learning, based on Electronic Knowledge Publishing. This can be seen as the next stage in distance learning, providing only necessary knowledge and also using all available knowledge for online searches and consulting. Electronic knowledge systems may be used in any distance learning projects, knowledge management and innovation projects, or for the development of help desks, online consulting systems and intelligent websites. C1 Gen Knowledge Machine Res Grp, UA-03191 Kiev, Ukraine. Space Res Inst, Kiev, Ukraine. RP Golubev, KM, Gen Knowledge Machine Res Grp, Mailbox 33, UA-03191 Kiev, Ukraine. CR ALTY JL, 1984, EXPERT SYSTEMS CONCE DOYLE AC, 1981, PENGUIN COMPLETE SHE NR 2 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2003 VL 25 IS 6-7 BP 553 EP 559 PG 7 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 656UE UT ISI:000181626400008 ER PT J AU Ichimura, T Ishii, K Tuominen, M Piippo, P TI Comparative study of product innovation systems SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE product innovation systems; fusion concept; new product development; product development process AB Product innovation management, which includes new product development and product improvement, is one of the most important managerial concerns. The establishment of an effective and flexible product innovation system is necessary in every company in order to achieve competitive advantage, but the focal point and process of product development differ with regard to managerial strategy and surrounding conditions. The purpose of this study is to clarify the fundamental activity of product innovation processes and to identify the elemental functions of product development, thus comparing the pattern of development in practical investigations. In order to achieve this goal, we take the common functions of product innovation by extracting them from practical case studies. As a result we compare the cases and discuss the characteristics of a product innovation system. C1 Nihon Univ, Sch Business & Commerce, Chiyoda Ku, Tokyo 1028275, Japan. Nihon Univ, Grad Sch, Chiyoda Ku, Tokyo 1028275, Japan. RP Ichimura, T, Nihon Univ, Sch Business & Commerce, Chiyoda Ku, 8-24 Kudan Minami 4 Chome, Tokyo 1028275, Japan. CR DANILA N, 1989, R D MANAGEMENT, V19 DRUCKER PF, DISCIPLINE INNOVATIO HENDERSON BD, 1989, HARVARD BUSINESS NOV HOLT K, 1988, PRODUCT INNOVATION M SUMII K, 1986, INNOVATION MANAGEMEN NR 5 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2003 VL 25 IS 6-7 BP 560 EP 567 PG 8 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 656UE UT ISI:000181626400009 ER PT J AU Ishihama, M TI Training students on the TRIZ method using a patent database SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE education; TRIZ; patent; creativity; design AB The objective of this research is to develop a better method of teaching invention to young students with little engineering experience. The project used for this purpose was aimed at 1) the creation of a new engine subsystem for better automobile fuel economy and 2) a feasibility study of a variable compression system. This project was conducted as an undergraduate thesis by three mechanical systems engineering students. Engineering design was chosen as the process tool for this project. At the conceptual design stage, students tried the TRIZ (Russian Theory of Inventive Problem Solving) method. Though TRIZ gave abstract solutions to the students, they could not find specialised solutions because of their poor engineering knowledge base. To solve this situation, inventions appearing in past patents were used to complement their paucity of experience. By this method, the students were able to get to specialised solutions easily. After this training, they invented a new type of ski vibration test stand. C1 Kanagawa Inst Technol, Dept Syst Design Engn, Atsugi, Kanagawa 2430292, Japan. RP Ishihama, M, Kanagawa Inst Technol, Dept Syst Design Engn, 1030 Shimo Ogino, Atsugi, Kanagawa 2430292, Japan. CR ALTSHULLER GS, 1988, CREATIVITY EXACT SCI HEYWOOD JB, 1988, INTERNAL COMBUSTION KAPLAN S, 1996, INTRO TRIZ RUSSIAN T PAHL G, 1996, ENG DESIGN SYSTEMATI SEYFERT E, 1991, AUTOMOTIVE TECHNOLOG SUH NP, 1988, PRINCIPLE DESIGN ULLMAN DG, 1992, MECH DESIGN PROCESS NR 7 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2003 VL 25 IS 6-7 BP 568 EP 578 PG 11 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 656UE UT ISI:000181626400010 ER PT J AU Ishii, K Ichimura, T TI A method of users' needs assessment SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE users' needs assessment; product development; stimulus-response model; product characteristics; factor analysis ID FUSION MODEL AB This paper presents a method of users' needs assessment in order to estimate future need by the investigation of an existing need through a questionnaire, and presents the results of its application to a colour television set case study. The proposed method is designed on the basis of the 'stimulus-response model,' 'product characteristics' and factor analysis. The results allow us to identify some effective factors of users' needs and important dynamic changes that indicate the trend of the users' needs. C1 Kanazawa Inst Technol, Dept Management & Informat, Nonoichi, Ishikawa 9218501, Japan. Nihon Univ, Coll Commerce, Chiyoda Ku, Tokyo 1028275, Japan. RP Ishii, K, Kanazawa Inst Technol, Dept Management & Informat, Ohgigaoka 7-1, Nonoichi, Ishikawa 9218501, Japan. CR AKIBA M, 1990, J JAPAN IND MANAGEME, V41, B60 GESCHKA H, 1981, NEED ASSESSMENT KEY HARMAN HH, 1976, MODERN FACTOR ANAL HOGG RV, 1970, INTRO MATH STAT HUBNER H, 1992, P INT C PROD INN MAN, P27 ISHII K, 1987, TECHNOVATION, V7, P39 ISHII K, 1992, TECHNOVATION, V12, P499 ISHII K, 1998, P ISPIM 1998 WORKSH, P159 KANO N, 1984, J JAPANESE SOC QUALI, V14, P147 MIYAZAKI H, J JAPAN IND MANAGEME, V38, P221 MURAMATSU R, 1990, TECHNOVATION, V10, P305 YAMASHITA M, 1986, P INT C PROD INN MAN, P155 NR 12 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2003 VL 25 IS 6-7 BP 579 EP 587 PG 9 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 656UE UT ISI:000181626400011 ER PT J AU Karkkainen, H Elfvengren, K Tuominen, M Piippo, P TI A tool for systematic assessment of customer needs in industrial markets SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE customer needs; customer need assessment; future needs; industrial markets; stakeholders AB Industrial companies have to be able to understand the real needs of their various customers thoroughly, to react quickly to customers' changing needs, and to assess emerging customer needs proactively to succeed in the toughening business environment. We have developed a systematic tool based on the utilisation of diagonal matrices, originating from systems analysis, to extend the analysis of customer needs to customers' customers and further up towards the end user, and to support the proactive assessment of customer needs in long and complex industrial customer and business chains. We will describe the developed tool and study its usefulness in the need assessment of industrial products based on realised real-world applications in different industries. Several benefits related to the extension of customer needs analysis were experienced in the different phases of utilising the tool, and new customer needs and business opportunities were recognised. C1 Lappeenranta Univ Technol, Dept Ind Engn & Management, Lappeenranta 53851, Finland. Valtra Inc, R&D Ctr, Jyvaskyla 40100, Finland. RP Karkkainen, H, Lappeenranta Univ Technol, Dept Ind Engn & Management, Box 20, Lappeenranta 53851, Finland. CR ADAMS ME, 1998, J PROD INNOVAT MANAG, V15, P403 BADDELEY A, 1990, HUMAN MEMORY THEORY BRENNER SN, 1995, UNDERSTANDING STAKEH CHAY R, 1989, RES TECHNOL MANAGE, V32, P36 COOPER R, 1993, WINNING NEW PRODUCTS FREEMAN RE, 1984, STRATEGIC MANAGEMENT GRIFFIN A, 1997, DRIVERS NPD SUCCESS HAMEL G, 1994, COMPETING FUTURE HOLT K, 1984, NEED ASSESSMENT KEY HOLT K, 1988, 36 NORW I TECH DIV O HUFF A, 1990, MAPPING STRATEGIC TH KAJE M, 1986, DAJE JARJESTELMA YRI KARKKAINEN H, 1995, ASIAKASTARPEISTA TUO KARKKAINEN H, 1998, P ISPIM 98 C LAX AUS KARKKAINEN H, 1999, P ISPIM99 C TOK JAP KARKKAINEN H, 2000, INT J PRODUCTION EC, V69 KARKKAINEN H, 2001, R&D MANAGE, V31, P391 KOIVUNIEMI J, 1999, PRODUCT QUALITY MANA, V8 KOTLER P, 1997, MARKETIN MANAGEMENT NAGASAWA S, 1997, P INT C PROD RES OS NASI J, 1995, UNDERSTANDING STAKEH PAUL R, 1996, PDMA HDB NEW PRODUCT ROTHSTEIN J, 1992, HASTINGS CENT REP, V22, P3 SENGE P, 1990, 5 DISCIPLINE ART PRA ULRICH KT, 1995, PRODUCT DESIGN DEV URBAN GL, 1993, DESIGN MARKETING NEW VONHIPPEL E, 1988, SOURCES INNOVATION WEBSTER FE, 1991, IND MARKETING STRATE WILSON E, 1996, PDMA HDB NEW PRODUCT NR 29 TC 1 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2003 VL 25 IS 6-7 BP 588 EP 604 PG 17 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 656UE UT ISI:000181626400012 ER PT J AU Kylaheiko, K Virolainen, VM Tuominen, M TI Emergence of the supply network in Finnish industry: experiment in theoretical reconstruction SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE transaction costs; network; supply chain; supplier network AB This paper analyses the formation of supply chains in the Finnish telecommunications and metal industries using transaction cost theory as an analytical device. The purpose is to cope with different issues associated with networking decisions in such dyad relations where asymmetric large buyers and small subcontracting firms negotiate interfirm cooperation with each other. In the first part of the paper a transaction cost (TC) framework is introduced in order to grasp theoretically the most critical elements of a typical dyad subcontracting decision. The second part of the paper makes an attempt to shed some new light on the rarely studied empirical transaction cost economics. Our sample consists of 11 Finnish companies from which the data has been gathered through in-depth interviews. Its purpose is to describe how the networks have emerged and developed during the past years using our TC-framework as a theoretical device. C1 Lappeenranta Univ Technol, Dept Business Adm, FIN-53851 Lappeenranta, Finland. Lappeenranta Univ Technol, Dept Ind Engn & Management, FIN-53851 Lappeenranta, Finland. Lappeenranta Univ Technol, Dept Business Adm & Econ, FIN-53851 Lappeenranta, Finland. RP Kylaheiko, K, Lappeenranta Univ Technol, Dept Business Adm, POB 20, FIN-53851 Lappeenranta, Finland. CR COASE RH, 1937, ECONOMICA, V4, P386 HAKANSON H, 1993, EMBEDDED FIRM HARLAND J, 1996, BRIT J MANAGEMEN MAR, P63 KYLAHEIKO K, 1999, STUDIES IND ENG MANA, V3 NISHIGUCHI T, 1994, STRATEGIC IND SOURCI TEECE DJ, 1986, RES POLICY, V15, P285 TEECE DJ, 1998, CALIF MANAGE REV, V40, P55 VIROLAINEN VM, 1999, 8 INT ANN IPSERA C B WILLIAMSON OE, 1991, STRATEGIC MANAGE J, V12, P75 NR 9 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2003 VL 25 IS 6-7 BP 605 EP 613 PG 9 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 656UE UT ISI:000181626400013 ER PT J AU Nagel, A TI Beyond Knut Holt's Fusion model, balancing market pull and technology push SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE market pull; technology push; strategic product innovation; strategy; competencies; future demand; position of the R&D manager AB Should a firm rely on market pull or on technology push? Some scholars have extreme opinions on this and firms do switch emphasis on push and pull over time. Knut Holt, the first president of ISPIM, presented his so-called Fusion Model in the early 1970s to shed light onto this debate. This paper summarises some insights beyond this early model. We believe, like Holt, in balancing the two. Marketeers should be aware of the technological possibilities of the firm in communicating with the market and R&D should be market-oriented while creating new products as well as developing their (core) technologies. R&D should not develop what the market asks for. Listening to market needs for new products is difficult, if not impossible. For upgrading existing products however, it is a must. Balancing market pull and technology push should not be left to chance or to lower management in the marketing, production or R&D-departments. Instead, it should be managed strategically. i.e. at the top level, where the managers of these disciplines meet. C1 Eindhoven Univ Technol, NL-5600 MB Eindhoven, Netherlands. RP Nagel, A, Eindhoven Univ Technol, POB 513, NL-5600 MB Eindhoven, Netherlands. CR COOPER RG, 1993, WINNING NEW PRODUCTS HAMEL G, 1994, COMPETING FUTURE HOLT K, 1971, PRODUCT INNOVATION M NAGEL A, 1994, PRODUKTINNOVATIE OND WEGGERMAN M, 1997, KENNISMANAGEMENT SCR NR 5 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2003 VL 25 IS 6-7 BP 614 EP 622 PG 9 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 656UE UT ISI:000181626400014 ER PT J AU Okuyama, T Matsui, K TI Management of technology through Vision-Driven R&D SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE management of technology; R&D management; Vision-Driven R&D; R&D strategy; new product development AB Japanese manufacturing companies have grown based on strong new product development by market-driven R&D. In the early 1990s, they had strengthened their basic research and challenged scientific research, because they needed new innovative technologies for new product development. Some management resources had been invested in basic research and top management had high expectations for their R&D, but unfortunately their expectations could not be met. Now, Japanese companies have to develop a new type of R&D management`Vision-Driven R&D' which we call: 'The Third Type of R&D', the first type being 'Market-Driven R&D' and the second 'Discovery-Driven R&D'. 'Vision-Driven R&D' is oriented from the 'Vision'. We have been studying the 'Vision-Driven R&D' with various companies' R&D managers and staff. As a result, we offer our concepts about the value of 'Vision-Driven R&D', and present a case study of 'Vision-driven R&D' from an actual business case. C1 Consultants Inc, Japan Managment Assoc, Div Prod Engn Management Innovat, Minato Ku, Tokyo 1058534, Japan. Rikkyou Univ, Tokyo, Japan. RP Okuyama, T, Consultants Inc, Japan Managment Assoc, Div Prod Engn Management Innovat, Minato Ku, 1-38 Shuwa Shibakouen 3 Chome Bldg,Shibakouen 3 C, Tokyo 1058534, Japan. CR *JAP MAN ASS CONS, 1999, REP MOT WORKH *JAP MAN ASS, 1997, P MOT S NR 2 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2003 VL 25 IS 6-7 BP 623 EP 630 PG 8 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 656UE UT ISI:000181626400015 ER PT J AU Piippo, P Koivuniemi, J Karkkainen, H Tuominen, M Ichimura, T TI Intranet based system for a product innovation management process SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE product innovation management; process model; information system; internet; intranet; tool AB A high quality product development process is a critical success factor for product innovations. Many companies have developed process models to support the management of product innovation processes. The defined management process models are not always flexible enough and sufficiently easy to use to ensure their regular usage in companies. This study utilises the possibilities of internet technologies to build a system to promote product innovation management (PIM), to support the use of management process models and to meet the defined development requirements for PIM. Our paper describes the developed system and clarifies its possibilities, advantages and limitations. The system includes different process models, it assists in the selection of an appropriate process model, and provides instructions for the implementation of the different stages in the PIM process. The developed system provides companies with a framework for building their own management systems. C1 Valtra Inc, R&D Ctr, R&D Proc Dev, Jyvaskyla 40101, Finland. Lappeenranta Univ Technol, Dept Ind Engn & Management, Lappeenranta 53851, Finland. Nihon Univ, Coll Commerce, Chiyoda Ku, Tokyo 1028275, Japan. RP Piippo, P, Valtra Inc, R&D Ctr, R&D Proc Dev, POB 557, Jyvaskyla 40101, Finland. CR *INT DEV ENT, 2000, HASBR SEL IDES IDWEB COOPER RG, 1993, WINNING NEW PRODUCTS COOPER RG, 1994, J PROD INNOVAT MANAG, V11, P3 COOPER RG, 1996, IND MARKET MANAG, V25, P465 COOPER RG, 1998, PORTFOLIO MANAGEMENT CUSUMANO M, 1998, THINKING LEAN HILLS M, 1997, INTRANET GROUPWARE KOIVUNIEMI J, 1999, P 8 INT C PROD QUAL, P553 KUEZMARSKI TD, 1988, MANAGING NEW PRODUCT LAI VS, 1998, DECIS SUPPORT SYST, V23, P347 MENDEL A, 1999, MECH ENG SEP MILLER E, 1997, COMPUTER AIDED E SEP MILLER W, 1999, 4 GENERATION R D MAN PIIPPO P, 1998, P ISPIM 98 INT WORKS ROTHWELL R, 1994, INT MARKET REV, V11, P7 SCOTT GM, 1998, R&D MANAGE, V28, P225 ULRICH KT, 1995, PRODUCT DESIGN DEV NR 17 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2003 VL 25 IS 6-7 BP 631 EP 642 PG 12 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 656UE UT ISI:000181626400016 ER PT J AU Tuominen, M Rajala, A Moller, K Anttila, M TI Assessing innovativeness through organisational adaptability: a contingency approach SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE adaptability; new product development; commercialisation of product innovations; business logic; environmental dynamism ID MARKET ORIENTATION; EMPIRICAL-EXAMINATION; PRODUCT PERFORMANCE; STRATEGY; CAPABILITIES; ORGANIZATION; ANTECEDENTS; INFORMATION; MANAGEMENT; INDUSTRY AB Characteristics of the post-industrial era include increasing knowledge and competence, competitive and technological dynamics, and growing environmental complexity. A firm can handle market-and technology-driven uncertainties if its repertoire of knowledge and competencies is expanded continuously, and its ability to exploit such a repertoire is correspondingly improved. Hence, we examine in this study how competence-based adaptability affects the level of innovativeness, and how internal and external strategic postures influence this interplay. Our findings provide strong empirical evidence for a positive association between adaptability and innovativeness. This interplay is significantly influenced by the underlying mechanism of a firm's dominant business logic and environmental uncertainty. Thus, companies are able to improve success in new product development and commercialisation, by enhancing their ability to adapt to constantly changing environmental conditions, in line with the dominant business logic utilised. C1 Helsinki Sch Econ & Business Adm, Dept Mkt, FIN-00101 Helsinki, Finland. RP Rajala, A, Helsinki Sch Econ & Business Adm, Dept Mkt, POB 1210, FIN-00101 Helsinki, Finland. CR AITKEN LS, 1991, MULTIPLE REGRESSION ANTTILA M, 1995, P 5 INT FOR TECHN MA, P25 BAKER WE, 1999, J ACAD MARKET SCI, V27, P411 BAYUS BL, 1997, J MARKETING RES, V34, P50 BIEMANS WG, 1992, MANAGING INNOVATIONS CHAKRAVARTHY BS, 1982, ACAD MANAGE REV, V7, P35 CHAKRAVARTHY BS, 1986, STRATEGIC MANAGE J, V7, P437 CHANDLER AD, 1990, SCALE SCOPE DYNAMICS COOPER RG, 1993, J PROD INNOVAT MANAG, V10, P90 COOPER RG, 1995, IND MARKET MANAG, V24, P469 DAY GS, 1994, J MARKETING, V58, P31 DAY GS, 1994, J MARKETING, V58, P37 HAIR JF, 1995, MULTIVARIATE DATA AN HULTINK EJ, 1999, J PROD INNOVAT MANAG, V16, P545 HURLEY RF, 1998, J MARKETING, V62, P42 JAWORSKI BJ, 1993, J MARKETING, V57, P53 LYNN F, 1992, J PROD INNOVAT MANAG, V9, P19 MILES RE, 1978, ORG STRATEGY STRUCTU MOLLER K, 1987, J MARKETING MANAGEME, V3, P185 MOORMAN C, 1995, J MARKETING RES, V32, P318 MUKHOPQEHYQY WK, 1998, EUROPEAN J MANAGEMEN, V32, P101 NONAKA I, 1994, ORGAN SCI, V5, P1 NONAKA I, 1995, KNOWLEDGE CREATING C NUNNALLY JC, 1967, PSYCHOMETRIC THEORY OKTEMGIL M, 1997, EUR J MARKETING, V31, P445 OTTUM BD, 1997, J PROD INNOVAT MANAG, V14, P258 PORTER ME, 1980, COMPETITIVE STRATEGY RUEKERT RW, 1985, J MARKETING, V49, P13 RUEKERT RW, 1987, J MARKETING, V51, P1 SANCHEZ R, 1996, DYNAMICS COMPETENCE, P39 SANCHEZ R, 1996, STRATEGIC MANAGE J, V17, P63 SCHUMPETER JA, 1934, THEORY EC DEV SHARMA S, 1981, J MARKETING RES, V18, P291 SLATER SF, 1996, J MARKET FOCUSED MAN, V1, P159 SPENDER JC, 1989, IND RECIPES INQUIRY TEECE DJ, 1997, STRATEGIC MANAGE J, V18, P509 TIDD J, 1997, MANAGING INNOVATIONS TUOMINEN M, 2002, J BUSINESS RES VARADARAJAN PR, 1999, J ACAD MARKET SCI, V27, P120 VENKATRAMAN N, 1986, ACAD MANAGE REV, V11, P801 VOLBERDA HW, 1996, ORGAN SCI, V7, P359 VONHIPPEL E, 1988, SOURCES INNOVATION WEICK KE, 1979, SOCIAL PSYCHOL ORG NR 43 TC 2 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2003 VL 25 IS 6-7 BP 643 EP 658 PG 16 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 656UE UT ISI:000181626400017 ER PT J AU Yanagishita, K Ishii, K TI Training of new product development for industrial engineering students: a case from the Kanazawa Institute of Technology SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE new product development; industrial engineering students; creativity development AB There are two types of new product development i.e. technological seed oriented and market need oriented. The former is difficult to instil in a limited time scale of several weeks, therefore, we tried the latter one. A class of 60 senior students are divided into ten groups with six students each. First step: each group must find 100 problems to be solved by a new product, and choose the most appropriate. Second step: each group must generate 100 ideas to solve the most appropriate, and choose the best idea. Third step: each group must study technological feasibility. Fourth step: each group must study market feasibility. Fifth step: each group must complete a new product planning format and make a mock-up using paper, boxes, cans and bottles. Sixth step: presentation by each group where the other nine groups ask questions and the group responds and finally each student votes on a 5 point scale for each new product and selects the best new product out of ten. Each step is 90 minutes x 3 classes a day for six weeks. One example of the output and the students' impressions in the class are shown. C1 Nihon Univ, Grad Sch Business, Venture Business Course, Chiyoda Ku, Tokyo 1028275, Japan. Kanazawa Inst Technol, Managerial Engn Dept, Nonoichi, Ishikawa 9218501, Japan. RP Yanagishita, K, Nihon Univ, Grad Sch Business, Venture Business Course, Chiyoda Ku, 4-8-24 Kudan Minami, Tokyo 1028275, Japan. NR 0 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2003 VL 25 IS 6-7 BP 659 EP 665 PG 7 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 656UE UT ISI:000181626400018 ER PT J AU Yoshikawa, T TI Technology development and acquisition strategy SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE technology acquisition; technology development; cooperative R&D; firm strategy ID HIERARCHY; MARKET AB There are various modes with which research-intensive firms can develop or acquire technologies, including internal R&D, technology licensing, cooperative R&D, minority investments in other firms, and acquisitions of other firms. This paper attempts to present a model that explains the key determinants of technology development and acquisition modes. It is theorised that time pressure and the strategic importance of the technology are the key factors that affect technology development and acquisition modes. In addition, a firm needs to consider the availability of an alliance partner or an acquisition target as well as internal resources including capital or the price of its own equity, and internal R&D capability. It is also suggested that as the strategic importance of the technology or time pressure to develop or acquire such technology changes, a firm needs to shift technology acquisition modes. Thus, the presented model incorporates the dynamic nature of competition in research-intensive industries. C1 Singapore Management Univ, Sch Business, Singapore 259756, Singapore. RP Yoshikawa, T, Singapore Management Univ, Sch Business, Business Block 04-13,469 Bukit Timah Rd, Singapore 259756, Singapore. CR COASE RH, 1937, ECONOMICA, V4, P386 HENNART JF, 1993, ORGAN SCI, V4, P529 MOWERY DC, 1992, TECHNOLOGY MANAGEMEN, P209 POWELL WW, 1990, RES ORGAN BEHAV, V12, P295 RING PS, 1992, STRATEGIC MANAGE J, V13, P483 WILLIAMSON OE, 1975, MARKETS HIERARCHIES WILLIAMSON OE, 1983, AM ECON REV, V73, P519 WILLIAMSON OE, 1985, EC I CAPITALISM WILLIAMSON OE, 1991, ADM SCI Q, V36, P269 NR 9 TC 1 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2003 VL 25 IS 6-7 BP 666 EP 674 PG 9 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 656UE UT ISI:000181626400019 ER PT J AU Bowonder, B Thomas, MT Rokkam, VM Rokkam, A TI The global pharmaceutical industry: changing competitive landscape SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE pharmaceutical industry; globalisation; biotechnology; innovation and technology platforms ID RESEARCH-AND-DEVELOPMENT; DRUG DISCOVERY AB The paper analyses the changing landscape of the global pharmaceutical industry. The study analyses the forces driving the change and the enabling factors that facilitate the response of various firms in the pharmaceutical industry, leading to consolidation and restructuring of the industry. A number of new technology platforms are emerging that are facilitating this change process. In the post-GATT era, smaller firms can survive only if they are innovative or are networked. Firms will no longer be able to survive the competition without integrating into the global market. The health care delivery system would also need to be revamped in order to deal with the magnitude of the problem of quality healthcare in third world countries. C1 Adm Staff Coll India, Ctr Energy Environm & Technol, Hyderabad 500082, Andhra Pradesh, India. Cinoni Inc, Hyderabad, Andhra Pradesh, India. Dr Reddys Labs, Hyderabad, Andhra Pradesh, India. RP Bowonder, B, Adm Staff Coll India, Ctr Energy Environm & Technol, Hyderabad 500082, Andhra Pradesh, India. CR 2000, FINANCIAL TIMES *ABN AMRO, 2000, US DRUG IND *COOP LYBR, 1997, PHARM CREAT VAL TRAN *IMS, 2000, IND REP *PHARM RES MAN AM, 2000, PHARM IND PROF 2000 *STAND POOR, 1996, HEALTHC PHARM IND SU AGNEW B, 2000, SCIENCE, V287, P1952 BAATZ EB, 1999, PREPARING CHANGE PHA BARRET A, 2001, DRUGS BUSINESS WEEK, V3698, P80 BERGGREN R, 1996, RAISING INNOVATION N BOWONDER B, 2000, RES TECHNOL MANAGE, V43, P40 BOWONDER B, 2001, CHEM INNOVATION, V31 DREWS J, 2000, SCIENCE, V287, P1960 ENRIQUEZ J, 2000, HARVARD BUS REV, V78, P96 GLASSMAN R, 1999, BUILDING VALUE DISCO JAMES BG, 1994, EC INTELLIGENCE UNIT REICH MR, 2000, SCIENCE, V287, P1979 ROGERS RS, 1998, CHEM ENG NEWS, V77, P22 RYNEKI D, 2000, FORTUNE, V141, P153 SCHREIBER SL, 2000, SCIENCE, V287, P1964 THAYER AM, 1998, CHEM ENG NEWS, V77, P17 TYLER VE, 1997, CHEMTECH, V27, P52 NR 22 TC 1 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2003 VL 25 IS 3-4 BP 201 EP 226 PG 26 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 645MV UT ISI:000180982300001 ER PT J AU Madanmohan, TR Krishnan, RT TI Adaptive strategies in the Indian pharmaceutical industry SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE pharmaceutical industry; adaptation strategies; technology strategy ID TECHNOLOGY AB Trade liberalisation and proposed changes in the IPR has ushered in new dynamics in the Indian Pharmaceutical industry. Referring to theoretical debate on industrial organisational policies, the pharmaceutical industry is moving towards consolidation and augmentation, thus towards a 'new industrial order'. The pharmaceutical industry's adaptation to change, as shown in this article, is rather multifaceted: both horizontal and vertical at product and process end. Scale economies seems to be the predominant strategy, with an attempt to stabilise and control the environment through alternative technology routines seeming to be the other preferred strategy. C1 Indian Inst Management Bangalore, Bangalore 560076, Karnataka, India. RP Madanmohan, TR, Indian Inst Management Bangalore, Bannerghatta Rd, Bangalore 560076, Karnataka, India. CR 1995, BUSINESS STANDA 0301 1995, EC TIMES 0314 1997, BUSINESS LINE 0515, P1 1997, BUSINESS LINE, P2 1997, EC TIMES 0114 *EX BANK IND, 1997, 54 EX BANK IND AIYER S, 1997, BUSINESS LINE 0128 BELLUR VV, 1985, J ACAD MARKETING RES, V13, P143 BROMLEY D, 1989, EC INTERESTS I BUFFIE EF, 1986, J INT ECON, V20, P65 CAPRON L, 1995, BPS DIV AC MAN C VAN CHOUDARY SR, 1996, EXPRESS PHARMA 1128 DESHMUKH J, 1995, BUSINESS STANDA 0325 DHAR P, 1995, BUSINESS STANDA 0530, P2 DOSI G, 1982, RES POLICY, V11, P147 ETTLIE JE, 1982, IEEE T ENG MANAGE, V29, P2 FAIRLEY P, 1988, CHEM WEEK, V160, P27 GHANGURDE A, 1996, BUSINESS LINE, V6 GROFF GK, 1981, DECISION SCI, V12, P578 JEMISON DB, 1981, STRATEGIC MANAGEMENT, V2, P77 KAY NM, 1982, EVOLVING FIRM KIM DJ, 1996, ORGAN SCI, V7, P283 MADANMOHAN TR, 1996, PRODUCTIVITY, V37, P482 MADANMOHAN TR, 1997, ECON POLIT WEEKLY, V32, M107 MCARTHUR AW, 1991, J BUS RES, V23, P349 MCDONALD H, 1992, FAR E EC REV 1001, P78 MEYER M, 1988, SLOAN MANAGEMENT REV, V29 MUKERJEA DN, 1996, BUSINESS WORLD NOV, P13 NELSON RR, 1982, EVOLUTION THEORY EC NEWMAN M, 1992, MIS QUART, V16, P249 PAINE FT, 1977, J MANAGE STUD, V14, P147 PAVITT K, 1990, CALIF MANAGE REV, V32, P17 PENROSE E, 1959, THEORY GROWTH FIRM PESCH M, 1989, THESIS U MINNESOTA M RICHARDSON GB, 1972, ECON J, V82, P883 ROSS TW, 1988, CAN J ECON, V21, P507 SCHERER FM, 1990, IND MARKET STRUCTURE SCHMID AA, 1972, AM J AGR ECON, V54, P893 SHANKER S, 1996, EC TIMES 0831 STIGLER GJ, 1964, J POLITICAL EC, V72, P55 STRAUSS AL, 1987, QUALITATIVE ANAL SOC TEECE DJ, 1982, J ECON BEHAV ORGAN, V3, P39 TIWARI V, 1998, BUSINESS STAND 0330, P6 VANDEVEN AH, 1992, STRATEGIC MANAGEMENT, V13, P169 YIN RK, 1975, STREET LEVEL GOVT AS NR 45 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2003 VL 25 IS 3-4 BP 227 EP 246 PG 20 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 645MV UT ISI:000180982300002 ER PT J AU Bowonder, B Thomas, MT Rokkam, VM Rokkam, A TI Managing strategic innovation: an analysis of Dr. Reddy's Laboratories SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE Dr. Reddy's Laboratory; pharmaceutical firms; innovation; strategy; alliances and globalisation AB Dr. Reddy's laboratories (DRL) is a firm that is exploiting opportunities in the global market by planning and preparing for its growth through innovation and globalisation. DRL started its operation by leveraging strong process engineering skills. With India signing the WTO agreement and strengthening the IPR, DRL has firmed up its molecular discovery plans. The small size of the domestic market has made the company turn to the international markets through exports, acquisitions, mergers and joint ventures. The focus of DRL has been on achieving leadership in the Indian market through innovation and at the same time capitalising on the opportunities prevalent in the global market place. DRL has moved up the value chain by placing greater emphasis on its finished dosage market to gradually emerge as an important player in this segment. The major driver of growth has been the long term vision to dominate the market through innovation. C1 Adm Staff Coll India, Ctr Energy Environm & Technol, Hyderabad 500082, Andhra Pradesh, India. Dr Reddys Labs, Hyderabad, Andhra Pradesh, India. Cinoni Inc, Hyderabad, Andhra Pradesh, India. RP Bowonder, B, Adm Staff Coll India, Ctr Energy Environm & Technol, Hyderabad 500082, Andhra Pradesh, India. CR *DR REDD LAB, 2000, ANN REP 1998 99 *IND DRUG MAN ASS, 2000, 38 ANN PUBL *ORG PHARM PROD IN, 2000, ANN REP 1998 99 BOWONDER B, 2001, INT J TECHNOLOGY MAN MARKIDES CC, 2000, RIGHT MOVES GUIDE CR NR 5 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2003 VL 25 IS 3-4 BP 247 EP 267 PG 21 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 645MV UT ISI:000180982300003 ER PT J AU Sheen, MR TI Evolving relations between the pharmaceutical industry and public sector research SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE technology transfer; innovation; drug discovery; drug development; drug delivery; drug formulation; clinical trials; pharmacovigilance; intellectual property rights; contract research; collaborative research; industry structure; technical services AB The interface between the pharmaceutical industry and public sector research - PSR is increasingly diverse, dynamic and complex. As the industry consolidates at the top end, it is also differentiating and fragmenting. A new layer of small focused-activity companies are emerging, many from PSR. This paper examines patterns of knowledge exchange between PSR and industry along the length of the innovation chain, and the management of intellectual property rights. C1 Univ Strathclyde, Strathclyde Business Sch, ETRAC Emerging Technol Res & Assessment Ctr, Glasgow G1 1QE, Lanark, Scotland. RP Sheen, MR, Univ Strathclyde, Strathclyde Business Sch, ETRAC Emerging Technol Res & Assessment Ctr, Glasgow G1 1QE, Lanark, Scotland. CR *CHEM IND ASS, 1993, COOP RES *FIN TIM SURV, 1996, PHARM HARD ROAD GROW *LOND ABPI, 1995, A Z MED RES CSIKSZENTMIHALY.M, 1993, EVOLVING SELF KLEVORICK AK, 1995, RES POLICY, V24, P185 NELSON RR, 1992, NATL INNOVATION SYS SENGE PE, 1990, 5 DISCIPLINE SHEEN MR, 1992, R&D MANAGE, V22, P135 TEECE D, 1986, RES POLICY, P285 NR 9 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2003 VL 25 IS 3-4 BP 268 EP 283 PG 16 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 645MV UT ISI:000180982300004 ER PT J AU Ganguli, P TI Global pharmaceutical industry: intellectual wealth and asset protection SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE intellectual assets; innovations; licensing; agreements; litigation; generic drugs; patents; laws; knowledge; biotechnology; drugs; pharmaceuticals AB This is a commentary on the recent trends in the protection of intellectual assets in the Global Pharmaceutical Industry. Patenting inventions, enforcing acquired rights, evolving newer ways of sharing knowledge for effective cooperative working through diverse licensing arrangements between organisations are the keys to success in this fiercely competitive industry. C1 Lokhandwala Township, Bombay 400101, Maharashtra, India. RP Ganguli, P, Lokhandwala Township, 103 B Senate,Akurli Rd,Kandivli East, Bombay 400101, Maharashtra, India. CR 1997, R D DIRECTIONS, V3, P22 1998, MED AD NEWS, P94 CUNNINGHAM R, 1998, MANAGING INTELLECTUA, V82 ROGERS RS, 1998, CENAR 76, V48 WILSON E, 1998, CENAR 76, V50 NR 5 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2003 VL 25 IS 3-4 BP 284 EP 313 PG 30 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 645MV UT ISI:000180982300005 ER PT J AU Halemane, MD van Dongen, B TI Strategic innovation management of change in the pharmaceutical industry SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE innovation strategy; capabilities; intellectual property rights; pharmaceutical industry ID GLOBALIZATION; PERFORMANCE AB The pharmaceutical industry is currently preparing for a transition in many countries that gives rise to many unanswered questions regarding innovation strategy and ultimately may threaten the survival of companies in the industry. The cause of this transition is the GATT/WTO agreement that these countries signed in 1995. This agreement has broad implications for intellectual property rights, and particularly for the pharmaceutical industry. Major changes will occur in this industry, now that its intellectual property rights are being brought in line with those of the main economies in the world. The change from near-perfect competition with homogeneous and price controlled drugs to a market with patent protected products, a virtual monopoly in many sub-markets, will give rise to an extensive shift in the form of competition. This study, using the Indian pharmaceutical industry as a case study, proposes an approach to strategic innovation management, on which to build capabilities and from which to manage change, which can form a guide for companies preparing for this change. C1 Erasmus Univ, Rotterdam Sch Management, Dept Management Technol & Innovat, NL-3000 DR Rotterdam, Netherlands. Burrells Wharf Shipyard, London E14 3TR, England. RP Halemane, MD, Erasmus Univ, Rotterdam Sch Management, Dept Management Technol & Innovat, POB 1738, NL-3000 DR Rotterdam, Netherlands. CR *OECD, 1985, PHARM IND *ORG, 1995, OP RES GROUP DAT *WINDH INF INC, 1993, PHARM STRAT ALL JAN BALLANCE R, 1992, WORLDS PHARM IND BARLEY SR, 1992, NETWORKS ORG STRUCTU BERRY MMJ, 1994, R&D MANAGE, V24, P341 BOGNER WC, 1996, DRUGS MARKET CREATIN BOWER DJ, 1993, J PROD INNOVAT MANAG, V10, P367 COOL KO, 1987, MANAGE SCI, V33, P1102 DEWOLF P, 1994, EUROPEAN INTEGRATION, P277 DEWOLF P, 1997, EUROPEAN HARMONIZATI HENDERSON R, 1997, STRATEGIC MANAGE J, V18, P5 MACFARLANE FG, 1997, INT J PHARM MED, V11, P193 MADAN AK, 1994, EMERGING PHARM MARKE MCCUTCHEN WW, 1998, INT J TECHNOL MANAGE, V15, P490 MCGAHAN AM, 1997, STRATEGIC MANAGE J, V18, P15 MILMO S, 1997, CHEM MARKET REPORTER, V251, P10 PISANO GP, 1991, RES POLICY, V20, P237 PORTER M, 1980, COMPETITION STRATEGY PORTER ME, 1991, STRATEGIC MANAGE J, V12, P95 RUMELT R, 1994, STRATEGY PROCESS CON, P186 SCHERER FM, 1996, IND STRUCTURE STRATE SCHULIN P, 1995, STRATEGISCHES INNOVA, P374 SCHUTZ S, 1989, INT PERSPEKTIVEN PHA, P186 TAGGART J, 1993, WORLD PHARM IND TARABUSI CC, 1998, INT J HEALTH SERV, V28, P281 TARABUSI CC, 1998, INT J HEALTH SERV, V28, P67 THOMAS GL, 1988, INT COLLABORATIVE VE TWISS B, 1992, MANAGING TECHNOLOGIC VANDONGEN B, 1997, STRATEGIC INNOVATION NR 30 TC 1 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2003 VL 25 IS 3-4 BP 314 EP 333 PG 20 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 645MV UT ISI:000180982300006 ER PT J AU Riccaboni, M Pammolli, F TI Technological regimes and the evolution of networks of innovators. Lessons from biotechnology and pharmaceuticals SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE network evolution; technological paradigms; pharmaceutical industry; biotechnology; network growths AB In this paper, we analyse the relationships between technological regimes, regimes of local interaction, and the global structure of an industrial network. Given the complexity of the task, we follow a semi-inductivist approach, combining quantitative empirical analyses and simulative exercises. We show that the topological properties of the R&D network in pharmaceuticals are the result of neither a purely random nor of a cumulative process of growth. Instead, they emerge from a mixture of the two generative processes, under a regime of intense and stable entry. This paper should be considered only as a first step towards the understanding of some general determinants of industry networks growth. Despite its limitations, it provides a parsimonious and general framework to reverse engineer the growth of networks in different industries. Some of the current limitations of our analysis could be overcome, in the future, based on a higher availability of data on real systems and, in particular, of detailed topological and economic information on real-world networks. While currently such data are rare, the increasing interest in industrial networks should soon lead to the development of suitable data sets, offering further guidance for modelling and interpreting the growth of these complex and important economic systems. C1 Univ Siena, Ctr Study Complex Syst & EPRIS, I-553100 Siena, Italy. RP Riccaboni, M, Univ Siena, Ctr Study Complex Syst & EPRIS, Via Banchi Sotto,55, I-553100 Siena, Italy. CR ALBERT R, 2000, TOPOLOGY EVOLVING NE ARORA A, 1994, J ECON BEHAV ORGAN, V24, P91 ARORA A, 2001, MARKETS TECHNOLOGY E ASRATIAN AS, 1998, BIPARTITE GRAPHS THE AUDRETSCH DB, 1991, REV ECON STAT, V73, P441 BARABASI AL, 1999, SCIENCE, V286, P509 BOLLOBAS B, 1985, RANDOM GRAPHS DIERSEL R, 1997, GRAPH THEORY DOSI G, 1982, RES POLICY, V11, P147 ERDOS P, 1960, PUBL MATH I HUNG, V5, P17 FRANK O, 1986, J AM STAT ASSOC, V81, P832 GORT M, 1982, ECON J, V92, P630 HARARY F, 1975, STRUCTURAL MODELS IN IJIRI Y, 1977, SKEW DISTRIBUTIONS S MALERBA F, 1997, IND CORP CHANGE, V6, P51 NELSON RR, 1982, EVOLUTIONARY THEORY NEWMAN MEJ, 2001, P NATL ACAD SCI USA, V98, P404 ORSENIGO L, 1998, J MANAGEMENT GOVERNA, V1, P144 ORSENIGO L, 2001, RES POLICY, V35 PAMMOLLI F, 2001, EVOLUTION EC DIVERSI, P216 PAMMOLLI F, 2001, IN PRESS SMALL BUSIN PISANO GP, 1991, RES POLICY, V20, P237 POWELL WW, 1996, ADMIN SCI QUART, V41, P116 RICCABONI M, 2000, THESIS SANTANNA SCH SUTTON J, 1997, J ECON LIT, V35, P40 WINTER SG, 1984, J ECON BEHAV ORGAN, V5, P287 NR 26 TC 1 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2003 VL 25 IS 3-4 BP 334 EP 349 PG 16 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 645MV UT ISI:000180982300007 ER PT J AU de Leeuw, BJ de Wolf, P van den Bosch, FAJ TI The changing role of technology suppliers in the pharmaceutical industry: the case of drug delivery companies SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE technology collaboration; pharmaceutical industry; product development; appropriability ID INNOVATION; INTEGRATION AB In this paper preliminary results of a research project on strategies of drug delivery companies (DDC) is presented to discuss the changing role of technology suppliers in the pharmaceutical industry. Changes in the pharmaceutical industry are presented briefly and related to developments in the drug delivery industry. The early observations are contrasted with existing views from the literature on outsourcing in general and outsourcing of R&D activities in particular. The importance of the accessibility of `complementary activities', and `appropriability regimes' in the pharmaceutical industry and its role in the creation of strategic opportunities for the DDCs is then elaborated upon. Propositions concerning the shift of drug delivery companies to become fully integrated pharmaceutical companies are forwarded on observations of the current status and recent developments in the drug delivery industry. The strategic path for DDCs is outlined based upon three sets of motives: pharmacotherapy improvement related motives, financial motives and strategic motives. C1 Focus Inhalat, Turku 20101, Finland. Erasmus Univ, Fac Business Adm, Dept Strategy & Business Environm, NL-3000 DR Rotterdam, Netherlands. RP de Leeuw, BJ, Focus Inhalat, POB 900, Turku 20101, Finland. CR BETTIS RA, 1992, ACADEMY MANAGEMENT E, V6, P7 DELLAVALLE F, 1993, R&D MANAGE, V23, P287 DEWOLF P, 1996, EXTERNAL STRATEGIC B DIMASI JA, 1991, J HLTH EC, V10, P107 DIMASI JA, 1995, DRUG INFORMATION EDWARDS M, 1996, RECOMBINANT CAPITAL FERRES H, 1996, STRATEGIC USE DDS 21 HALLIDAY RG, 1995, J PHARM MED, V5, P33 HALLIDAY RG, 1997, R&D MANAGE, V27, P63 KARRERRUEEDI E, 1997, EUROPEAN MANAGEMENT, V26, P461 LEI D, 1995, J MANAGE, V21, P835 MITCHELL W, 1989, ADMIN SCI QUART, V34, P208 MITCHELL W, 1992, IND CORP CHANGE, V1, P327 PISANO GP, 1991, RES POLICY, V20, P237 POWERSCRAMER M, 1994, PHARMACOECONOMICS, V5, P482 PRAMIK MJ, 1995, DRUG DELIVERY STRATE SHARP M, 1985, EUROPE NEW TECHNOLOG SPIGT MH, 1998, EIASM WORKSH PHARM B TEECE DJ, 1986, RES POLICY, V15, P285 TEECE DJ, 1987, THEORETICAL CONTEXT, P185 TRIPSAS M, 1997, STRATEGIC MANAGE J, V18, P119 VANDENBOSCH FAJ, 1993, IND NETWORKS, V5, P191 VONHIPPEL E, 1982, SOURCES INNOVATION WHITTAKER E, 1994, R&D MANAGE, V24, P249 NR 24 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2003 VL 25 IS 3-4 BP 350 EP 362 PG 13 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 645MV UT ISI:000180982300008 ER PT J AU Howells, J Nedeva, M TI The international dimension to industry-academic links SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE university-industry links; internationalisation; R&D; knowledge; technology transfer; national systems of innovation ID ECONOMY AB This paper focuses on one aspect of the fundamental changes facing higher education in the knowledge-based economy, namely the growth of industry-academic links and in particular the growth of cross-border collaboration and funding. Following an historical background and context to industry-academic links and its more recent growth trends, the paper seeks to analyse industry/higher education collaboration from an international perspective, although more detailed analysis is undertaken from a UK context. The paper concludes with a short discussion on the policy implications of the paper's findings. C1 Univ Manchester, PREST, Manchester M13 9PL, Lancs, England. Univ Manchester, CRIC, Manchester M13 9PL, Lancs, England. RP Howells, J, Univ Manchester, PREST, Oxford Rd, Manchester M13 9PL, Lancs, England. CR *ADV COUNC SCI TEC, 1999, PUBL INV U RES REAP *BMBF, 1996, BUND FOSCH 1996 *NAT SCI BOARD, 1993, SCI ENG IND 1993 *OECD, 1970, INN HIGH ED 3 GERM U *OECD, 1986, DSTISPR869 OECD BARNETT C, 1986, AUDIT WAR BLIGHT D, 2000, HIGHER ED REFORMED, P95 CHARLES DR, 1992, TECHNOLOGY TRANSFER DELCASTILLO J, 1989, HIGHER ED RES CTR IN DRILHON G, 1995, OECD OBS, V196, P28 DRILHON G, 1995, OECD OBSERVER, V196, P29 DRIVER C, 1971, EXPLODING U, P42 EDGERTON DEH, 1994, ECON HIST REV, V47, P213 FLORIDA R, 1999, ISSUES SCI TECHN SUM, P1 FREEMAN C, 1982, EC IND INNOVATION, P7 GIBBONS M, 1994, NEW PRODUCTION KNOWL GODDARD JB, 1999, ENVIRON PLANN C, V17, P685 GRANBERG A, 1995, TECHNOLOGICAL SYSTEM, P119 HALSEY AH, 1995, DECLINE DONNISH DOMI, P302 HOWELLS J, 1990, SCI PUBL POLICY, V17, P273 HOWELLS J, 1998, IND ACAD LINKS UK JOHNSON JA, 1985, ISIS, V76, P500 KUHLMANN S, 1991, U IND RES IND INTERF, P117 LEYDESDORFF L, 1996, SCI PUBL POLICY, V23, P279 LIEBENAU J, 1984, BUS HIST, V26, P329 LUNDVALL BA, 1992, NATL SYSTEMS INNOVAT MALERBA F, 1991, 278 FAST MILLER HDR, 1995, MANAGEMENT CHANGE U, P58 NELSON RR, 1993, NATL SYSTEMS INNOVAT OSULLIVAN BA, 1986, EUR S UT RES PUBL RE, P253 PETERS L, 1989, STI REV, V5, P163 PIKE A, 1995, IND HIGHER ED, V9, P264 PIRES AR, 1998, TRIPL HEL C NEW YORK ROSENBERG N, 1994, RES POLICY, V23, P323 ROSSITER M, 1976, EMERGENCE AGR SCI SANDERSON M, 1972, SCI STUD, V2, P107 SANDERSON M, 1972, U BRIT IND 1850 1970 SCHIMANK U, 1990, SCI PUBL POLICY, V17, P219 SKOLNIK ML, 1998, FUTURES, V30, P635 SMITH K, 1997, SYSTEMS INNOVATION T, P86 SMITH RJ, 1995, ELECTRON PROD DES, V16, P69 STERNBERG R, 1990, IND HIGHER ED, V4, P23 SWANN P, 1988, ACAD SCI PHARM IND C TASSEY G, 1991, RES POLICY, V20, P345 TSIPOURI L, 1989, HEI PRE LINKAGES MAN VANDIERDONCK R, 1990, RES POLICY, V19, P551 VANHELLEPUTTE JCC, 1993, INT J TECHNOL MANAGE, V8, P565 WONG PK, 1999, INT J TECHNOL MANAGE, V18, P270 NR 48 TC 2 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2003 VL 25 IS 1-2 BP 5 EP 17 PG 13 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 619EF UT ISI:000179461100002 ER PT J AU Krucken, G TI Mission impossible? Institutional barriers to the diffusion of the 'third academic mission' at German universities SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE technology transfer; universities; third academic mission; transfer offices; diffusion; institutional barriers AB The intensification of university-industry relations and the role universities in a knowledge society are widely discussed. Some even argue that economic development through technology transfer has become a 'third academic mission' on a par with universities' traditional missions of teaching and research. Institutional barriers to the diffusion of that mission, however, are largely ignored. With the aid of some conceptual and theoretical tools from research in organisational analysis the paper focuses on these barriers. Empirical evidence is drawn from a study on technology transfer offices at German universities. C1 Univ Bielefeld, Dept Sociol, D-33501 Bielefeld, Germany. RP Krucken, G, Univ Bielefeld, Dept Sociol, POB 100131, D-33501 Bielefeld, Germany. CR ABRAMSON HN, 1997, TECHNOLOGY TRANSFER, P348 ASH M, 1997, GERMAN U PAST FUTURE BERNEMAN LP, 1998, IND HIGHER ED AUG, P202 CLARK B, 1998, CREATING ENTREPRENEU DIMAGGIO PJ, 1983, AM SOCIOL REV, V48, P147 ETZKOWITZ H, 1998, CAPITALIZING KNOWLED, P1 GIBBONS M, 1994, NEW PRODUCTION KNOWL GRANOVETTER M, 1985, AM J SOCIOL, V91, P481 MEYER JW, 1977, AM J SOCIOL, V83, P340 POWELL WW, 1990, RES ORGAN BEHAV, V12, P295 ROSENBERG N, 1994, RES POLICY, V23, P323 SIMS HP, 1986, THINKING ORG SLAUGHTER S, 1997, ACAD CAPITALISM POLI NR 13 TC 3 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2003 VL 25 IS 1-2 BP 18 EP 33 PG 16 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 619EF UT ISI:000179461100003 ER PT J AU Smith, HL Dickson, K TI Geo-cultural influences and critical factors in inter-firm collaboration SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE research; collaboration; innovation; conventions; types of knowledge ID INNOVATION; TECHNOLOGY; ALLIANCES; INDUSTRY AB Inter-firm collaboration and other forms of inter-organisational activity are increasingly the means by which technological innovation occurs. This paper draws on evidence from two studies of the same set of firms to examine the conduct of collaborations over time across different contexts. The purpose is to examine the critical factors associated with successful collaboration and explore the importance of the geo-cultural context in understanding the conduct of inter-firm collaboration. The conceptual framework draws on two main sources - Storper's concept of 'conventions' of identity and participation and Lorenz's classification of different types of knowledge. These are used to indicate the kinds and sources of adjustments required for successful collaboration. C1 Coventry Univ, Coventry Business Sch, Coventry CV1 5FB, W Midlands, England. Brunel Univ, Sch Business & Management, Uxbridge UB8 3PH, Middx, England. RP Smith, HL, Coventry Univ, Coventry Business Sch, Priory St, Coventry CV1 5FB, W Midlands, England. CR AHERN R, 1993, ENVIRON PLANN A, V25, P1229 ARCHIBUGI D, 1995, CAMBRIDGE J ECON, V19, P1 ASHEIM B, 1997, REG STUD, V31, P445 BENNETT RJ, 1997, REG STUD, V31, P323 BONACCORSI A, 1994, R&D MANAGE, V24, P229 BOWER JD, 1993, J IND STUDIES, V1, P50 CHESNAIS F, 1993, NATL INNOVATION SYST, P192 COHEN WM, 1990, ADMIN SCI QUART, V35, P128 DEKKER D, 1990, PARTNERSHIP LARGE SM DICKSON K, 1991, TECHNOL ANAL STRATEG, V3, P143 DICKSON K, 1997, SMALL BUSINESS ENTER, V4 DODGSON M, 1993, TECHNOLOGICAL COLLAB DOZ YL, 1988, COOPERATIVE STRATEGI, P317 ETTLINGER N, 1994, ECON GEOGR, V66, P67 GEORGE VP, 1995, INT J TECHNOL MANAGE, V10, P131 GERTLER M, 1997, GEOGRAPHIES EC HAKANSON L, 1993, R&D MANAGE, V23, P273 HAMILL J, 1989, ACQ MONTHL C STRAT A HOWELLS J, 1986, PROGR PLANNING, V27 HUGHES K, 1994, UK EUROPEAN SCI POLI KEEBLE D, 1997, INT PROCESSES NETWOR LORENZ EH, 1992, PATHWAYS IND REGIONA, P195 MALECKI E, 1995, TECHNOLOGICAL CHANGE MALECKI EJ, 1996, ANN ASS AM GEOGR CHA MASKELL P, 1995, REG STUD ASS C REG F MASON G, 1994, NATL I EC REV MAY, P61 MOORE B, 1996, CHANGING STATE BRIT NELSON R, 1993, NATL INNOVATION SYST PAVITT K, 1984, RES POLICY, V13, P343 PORTER ME, 1990, COMPETITIVE ADVANTAG SAYER A, 1992, NEW SOCIAL EC REWORK SMITH HL, 1991, ENVIRON PLANN C, V20, P405 SOSKICE D, 1997, IND INNOVATION, V4, P75 STORPER M, 1993, REG STUD, V27, P433 SWYNGEDOUW E, 1997, GLOBAL LOCAL MAKING SZARKA J, 1990, INT SMALL BUSINESS J, V8, P10 TEECE D, 1986, RES POLICY, V16, P285 TEECE D, 1988, TECHNICAL CHANGE EC VONHIPPEL E, 1978, TECHNOL REV, V80, P30 WALKER W, 1993, NATL INNOVATION SYST WEBSTER A, 1991, TECHNOL ANAL STRATEG, V3, P127 WIENDT A, 1994, TECHNOLOGY ANAL STRA NR 42 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2003 VL 25 IS 1-2 BP 34 EP 50 PG 17 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 619EF UT ISI:000179461100004 ER PT J AU Coles, AM Harris, L Dickson, K TI Testing goodwill: conflict and cooperation in new product development networks SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE innovation networks; new product development; organisational politics; network building; management of networks ID RESEARCH-AND-DEVELOPMENT; STRATEGIC ALLIANCES; INNOVATION; ORGANIZATIONS; COMMUNICATION; KNOWLEDGE; DIFFUSION AB Networks are often seen as models of organisational flexibility, promoting the building of trust and exchange of information between different business functions while offering both cost savings and reductions in the uncertainties usually associated with innovation. Both internal and external networks have been identified as key elements in the collaborative development of new products. The actual process of network building and ongoing network management is not well researched, although the existing literature highlights difficulties for organisations attempting to maintain active product development networks. This article examines the development and management of such a network in the defence industry and focuses on network building processes in terms of the interactions between the individuals involved. This network has endured and evolved over many years despite a series of conflicts. One of the key findings is that the effective functioning of the overall network is closely allied to established processes within the two participating firms. C1 Brunel Univ, Sch Business & Management, Uxbridge UB8 3PH, Middx, England. RP Coles, AM, Brunel Univ, Sch Business & Management, Uxbridge UB8 3PH, Middx, England. CR ADLER PS, 1990, MANAGE SCI, V36, P938 ANDERSON N, 1994, MANAGING LEARNING AOKI A, 1984, COOPERATIVE GAME THE ARRIGHETTI A, 1997, CAMBRIDGE J ECON, V21, P171 BUCHANAN D, 1992, EXPERTISE CHANGE AGE CONWAY S, 1995, TECHNOL ANAL STRATEG, V7, P327 COOMBS R, 1996, TECHNOLOGICAL COLLAB COOMBS R, 1998, RES POLICY, V27, P237 DAWSON P, 1994, ORG CHANGE PROCESSUA DOUGHERTY D, 1996, ACAD MANAGE J, V39, P1120 DOZ Y, 1988, COOPERATIVE STRATEGI EBERS M, 1999, FORMATION INTERORGAN ELG U, 1997, ORGAN STUD, V18, P361 FIRTH RW, 1996, J PROD INNOVAT MANAG, V13, P334 FLETCHER D, 1998, INT J INNOVATION MAN, V2, P137 FREEMAN C, 1991, RES POLICY, V20, P499 HAKANSSON H, 1988, COOPERATIVE STRATEGI HAMEL G, 1991, STRATEGIC MANAGE J, V12, P83 HANSEN H, 1999, PICMET C OR US JUL HARRIS L, 1999, INT J NEW PRODUCT DE, V1, P211 HARRIS L, 1999, VIRTUAL WORKING SOCI HARRIS L, 2000, TECHNOL ANAL STRATEG, V12, P230 HISLOP D, 1997, BRIT AC MAN ANN C LO KAHN KB, 1996, J PROD INNOVAT MANAG, V13, P137 KREINER K, 1993, ORGAN STUD, V14, P189 LAWTONSMITH H, 1991, RES POLICY, V20, P457 LUNDGREN A, 1995, TECHNOLOGICAL INNOVA MOENAERT RK, 1996, J PROD INNOVAT MANAG, V13, P296 MORGAN G, 1997, IMAGES ORG PFEFFER, 1992, MANAGING POWER POLIT PIORE M, 1984, 2 IND DIVIDE PISANO GP, 1990, ADMIN SCI QUART, V35, P153 PRAHALAD CK, 1990, HARVARD BUS REV, V68, P79 RAPPA MA, 1992, R&D MANAGE, V22, P209 RINGE JD, 1994, AKTUEL RHEUMATOL, V19, P1 ROBERTSON M, 1996, J MANAGE STUD, V33, P333 ROTHWELL R, 1989, ENTREP REGION DEV, V1, P275 ROTHWELL R, 1991, R&D MANAGE, V21, P125 SAXENIAN AL, 1991, RES POLICY, V20, P423 SPEKMAN RE, 1996, LONG RANGE PLANN, V29, P346 STEWARD F, 1996, TECHNOLOGICAL COLLAB SZARKA J, 1990, INT SMALL BUSINESS J, V8, P10 THOMPSON G, 1991, MARKETS HIERARCHIES TIDD J, 1995, J PROD INNOVAT MANAG, V12, P307 VONHIPPEL E, 1987, RES POLICY, V16, P291 WALKER OC, 1997, J ACAD MARKET SCI, V25, P75 WHITTAKER E, 1994, R&D MANAGE, V24, P249 WILLIAMS R, 1997, SOCIAL SHAPING COMPU NR 48 TC 4 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2003 VL 25 IS 1-2 BP 51 EP 64 PG 14 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 619EF UT ISI:000179461100005 ER PT J AU Cooke, P TI Biotechnology clusters, 'Big Pharma' and the knowledge-driven economy SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE biotechnology; clusters; pharmaceuticals; drugs; research; commercialisation ID SPILLOVERS AB The pharmaceutical industry remains powerful due to its firm scale and global reach. However, analysis of the source of biotechnology-derived products in healthcare, valued at $70 billion worldwide by 2000, reveals an almost complete dependence in three key markets of the USA, UK and Germany, on products developed by entrepreneurial biotechnology firms. These tend to operate in knowledge-driven clusters centred upon universities, research hospitals and research institutes, supported in major ways by public funding. This, and the growing public perception of possible problems with biotechnologies will increasingly bring 'big pharma' into uncertain relations with governmental bodies, something that has been pronounced in the UK of late. Whether large pharmaceutical firms will retain their traditional powers of action in relation to governments and markets under these circumstances seems unlikely. However, such is their control over marketing and distribution as well as funding of entrepreneurial firms within or outside biotechnology clusters, that any serious challenge to their hegemony is difficult to envisage at present. C1 Cardiff Univ, Ctr Adv Studies, Cardiff CF10 3BB, S Glam, Wales. RP Cooke, P, Cardiff Univ, Ctr Adv Studies, 44-45 Pk Pl, Cardiff CF10 3BB, S Glam, Wales. CR *BIOC, 1999, BIOPH DAT *BIOG, 1998, BIOG ATL *DEP TRAD IND, 1999, BIOT CLUST *DEP TRAD IND, 1999, BIOT GERM REP ITS MI *MA BIOT COUNC, 1998, MASS BIOT DIR AUDRETSCH DB, 1996, AM ECON REV, V86, P630 AUDRETSCH DB, 1998, OXFORD REV ECON POL, V14, P18 BEST M, 2000, REGIONS GLOBALIZATIO CLARKE L, 1998, PHARMACOPEIAL FORUM, P2 COOKE P, 1999, GERMAN BIOTECHNOLOGY COOKE P, 2001, SMALL BUSINESS EC, V15, P43 DOHSE D, 2000, RES POLICY, V29, P1111 ERNST, 1999, EUROPEAN LIFE SCI 99 ETKOWITZ H, 1997, U GLOBAL KNOWLEDGE E GIESECKE S, 1999, UNPUB DETERMINANTS S JAFFE AB, 1993, Q J ECON, V108, P577 KONIG G, 1998, PHARMACOPEIAL FORUM, P9 MIHELL D, 1997, DEV BIOTECHNOLOGY SE POWELL WW, 1996, ADMIN SCI QUART, V41, P116 PREVEZER M, 1997, SMALL BUS ECON, V9, P255 PREVEZER M, 1999, DYNAMICS IND CLUSTER SCHITAG, 1998, GERMANYS BIOTECHNOLO SWANN P, 1996, RES POLICY, V25, P1139 ZUCKER LG, 1998, AM ECON REV, V88, P290 NR 24 TC 2 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2003 VL 25 IS 1-2 BP 65 EP 80 PG 16 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 619EF UT ISI:000179461100006 ER PT J AU Thomas, SM TI European collaboration in biotechnology: the molecular analysis of genomes SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE research collaboration; genomes; DNA sequencing; functional analysis; C. elegans; Arabidopsis; yeast; human genome ID SACCHAROMYCES-CEREVISIAE AB The new area of genome analysis has led to the rapid formation of large, well-funded international projects which are highly collaborative in nature. The research described here aims to improve our understanding of the research collaboration process through case studies of five genome projects. Large genome centres and extensive networks of small laboratories have adopted large-scale automated sequencing techniques to produce very substantial amounts of publicly available data. All of the genome projects featured the rapid production of data with minimal duplication, increased knowledge, skills and expertise and enhanced status for smaller laboratories. The results suggest that collaboration is more likely to be successful if there is a critical mass of researchers in the same geographical region and effective group leaders to encourage solidarity and research commitment. The research presented here suggests that, far from leading to the demise of the traditional small laboratory, these new large-scale collaborative projects are in fact strengthening the small group which will continue to dominate research in molecular biology through interaction with the large groups. C1 Univ Sussex, SPRU, Brighton BN1 9RF, E Sussex, England. RP Thomas, SM, Univ Sussex, SPRU, Mantell Bldg, Brighton BN1 9RF, E Sussex, England. CR *EUR COMM, 1994, 59 EUR COMM BALMER B, 1995, THESIS SPRU BEAVER DD, 1978, SCIENTOMETRICS, V1, P64 BROWN JS, 1996, ORG LEARNING CONSTANT EW, 1987, SOCIAL CONSTRUCTION, P223 CRANE D, 1972, INVISIBLE COLL DIFFU GIBBONS M, 1994, NEW PRODUCTION KNOWL GOFFEAU A, 1995, YEAST SEQ NETW M LIS GOFFEAU A, 1996, SCIENCE, V274, P564 HAGSTROM WO, 1965, SCI COMMUNITY HALLEN M, 1995, HUMAN GENOME ANAL PR HODGKIN J, 1995, SCIENCE, V270, P410 HUGHES TP, 1983, NETWORKS POWER ELECT KATZ JS, 1995, BIBLIOMETRIC EVALUAT LUUKKONEN T, 1992, SCI TECHNOL, V17, P101 MCGRATH JE, 1966, SMALL GROUP RES SYNT MURPHY DJ, 1997, GEN COMM OPP SCI REV OLIVER S, 1997, C GEN COMM OPP SCI R OLIVER SG, 1996, NATURE, V379, P597 PRICE D, 1963, LITTLE SCI BIG SCI PRICE DJD, 1966, AM PSYCHOL, P1011 RIESMEIER J, 1997, GEN COMM OPP SCI REV SOBEL SG, 1995, J CELL BIOL 2, V131, P1775 USHINSKY SC, 1997, YEAST, V13, P151 VASSAROTTI A, 1994, COMMUNICATION WILLIAMS N, 1996, SCIENCE, V272, P482 ZIMAN J, 1994, PROMETHEUS BOUND SCI NR 27 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2003 VL 25 IS 1-2 BP 81 EP 95 PG 15 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 619EF UT ISI:000179461100007 ER PT J AU Assimakopoulos, D Macdonald, S TI A dual approach to understanding information networks SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE formal and informal collaboration; social and economic networks; esprit innovation ID COOPERATION AB This paper focuses on the interplay between formal interorganisational networks and personal informal networks in IT innovation. It also explores the complementarities between two theoretical perspectives of social and economic networks, The context within which this research is located is Esprit, the European Strategic Programme for Research in IT. The empirical evidence is based on a success story of a UK main contractor in Esprit. The main finding is that formal collaboration networks in Esprit emerge out of informal personal networks, rather than vice versa. C1 Grp ESC Grenoble, F-38003 Grenoble 1, France. Univ Sheffield, Sch Management, Sheffield S1 4DT, S Yorkshire, England. RP Assimakopoulos, D, Grp ESC Grenoble, 12 Rue Semard,BP127, F-38003 Grenoble 1, France. CR 1997, MAKING PROGR HAPPEN *EUR COMM, 1996, SOL BUS CAS STUD ESP, P116 *EUR COMM, 1996, SOL BUS CAS STUD ESP, P372 *EUR COMM, 1997, 17601 EUR EUR COMM, P13 *EUR COMM, 1997, 17601 EUR EUR COMM, P42 *EUR COMM, 2000, 5 YEAR 1995 1999 ASS *EUR, 1997, 17601 EUR ANTONELLI C, 1992, EC INFORMATION NETWO, P25 ANTONELLI C, 1992, EC INFORMATION NETWO, P5 ARROW KJ, 1979, COMPUTER AGE 20 YEAR, P306 ASSIMAKOPOULOS D, 1997, GEOGRAPHIC INFORMATI, P111 ASSIMAKOPOULOS D, 1999, PROMETHEUS, V17, P299 ASSIMAKOPOULOS D, 2000, 8 MILL SCHUMP C CHAN ASSIMAKOPOULOS DG, 1997, NETWORKS TRANSPORT C, P153 ASSIMAKOPOULOS DG, 2000, ENVIRON PLANN B, V27, P627 AUGSDORFER P, 1996, FORBIDDEN FRUIT ANAL, P160 BADARACCO J, 1991, KNOWLEDGE LINK BLAU PM, 1974, AM SOCIOL REV, V39, P623 BOISOT M, 1995, INFORMATION SPACE BOISOT M, 1998, KNOWLEDGE ASSETS BRAUN E, 1982, REVOLUTION MINIATURE BURT R, 1992, STRUCTURAL HOLES SOC BURT R, 1998, SHARED COGNITION ORG CARTER AP, 1989, RES POLICY, V18, P155 CASTILLA MA, 2000, SILICON VALLEY EDGE, P218 CONWAY S, 1998, INT J INNOVATION MAN, V2, P223 DAVENPORT S, 1998, BRIST BUS SCH C CONS DODGSON M, 1993, HUM RELAT, V46, P77 DORFMAN NS, 1983, RES POLICY, V12, P299 GALINSKI C, 1984, ASLIB P, V36, P24 GARGIULO M, 1993, ADM SCI Q, V39, P1 GHOSHAL S, 1990, ACAD MANAGE REV, V15, P603 GRANOVETTER M, 1982, SOCIAL STRUCTURE NET, P105 GRANOVETTER M, 1982, SOCIAL STRUCTURE NET, P105 GRANOVETTER MS, 1985, AM J SOCIOL, V9, P481 GRILICHES Z, 1957, ECONOMETRICA, V25, P501 GULATI R, 1999, AM J SOCIOL, V104, P1439 HAGEDOORN J, 1993, J COMMON MARK STUD, V31, P373 HAGERSTRAND T, 1952, LUND STUDIES GEOGR B, P4 HAGERSTRAND T, 1967, INNOVATION DIFFUSION HOBDAY M, 1991, TECHNOLOGY NETWORKS HUCZYNSKI A, 1996, MANAGEMENT GURUS MAK ISCKIA T, 1998, TELECOMMUNICATIONS S, P231 JOSEPH R, 1989, SCI PUBL POLICY, V16, P353 LAMBERTON D, 1971, EC INFORMATION KNOWL LAMBERTON D, 1993, INFORMATION COMMUNIC, P1 LEONARDBARTON D, 1981, 1214 MIT SLOAN SCH M MACDONALD S, 1983, TROUBLE TECHNOLOGY, P26 MACDONALD S, 1993, J PROD INNOVAT MANAG, V10, P417 MACDONALD S, 1995, CALIF MANAGE REV, V37, P8 MACDONALD S, 1998, COMMUNICATION, P55 MACDONALD S, 1998, ICONOCLASTIC PAPERS, V1 MACDONALD S, 1998, INFORMATION INNOVATI MACDONALD S, 1998, TELECOMMUNICATIONS S, P295 MACDONALD S, 1999, IMP C DUBL SEPT MACHLUP F, 1962, PRODUCTION DISTRIBUT NONAKA L, 1995, KNOWLEDGE CREATING C PODOLNY JM, 1997, AM SOCIOL REV, V62, P67 QUINTAS P, 1997, 9716 OP U BUS SCH, P13 ROGERS E, 1982, TRANSFER UTILIZATION, P105 ROGERS E, 1984, SILICON VALLEY FEVER ROGERS EM, 1971, COMMUNICATION INNOVA ROGERS EM, 1983, DIFFUSION INNOVATION ROGERS EM, 1987, SOC NETWORKS, V9, P285 SAXENIAN A, 1994, REGIONAL ADVANTAGE C, P128 SCARBOROUGH H, TECHNOLOGY ANAL STRA SCHRADER S, 1991, RES POLICY, V20, P153 THORELLI HB, 1986, STRATEGIC MANAGE J, V7, P37 TIMMERS P, 1998, ESPRIT REV BOARD 199 TRAVICA B, 1998, ID MATT C PALM BEACH TZOKAS N, 1997, BRIT J MANAGE, V8, S91 VONHIPPEL E, 1987, RES POLICY, V16, P291 VONHIPPEL E, 1988, SOURCES INNOVATION WASSERMAN S, 1994, SOCIAL NETWORK ANAL WASSERMAN S, 1994, SOCIAL NETWORK ANAL, P5 WELCH L, 1999, INFORMATION ORG TRIB, P429 WELLMAN B, 1988, SOCIAL STRUCTURES NE, P26 NR 77 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2003 VL 25 IS 1-2 BP 96 EP 112 PG 17 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 619EF UT ISI:000179461100008 ER PT J AU Castilla, EJ TI Networks of venture capital firms in Silicon Valley SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE social networks; venture capital firms (VCs); Silicon Valley; Route 128; regional development AB By comparing the network structure of venture capital (VC) firms in Silicon Valley (California) to that of VC firms in Route 128 (Massachusetts), the present study challenges any market-centred theory of regional development. I show that there are advantages in examining the structure of social networks of cooperation within the venture capital industry to understand the level of development of a region. I support two distinctive propositions regarding the regional advantage of Silicon Valley over other US high-technology regions such as Route 128. First, collaboration among VC firms in Silicon Valley is more pronounced and dense than in Route 128. Second, the number of investments and amount of money invested by VCs in Silicon Valley staying local are much higher than the number of investments and moneys invested locally by Route 128 VC firms. I argue that historical development as well as the particular structure of the social networks in Silicon Valley is precisely what has fostered relatively higher growth and development of the region compared to many other regions of the world. C1 Stanford Univ, Dept Sociol, Stanford, CA 94305 USA. RP Castilla, EJ, Stanford Univ, Dept Sociol, Stanford, CA 94305 USA. CR 1999, SILICON VALLEY 2010 2000, 2000 INDEX SILICON V BARTLETT JW, 1998, VENTURE CAPITAL LAW BORGATTI S, 1999, UCINET 5 0 VERSION 1 BYGRAVE WD, 1992, VENTURE CAPITAL CROS CASTILLA EJ, 2000, SILICON VALLEY EDGE, P218 COXON APM, 1982, USERS GUIDE MULTIDIM ECCLES R, 1998, DOING DEALS INVESTME FLORIDA RL, 1987, J BUSINESS VENTURING, V3, P301 FREEMAN LC, 1979, SOC NETWORKS, V1, P215 FREEMAN LC, 1998, SOC NETWORKS, V20, P108 GRANOVETTER M, 1985, AM J SOCIOL, V91, P481 GRANOVETTER M, 1995, IND CORP CHANGE, V4, P93 HALLORAN MJ, 1991, VENTURE CAPITAL PUBL HARMON S, 1999, ZERO GRAVITY RIDING KRAEMER KL, 1996, INFORM SOC, V12, P215 KRUSTAL JB, 1978, MULTIDIMENSIONAL SCA MATHEWS JA, CALIFORNIA MANAGEMEN, V39 MINTZ B, 1985, POWER STRUCTURE AM B NOHRIA N, 1992, NETWORKS ORG STRUCTU, P240 POWELL WW, 1994, HDB EC SOCIOLOGY, P368 RICHARDSON DC, 1992, PROTEIN SCI, V1, P3 SAXENIAN A, 1994, REGIONAL ADVANTAGE C, V128 SAXENIAN AL, 1990, CALIF MANAGE REV, V33, P89 SCOTT J, 1991, SOCIAL NETWORK ANAL TIMMIS K, 1999, ENVIRON MICROBIOL, V1, P1 WASSERMAN S, 1994, SOCIAL NETWORK ANAL WILSON JW, 1985, NEW VENTURES INSIDE NR 28 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2003 VL 25 IS 1-2 BP 113 EP 135 PG 23 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 619EF UT ISI:000179461100009 ER PT J AU Saxenian, A Li, CY TI Bay-to-bay strategic alliances: the network linkages between Taiwan and the US venture capital industries [1] SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE venture capital; investment network; strategic alliance; overseas Chinese; Silicon Valley; Taiwan; information technology AB Taiwan stands out as an early success story in developing a venture capital (VC) industry. Domestic policy makers introduced VC in the early 1980s and today the island boasts a flourishing VC sector that is closely associated with the upgrading of the personal computer and integrated circuit industries. This paper describes the industry's origins in the close connections to Silicon Valley built by overseas Chinese, and it analyses the resulting patterns of cross-regional collaboration between the VC industries in the USA and Taiwan. C1 Univ Calif Berkeley, Dept City & Reg Planning, Berkeley, CA 94720 USA. Univ Calif Los Angeles, Dept Econ, Grad Program, Los Angeles, CA 90095 USA. RP Saxenian, A, Univ Calif Berkeley, Dept City & Reg Planning, 228 Wurster Hall, Berkeley, CA 94720 USA. CR 1983, COMMON WEALTH 1101, P22 1985, COMMON WEALTH 0301, P28 1994, COMMON WEALTH 0401, P174 1995, COMMON WEALTH 0601, P221 1996, COMMON WEALTH 0901, P102 1996, COMMON WEALTH 1001, P126 1997, COMMON WEALTH 0605, P80 1997, COMMON WEALTH 0901, P80 2000, BUSINESS WEEK 0131, P73 2000, ECONOMIST 0205, P64 *MIN FIN, STAT ENC INV 1961 19 *TAIW VENT CAP ASS, 1999, VENT CAP TAIW BECKER R, 1999, ATTEMPTED GENESIS VE FREEAR J, 1994, J BUS VENTURING, V9, P109 HARA G, 1994, J BUS VENTURING, V9, P489 HELLMAN T, 1998, SM39 STANF U GRAD SC HU B, 1999, COMMUNICATION 1101 HU DH, 1997, COMMUNICATION 0504 ISAACS J, NIKKEI ELECT LI CY, 1992, THESIS NATL CHENGCHI SAPIENZA HJ, 1996, J BUS VENTURING, V11, P439 SAXENIAN A, 1999, 9910 SIEPR TSENG YH, 2001, J TURBUL, V2 NR 23 TC 1 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2003 VL 25 IS 1-2 BP 136 EP 150 PG 15 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 619EF UT ISI:000179461100010 ER PT J AU Dossani, R TI Reforming venture capital in India: creating the enabling environment for information technology SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE venture capital reform; India; information technology; regulatory environment; tax environment; currency environment; prospects for change AB The paper analyses the need for venture capital in India to support the growth of its Information Technology industry. It is shown that the growth of a venture capital industry in India will help sustain growth at current levels with less risk, but that substantial changes in the regulatory, tax and currency environments are needed. An ideal environment is proposed, benchmarked against the US environment and used to develop a set of proposals for reform. The Indian venture capital regulator, the Securities and Exchange Board of India, recently accepted a report based on these proposals and the Ministry of Finance has put some of the proposals into law. An analysis of the accepted proposals shows the least progress in currency reform and in prudent expert rules. The forecast is for modest growth of the venture capital industry, with substantial growth unlikely until the remaining proposals are accepted. C1 Stanford Univ, Asia Pacific Res Ctr, Stanford, CA 94305 USA. RP Dossani, R, Stanford Univ, Asia Pacific Res Ctr, E309 Encina Hall, Stanford, CA 94305 USA. CR *RES BANK IND, 1999, HDB STAT IND EC BARR A, 1999, SOFTWARE ENTREPRENEU CASO E, 1998, ENABLING QUANTUM LEA CHANDRASEKHAR K, 2000, REPORT SECURITIES EX DOSSANI R, 1999, ACCESSING VENTURE CA GHOSH S, 2000, AS PAC RES CTR C TEL GOMPERS P, 1999, VENTURE CAPITAL CYCL MITTA S, 1999, AS PAC RES CTR C ACC SAXENIAN A, 1999, SILICON VALLEYS NEW WEITZMAN E, 1999, NOTE NEW BUSINESS VE NR 10 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2003 VL 25 IS 1-2 BP 151 EP 164 PG 14 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 619EF UT ISI:000179461100011 ER PT J AU Ferrary, M TI Managing the disruptive technologies life cycle by externalising the research: social network and corporate venturing in the Silicon Valley SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE corporate venturing; Silicon Valley; social networks; acquisitive strategy; R&D externalisation ID FIRM AB The capability to generate and develop disruptive technologies drives the market in the high-tech sector. Traditional strategic theory recommends internalisation of R&D to keep a competitive advantage. The Silicon Valley example points out that the most successful high-tech companies such as Cisco Systems, Intel and Sun externalise their research by doing corporate venturing. These companies manage their portfolio of technologies by acquiring small businesses that have developed disruptive technologies. This kind of acquisitive strategy needs specific organisational and managerial practices to embed the large company in the industrial-network structure of the Silicon Valley. Thus, managers of innovation have to get a large social capital to gather information inside business networks. C1 CERAM Sophia Antipolis, F-06902 Sophia Antipolis, France. RP Ferrary, M, CERAM Sophia Antipolis, Rue Dostoievski,BP 085, F-06902 Sophia Antipolis, France. CR 2000, SAN JOSE MERCUR 0626, P17 *LUC TECHN, 1998, REDHERRING AUG, P41 ABELL D, 1980, DEFINING BUSINESS AOKI M, 1999, INFORMATION GOVT SIL ARROW K, 1974, LIMITS ORG BAKER W, 1990, AM J SOCIOL, P589 BARNEY J, 1991, J MANAGE, V17, P99 BOURDIEU P, 1986, HDB THEORY RES SOCIO, P241 BRODY P, 1998, MCKINSEY Q, P51 BURGELMAN R, 1996, STRATEGIC MANAGEMENT BURGELMAN RA, 1983, MANAGE SCI, V29, P1349 BURNS T, 1961, MANAGEMENT INNOVATIO CHANDLER AD, 1962, STRATEGY STRUCTURE CHESBROUGH HW, 1999, MANAGING HIGH TECH I, P31 COLEMAN JS, 1988, AM J SOCIOL, V94, P95 CRINGELY R, 1991, ACCIDENTAL EMPIRES DEGENNE A, 1994, RESEAUX SOCIAUX DOUGHERTY D, 1994, ORGAN SCI, V5, P200 FLORIDA R, 1990, CALIF MANAGE REV, V33, P68 FRIAR J, 1985, TECHNOL SOC, V7, P143 GALBRAITH J, 1973, DESIGNING COMPLEX OR GRANOVETTER M, 1973, AM J SOCIOL, V6, P1360 GRANOVETTER M, 1974, GETTING JOB STUDY CO GRANOVETTER M, 1985, AM J SOCIOL, V91, P481 GULATI R, 1998, STRATEGIC MANAGE J, V19, P293 HAYEK FA, 1945, AM ECON REV, V35, P519 HELLMANN T, 1999, INTERACTION PRODUCT IANSITI M, 1999, MANAGING HIGH TECH I, P1 KARPIK L, 1989, REV FR SOCIOL, V30, P187 LAWRENCE P, 1967, ORG ENV LEFF N, 1979, J EC LIT MAR, P46 NAHAPIET J, 1998, ACAD MANAGE REV, V23, P242 PENROSE ET, 1959, THEORY GROWTH FIRM PEREZ R, 1986, INSIDE VENTURE CAPIT PETTIGREW A, 1985, AWAKENING GIANT PORTER M, 1985, COMPETITIVE ADVANTAG POWELL WW, 1990, RES ORGAN BEHAV, V12, P295 PRAHALAD CK, 1991, HARVARD BUS REV, P277 SAXENIAN A, 1994, REGIONAL ADVANTAGE SILVER A, 1983, ENTREPRENEURIAL LIFE STARR JA, 1990, STRATEGIC MANAGE J, V11, P79 TEECE DJ, 1980, J ECON BEHAV ORGAN, V1, P223 TUSHMAN M, 1982, READINGS MANAGEMENT TUSHMAN M, 1997, WINNING INNOVATION P WERNERFELT B, 1984, STRATEGIC MANAGE J, V5, P171 WILLIAMSON OE, 1975, MARKETS HIERARCHIES NR 46 TC 5 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2003 VL 25 IS 1-2 BP 165 EP 180 PG 16 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 619EF UT ISI:000179461100012 ER PT J AU Assimakopoulos, D Everton, S Tsutsui, K TI The semiconductor community in the Silicon Valley: a network analysis of the SEMI genealogy chart (1947-1986) SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE Silicon Valley; semiconductor industry; network analysis; Fairchild Semiconductor AB This paper focuses on the emergence of an informal, collaborative and entrepreneurial organisational culture within the technological community of semiconductor firms in the Silicon Valley, California. Using recently developed computerised network analysis techniques and a genealogy chart of Silicon Valley semiconductor firms, it demonstrates how a new democratic community, rather than a hierarchical workplace, organisational culture was firstly initiated with the foundation of Fairchild Semiconductor back in 1957, and more importantly, how this new culture was diffused through successive generations of 'Fairchildren' spin-offs, up to the mid-1980s. In the process of critical mass formation they also identified the most central companies in the semiconductor community, including the usual suspects, Fairchild, Intel and Hewlett-Packard, but also a relatively unknown firm outside the semiconductor community, Intersil Co. C1 ESC Grenoble, F-38003 Grenoble, France. Stanford Univ, Dept Sociol, Stanford, CA 94305 USA. RP Assimakopoulos, D, ESC Grenoble, 12 Rue Pierre Semard, F-38003 Grenoble, France. CR ASSIMAKOPOULOS DG, 1997, NETWORKS TRANSPORT C, P153 ASSIMAKOPOULOS DG, 2000, ENVIRON PLANN B, V27, P627 BORGATTI SP, 1999, UCINET 5 WINDOWS SOF CASTILLA EJ, 2000, SILICON VALLEY EDGE, P218 FREEMAN C, 1997, EC IND INNOVATION, P354 FREEMAN LC, 1979, SOC NETWORKS, V1, P215 FREEMAN LC, 1998, SOC NETWORKS, V20, P109 FREEMAN LC, 1999, USING MOL MODELING S FREEMAN LC, 2000, J SOCIAL STRUCTURE, V1 HOEFLER DC, 1971, ELECT NEWS 0111, V1, P4 HOEFLER DC, 1971, ELECT NEWS 3 0125, P4 HOEFLER DC, 1971, ELECT NEWS 3 0125, P4 KRUSKAL JB, 1978, MULTIDIMENSIONAL SCA, P49 LECUYER C, 2000, SILICON VALLEY EDGE, P158 MCGRATH C, 1997, SOC NETWORKS, V19, P223 METCALFE S, 1988, TECHNICAL CHANGE EC MORENO J, 1946, SOCIOMETRY, V9, P348 RICHARDS D, 1999, BRIT DENT J S, V1, P3 RICHARDSON D, 1999, PC MAGE WINDOWS 95 9 RIORDAN M, 1997, CRYSTAL FIRE INVENTI ROGERS EM, 1962, DIFFUSION INNOVATION ROGERS EM, 1983, DIFFUSION INNOVATION SAXENIAN AL, 1994, REGIONAL ADVANTAGE C, V128 SCOTT J, 2000, SOCIAL NETWORK ANAL VALENTE TW, 1995, NETWORK MODELS DIFFU WASSERMAN S, 1994, SOCIAL NETWORK ANAL WOLFE T, 1983, ESQUIRE DEC, P346 NR 27 TC 1 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2003 VL 25 IS 1-2 BP 181 EP 199 PG 19 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 619EF UT ISI:000179461100013 ER PT J AU Cantwell, J Santangelo, GD TI The significance of European small country regions in the geographical division of labour of European Information and Communications Technology (ICT) corporations SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE ICT; corporate research and development; national versus regional analysis; corporate location strategies; local socio-economic dynamics ID INNOVATION AB In spite of the development of information and communications technology (ICT), MNCs seem to be highly sensitive to untraded externalities and localised knowledge spillovers in their location strategy. Therefore, in an age in which space and time constraints have been reduced (or even eliminated) by the fast pace of technological change, proximity still matters. Within the global-local nexus debate, the role played in the development of ICT by regions from European small countries has been neglected. Using regionalised patent data granted in the USA to large electronic firms for their European-located research, the aim of this paper is twofold. First of all, the significance of a region- over a nation-state-based analysis is argued. Second, the interaction between local and foreign corporate technological development in small country regions is investigated in order to evaluate the role of these locations in the geographical division of labour in European-owned ICT multinationals. C1 Univ Reading, Dept Econ, Reading RG6 6AA, Berks, England. Univ Catania, Fac Giurisprudenza, I-95124 Catania, Italy. RP Cantwell, J, Univ Reading, Dept Econ, Whiteknights POB 218, Reading RG6 6AA, Berks, England. CR *EUR COMM, 1993, PORT REG, V1 *EUR, 1995, NOM TERR UN STAT LUX ANTONELLI C, 1985, HIGH TECHNOLOGY SPAC, V6, P281 ANTONELLI C, 1996, IND CORP CHANGE, V4, P737 AUDRETSCH DB, 1996, AM ECON REV, V86, P630 AUDRETSCH DB, 1996, AM ECON REV, V86, P641 BRESCHI S, 1997, 95 CESPRI U COMM BOC CANIELS M, 1998, 298004 MERIT CANTWELL JA, 1989, TECHNOLOGICAL INNOVA CANTWELL JA, 1992, MULTINATIONALS NEW E FELDMAN MP, 1999, EUR ECON REV, V43, P409 FELLER I, 1975, LOCATION DYNAMICS MA FLORIDA R, 1995, FUTURES, V27, P527 FORS NJ, 1998, SPECIAL ISSUES CAHIE GRANSTRAND O, 1994, IEEE T ENG MANAGE, V41, P355 GRANSTRAND O, 1997, CALIF MANAGE REV, V39, P8 HEPWORTH M, 1986, REG STUD, V20, P407 HOWELLS J, 1999, INNOVATION POLICY GL JAFFE AB, 1993, Q J ECON, V108, P577 KRUGMAN P, 1991, GEOGRAPHY TRADE LAWSON C, 1999, CAMBRIDGE J ECON, V23, P151 MALECKI EJ, 1984, J AM PLANN ASSOC, V50, P262 MCCANN P, 1995, URBAN STUD, V32, P563 PAVITT KLR, 1998, HDB QUANTITATIVE STU SANTANGELO GD, 1998, INT J INNOVATION MAN, V2, P339 SCHERER FM, 1983, INT J IND ORGAN, V1, P107 NR 26 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2002 VL 24 IS 7-8 BP 663 EP 679 PG 17 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 592LK UT ISI:000177939000002 ER PT J AU Cassiolato, JE Szapiro, MHS Lastres, HMM TI Local system of innovation under strain: the impacts of structural change in the telecommunications cluster of Campinas, Brazil SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE development; local systems of innovation; telecommunications; Brazil AB During the 1980s and early 1990s Brazil set up an important telecommunications cluster in Campinas, a medium-sized city located 60 miles from Sao Paulo. Fostered by government policies, the cluster has evolved around a telecoms R&D Centre. Several small high-tech firms were established, grew, competed and cooperated with the local infrastructure and MNC subsidiaries. These, in turn, increased their local technological efforts and engaged in joint technological programs with local partners. However, structural reforms of the 1990s, including privatisation and liberalisation, have mostly aimed at maximising short-run financial benefits. As a consequence, technological strategy was put aside and the local system of innovation is starting to show signs of depression. C1 Univ Fed Rio de Janeiro, Inst Econ, BR-21941 Rio De Janeiro, Brazil. RP Cassiolato, JE, Univ Fed Rio de Janeiro, Inst Econ, BR-21941 Rio De Janeiro, Brazil. CR *BNDES, 1999, REL SET COMPL EL BAL CASSIOLATO J, 1992, HI TECH IND DEV CASSIOLATO J, 1996, INFORMATION TECHNOLO, V7, P1 CASSIOLATO J, 2000, IND INNOVATION, V7, P34 DAHLMAN C, 1992, INFORMATICA BRASILEI DOSI G, 1992, TECHNOLOGY ENTERPRIS ERBER F, 1985, WORLD DEV, V13 ERNST D, 1986, REPORT MINISTRY SCI FREEMAN C, 1994, WORK ALL MASS UNEMPL FREEMAN C, 1999, GLOBALIZACAO INOVACA GEORGHIOU L, 1986, POST INNOVATION PERF GWYNNE P, 1993, RES TECHNOLOGY M MAR, V36 HOBDAY M, 1984, BRAZILIAN TELECOMMUN, P47 HOBDAY M, 1990, TELECOMMUNICATIONS D LUNDVALL BA, 1989, INT SEM SCI TECHN EC MELO PRS, 1998, TELECOMUNICACOES POS MERCANTIL G, 1999, IND EQUIPAMENTOS TEL MODY A, 1992, WORLD DEV, V20, P1703 MYTELKA L, 1999, COMPETITION INNOVATI OCONNOR D, 1985, WORLD DEV, V13 PESSINI J, 1986, THESIS IE UNICAMP CA PESSINI JE, 1993, ESTUDO COMPETITIVIDA PORCILE G, 1999, 2899 IE UFRJ QUANDT C, 1997, TECHN 97 INT DEV RES SCHMITZ H, 1992, HI TECH IND DEV SOUZA M, 1999, O ARRANJO PRODUTIVO SUAREZVILLA L, 1996, URBAN STUD, V33, P1155 SZAPIRO MHS, 1999, THESIS IE RIO DE JAN TEECE D, 1988, TECHNICAL CHANGE EC TIGRE P, 1983, TECHNOLOGY COMPETITI WALSH V, 1988, SMALL COUNTRIES FACI NR 31 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2002 VL 24 IS 7-8 BP 680 EP 704 PG 25 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 592LK UT ISI:000177939000003 ER PT J AU D'Costa, AP TI Software outsourcing and development policy implications: an Indian perspective SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE cross-border outsourcing; software exports; economic development; India; producer-user interaction; IT policy ID DEVELOPING-COUNTRIES; STRATEGIES; INDUSTRY AB The discussion on high technology has been concerned with advanced capitalist economies. Developing countries have been unable to alter radically their industrial structure due to numerous internal institutional and external technological barriers. Consequently, they have sought global participation through outsourcing activities. This is indeed a welcome break from previous orthodox 'self-reliant' approaches. However, excessive dependence on outsourcing limits the synergy between vibrant domestic and foreign markets. Using the Indian experience, this paper argues that international outsourcing of software, while commercially lucrative, is discouraging firms from taking on more complex projects at home. It highlights the shortcomings of outsourcing from India and suggests that software development must be rooted in a high technology policy that is integrated with the broader strategy of development. The study illustrates not only the relative success of a developing country but also underscores the persistent unequalising structural mechanisms that developing countries must contend with to foster local development. C1 Univ Washington, Comparat Int Dev Interdisciplinary Arts & Sci Pro, Tacoma, WA 98402 USA. RP D'Costa, AP, Univ Washington, Comparat Int Dev Interdisciplinary Arts & Sci Pro, 1900 Commerce St, Tacoma, WA 98402 USA. CR *INF PROD RES SERV, 1998, SOFTW IND MARK STAT *UN, 1999, WORLD INV REP FOR DI, P84 *WORLD BANK, 1999, ENT 21 CENT WORLD DE ANCHORDOGUY M, 2000, RES POLICY, V29, P391 BAJPAI N, 1998, 667 HARV I INT DEV, P9 BALASUBRAMANYAM A, 1997, WORLD DEV, V25, P1857 BEINVOGL F, COMMUNICATION BHATNAGAR S, 1991, VIKALPA, V16, P35 CASSIOLATO J, 1992, HI TECH IND DEV LESS CASSIOLATO J, 1992, HI TECH IND DEV LESS, P280 CORREA CM, 1996, WORLD DEV, V24, P171 COTTRELL T, 1996, INT COMPUTER SOFTWAR CYPHER JM, 1997, PROCESS EC DEV DCOSTA AP, 1995, CONT S ASIA, V4, P255 DCOSTA AP, 1999, UNPUB EXPORT GROWTH DCOSTA AP, 2000, CONT S ASIA, V9, P141 DCOSTA AP, 2000, KNOWLEDGE INCLUSIVE DEDRIK J, 1998, ASIAS COMPUTER CHALL DICKEN P, 1998, GLOBAL SHIFT TRANSFO, P230 EVANS P, 1995, EMBEDDED AUTONOMY ST, P106 FREEMAN C, 1987, TECHNOLOGY POLICY EC GRIECO JM, 1984, DEPENDENCY AUTONOMY HANNA N, 1995, 281 WORLD BANK, P52 HEEKS R, 1996, INDIAS SOFTWARE IND, P42 HPEREZ C, 1987, HI TECH IND DEV LESS JOSEPH KJ, 1997, IND UNDER EC LIBERAL, P79 KLEPPER R, 1998, OUTSCOURCING INFORMA MORISHIMA M, 1982, WHY JAPAN SUCCEEDED MORRISSUZUKI T, 1994, TECHNOLOGICAL TRANSF MOWERY DC, 1996, INT COMPUTER SOFTWAR NAGY H, 1994, 246 WORLD BANK, P98 NAIDU BV, 1999, UNPUB BANGALORE INFO NIOSI J, 1991, TECHNOLOGY NATL COMP OKAZAKI T, 1999, KONODAI B EC STUDIES, V11, P135 REDDY P, 1997, WORLD DEV, V25, P1821 SAXENIAN A, 1996, REGIONAL ADVANTAGE C SCHWARE R, 1992, WORLD DEV, V20, P143 SIWEK SE, 1993, INT TRADE COMPUTER S SRIDHARAN E, 1996, POLITICAL EC IND PRO, P169 UTTERBACK JM, 1994, MASTERING DYNAMICS I, P28 VONHIPPEL E, 1988, SOURCES INNOVATION NR 41 TC 1 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2002 VL 24 IS 7-8 BP 705 EP 723 PG 19 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 592LK UT ISI:000177939000004 ER PT J AU Fischer, MM Varga, A TI Technological innovation and interfirm cooperation: an exploratory analysis using survey data from manufacturing firms in the metropolitan region of Vienna SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE electronics; manufacturing; innovation; networking; regional innovation systems ID RESEARCH-AND-DEVELOPMENT; RESOURCE-BASED VIEW; NETWORKS AB This paper centres around two research questions: first, the identification of five types of networks that manufacturing firms located in the metropolitan region of Vienna may have created for different purposes and second, the question to what extent the likelihood of interfirm cooperation is conditioned by the general profile of manufacturing establishments and their technological resources. Although this paper focuses on the manufacturing sector a special emphasis is placed on the electronics industry. The study utilises a recent postal survey providing data on size and organisation, products and markets, research and development, innovation and interfirm relationships. The analysis of the first question finds that: first, networking does not yet seem to be a popular managerial and organisational concept for manufacturing firms located in the metropolitan region of Vienna; second, networking activities are primarily based on vertical relationships (customer, manufacturer supplier and producer service provider networks) rather than on horizontal linkages (producer networks, industry-university linkages); third, networks focusing on the later stages of the innovation process are less common than those focusing on the earlier stages; fourth, firms tend to rely on sources of technology from national and - especially - international networks. It appears that metropolitan networking is less common than has been thought. For technical advance spatial proximity does not seem to be very important. Turning to the second research question of the study, focusing on the adoption of the managerial and organisational concept of networking, the results are bolstering the argument that establishment traits and technology related-capabilities do play a role. The results achieved reveal, for example, that in-house research skills are a very good predictor for industry-university relationships. C1 Vienna Univ Econ & Business Adm, Inst Econ Geog Reg Dev & Environm Management, A-1090 Vienna, Austria. RP Fischer, MM, Vienna Univ Econ & Business Adm, Inst Econ Geog Reg Dev & Environm Management, Rossauer Lande 23, A-1090 Vienna, Austria. CR *OECD, 1992, TECHNOLOGY EC KEY RE ALDERMAN N, 1999, MAKING CONNECTIONS T, P79 BARNEY JB, 1986, MANAGE SCI, V32, P1231 CHESNAIS F, 1988, TECHNICAL COOPERATIO COHEN WM, 1989, ECON J, V99, P569 DEBRESSON C, 1991, RES POLICY, V20, P363 ECHEVERRICARROL.E, 1999, INNOVATION NETWORKS, P28 FISCHER MM, 1985, PROGR HUMAN GEOGRAPH, V9, P515 FISCHER MM, 1999, INNOVATION NETWORKS, P11 FREEMAN C, 1991, RES POLICY, V20, P499 HAKANSSON H, 1987, IND TECHNOLOGICAL DE HAM RM, 1995, ISSUES SCI TECHNOL, V11, P67 HATZICHRONOGLOU T, 1997, 2 STI ORG EC COOP DE JOHANNISSON B, 1991, ENTREP REGION DEV, V3, P67 KLINE SJ, 1996, POSITIVE SUM STRATEG, P275 LUNDVALL BA, 1988, TECHNICAL CHANGE EC, P349 MALECKI EJ, 1993, GEOGRAFISKA ANN B, V75, P131 MALECKI EJ, 1997, TECHNOLOGY EC DEV MALECKI EJ, 1999, MAKING CONNECTIONS T, P261 MOWERY DC, 1998, RES POLICY, V27, P507 NELSON R, 1982, EVOLUTIONARY THEORY NELSON RR, 1993, NATL INNOVATION SYST OINAS P, 1999, MAKING CONNECTIONS T, P7 PENROSE ET, 1959, THEORYR GROWTH FIRMR PORTER ME, 1980, COMPETITIVE STATEGY POWELL WW, 1990, RES ORGAN BEHAV, V12, P295 PROTER ME, 1986, COMPETITION GLOBAL I, P315 SAVIOTTI PP, 1998, RES POLICY, V26, P843 SIVITANIDOU R, 1999, INNOVATION NETWORKS, P109 STORPER M, 1997, REGIONAL WORLD TERRI SUAREZVILLA L, 1995, REG STUD, V29, P19 TEECE DJ, 1982, J ECON BEHAV ORGAN, V3, P39 TEECE DJ, 1988, TECHNICAL CHANGE EC, P256 TIJSSEN RJW, 1998, RES POLICY, V26, P791 WERNERFELT B, 1984, STRATEGIC MANAGE J, V5, P171 ZAIRI M, 1992, COMPETITIVE BENCHMAR NR 36 TC 2 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2002 VL 24 IS 7-8 BP 724 EP 742 PG 19 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 592LK UT ISI:000177939000005 ER PT J AU Kearns, A Gorg, H TI Linkages, agglomerations and knowledge spillovers in the Irish electronics industry: the regional dimension SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE knowledge spillovers; agglomerations; multinationals; regions; Ireland ID R-AND-D; GLOBALIZATION; ENTERPRISES; INNOVATION; LOCATION; CAPACITY; FIRMS AB This paper examines the extent of regional agglomeration of foreign and indigenous electronics firms and research and development (R&D) activity in the Irish electronics industry. In particular, we are interested in whether indigenous R&D activity is concentrated in the same regions and research areas as foreign R&D, which is necessary to facilitate successful knowledge spillovers between the two groups. While there is evidence that there are regional clusters of indigenous and foreign-owned firms, the data suggest that there is a low probability of successful knowledge spillovers from foreign to indigenous firms. This is because foreign-owned firms undertake R&D primarily in different regions and in different research areas than indigenous firms. This suggests two policy implications. First, the scale of indigenous R&D needs to be increased in order to improve indigenous absorptive capacity for spillovers. Second, the research areas of foreign and indigenous firms need to be highly correlated to optimise the potential for successful knowledge spillovers. C1 Univ Dublin Trinity Coll, Dept Econ, Dublin 2, Ireland. Univ Nottingham, Sch Econ, Nottingham NG7 2RD, England. RP Kearns, A, Univ Dublin Trinity Coll, Dept Econ, Dublin 2, Ireland. CR *REED EL RES, 1998, YB WORLD EL DAT 1997, V1 AUDRETSCH DB, 1996, AM ECON REV, V86, P630 AUDRETSCH DB, 1998, OXFORD REV ECON POL, V14, P18 BARRY F, 1997, ECON J, V107, P1798 BLOMSTROM M, 1998, J EC SURVEYS, V12, P247 BRACYK H, 1998, REG INNOVATION SYSTE CAMAGNI R, 1991, INNOVATION NETWORKS CANTWELL J, 1989, TECHNOLOGICAL INNOVA COHEN WM, 1990, ADMIN SCI QUART, V35, P128 CROWLEY M, 1996, NATL LINKAGE PROGRAM DASGUPTA P, 1987, EC POLICY TECHNOLOGI DEARCOS L, 1997, 9365 EIMS DUNNING JH, 1994, RES POLICY, V23, P67 ELLISON G, 1997, J POLIT ECON, V105, P889 GLAESER EL, 1992, J POLIT ECON, V100, P1126 GORG H, 1998, WP9812 U COLL DEP EC GRANSTRAND O, 1998, 3 C EUR UN IRD P NET GRILICHES Z, 1992, SCANDINAVIAN J EC, V94, P29 HALL P, 1996, SCI PUBL POLICY, V23, P215 JAFFE AB, 1986, AM ECON REV, V76, P984 JAFFE AB, 1989, AM ECON REV, V79, P957 KAUKO K, 1996, RES POLICY, V25, P321 KILLEEN MJ, 1975, J STAT SOCIAL ENQUIR, V23, P50 KILLEN L, 1998, 983 TRIN COLL KRUGMAN P, 1995, Q J ECON, V110, P857 KRUGMAN PR, 1991, GEOGRAPHY TRADE KRUGMAN PR, 1993, REV INT EC, V1, P110 KURGMAN PR, 1997, INT PERSPECTIVES IRI, P38 LALL S, 1978, OXFORD ECON PAP, V30, P217 MARSHALL A, 1920, PRINCIPLES EC INTRO MCALEESE D, 1978, OXFORD B ECON STAT, V40, P321 MCALEESE D, 1998, 981 TRIN COLL ODONNELLAN N, 1994, ECON SOC REV, V25, P221 OGORMAN C, 1967, IRISH INDIGENOUS SOF OMALLEY E, 1995, GEN RES SERIES, V167 OMALLEY E, 1998, Q EC COMMENTARY PEARCE R, 1995, IMPLICATIONS HOST CO PORTER ME, 1990, COMPETITIVE ADVANTAG QUAH DT, 1997, BANK ENGLAND Q B, V37, P49 QUINLAN K, 1995, RES DEV ACTIVITY IRE RUANE F, 1999, INVESTMENT INNOVATIO, P44 RUANE F, 1999, UNPUB GLOBALISATION SIKK AP, 1998, TECHNOL SOC, V20, P45 VENABLES AJ, 1995, AM ECON REV, V85, P296 VENABLES AJ, 1996, INT ECON REV, V37, P341 VERSPAGEN B, 1996, 95007 MERIT WHITE PA, 1980, J STAT SOCIAL INQUIR, V24, P51 NR 47 TC 1 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2002 VL 24 IS 7-8 BP 743 EP 763 PG 21 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 592LK UT ISI:000177939000006 ER PT J AU Rama, R Calatrava, A TI The advantages of clustering: the case of Spanish electronics subcontractors SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE activity-mix; electronics industry; outsourcing; skills; networks; clustering; region; Spain ID LOCAL MILIEU; AGGLOMERATION; INDUSTRY; NETWORKS; INNOVATORS AB This research analyses the potential benefits accruing to high-tech subcontractors through spatial clustering. We test our hypotheses with data on Spanish electronics subcontractors. We use a representative sample of 105 companies, with data on 31 different tasks performed to order and 44 electronics products produced for open markets. We perform Pearson chi(2) tests, exact tests and t-tests. Clustering accrues significant benefits to subcontractors, especially small or regional firms. First, clustering helps small and regional firms to secure outsourcing contracts. In contrast, in peripheral locations, contracts are secured by local affiliates of companies operating at the national level, rather than by regional companies. In such locations, subcontractors are relatively large plants that have diversified into electronics from other industries. Second, clustering enables subcontractors to participate in manufacturing of core products under contract (not only in services or auxiliary-industry subcontracting). Clustering also facilitates specialisation and improves scope economies in such firms. In clusters, product variety arises not only because of great diversification among plants, as usually held, but also due to great with in-establishment diversification in lines of customised production. Third, clustering per se does not facilitate subcontractors' participation in open markets, but location in specific regions does. C1 CSIC, Inst Econ & Geog, E-28006 Madrid, Spain. RP Rama, R, CSIC, Inst Econ & Geog, C Pinar,25, E-28006 Madrid, Spain. CR *ANIEL, 1996, INF SECT EL TEL *ANIEL, 1998, DIR EMPR SUBC SECT E *ARD I CAT TECN, 1996, 12 000 EMPR CAT *EAT, 1998, YB WORLD ELECT DATA *EUR COMM, 1992, 2373992ESP, P1 *EUR COMM, 1997, NOUV SOUS TRAIT IND *FCAVN, 1993, SECT EL INF CAPV *I EST COM MADR, 1993, CUENT SECT IND COM M *IEG, 1999, ENC SECT EL CCAA MAD *INE, 1996, ENC IND *INE, 1996, ENC INN TECHN EMPR *INE, 1997, ENV NAT EMPR *INEO, 1997, UNPUB MAGN SUPP PROV *MINER, 1996, TECHN INF EXP *MUND EL, 1996, RUT COMPR SECT EL ARDAN, 1996, 12 000 EMPRESAS COMU AUDRETSCH DB, 1996, AM EC REV, V86 AXELSSON B, 1992, IND NETWORKS NEW VIE BABA Y, 1995, RES POLICY, V24, P473 BAPTISTA R, 1995, EMOT WORKSH TECHN TH BAYON L, 1999, 15 JORNADAS EC IND M BECATTINI G, 1990, IND DISTRICTS INTERF, P37 BRUSCO S, 1990, IND DISTRICTS INTER, P37 CLARKE T, 1993, ENVIRON PLANN A, V25, P213 CONEJOS J, 1997, CANVI ENTRATEGIC CLU COOKE P, 1992, GLOBAL LOCALIZATION COOKE P, 1993, ENVIRON PLANN D, V11, P543 COSTA RR, 1992, INT J ADAPT CONTROL, V6, P19 DAHISTRAND AL, 1999, 12 DG EUR COMM DASILVEIRA G, 1998, INT J OPER PROD MAN, V18, P271 DEBRESSON C, 1991, RES POLICY, V20, P363 EASTON G, 1992, IND NETWORKS NEW VIE ELLISON G, 1999, AM ECON REV, V89, P311 ENRIGHT MJ, 1994, BERT S DYN FIRM STOC ERNST D, 1998, REV EC IND, P9 FAGERBERG J, 1995, CAMBRIDGE J ECON, V19, P243 FELDMAN MP, 1996, 9628 FS IV FREEMAN C, 1991, RES POLICY, V20, P499 GERTLER MS, 1995, ECON GEOGR, V71, P1 GRAY M, 1996, REG STUD, V30, P651 GRUPP H, 1998, FDN EC INNOVATION TH HAKANSSON H, 1992, IND NETWORKS NEW VIE HARRISON B, 1996, ECON GEOGR, V72, P233 HIRST P, 1995, ECON SOC, V20, P1 KEEBLE D, 1999, 12 DG EUR COMM LABRIANIDIS L, 1995, ENVIRON PLANN A, V27, P193 LUNDVALL BA, 1988, TECHNICAL CHANGE EC, P349 MALMBERG A, 1996, PROG HUM GEOG, V20, P392 MENENEDEZ LS, 1998, EC IND, V324 MOLERO J, 1996, RES POLICY, V2, P647 MONTERO AE, 1995, HOCIA ESTRATEGIA ESP MORGAN K, 1991, ENVIRON PLANN A, V23, P1469 MURDOCH J, 1995, ENVIRON PLANN A, V27, P731 PADMORE T, 1997, RES POLICY, V26, P625 PARK SO, 1996, PROG HUM GEOG, V20, P476 PAUL CJM, 1999, AM ECON REV, V89, P272 PENROSE E, 1959, THEORY GROWTH FIRM RAMA R, 2000, RERU, P93 SAVIOTTI P, 1994, INNOVATION TECHNOL I, P27 SIGNORINI LF, 1994, PAPERS REGIONAL SCI, V73, P369 SOUDER W, 1985, RES POLICY, V14, P151 SUAREZVILLA L, 1993, PAPERS REGIONAL SCI, V72, P369 SUAREZVILLA L, 1996, URBAN STUD, V33, P1155 SWEENEY SH, 1998, GEOGRAPHICAL ANAL, V30 TUROK I, 1993, REG STUD, V27, P401 NR 65 TC 1 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2002 VL 24 IS 7-8 BP 764 EP 791 PG 28 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 592LK UT ISI:000177939000007 ER PT J AU Rychen, F Zimmermann, JB TI Birth of a cluster: the microelectronics industry in the Marseilles Metropolitan Area SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE microelectronics; nomadism; territorial anchoring; proximity; France; Marseilles Metropolitan Area; cluster AB In this paper, we describe the emergence and the build-up up of an industrial and technological fabric in the microelectronics field, in the Marseilles Metropolitan Area, in the South of France. The origin of the process is the location of a new enterprise, called Eurotechnique, at Rousset in 1979, as a joint venture of the French industrial and financial group Saint-Gobain and the US National Semiconductors. This implantation has been done in the framework of a national industrial policy, without any consideration or relationship to local scientific and technological potential. This enterprise was integrated in 1983 into the structure of Thomson-Composants, semiconductor branch of the public industrial group Thomson CSF before the merger with the Italian SGS-Ates, giving rise to SGS-Thomson in 1987. After a period characterised by the creation of new small enterprises through spin-off operations, a serious crisis at the end of the 1980s led local actors to realise the weak territorial anchoring of the activity. The mobilisation of new institutional initiatives aimed at fostering cooperation between complementary competencies and the success of Gemplus, in the field of smart cards, have initiated the emergence of innovation networks on a territorial basis. This new dynamic issuing from the valorisation of proximity effects is likely to counteract the intrinsic inclination to nomadism in the microelectronics industry. C1 Univ Sci & Tech Lille Flandres Artois, GREQAM, F-59655 Villeneuve Dascq, France. Univ Sci & Tech Lille Flandres Artois, IDEP, F-59655 Villeneuve Dascq, France. CNRS, GREQAM, EHESS, F-13002 Marseille, France. CNRS, IDEP, F-13002 Marseille, France. RP Rychen, F, Univ Sci & Tech Lille Flandres Artois, GREQAM, F-59655 Villeneuve Dascq, France. CR *EL TECHN INSTR LA, SUBS AT ENG COMM AEC *OCDE, 1999, OCDE P PAR AMIN A, 1993, REV EC REGIONALE URB, V3, P405 COLLETIS G, 1993, REV EC REGIONALE URB, V3, P489 COLLETIS G, 1999, SCI SOC OCT COLLETISWAHK K, 1991, THESIS U PARIS SUD J CORIAT B, 1990, ATELIER ROBOT CREVOISIER O, 1994, REV EC IND DAVIET S, 1999, MEDITERRANEE, P33 DUPUY C, 1995, EC IND EC SPATIALE ERNST, 1997, 98 BRIE GARNIER J, 1991, UNPUB HAUTES TECHNOL GILLY JP, 1999, INT J URBAN REG RES IANSITI M, 1997, HARVARD BUSINESS MAY LORINO P, 1998, REALITES IND ANN MIN MARCH JG, 1991, ORGAN SCI, V2, P71 PERRAT J, 1992, REV EC REGIONALE URB, P795 PORTER ME, 1998, HARVARD BUSINESS NOV RALLET A, 1998, CLUSTERS REGIONAL SP STORPER M, 1997, REG WORLD TERRITORIA TORRE A, 1998, PROGR PLANNING, V3 WRNER E, 1994, RECHERCHE ZIMMERMANN JB, 1998, COMM COLL INT TECHN ZIMMERMANN JB, 1998, CONSTRUCTION TERRORI NR 24 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2002 VL 24 IS 7-8 BP 792 EP 817 PG 26 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 592LK UT ISI:000177939000008 ER PT J AU Suarez-Villa, L TI High technology clustering in the polycentric metropolis: a view from the Los Angeles metropolitan region SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE clustering; high technology; innovation; electronics industry; polycentric metropolis; Los Angeles region; industrial location ID RESEARCH-AND-DEVELOPMENT; ELECTRONICS INDUSTRIES; SILICON-VALLEY; STRATEGY AB This article examines the most significant assumptions on clustering and its impacts for high tech innovation and performance, with evidence from the Los Angeles metropolitan region. Geographical clusters in three advanced electronics industry groups (advanced computers, telecommunications and electromedical equipment manufacturing) are identified and related to the larger metropolitan context. Assumptions on the importance of clustering for R&D, inter-firm cooperation, productivity, small firm incubation, production costs, local embeddedness and industrial district effects are considered. Data from establishment surveys of clustered and non- clustered plants are then examined, to determine whether the assumptions diffused through much of the literature on high tech development correspond with the evidence found for the Los Angeles metropolitan region. The evidence provided in this article points to the need to consider the larger metropolitan context in order to understand the relationship between high tech clustering and the internal performance of manufacturing establishments. C1 Univ Calif Irvine, Sch Social Ecol, Dept Urban & Reg Planning, Irvine, CA 92697 USA. RP Suarez-Villa, L, Univ Calif Irvine, Sch Social Ecol, Dept Urban & Reg Planning, Irvine, CA 92697 USA. CR *DUN BRADSTR INF S, 1994, DUNS MARK ID *LOG ANG CHAMB COM, 1955, REP EL IND LOS ANG M *LOS ANG CHAMB COM, 1950, DIR MAN LOS ANG COUN *US BUR CENS, 1940, CENS POP *US BUR CENS, 1960, CENS POP *US BUR CENS, 1962, COUNT BUS PATT *US BUR CENS, 1968, CENS MAN *US BUR CENS, 1978, CENS MAN *US BUR CENS, 1982, CENS MAN *US BUR CENS, 1988, CENS MAN *US BUR CENS, 1990, CENS POP *US BUR CENS, 1991, COUNT BUS PATT *US BUR CENS, 1992, CENS MAN *US BUR CENS, 1995, COUNT BUS PATT ANGEL DP, 1991, ENVIRON PLANN A, V23, P1501 BERRY BJL, 1993, GEOGR ANAL, V25, P1 CLARK DL, 1981, LOS ANGELES CITY APA DOERINGER PB, 1995, ECON DEV Q, V9, P225 DORFMAN NS, 1983, RES POLICY, V12, P299 FRIEBERGER P, 1984, FIRE VALLEY MAKING P GIULIANO G, 1991, REG SCI URBAN ECON, V21, P163 GORDON P, 1986, ENVIRON PLANN A, V18, P161 HANSON D, 1982, NEW ALCHEMISTS SILIC HARRIS C, 1945, ANN AM ACAD POLIT SS, V242, P1 HELD JR, 1996, ECON DEV Q, V10, P249 IKLE D, 1960, P2077 RAND CORP ISARD W, 1956, LOCATION SPACE EC LIGHT I, 1988, METROPOLIS ERA MEGAC LOWOOD H, 1988, STEEPLES EXCELLENCE MALONE MS, 1985, BIG SCORE BILLION DO MAPS T, 1994, STREET GUIDE DIRECTO MARSHALL A, 1890, PRINCIPLES EC MILLER R, 1987, GROWING NEXT SILICON NADEAU R, 1960, LOS ANGELES MISSION OAKEY R, 1984, HIGH TECHNOLOGY SMAL PARK E, 1925, CITY PEGRUM DF, 1963, URBAN TRANSPORT LOCA PORTER ME, 1990, COMPETITIVE ADVANTAG RAND C, 1967, LOS ANGELES ULTIMATE RICHARDSON HW, 1977, NEW URBAN EC RICHARDSON HW, 1988, ANN REGIONAL SCI, V22, P1 ROGERS EM, 1984, SILICON VALLEY FEVER ROLLE AF, 1981, ANGELES PUEBLO CITY ROSENBERG N, 1963, J ECON HIST, V23, P414 SAXENIAN A, 1994, REGIONAL ADVANTAGE SCHIESL MJ, 1991, POSTSUBURBAN CALIFOR SCOTT AJ, 1993, TECHNOLOPOLIS SUAREZVILLA L, 1989, TIJDSCHR ECON SOC GE, V80, P194 SUAREZVILLA L, 1995, REG STUD, V29, P19 SUAREZVILLA L, 1996, ENVIRON PLANN A, V28, P783 SUAREZVILLA L, 1996, URBAN STUD, V33, P1155 SUAREZVILLA L, 1997, REGIONAL RESILIENCE SUAREZVILLA L, 1997, URBAN STUD, V34, P1343 SUAREZVILLA L, 1998, SMALL BUSINESS EC, V9, P5 WARNER SB, 1989, KNOWLEDGE IND ORG WEBER A, 1929, THEORY LOCATION IND WILLIAMS JC, 1998, INT J TECHNOL MANAGE, V16, P751 NR 57 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2002 VL 24 IS 7-8 BP 818 EP 842 PG 25 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 592LK UT ISI:000177939000009 ER PT J AU Wong, PK TI Globalisation of US, European and Japanese production networks and the growth of Singapore's electronics industry SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE electronics industry; production networks; Singapore; multinational corporations; technology management AB Over the last 15 years, Singapore has emerged as a major regional production hub for the global electronics industry, accounting for over 4% of global production and ranking within the top five countries in the world in terms of electronics manufacturing output. This paper traces the growth and transformation of electronics manufacturing activities by foreign multinational corporations (MNCs) in Singapore, and highlights significant differences in the nature of the production networks among global US, Japanese and European MNCs. The paper argues that the success of Singapore owes largely to her ability to leverage the competing but overlapping production networks of these major US, European and Japanese electronics firms to achieve rapid technological learning and industry upgrading. C1 Natl Univ Singapore, Sch Business, Ctr Management Innovat & Technopreneurship, Singapore, Singapore. Natl Univ Singapore, Sch Business, MSc Program Management Technol, Singapore, Singapore. RP Wong, PK, Natl Univ Singapore, Sch Business, Ctr Management Innovat & Technopreneurship, Singapore, Singapore. CR STRAITS TIMES 1998, YB WORLD EL DATA 199 *DEP STAT, YB STAT *DEP STAT, 1997, 33 DEP STAT *DEP STAT, 1997, 34 DEP STAT *EC COMM, 1986, SING EC NEW DIR *EDB, EDB YB *EDB, REP CENS IND PROD *EDB, SING INV NEWS *EDB, 1996, EL IND SING *EDB, 1997, EC DEV BOARD YB 1996 *GOV SING, 1991, NEXT LAP *IMD, WORLD COMP REP *MIN FIN, 1993, FIN REP COMM PROM EN *MIN TRAD IND EC P, 1991, STRAT EC PLAN DEV NA *MTI, EC SURV SING *MTI, 1991, STRAT EC PLAN SEP *NCB, 1995, SING IT MANP SURV 19 *NCB, 1997, SING IT MANP SURV 19 *NSTB, 1996, NAT SCI TECHN PLAN 2 *NSTB, 1999, NAT SURV R D 1998 *OECD, 1997, INF TECHN OUTL 1997 *UNCTAD, 1997, WORLD INV REP 1997 T ANGEL DP, 1994, REG STUD, V28, P187 BORRUS M, 1997, 100 BRIE BURRUS M, 1993, NEW CHALLENGES INT C CHEN EKY, 1995, CORPORATE LINKS FDI CHIA SY, 1995, CORPORATE LINKS FORE, P227 CHIA SY, 1997, MULTINATIONALS E ASI, P31 DOBSON W, 1993, JAPAN E ASIA TRADING DOBSON W, 1997, MULTINATIONALS E ASI ERNST D, 1992, COMPETING ELECT IND ERNST D, 1994, JAPANESE INVESTMENT, P29 ERNST D, 1997, 98 BRIE ERNST D, 1997, CHINA CIRCLE GOH KS, 1996, ASIAN PACIFIC EC LIT, V10, P1 ITAGAKI H, 1997, JAPANESE PRODUCTION ITOH M, 1995, CORPORATE LINKS FORE, P187 KOBAYASHI H, 1992, TONAN AIJA NIKKEI KI LEE TY, 1990, LOCAL ENTREPRENEURSH LEE TY, 1993, OVERSEAS INVESTMENT LIM L, 1992, WORLD DEV, V10, P585 LOW L, 1993, CHALLENGE RESPONSE 3 MURRAY G, 1996, SING GLOB CIT STAT NATARAJAN S, 1992, IMPACTS MNC INVESTME PORTER M, 1990, COMPETITIVE ADVANTAG SCHEIN E, 1996, STRATEGIC PRAGMATISM SCOTT A, 1987, REG STUD, V21, P49 SOON TW, 1992, HUMAN RESOURCE DEV U, P21 SOON TW, 1993, SINGAPORE PUBLIC POL TAKAYASU K, 1995, RIM PACIFIC BUSINESS, V1, P2 WONG PK, 1992, SCANDINAVIAN INT BUS, V1, P28 WONG PK, 1995, IND STRATEGY GLOBAL, P130 WONG PK, 1997, DEV INT COMP IND MAN WONG PK, 1997, IND INNOVATION, V4 WONG PK, 1998, SINGAPORE MANAGEMENT, V20, P43 WONG PK, 1999, 9906 UC CAL INF STOR WONG PK, 2000, IN PRESS INT J TECHN YAMASHITA S, 1991, TRANSFER JAPANESE TE NR 59 TC 2 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2002 VL 24 IS 7-8 BP 843 EP 869 PG 27 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 592LK UT ISI:000177939000010 ER PT J AU Bessant, J Knowles, D Briffa, G Francis, D TI Developing the agile enterprise SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE agility; continuous improvement; innovation; SMEs; dynamic capability; organisational development AB The problem facing enterprises in the late 20th century can be seen as the latest version of two long-standing puzzles to do with responding to demanding internal and external environments. The continuing search for solutions to these puzzles leads to investment in innovation - via R&D, technology transfer, etc. But evidence suggests that the key requirement is not solving the puzzle for one set of circumstances but in continually solving the problems as the puzzles mutate. This places emphasis on organisational capability - it is not what you know or what you can buy but how well you learn and adapt which is the key. We term this 'agility' - and this paper explores the definition in terms of the 'dynamic capability' view of strategic management. This paper draws on case study research being carried out as part of a major UK program of work looking at the development of agility in small and medium-sized manufacturing enterprises. The paper presents a reference model which seeks to explain and guide the development of agility within organisations. C1 Univ Brighton, Ctr Res Innovat Management, Brighton, E Sussex, England. RP Bessant, J, Univ Brighton, Ctr Res Innovat Management, Brighton, E Sussex, England. CR BESSANT J, 1991, MANAGING ADV MANUFAC BESSANT J, 1993, INT J TECHNOL MANAGE, V8, P197 BESSANT J, 1997, INT J TECHNOL MANAGE, V14, P1 BESSANT J, 1999, INT J INNOVATION MAN BESSANT J, 1999, INT J TECHNOLOGY MAN BEST M, 1990, NEW COMPETITION BOER H, 1999, CI CHANGES SUGGESTIO BOYNTON AC, 1993, IBM SYST J, V32, P40 CHIESA V, 1996, J PROD INNOVAT MANAG, V13, P105 DEGIES A, 1996, LIVING COMPANY ETTLIE J, 1988, TAKING CHARGE MANUFA GRANDORI A, 1995, ORGAN STUD, V16, P183 HAYES R, 1988, DYNAMIC MANUFACTURIN HOLTI R, 2000, CHANGE EVERYTHING ON IMAI K, 1987, KAIZEN MARTINUSSEN J, 1995, ELEMENTS SUCCESS CLU MONDEN Y, 1983, TOYOTA PRODUCTION SY NADVI K, IND CLUSTERS LESS DE NELSON R, 1982, EVOLUTIONARY THEORY NOHRIA N, 1992, NETWORKS ORG STRUCTU PAULK M, 1993, CAPABILITY MATURITY PENTLAND BT, 1994, ADMIN SCI QUART, V39, P484 PINE B, 1993, HARVARD BUSINESS SEP PINE BJ, 1993, MASS CUSTOMIZATION F PIORE M, 1982, 2 IND DIVIDE PORTER M, 1984, COMPETITIVE ADVANTAG PORTER M, 1990, COMPETITIVE ADV NATI PORTER M, 1997, KNOWLEDGE CAPITALISM PREISS K, 1996, COOPERATE COMPETE BU SCHMITZ H, 1992, IDS B, V23 SLACK N, 1992, MANUFACTURING ADV AC SUZAKI K, 1988, NEW MANUFACTURING CH TEECE D, 1992, DYNAMIC CAPABILITIES TEECE D, 1994, IND CORP CHANGE, V3, P537 TIDD J, 1989, FLEXIBLE AUTOMATION TIDD J, 1997, MANAGING INNOVATION TRANFIELD D, 1998, MANAGEMENT DECISION, V36 VOSS C, 1986, MANAGING ADV MANUFAC VOSS C, 1994, MADE BRITAIN WARNECKE HJ, 1992, FRACTAL COMPANY WICKENS P, 1987, ROAD NISSAN FLEXIBIL WOMACK J, 1997, LEAN THINKING NR 42 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2002 VL 24 IS 5-6 BP 484 EP 497 PG 14 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 586JB UT ISI:000177579900002 ER PT J AU Nilsson, L Elg, M Bergman, B TI Managing ideas for the development of new products SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE product development; idea management system; idea generation; innovation; intranet ID TECHNOLOGY-BASED FIRMS; INNOVATION AB It is ideas that act as initiators of new product development projects. In the literature, ideas for the development of new products are found to originate from different sources both external and internal to an organisation. For example, formalised product development processes use customer surveys and technology development in order to find ideas for new products while integration with a lot of other idea sources is less evident. Some organisations have identified this weakness and created arenas where ideas can be discussed and exchanged between individuals. One example of an arena is idea management systems, which are formal ways of capturing, examining, nurturing, storing and developing ideas created in an organisation. In this paper, the role of idea management systems in three multinational Swedish organisations is studied. The findings suggest that idea management systems can be used to introduce and strengthen the innovation capability of an organisation. C1 Linkoping Univ, Dept Mech Engn, Div Qual Technol & Management, SE-58183 Linkoping, Sweden. RP Nilsson, L, Linkoping Univ, Dept Mech Engn, Div Qual Technol & Management, SE-58183 Linkoping, Sweden. CR AKAO Y, 1990, QFD INTEGRATING CUST ALTSHULLER GS, 1994, ART INVENTING SUDDEN AMABILE TM, 1998, HARVARD BUS REV, V76, P77 BERGMAN B, 1998, P WORLD INN STRAT C BESSANT J, 1997, INT J TECHNOL MANAGE, V14, P1 CHENG YT, 1996, ORGAN SCI, V7, P593 COHEN WM, 1990, ADMIN SCI QUART, V35, P128 CONWAY HA, 1986, J PROD INNOVAT MANAG, V3, P276 COOPER RG, 1993, WINNING NEW PRODUCTS DAY GS, 1994, J PROD INNOVAT MANAG, V11, P69 FELDBERG JD, 1992, J PROD INNOVAT MANAG, V9, P278 FIOL CM, 1996, ACAD MANAGE REV, V21, P1012 GRIFFIN A, 1997, J PROD INNOVAT MANAG, V14, P429 HAUSER JR, 1988, HARVARD BUS REV, V66, P63 HEATH JA, 1994, QUAL PROG, V27, P35 MAITLAND I, 1982, MANAGEMENT JAPANESE MCGUINNESS N, 1990, J PROD INNOVAT MANAG, V7, P173 MURPHY SA, 1997, R&D MANAGE, V27, P5 OSBORNE A, 1993, APPL IMAGINATION QUINN JB, 1997, INNOVATION EXPLOSION RONGASWANY A, 1997, J MARKETING RES, V34, P177 SJOLANDER S, 1983, INNOVATION CORPORATE SOWREY T, 1987, GENERATION IDEAS NEW STEVENS GA, 1997, RES TECHNOL MANAGE, V40, P16 TERNINKO J, 1998, SYSTEMATIC INNOVATIO URBAN GL, 1993, DESIGN MARKETING NEW UTTERBACK J, 1971, ACAD MANAGEMENT J, V14 VANDERMERWE S, 1987, J PROD INNOVAT MANAG, V4, P256 VANDEVEN AH, 1986, MANAGE SCI, V32, P590 VONHIPPEL E, 1978, J MARKETING, V42, P39 VONHIPPEL E, 1986, MANAGE SCI, V32, P791 WHEELWRIGHT SC, 1992, REVOLUTIONIZING PROD WILSON J, 1966, APPROACHS ORG DESIGN YIN RK, 1989, CASE STUDY RES ZALTMAN G, 1973, INNOVATIONS ORG NR 35 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2002 VL 24 IS 5-6 BP 498 EP 513 PG 16 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 586JB UT ISI:000177579900003 ER PT J AU Sheather, G TI Transforming Australian manufacturing enterprises for global competitiveness SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE industry policy; best practice; manufacturing strategy; integrative planning; technology management; key performance indicators AB The title 'Transforming Australian manufacturing' presumes there is a need to review the performance of the manufacturing industries and the Government's sectorial policies for achieving best practice to leverage manufacturing capabilities of Australian firms. Pressures to reconfigure the manufacturing industry within Australia have been intense and diverse over the last decade in the face of globalisation, advanced technologies, innovation and commercialisation of R&D. Federal and State Governments' intervention and assistance programs to redress the situation have had varied degrees of success in the absence of a strategic approach to management by SME firms, in particular. This paper examines the structural situation facing the Australian economy and the problems confronting its manufacturing sector as it moves from traditional commodity to global information and knowledge-intensive industries. It explores the record of best practice initiatives taken to combat these pressures, provides a specification for defining the requirements for transforming our manufacturing firms' performance, and outlines a conceptual framework for firms to develop a strategic manufacturing capability for competitive advantage in global markets. A number of recommendations are made in these respects. C1 Univ Technol Sydney, Broadway, NSW 2007, Australia. RP Sheather, G, Univ Technol Sydney, POB 123, Broadway, NSW 2007, Australia. CR *ABF, 1998, ALT AUSTR FUT *ABS, 1997, MAN AUSTR *AIAA, 1998, AIAAS 1997 SURV IT T *AMC, 1991, INN MAN *AMC, 1994, LEAD WAY STUD BEST M *AMC, 1994, WEALTH ID *AMC, 1995, INN CYCL *AUS, 1995, TECHN ACC PROGR *AUSI, 1995, KEY PERF IND MAN *AUSI, 1997, NETWORK NEWS *BLS, 1997, AUSTR BUS LING SURV *CSIRO, 1999, ORG PERFORMANCE MEAS *DEL TOUCH DEL CON, 1998, GLOB MAN SURV 1998 V *DFAT, 1998, EXP PRIM MAN PROD AU *DISR, 1998, SCI INN, V4 *DIST, 1996, AUSTR BUS INN STRAT *DIST, 1997, BUS NETW PROGR *DSRD, 1999, NEWSL *DTI, 1993, INN BEST PRACT *DWRSB, 1998, STAT PORTR AUSTR BUS *INV AUSTR, 1998, INTRO WEALTH OPP *KPMG MON U, 1995, PLANN IMPL ADV MAN T *MITOC, 1995, BOOKL SER *NIES, 1995, COOP LEARN NETW PROJ ADAM D, 1994, AUSTR Q, V66 BARTLETT CA, 1994, HARVARD BUSINESS NOV, P79 BEAUMONT N, 1996, TECHNOLOGY PERFORMAN BENJAMIN R, 1995, SLOAN MANAGEMENT WIN, P174 BENNETT DJ, 1991, INT J TECHNOL MANAGE, P261 BRAIN P, 1999, MELTDOWN GLOBAL BATT BROWN S, 1996, STRATEGIC MANUFACTUR CAMPBELL AM, 1996, BUSINESS CHANGE REEN, V3, P45 CLARK C, 1996, STAFF INFORMATION PA DEAK L, 1997, OAW ZENTRALEUROPA ST, V3, P1 DELOITTE, 1994, STEPPING AUSTR DEMYER A, 1991, INT J TECHNOL MANAGE, P136 DIXON RJ, 1990, NEW PERFORMANCE CHAL DWYER L, 1990, PROMETHEUS, V8, P129 FEDROWS K, 1990, J QUALITY MANAGEMENT, V2, P47 FREEDMAN D, 1995, CAMBRIDGE J ECON, V19, P5 GARVIN DA, 1993, CALIF MANAGE REV, V35, P85 GARVIN DA, 1995, HARVARD BUSINESS SEP, P77 GELBER F, 1998, MANFACTURING PROSPER, P16 GENOFF R, 1998, MANUFACTURING PROSPE GHOSH S, 1998, HARVARD BUS REV, P127 GOLDMAN SL, 1995, AGILE COMPETITORS VI GREGORY RG, 1993, NATL INNOVATION SYST, P324 HAMEL G, 1994, COMPETING FUTURE HAMEL G, 1996, HARVARD BUSINESS JUL, P69 HANSEN HJ, 1895, ERGEBNISSE PLANKTON, V2, P1 HARRISON NJ, 1994, U TECHNOLOGY WORKING HARRISON NJ, 1996, EXECUTIVE SUMMARY 19 HARRISON NJ, 1997, INT BEST PRACTICE AD HAYES RH, 1994, HARVARD BUSINESS JAN, P77 HILL T, 1993, MANUFACTURING STRATE KAPLAN RS, 1992, HARVARD BUS REV, V70, P71 KIM GC, 1992, HOSPITAL MATERIAL MA, V13, P10 KIM J, 1997, P 4 INT M DEC SCI I, P688 LEEDMAN C, 1988, IND R D IMVESTMENT S LESTER RK, 1998, C GEN NEW WEALTH AUS MAANI KE, 1994, ASIA PACIFIC J QUALI, V3, P5 MAJCHRZAK A, 1995, SYMBIOSIS WORK TECHN, P95 MARSH I, 1997, 97024 AGSM U NSW MILLER HI, 1995, GENET ENG NEWS, V15, P4 MINOR ED, 1994, INT J OPER PROD MAN, V14, P5 MOSS KR, 1994, HARVARD BUSINESS JUL, P96 MOTWANI J, 1999, INT J OPER PROD MAN, V18, P965 ONEILL P, 1998, INT J OPER PROD MAN, V18, P832 ORR S, 1996, CRITICAL REV MANUFAC PATTINSON W, 1995, ABS C TECHN AD SKILL PISANO GP, 1995, HARVARD BUSINESS REV PLATTS KW, 1990, INT J OPER PROD MAN, V10, P5 PLATTS KW, 1992, MANUFACTURING STRATE PLATTS KW, 1993, INT J OPER PROD MAN, V13, P4 PORTER ME, 1996, HARVARD BUS REV, V74, P61 RIMMER M, 1996, REINVENTING COMPETIT ROEHM HA, 1991, MANAGEMENT ACCOU MAR, P40 SAMSON D, 1991, MANUFACTURING OPERAT SAUNDERS M, 1994, STRATEGIC PURCHASING SHEATHER G, 1996, COURSE NOTES BACHELO SHEATHER G, 1997, HPM IND CASE STUDY C SHEATHER G, 1998, MANUFACTURING PROSPE SHEATHER G, 1999, P DEC SCI I C ATH GR SHEATHER GD, 1995, AUSTR LIBR J FEB, P27 SHOEMAKER PJH, 1992, SLOAN MANAGEMENT AUT, P67 SKINNER W, 1969, HARVARD BUS REV, V47, P136 SKINNER W, 1996, PRODUCTION OPERATION, V5, P3 SWEENEY M, 1993, J GEN MANAGE, V18, P57 SWINK M, 1995, INT J OPER PROD MAN, V15, P4 TULLY S, 1993, FORTUNE, V127, P106 TUNALV C, 1992, INT J OPER PROD MAN, V12, P4 TWISS BC, 1992, MANAGING TECHNOLOGIC UPTON DM, 1994, CALIF MANAGE REV, V36, P72 VALARIS G, 1999, BUSINESS PROCESS MAN, V5, P65 VANDEVEN AH, 1993, J ENG TECHNOL MANAGE, V10, P23 VOLLMAN TE, 1991, IND MANAGEMENT DATA, V91, P24 VOSS C, 1992, MANUFACTURING STRATE WALSH P, 1995, QUALITY MAGAZINE DEC, P36 WHEELWRIGHT SC, 1996, PRODUCTION OPERATION, V5, P78 NR 99 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2002 VL 24 IS 5-6 BP 514 EP 541 PG 28 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 586JB UT ISI:000177579900004 ER PT J AU Sung, TJ Gilmour, P TI An empirical examination of the relationship between design, the NPI process and strategy implementation SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE new product innovation; business strategy; design; information industry; strategic alignment ID ELECTRONICS AB This study explores how five of Taiwan's information firms, Acer, FIC, Chuntex, Umax, and Mustek, use design to help implement the new product innovation (NPI) aspects of their overall business strategy. The primary findings of this study are: 1) different business strategies result in different levels of dependence on design attributes; 2) design attributes comprising design for image, design for features, design for use, design for cost, design for market, and design for quality were commonly found and highly performed by all five firms; 3) the higher the degree of strategic alignment perceived by the design manager, the greater the number of utility patents and design patents registered by the firm. In addition, four ways to examine the alignment between design and strategy have been proposed. C1 Natl Yunlin Univ Sci & Technol, Dept Ind Design, Yunlin 640, Taiwan. RP Sung, TJ, Natl Yunlin Univ Sci & Technol, Dept Ind Design, Taiwan 123,Sec 3,Univ Rd, Yunlin 640, Taiwan. CR BOOZ, 1982, NEW PRODUCTS MANAGEM COCHRANE I, 1995, DESIGN WEEK APR, P31 COOPER RG, 1987, J PROD INNOVAT MANAG, V4, P169 FUJIMOTO T, 1990, FIN TIM INT C PROD S FUJIMOTO T, 1991, DESIGN MANAGEMEN SPR, P29 GILMOUR P, 1991, COMPUT INTEGR MANUF, V4, P26 HEAP JP, 1989, MANAGEMENT INNOVATIO HELLRIEGEL D, 1989, ORG BEHAV HERTENSTEIN R, 1997, DESIGN MANAGEMEN SPR, P10 HISRICH RD, 1991, MARKETING DECISION N ISHIKAWA K, 1988, WHAT IS TOTAL QUALIT JOHNE A, 1995, EVALUATING PRODUCT D KANTER RM, 1983, CHANGE MASTER KEELEY L, 1992, COMMUNICATION AR MAY, P134 KUCZMARSKI TD, 1992, MANAGING NEW PRODUCT LOCH C, 1996, J PROD INNOVAT MANAG, V13, P3 MCGRATH ME, 1995, PRODUCT STRATEGY HIG MINTZBERG H, 1994, RISE FALL STRATEGIC MOZOTA B, 1990, DESIGN MANAGEMENT HD, P73 PORTER ME, 1985, COMPETITIVE ADV CREA POTTER S, 1991, BENEFITS COSTS INVES ROTHWELL R, 1994, INT MARKET REV, V11, P7 ROY R, 1993, DESIGN STUDIES, V14, P171 SNELSON PA, 1991, PERSPECTIVES MARKETI, V1, P193 SUNG TJ, 1997, J YUNLIN I TECHNOLOG, V6, P173 TURNER R, 1990, DESIGN MANAGEMENT UGHANWA DO, 1989, ROLE RESIGN INT COMP WALKER OC, 1987, J MARKETING, V51, P15 WALSH V, 1992, WINNING DESIGN WALSH V, 1995, INT J TECHNOL MANAGE, P489 WRIGHT P, 1987, STRATEGIC MANAGE J, V8, P93 YAP CM, 1994, J PROD INNOVAT MANAG, V11, P418 NR 32 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2002 VL 24 IS 5-6 BP 542 EP 556 PG 15 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 586JB UT ISI:000177579900005 ER PT J AU Huang, XL Steffens, P Schroder, B TI Managing new product development in the Chinese steel industry: an empirical investigation SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE new product development; innovation; Chinese steel industry; success; successful factors; product management ID SUCCESS; INNOVATION; FAILURE; DETERMINANTS; PERFORMANCE; COMPANIES; WINNERS AB This study explores several important aspects of the management of new product development (NPD) in the Chinese steel industry. Specifically it explores NPD success factors, the importance of management functions to new product success and measures of new product success from the perspective of the industry's practitioners. Based on a sample of 190 industrial practitioners from 18 Chinese steel companies, the study provides a mixed picture as China makes the transition from a centrally-controlled to market-based economy. On one hand, respondents ranked understanding users' needs as the most important factor influencing the performance of the new products. Further, formulating new product strategy and strengthening market research are perceived as the most important managerial functions in NPD. However, technical performance measures are regarded as more important and are more widely used in industry than market-based or financial measures of success. C1 Edith Cowan Univ, Fac Business, Churchlands, WA 6018, Australia. Univ Queensland, Technol Management Ctr, Brisbane, Qld, Australia. Monash Univ, Syne Business Sch, Frankston, Vic, Australia. RP Huang, XL, Edith Cowan Univ, Fac Business, Churchlands, WA 6018, Australia. CR *ED BOARD YB IR ST, 1995, YB IR STEEL IND CHIN *ED BOARD YB IR ST, 1996, YB IR STEEL IND CHIN *SPRU, 1972, SUCC FAIL IND INN ABRATT R, 1993, IND MARKET MANAG, V22, P169 ALI A, 1992, MALAYSIAS IND QUEST ALLEN B, 1982, NEW PRODUCTS DEV 198 ANCONA DG, 1992, ORGAN SCI, V3, P321 BRANSCOMB LM, 1993, EMPOWERING TECHNOLOG, P1 BROWN SL, 1995, ACAD MANAGE REV, V20, P343 COCHRAN B, 1964, WHY NEW PRODUCTS FAI CONROY R, 1992, TECHNOLOGICAL CHANGE COOPER RG, 1979, IND MARKET MANAG, V8, P124 COOPER RG, 1985, IND MARKET MANAG, V14, P179 COOPER RG, 1987, IND MARKET MANAG, V16, P215 COOPER RG, 1987, J PROD INNOVAT MANAG, V4, P169 COOPER RG, 1993, IND MARKETING MANAGE, V22 COOPER RG, 1993, J PROD INNOVAT MANAG, V10, P90 CRAIG A, 1992, EUR J MARKETING, V26, P1 DING J, 1995, EMERGING TECHNOLOGIC, P239 EDGETT S, 1992, J PROD INNOVAT MANAG, V9, P3 FAN Q, 1994, CHINAS EC REFORMS CO, P137 GEISLER E, 1993, INT J TECHNOL MANAGE, V8, P435 GRIFFIN A, 1993, J PROD INNOVAT MANAG, V10, P291 HARTNETT W, 1993, ISSUES SCI TECHNOL, V9, P23 HAY D, 1994, EC REFORM STATE OWNE HOPKINS DS, 1980, NEW PRODUCT WINNERS HUANG TS, 1999, INSECT BIOCHEM MOLEC, V29, P1 HUANG X, 1992, MANAGEMENT METALLURG, V8 HUANG X, 1994, 1994 AUSTR MARK C AD KOO AYC, 1993, CHIANS EC REFORM, P33 LANGRISH J, 1972, WEALTH KNOWLEDGE MAIDIQUE MA, 1984, IEEE T ENG MANAGE, V31, P192 MONTOYAWEISS MM, 1994, J PROD INNOVAT MANAG, V11, P397 PARRY ME, 1994, J PROD INNOVAT MANAG, V11, P15 PAVITT K, 1984, RES POLICY, V13, P343 PAVITT K, 1990, CALIFORNIA MANAG SPR, P17 ROTHWELL R, 1974, RES POLICY, V3, P258 ROTHWELL R, 1974, RES POLICY, V3, P30 RUBENSTEIN AH, 1976, RES MANAGEMENT MAY, P15 SHAW B, 1985, R&D MANAGE, V15, P283 SIMON DF, 1988, TECHNOLOGICAL INNOVA SONG XM, 1994, J PROD INNOVAT MANAG, V11, P105 UTTERBACK JM, 1976, IEEE T ENG MANAGE, P3 VONHIPPEL E, 1976, RES POLICY, V5, P212 VONHIPPEL E, 1980, MANAGEMENT RES INNOV, P53 VONHIPPEL E, 1988, SOURCES INNOVATIONG WALDER AG, 1995, CHINA Q, V144, P963 WANG FHL, 1993, SPE RESERVOIR ENG, V8, P108 WANG HJ, 1994, INT J TECHNOL MANAGE, V9, P564 WOOD A, 1994, CHINAS EC REFORMS CO, P21 YEH KC, 1993, CHINAS EC REFORM, P11 NR 51 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2002 VL 24 IS 5-6 BP 557 EP 568 PG 12 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 586JB UT ISI:000177579900006 ER PT J AU Killen, CP Hunt, R Ayres, B Janssen, C TI Strategic alliances for world competitiveness SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE strategic alliances; global competition; SMEs (small to medium enterprises); business networks; lean and agile organisations AB Strategic alliances and business networks can provide organisations with the capability and flexibility to compete with the world. This paper demonstrates the principles of alliances and networks, outlines some government initiatives in this area, and finishes with a case study of General Power Controls (GPC), an Australian manufacturer who successfully competes with other manufacturers throughout the world. C1 Univ Technol Sydney, Broadway, NSW 2007, Australia. Macquarie Univ, Grad Sch Management, Ctr Management Innovat & Technol, N Ryde, NSW 2109, Australia. GPC, Penrith, NSW 2750, Australia. RP Killen, CP, Univ Technol Sydney, POB 123, Broadway, NSW 2007, Australia. CR 1998, SUPPLY HOUSE TIMES, V41, P7 *AMC, 1994, WEALTH ID LINK HELP *AUS, 1996, BUS NETW BUS GROWTH *AUS, 1997, DEP BUSINESS NETWORK *AUS, 1997, LINKS SUCC BUS LINKS *DIST, 1995, PARTN DEV AMIDON D, 1997, INNOVATION STRATEGY ANDERSEN, 1997, STRATEGIC ALLIANCES BERGMAN B, 1997, SEMINAR PAPER CTR IN BESTERFIELD DH, 1995, TOTAL QUALITY MANAGE BUTTERY E, 1996, BUSINESS NETWORKS BU, P60 DAS TK, 1998, ACAD MANAGE REV, V23, P491 DEAN J, 1997, J SMALL BUS MANAGE, V35, P78 DODGE DD, 1998, BUSINESS EC REV, V44, P18 GILMOUR P, 1995, TOTAL QUALITY MANAGE GNOMESCASSERS B, 1996, ALLIANCE REVOLUTION INKPEN AC, 1998, ACAD MANAGEMENT EXEC, V12, P69 JUTRAS C, 1998, SUPPLY CHAIN MANAGEM, P87 LEWIS JD, 1995, CONNECTED CORPORATIO NESHEIM T, 1996, BUSINESS NETWORKS BU, P365 POIRIER CC, 1996, SUPPLY CHAIN OPTIMIZ RULE E, 1999, PHARM EXECUTIVE, V19, P78 SEGIL L, 1998, STRATEGY LEADERSHIP, V26, P12 WEAVER KM, 1997, NETWORKS NEWS SEP, P6 NR 24 TC 1 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2002 VL 24 IS 5-6 BP 569 EP 582 PG 14 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 586JB UT ISI:000177579900007 ER PT J AU Gunawan Igel, B Ramanathan, K TI Innovation networks in a complex product system project: the case of the ISDN project in Indonesia SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE innovation; network; ISDN; complex product system; project; telecommunication; Indonesia ID TECHNOLOGY; INDUSTRY; SCIENCE AB The innovation in simple or mass products has been studied widely. This study is to explore the innovation network in a complex product, namely an Integrated Services Digital Network (ISDN) project in Indonesia. This project is driven and implemented by network partners consisting of a domestic telecommunication operator, switch suppliers, CPE suppliers, a consultant, experts, an international network operator, an investor, a regulatory body and users. This study shows that a developing country has the capability to manage a complex product project. The level of technological capability to manage it, is likely to be different according to the country's technological and economic development level. It has also identified that the majority characteristics of ISDN confirm the hypothetical characteristics of a complex product. C1 Univ Surabaya, Fac Engn, Surabaya 60292, Indonesia. Asian Inst Technol, Sch Management, Pathum Thani 12120, Thailand. Univ Western Sydney Nepean, Sch Quantitat Business Methods & Operat, Kingswood, NSW 2747, Australia. RP Gunawan, Univ Surabaya, Fac Engn, Jl Raya Kalirungkut, Surabaya 60292, Indonesia. CR *I3UF, 1997, GUID ISDN IN BRUCE M, 1995, TECHNOVATION, V15, P535 DAVIES A, 1995, INNOVATION LARGE TEC DEBACKERE K, 1994, TECHNOL ANAL STRATEG, V6, P21 DODGSON M, 1993, TECHNOLOGICAL COLLAB ECONOMIDES N, 1994, QUALITY RELIABILITY EISENHARDT KM, 1989, ACAD MANAGE REV, V14, P532 FLOYD JI, 1995, FROEHLICH KENT ENCY, V10 FREEMAN C, 1991, RES POLICY, V20, P499 GEMUNDEN HG, 1992, R&D MANAGE, V22, P359 HABIBIE BJ, 1990, INT J TECHNOL MANAGE, V5, P489 HAGEDOORN J, 1993, STRATEGIC MANAGE J, V14, P371 HOBDAY M, 1995, GRK31756 ESPRC LAMPEL J, 1995, R D MAN C PIS NOV LANGLOIS RN, 1992, RES POLICY, V21, P297 MILLER D, 1987, STRATEGIC MANAGE J, V8, P55 MILLER R, 1995, IND CORP CHANGE, V4, P363 MITCHELL W, 1996, STRATEGIC MANAGE J, V17, P169 RAMANATHAN K, 1994, TECHNOLOGICAL FORECA, V46, P221 REDDY N, 1990, TECHNOLOGICAL FORECA, V38, P49 RYCROFT RW, 1994, RES POLICY, V23, P613 SHAW B, 1996, R&D MANAGE, V26, P255 TODTLING F, 1994, TECHNOVATION, V14, P323 UTTERBACK JM, 1993, RES TECHNOLOGICAL IN, V5, P47 WISSEMA JG, 1991, LONG RANGE PLANN, V24, P33 NR 25 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2002 VL 24 IS 5-6 BP 583 EP 599 PG 17 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 586JB UT ISI:000177579900008 ER PT J AU Sihn, W Tutsch, H TI Networks and the role of service brokers SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE virtual enterprises (VEs); small and medium-sized enterprises (SMEs); cooperating networks; service broker; life cycles AB Global competition is characterised by different regional production factors and varying demands on the product function, quality and performance. Success is no longer solely determined by consistent market orientation but is becoming increasingly dependent on regional contributions to production and employment. Crucial success factors are cooperation, the availability of components in a country and the use of the existing infrastructure. Thus, many companies are intensifying international production capacities or shifting their existing capacity to foreign markets in order to sell their products in both domestic and international markets. With this strategy, global market-oriented networks are formed in which independent partners each contribute their core competencies. In the following article, certain aspects and approaches to activate the performance potentials necessary for global competition are described. Virtual enterprises, such as cooperating networks, enable a close-to-the-customer production system which is characterised not only by proximity to the market but also by extremely flexible capacities and short shipping times. For small and medium-sized enterprises, this provides the unique opportunity to participate in global competition and use this opportunity to their maximum advantage. The intention of this article is not only to identify the advantages associated with the creation of a virtual enterprise, but to present ways to create a successful virtual enterprise, namely by supporting virtual enterprises through a service and management centre which offers help throughout all stages of the life cycle. C1 Fraunhofer IPA, Corp Management Div, D-70569 Stuttgart, Germany. RP Sihn, W, Fraunhofer IPA, Corp Management Div, Nobelstr 12, D-70569 Stuttgart, Germany. CR HEINZE H, 1997, EUROPAISCHE HOCHSCHU, V213 MERTENS P, 1996, WIRTSCHAFTSWISSENSCH, V6, P280 MERTENS P, 1997, 18 SAARBRUCKER ARBEI RILLING G, 1997, KOORDINATION PRODUKT SCHONSLEBEN P, 1997, 2 IRR PROD UP 97 WIE SIHN W, 1995, AUFBRUCH FRAKTALEN U, P95 SIHN W, 1995, P 5 INT FAIM C, P663 WARNECKE HJ, 1993, FRACTAL COMPANY REVO WEBER J, 1995, MODULARE ORG INTERNA WELL B, 1996, NEUE STRATEGISCHE MA WILDEMANN H, 1997, DELPHI STUDIE UNTERN WILDEMANN H, 1997, Z BETRIEBSWIRT, V4, P417 NR 12 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2002 VL 24 IS 5-6 BP 600 EP 611 PG 12 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 586JB UT ISI:000177579900009 ER PT J AU Biondi, V Iraldo, F Meredith, S TI Achieving sustainability through environmental innovation: the role of SMEs SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE environmental innovation; sustainability; SMEs; technological innovation; networks; environment management systems AB In this paper, technological and managerial innovation are seen as the dual keys to achieving environmental sustainability. Much research on environmental sustainability has focused upon the role of large organisations. Traditionally, they have been perceived as major contributors to environmental degradation and their task is to find innovative solutions to minimise pollution. However, small and medium sized enterprises (SMEs) represent more than 80% of enterprises operating throughout Europe and this identifies them as significant contributors to environmental problems. This paper, based upon the findings of two research projects funded by the European Commission, focuses on SMEs' potential to innovate environmentally and the role they can play in minimising industry's environmental impact. It identifies the barriers, motivating factors and benefits experienced by SMEs and places emphasis on effective networking as a support for environmental innovation. C1 Bocconi Univ, I-20122 Milan, Italy. Univ Brighton, CENTRIM, Ctr Res Innovat Management, Brighton BN1 9PH, E Sussex, England. RP Biondi, V, Bocconi Univ, Viale Filippetti 9, I-20122 Milan, Italy. CR *IEFE, 1997, EMAS PIL PROJ 3 PROG BIONDI V, 1997, P EC AUD C ORG ERP E BIONDI V, 1997, UNCTAD EXP M TRAD IN CAIRNCROSS F, 1991, COSTING EARTH ELKINGTON J, 1991, GREEN BUSINESS GUIDE FREEMAN C, 1984, EC IND INNOVATION FREY M, 1997, P 2 INT WORKSH INN S GLADWIN TN, 1993, ENV STRATEGIES IND I, P37 HANSEN OE, 1998, ADV EUROPEAN ENV POL HILLARY R, 1995, SMALL FIRMS ENV MEREDITH S, 1997, EUR PROJ C P P 7 INT ROTHSTEIN J, 1992, HASTINGS CENT REP, V22, P3 SCHMIDHEINY S, 1992, CHANGING COURSE GLOB SCHUMPETER JA, 1939, BUSINESS CYCLES SMITH D, ENV MANAGEMENT BUSIN TIDD J, 1997, MANAGING INNOVATION VANDIJKEN K, 1999, ADOPTION ENV INNOVAT WELFORD R, 1993, ENV MANAGEMENT BUSIN WILLUMS JO, 1992, IDEAS ACTION BUSINES NR 19 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2002 VL 24 IS 5-6 BP 612 EP 626 PG 15 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 586JB UT ISI:000177579900010 ER PT J AU Raine, JK Beukman, CP TI University technology commercialisation offices a New Zealand perspective SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE contract research; technology commercialisation; university-industry liaison; rapid product development ID INDUSTRIAL-INNOVATION AB Declining public funding of tertiary education in New Zealand has encouraged universities to grow research-funding links with business and industry, and to commercialise technology and other intellectual property arising from staff and student research. This paper discusses the role of university-industry liaison offices or companies in the commercialisation process. Technology commercialisation models being applied at the University of Canterbury are also presented. A preferred model is used to reduce early stage costs and complexity, to facilitate development project partnerships and investor participation, and to enhance future research funding opportunities. It also recognises the differences in culture and strategic aims of universities and industries, and aims to give value to both the university and its industrial partners. C1 Univ Canterbury, Christchurch 1, New Zealand. RP Raine, JK, Univ Canterbury, Private Bag 4800, Christchurch 1, New Zealand. CR *OECD, 1997, BAS SCI TECHN STAT BEUKMAN CP, 2001, P 8 ANN AUSTR C ENG, P93 BLOEDON RV, 1994, RES TECHNOL MANAGE, V37, P44 BOLLINGER L, 1983, RES POLICY, V12, P1 BRAY MJ, 2000, J BUS VENTURING, V15, P385 COOPER RG, 1993, WINNING NEW PRODUCTS CUKOR P, 1992, RES TECHNOL MANAGE, V35, P31 DANIELS G, 1993, FRONTIERS ENTREPRENE, P598 DORFMAN NS, 1983, RES POLICY, V12, P299 EVANS DA, 1996, ICAA MEMB C FEBR EVANS DJ, 1999, R&D MANAGE, V29, P47 FELLER I, 1990, RES POLICY, V19, P335 GEE RE, 1993, INT J TECHNOL MANAGE, V8, P652 JOHNSTONE PT, 1997, P 3 C POSTGR STUD, P41 KATTERMN L, 1995, SCIENTIST, V9, P10 LEE YS, 1996, RES POLICY, V25, P843 LOWE J, 1993, TECHNOL ANAL STRATEG, V5, P27 MANSFIELD E, 1996, RES POLICY, V25, P1047 MANSFIELD E, 1998, RES POLICY, V26, P773 MARKHAM SK, 1999, N CAROLINA STATE U W OLOFSSON C, 1993, FRONT ENTR RES P ANN, P610 PORTER ME, 1998, HARVARD BUSINESS NOV RAINE JK, 1994, J ENG DESIGN, V5, P353 RAINE JK, 1997, P 8 INT STIRL ENG C, P169 RAINE JK, 1998, REV CANTERPRISE ROBERTS EB, 1991, ENTREPRENEURS HIGH T SHENHAR AJ, 1993, INT J TECHNOL MANAGE, V8, P611 SMITH PG, 1991, DEV PRODUCTS HALF TI STANKIEWICZ R, 1986, ACAD ENTREPREUNEURS STANKIEWICZ R, 1994, SCI PUBL POLICY, V21, P99 NR 30 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2002 VL 24 IS 5-6 BP 627 EP 647 PG 21 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 586JB UT ISI:000177579900011 ER PT J AU Wang, T Pollard, R TI Selecting a technical strategy for high-tech enterprises in developing countries - a case study SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE developing country; high-tech firms; technical strategy; product development strategy AB Some developing countries have experienced rapid growth in trade and investment as a consequence of increasingly liberal trade restrictions and increasingly intense global competition. However, high-tech manufacturing firms in developing countries often suffer in competition with their counterparts in developed countries. Fledgling firms in developing countries must identify appropriate strategies to flourish in times of national growth. By examining the Legend Company Group, a successful computer enterprise in the People's Republic of China, it is shown that firms in developing countries can gain a foothold in high-tech industrial markets, especially in their domestic market. Three key strategies are identified that are thought to be generalisable to other high-tech manufacturing enterprises in developing countries. They are: (i) exploiting market opportunities for growth consistent with the firm's capacity and competitive advantage, (ii) continually expanding the business to acquire expertise and capital to enable increasingly sophisticated processes, and (iii) cooperating with technical forerunners. C1 Monash Univ, Dept Mkt, Caulfield, Vic 3145, Australia. RP Wang, T, Monash Univ, Dept Mkt, POB 197, Caulfield, Vic 3145, Australia. CR FORD D, 1996, TECHNOLOGY STRATEGY, P70 KATZ ML, 1987, AM ECON REV, V77, P402 TEECE DJ, 1976, MULTINATIONAL CORPOR, P17 YANG D, 1996, J SCI MANAGEMENT RES, V14, P17 NR 4 TC 2 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2002 VL 24 IS 5-6 BP 648 EP 655 PG 8 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 586JB UT ISI:000177579900012 ER PT J AU Drejer, A TI Integrating product and technology development SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE integration; product development; technology development AB Increasing competition on product, firm, and industry level makes it ever important to be able to develop new products and - at the same time develop the necessary new technologies for producing those new products. In this paper we shall take a look at how four case firms go about integrating their product and technology development. This serves as the basis on which we shall base a model for this kind of integration and a general definition of possible means for integrating product and technology development. C1 Univ Aalborg, Dept Prod, DK-9220 Aalborg, Denmark. RP Drejer, A, Univ Aalborg, Dept Prod, Fibigerstr16, DK-9220 Aalborg, Denmark. CR BHALLA S, 1987, EFFECTIVE MANAGEMENT BURBRIDGE JL, 1987, COMPUTERS IND, V9 CHECKLAND P, 1981, SYSTEMS THINKING SYS CHURCHMAN CW, 1968, CHALLENGE REASON DAM A, 1994, INTEGRATED PRODUTIVI DREJER A, 1995, EMPIRICAL APPROACHES DREJER A, 1995, THEORETICAL APPROCHE DREJER A, 1996, TECHNOLOGY ANAL STRA DREJER A, 1996, THESIS AALBORG U DREJER A, 1997, INT J MAT PRODUCT TE, V12 DRUCKER PF, 1955, PRACTICE MANAGEMENT FRICK J, 1990, P CIM EUR 90 FRICK J, 1990, THESIS AALBORG U GALBRAITH JR, 1986, STRATEGY IMPLEMENTAT HAMMER M, 1990, HARVARD BUSINESS JUL HANSEN PHK, 1992, P 7 IPS RES SEM FUGL, P224 HASSELRIS M, 1993, THESIS TU DENMARK MARCH JG, 1992, REASON CHANGE MILES RE, 1978, ORG STRATEGY STRUCTU MINTZBERG H, 1991, STRATEGY PROCESS MINTZBERG H, 1994, RISE FALL STRATEGIC MOLLER C, 1995, THESIS AALBORG U MORGAN G, 1986, IMAGES ORG PORTER ME, 1991, HARVARD BUSINESS REV PRAHALAD CK, 1993, RES TECHNOLOGY M NOV QUINN JB, 1992, INTELLIGENT CORPORAT RIIS JO, 1992, COMPUTERS IND, V4 STALK G, 1990, COMPETING TIME SUN H, 1993, THESIS AALBORG U VOSS CA, 1989, P UK OP MAN ASS ANN NR 30 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2002 VL 24 IS 2-3 BP 124 EP 142 PG 19 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 582WL UT ISI:000177374100002 ER PT J AU Lu, IY Chang, TJ TI A contingency model for studying R&D-marketing integration in NPD context SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE New Product Development (NPD); integrative mechanisms; R&D-marketing integration; contingency view ID PRODUCT DEVELOPMENT; INNOVATION; INTERFACE; COMMUNICATION; JAPANESE; PERSONNEL; PROJECTS; FIRMS AB For studying R&D-marketing integration in new product development (NPD) context, a contingency model and eight hypotheses are developed, in which a contingency framework is proposed to cover the inter-functional integrative mechanisms, the interface relationships between R&D and marketing during NPD processes, and the moderating effects of three situational factors. These hypotheses are empirically tested in a survey study involving 42 NPD teams from 105 firms in widely varying industries in Taiwan. In all, 126 usable responses were gathered from the team leader, R&D and marketing manager at each team, representing an effective response rate of 40%. The results indicate that the five inter-functional climate mechanisms proposed in this study will contribute to R&D-marketing integration in NPD teams. The results also suggest that, to facilitate R&D-marketing integration, the effect of team formalisation could be the dominant of the various situational factors, and the perceived level of R&D-marketing integration relates positively to the team formalisation. On the other hand, under the moderating influences of the various situational factors, the effect of centralisation on R&D-marketing integration is divergent. However, the R&D-marketing integration of Defender teams is correlated negatively with the degree of team centralisation in the initial stages of NPD. Finally, it could be determined whether the Prospector teams belong to high-tech firms or not, the perceived level of R&D-marketing integration and of integrative mechanisms being higher than that of Defender teams. C1 Natl Sun Yat Sen Univ, Inst Business Management, Kaohsiung 804, Taiwan. RP Lu, IY, Natl Sun Yat Sen Univ, Inst Business Management, Kaohsiung 804, Taiwan. CR AIKEN M, 1968, AM SOCIOL REV, V33, P912 BONOMA TV, 1977, ORG INTEGRATION 3 RO CHURCHILL GA, 1979, J MARKETING RES, V16, P64 COOPER RG, 1983, R&D MANAGE, V13, P1 DAFT RL, 1984, ACAD MANAGE REV, V9, P284 DEMEYER ACL, 1985, RES POLICY, V14, P315 GRIFFIN A, 1992, MANAGE SCI, V38, P360 GUPTA AK, 1985, J PROD INNOVAT MANAG, V2, P12 GUPTA AK, 1986, J MARKETING, V50, P7 GUPTA AK, 1987, RES MANAGE, V30, P38 HAGE J, 1969, ADM SCI Q, V14, P366 HAGE J, 1971, AM SOCIOL REV, V36, P860 LAWRENCE PR, 1967, ADM SCI Q, V12, P1 LU IY, 1997, P 1997 11 AS QUAL S, P442 MILES R, 1978, ORG STRATEGY STRUCTU MOENAERT RK, 1990, J PROD INNOVAT MANAG, V7, P91 MOENAERT RK, 1994, J PROD INNOVAT MANAG, V11, P31 MOENAERT RK, 1995, IEEE T ENG MANAGE, V42, P243 NORTON J, 1994, IEEE T ENG MANAGE, V41, P5 OLSON EM, 1995, J MARKETING, V59, P48 PERROW C, 1967, AM SOCIOL REV, V32, P194 ROBBINS SP, 1990, ORG THEORY STRUCTURE RUEKERT RW, 1987, J MARKETING, V51, P1 SONG XM, 1993, RES TECHNOL MANAGE, V36, P32 SONG XM, 1995, IEEE T ENG MANAGE, V42, P360 SOUDER WE, 1981, IND MARKET MANAG, V10, P67 SOUDER WE, 1987, MANAGING NEW PRODUCT SOUDER WE, 1992, J MANAGE STUD, V29, P485 TAKEUCHI H, 1986, HARVARD BUS REV, V64, P137 VONHIPPEL EA, 1987, TECHNOL REV, V80, P30 WIND Y, 1981, RES MARKETING, V5, P237 NR 31 TC 2 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2002 VL 24 IS 2-3 BP 143 EP 164 PG 22 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 582WL UT ISI:000177374100003 ER PT J AU von Zedtwitz, M Gassmann, O TI Managing customer oriented research SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE research management; customer orientation; R&D organisation; long-term/short-term dilemma; technology transfer ID RESEARCH-AND-DEVELOPMENT; INDUSTRIAL BASIC RESEARCH; TECHNOLOGY; ORGANIZATION; COMPANIES AB Insufficient technology transfer between research and its customers is one of the key weaknesses in industrial R&D. Since knowledge transfer to development and other corporate partners is the only raison d'(e) over cap tre for industrial research, R&D management should place more emphasis on developing the transfer capacity of its researchers. Based on analysis of more than 200 research interviews in 62 companies, we focus on the management interface between research scientists and development teams. We identify five principal dilemmas for managing customer oriented research: the short/long-term dilemma, simultaneity and uncertainty, surrender of project ownership, technocentricity and need fulfilment, specialisation and integration. These concepts are illustrated with five examples of R-to-D management at Siemens, ABB, General Electric, EGU, and Rolic. Although geographical, functional, and socio-behavioural distances call for a stronger consideration of research-development integration, research must retain a sufficient degree of independence. We propose a transfer oriented model for managing the R-to-D process, from what is possible to what is necessary. Aligning research activities with market requirements may be the only survival strategy for many corporate research centres. C1 Int Inst Management Dev, CH-1001 Lausanne, Switzerland. Univ St Gallen, Inst Technol Management, CH-9000 St Gallen, Switzerland. RP von Zedtwitz, M, Int Inst Management Dev, Chemin Bellerive 23,POB 915, CH-1001 Lausanne, Switzerland. CR *DAIML, 1998, DAIML HEADL, P6 ALLEN TJ, 1977, MANAGING FLOW TECHNO BOUTELLIER R, 1997, CHALLENGES 21 CENTUR, P481 BOUTELLIER R, 1999, MANAGING GLOBAL INNO BROCKHOFF K, 1997, IND RES FUTURE COMPE BROCKHOFF KK, 1996, HDB TECHNOLOGY MANAG, V27 CHESTER AN, 1995, RES TECHNOL MANAGE, V38, P14 COHEN HS, 1979, RES MANAGE, V22, P11 COHEN LY, 1998, RES TECHNOL MANAGE, V41, P34 DETZ CM, 1996, RES TECHNOL MANAGE, V39, P30 DIMANESCU D, 1996, WORLD CLASS NEW PROD DOHENYFARINA S, 1992, RHETORIC INNOVATION, P1 EDELHEIT LS, 1998, RES TECHNOL MANAGE, V41, P21 EIDT CM, 1997, RES TECHNOL MANAGE, V40, P29 ELDRED EW, 1997, RES TECHNOL MANAGE, V40, P29 ELDRED EW, 1997, RES TECHNOL MANAGE, V40, P41 FROSCH RA, 1996, RES TECHNOL MANAGE, V39, P22 GASSMANN O, 1996, WISSENSCHAFTSMANAGEM, P138 GASSMANN O, 1997, INT F E MANAGEMENT GASSMANN O, 1997, MANAGING R D 21 CENT GASSMANN O, 1998, R&D MANAGE, V28, P147 GASSMANN O, 1999, RES POLICY, V28, P231 GOMORY RE, 1989, RES TECHNOL MANAGE, V32, P27 GOTO T, 1997, CHALLENGES 21 CENTUR, P475 GROENVELD P, 1997, RES TECHNOL MANAGE, V40, P48 HAEDRICH H, 1996, INT INNOVATIONSMANAG, P127 HERBERT E, 1990, RES TECHNOL MANAGE, V33, P28 IANSITI M, 1998, TECHNOLOGY INTEGRATI IMWINKELRIED B, 1996, INT INNOVATIONSMANAG, P83 KHURANA A, 1997, SLOAN MANAGE REV, V38, P103 LAMNEK S, 1993, QUALITATIVE SOZIALFO, V2 LEIFER R, 1987, IEEE T ENG MANAGE, V34, P71 LEONARDBARTON D, 1995, WELLSPRINGS KNOWLEDG LITTLE AD, 1997, PRIORITY ISSUES TECH NITTA T, 1997, CHALLENGES 21 CENTUR, P260 NONAKA I, 1995, KNOWLEDGE CREATING C ODLYZKO AM, 1996, RES TECHNOL MANAGE, V39, P9 PATEL P, 1992, TECHNOLOGY MANAGEMEN, P53 PAVITT K, 1985, INT TECHNOLOGY TRANS, P3 ROBERTS EB, 1996, R&D MANAGE, V26, P17 SARTAIN JR, 1998, MANAGEMENT TECHNOLOG, P309 SOUDER WE, 1989, RES TECHNOL MANAGE, V32, P38 VONZEDTWITZ M, 1996, INT INNOVATIONSMANAG, P143 VONZEDTWITZ M, 1999, THESIS WANG W, 1997, MEKANISTEN, P36 WEYRICH C, 1995, SIEMENS REV FAL, P1 WEYRICH C, 1996, INT INNOVATIONSMANAG, P119 WHEELWRIGHT SC, 1992, REVOLUTIONIZING PROD WHITTY G, 1998, ED SOCIAL JUSTICE, V1, P2 YIN RK, 1988, CASE STUDY RES DESIG NR 50 TC 3 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2002 VL 24 IS 2-3 BP 165 EP 193 PG 29 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 582WL UT ISI:000177374100004 ER PT J AU van Mal, HH van den Molengraaf, JCM van den Broek, RHAM TI Customer oriented scientific design: a 'contradiction in terminis' or a winning combination? SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE Quality Function Deployment (QFD); customer oriented design; Scientific Design Process (SDP) AB Customer oriented design is more and more important. Quality Function Deployment is often used as a toot to better catch customer wants and has them translated into design specifications. The design specifications are then translated into design specifications of the production system. QFD is not always a sufficient tool to sustain the product management team through this translation process. The solution is found in adding elements from the method of the Scientific Design Process to QFD. In SDP the following levels in design specifications are used: function, task, properties, and physical state. Process knowledge is the direct link between these design specifications for the product and the means of production. The design activity comprises decomposition in functions matched to a composition in tasks. The integration of SDP into QFD will reduce the number of iterations. The chance of a substantial number of design changes in retrospect is diminished and time to market reduced. Significant implication for R&D management is that it has to pay more attention to process knowledge. C1 Eindhoven Univ Technol, NL-5600 MB Eindhoven, Netherlands. Intelli Solut, NL-5644 NE Eindhoven, Netherlands. RP van Mal, HH, Eindhoven Univ Technol, POB 315, NL-5600 MB Eindhoven, Netherlands. CR AKAO Y, 1990, QUALITY FUNCTION DEP BOSSERT JL, 1991, QUALITY FUNCTION DEP DELLISOLA AJ, 1982, VALUE ENG CONSTRUCTI HAUSER JR, 1988, HARVARD BUSINESS MAY SMALLENBURG K, 1996, INT J TECHNOLOGY MAN, V11 VANDENBROEK RHA, 1994, THESIS EINDHOVEN U T VANDENMOLENGRAA.JC, 1993, ROBOTICS COMPUTER IN, V10, P57 VANMAL HH, 1995, P EUR C MAN TECHN BI VANMAL HH, 1997, PICMET PORTL INT C M VANWIERST P, 1992, QUALITY FUNCTION DEP VLIEGEN HJW, 1989, ROBOTICS COMPUTER IN, V6 VLIEGEN HJW, 1993, MANGERIAL CONTROL PR WOMACK JP, 1996, LEAN THINKING BANISH NR 13 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2002 VL 24 IS 2-3 BP 194 EP 205 PG 12 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 582WL UT ISI:000177374100005 ER PT J AU Mendes, P Liyanage, S TI Managing sponsored research rewards to industry and universities SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE sponsored research; research commercialisation; intellectual property; collaboration; industry links; higher education research; innovation; technology management AB Since the passing of the Bayh Dole Act in 1980, industry sponsorship of research in the USA has been a successful platform upon which universities have been able to commercialise research outcomes. In doing so universities have realised commercial income from their research outcomes, by then licensing those research outcomes to industry partners. Universities in other countries, including Australia, want to emulate that success, and in part have attempted to do so by adopting the same reward models for relationships with industry partners that are employed in the USA. These efforts have sometimes had only marginal success. This has been so because Australia and other countries do not have the same legal framework and environment as the USA, and this affects the indiscriminate use of US reward models in other countries. This raises the challenge in other countries for more inventive reward models for relationships with industry to be developed. This paper examines three reward models: offering to industry sponsors an option to negotiate an exclusive license; the joint ownership of research outcomes; and assignment to the industry sponsor of research outcomes, and assesses the use of each of these models in Australia, a country with a different legal framework and environment to that in the USA. C1 Univ Queensland, Brisbane, Qld 4072, Australia. Univ Auckland, Sch Business, Auckland 1, New Zealand. RP Mendes, P, Univ Queensland, Brisbane, Qld 4072, Australia. CR *AUSTR RES COUNC, 1999, 60 AUSTR RES COUNC *AUSTR VIC CHANC C, 1996, U RES SOM ISS *BUS HIGH ED ROUND, 1996, PARTN INT PROP *NAT AC SCI, 1993, INT PROP RIGHTS IND *NAT BOARD EMPL ED, 1993, CROSS INN BOUND FORM, V1, P64 *NAT BOARD HLTH WE, 1994, SOC FOR ALLM RAD RAT, P11 *PARTN INT PROP, 1996, DEV COMM INT PROP HI ALLEN ML, J SOC RES ADM, V21, P47 ANSELL EO, 1993, NOUVELLES MAR COBERLY CA, 1985, ENG ED MAR, P320 DITZEL RG, 1988, SRA J SUM, P221 FOWLER DR, 1984, RES MANAGEMENT JAN, P38 MATKIN GW, 1990, TECHNOLOGY TRANSFER PHILLIPS D, 1991, INT J TECHNOL MANAGE, V6, P478 POWERS DR, 1988, HIGHER ED PARTNERSHI, P3 REAMS BD, 1986, U IND RES PARTNERSHI, P83 SMITH KA, 1994, PHYSICS TODAY FEB, P24 STANKIEWICZ R, 1986, ACAD ENTREPRENEURS, P25 ULLRICH H, 1994, EUROPEAN RES STRUCTU, P146 VARRIN RD, 1985, SCIENCE, V227, P385 WHALE AR, 1985, NOUVELLES SEP NR 21 TC 1 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2002 VL 24 IS 2-3 BP 206 EP 218 PG 13 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 582WL UT ISI:000177374100006 ER PT J AU Spivey, WA Munson, JM Spoon, DR TI A generic value tree for high-technology enterprises SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE value tree; high-technology enterprise; strategic planning; decision making; technology; equity; sustainable competitive advantage ID QUALITY AB Successful strategic planning determines the ultimate fate of an enterprise. Many high-technology enterprises lack a comprehensive framework that facilitates an integrated approach. Derived from the diverse, extant literature on leadership, technology management, marketing and new product development, a Generic Value Tree offers a solution. This comprehensive schema highlights the linkage between technology and marketplace. It represents an objectives hierarchy that asserts that maximising enterprise equity demands a strategic focus on four branches: pursuing strategic intent; nurturing an intelligent enterprise; designing innovative goods and se;;ices; and amassing user preference. Its usefulness is tested in two settings: one relies on secondary data; the other relies on primary data collected in a field setting at an actual strategic planning session. The Generic Value Tree is a valuable diagnostic tool in the search for sustainable competitive advantage. C1 Univ Texas, Coll Business, Management Technol Program, San Antonio, TX 78249 USA. Santa Clara Univ, Leavey Sch Business, Dept Mkt, Santa Clara, CA 95053 USA. Karta Technol Inc, Strateg Solut, San Antonio, TX 78238 USA. RP Spivey, WA, Univ Texas, Coll Business, Management Technol Program, 6900 N Loop,1604 W, San Antonio, TX 78249 USA. CR AAKER DA, 1991, MANAGING BRAND EQUIT AAKER DA, 1995, STRATEGIC MARKET MAN ALBRECHT K, 1998, QUALITY DIGEST APR ANSOFF I, 1967, HARVARD BUSINESS SEP ANSON R, 1995, MANAGE SCI, V41, P189 BARKER JA, 1993, PARADIGMS BUSINESS D BECKER HS, 1989, J CONSUMER MARKETING, V6, P41 BECKETT J, 1999, SAN FRANCISCO C 0329 BOWEN HK, 1994, PERPETUAL ENTERPRISE CLEMEN RT, 1996, MAKING HARD DECISION COATES JF, 1996, 2025 SCENARIOS US GL COUGHLIN K, 1998, SAN JOSE MERCUR 0706 COWLEY M, 1997, STRATEGIC VISION EFF EVANGELISTA B, 1999, SAN FRANCISCO C 0329 GARVIN DA, 1986, NOTE QUALITY VIEWS D, P1 GARVIN DA, 1987, HARVARD BUS REV, V65, P101 HAMEL G, 1994, COMPETING FUTURE HONG P, 1998, ROAD TRACK, V49, P150 IMPARATO N, 1994, JUMPING CURVE KEENEY RL, 1996, VALUE FOCUSED THINKI KOUZES JM, 1995, LEADERSHIP CHALLENGE LAWRENCE P, 1997, J BUSINESS DESIGN, V3, P2 MIESZKOWSKI K, 1998, FAST CO APR, P190 MILES RH, 1997, LEADING CORPORATE TR MOORE GA, 1995, CROSSING CHASM MARKE MORRIS B, 1996, FORTUNE 0304, P84 OTOOLE J, 1995, LEADING CHANGE PETTIS C, 1994, TECHNOBRANDS CREATE PORTER ME, 1985, COMPETITIVE ADV QUINN JB, 1992, INTELLIGENT ENTERPRI REICHHELD FF, 1990, HARVARD BUS REV, V68, P105 REICHHELD FF, 1996, LOYALTY EFFECT HIDDE RUBY D, 1999, KNOWLEDGE MANAGEMENT, V2 SANDERSON SW, 1996, INNOVATION IMPERATIV SENGE PM, 1990, 5 DISCIPLINE SIMONELLI NM, 1990, ERGONOMICS HARNESS P UTTERBACK JM, 1994, MASTERING DYNAMICS I VONHIPPEL E, 1986, MANAGE SCI, V32, P352 VONWINTERFELDT D, 1980, ACTA PSYCHOL, V45, P71 NR 39 TC 1 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2002 VL 24 IS 2-3 BP 219 EP 235 PG 17 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 582WL UT ISI:000177374100007 ER PT J AU Sylla, C Wen, HJ TI A conceptual framework for evaluation of information technology investments SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE information technology investments; evaluation and selection procedure; multi objective decision making; group decision process; analytic hierarchy process ID CRITERIA DECISION-MAKING AB The decision to acquire a new information technology poses a number of serious evaluation and selection problems to technology managers, because the new system must not only meet current information requirements of the organisation, but also the needs for future expansion. Tangible and intangible benefits factors, as well as risks factors, must be identified and evaluated. The paper provides a review of ten major evaluation categories and available models, which fall under each category, showing their advantages and disadvantages in handling the above difficulties. This paper describes strategic implications involved in the selection decision, and the inherent difficulties in: (1) choosing or developing a model, (2) obtaining realistic inputs for the model, and (3) making tradeoffs among the conflicting factors. It proposes a conceptual framework to help the decision maker in choosing the most appropriate methodology in the evaluation process. It also offers a new model, called GAHP, for the evaluation problem combining integer goal linear programming and Analytic Hierarchy Process (AHP) in a single hybrid multiple objective multi-criteria model. A goal programming methodology, with zero-one integer variables and mixed integer constraints, is used to set goal target values against which information technology alternatives are evaluated and selected. AHP is used to structure the evaluation process providing pairwise comparison mechanisms to quantify subjective, nonmonetary, intangible benefits and risks factors, in deriving data for the model. A case illustration is provided showing how GAHP can be formulated and solved. C1 New Jersey Inst Technol, Sch Management, Newark, NJ 07102 USA. Illinois State Univ, Coll Appl Sci & Technol, Normal, IL 61790 USA. RP Sylla, C, New Jersey Inst Technol, Sch Management, Newark, NJ 07102 USA. CR 1986, BUSINESS WEEK AUG, P82 AHITUV N, 1989, P 10 INT C INF SYST, P315 APPLEGATE LM, 1996, CORPORATE INFORMATIO BAKOS JY, 1992, DECIS SUPPORT SYST, V8, P365 BARZILAI J, 1992, P 10 INT C MULT CRIT, V1, P291 BENDER D, 1986, J MIS, V3, P232 BIDGOLI H, 1996, J SYSTEM MANAGEMENT, V47 BRANCHEAU JC, 1996, MIS QUART, V20, P225 BROOKFIELD D, 1995, MANAGE DECIS, V33, P56 BRYAN EF, 1990, J INFORMATION SY AUT, P27 CLEMENS C, 1990, J MANAGEMENT INF WIN CRON WL, 1983, INFORM MANAGE, V6, P171 DIXIT A, 1994, INVESTMENT UNCERTAIN EMERY J, 1973, SMIS WORKSH 1 EVANS GW, 1984, MANAGE SCI, V30, P1268 FARBEY B, 1993, ASSESS YOUR IT INVES FORD JC, 1994, MANAGE ACCOUNTING, V22, P24 FRAMEL JE, 1993, J SYSTEMS MANAGE DEC, P16 GOLDEN BL, 1989, ANAL HIERARCHY PROCE HOGARTH R, 1980, JUDGMENT CHOICE PSYC HORNGREN CT, 1987, INTRO MANAGEMENT ACC IAN M, 1989, MANAGEMENT TODAY JAN, P109 KAUFFMAN RJ, 1989, P 10 INT C INF SYST KEEN PGW, 1981, MIS Q, V5, P1 KENNY R, 1976, DECISION MULTIPLE OB KING JL, 1978, COMPUT SURV, V10, P19 KOKSALAN MM, 1995, MANAGE SCI, V41, P1158 LAUDON KC, 1997, ESSENTIALS MANAGEMEN MCFARLAN FW, 1981, HARVARD BUS REV, V59, P142 MYERS SC, 1977, J FINANC ECON, V5, P147 PARKER MM, 1988, INFORMATION EC LINKI, CH6 RADCLIFFE RC, 1982, INVESTMENT CONCEPTS RAINER RK, 1995, J MANAGEMENT INFORMA, V12, P83 REMENYI D, 1995, EFFECTIVE MEASUREMEN RIVARD E, 1989, DATAMATION, V35, P53 ROCKART JF, 1979, HARVARD BUSINESS MAR SAATY TL, 1980, ANAL HIERARCHY PROCE SAATY TL, 1994, EUR J OPER RES, V72, P598 SAATY TL, 1996, DECISION MAKING DEPE SETHI V, 1994, MANAGE SCI, V40, P1601 SIMON HA, 1965, SHAPE AUTOMATION MEN SLOVIC P, 1972, OREGON RES I MONOGRA, V12 STRASSMAN PA, 1985, INFORMATION PAYOFF T SYLLA C, 1991, IEEE T ENG MANAGE, V38, P245 TURBAN E, 2000, ELECT COMMERCE MANAG WEILL P, 1989, MIS Q MAR, P3 WINSTON W, 1994, OPERATIONS RES APPL, CH15 YAN TK, 1992, INFORMATION MANAGEME, V23, P345 ZELENY M, 1992, COMPUT OPER RES, V19, P563 ZIONTS S, 1992, COMPUT OPER RES, V19, P567 ZIONTS S, 1992, MULTIPLE CRITERIA DE NR 51 TC 2 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2002 VL 24 IS 2-3 BP 236 EP 261 PG 26 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 582WL UT ISI:000177374100008 ER PT J AU Iggland, B TI Change from a combinate structure to a streamlined company in an emerging market by means of spin-off of peripheral functions in ex-state owned companies SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE economic paradigm change; emerging markets; market expansion; privatisation; spin-off; technology management AB Emerging markets offer prospective market expansion opportunities. An example of this is the recent opening of the previously centrally planned economics in Central and Eastern Europe. One fast way of expansion is the acquisition of existing companies. Expansion of a firm's activities to emerging markets by means of company acquisition requires a change of the newly acquired company's organisation and way of working in order to allow for efficient technology management. This article reviews the spinning off of non-core business activities in three companies in Poland acquired by an international multi-domestic company. Efficiency has generally improved, and the privatised companies are generally successful. C1 Neweuropepartners Ltd, CH-8044 Zurich, Switzerland. RP Iggland, B, Neweuropepartners Ltd, POB 276, CH-8044 Zurich, Switzerland. CR *ERNST YOUNG INT L, 1994, INV EM MARK MAN RISK NR 1 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2002 VL 24 IS 2-3 BP 262 EP 273 PG 12 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 582WL UT ISI:000177374100009 ER PT J AU Foster, RS Gupta, A Deshpande, S TI Evolution of the high-end computing market in the USA SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE high-end computing; supercomputing; technology strategy; government research ID INNOVATION AB This paper focuses on the technological change in the high-end computing market. The discussion combines historical analysis with strategic analysis to provide a framework to analyse a key component of the computer industry. This analysis begins from the perspective of government research and development spending; then examines the confusion around the evolution of the high-end computing market in the context of standard theories of technology strategy and new product innovation. Rather than the high-end market being 'dead', one should view the market as changing due to increased capability and competition from the low-end personal computer market. The high-end market is also responding to new product innovation from the introduction of new parallel computing architectures. In the conclusion, key leverage points in the market are identified and the trends in high-end computing are highlighted with implications. C1 Booz Allen & Hamilton Inc, Mclean, VA 22102 USA. MIT, Alfred P Sloan Sch Management, Cambridge, MA 02139 USA. Oracle Corp, San Francisco, CA 94131 USA. RP Foster, RS, Booz Allen & Hamilton Inc, 8283 Greensboro Dr, Mclean, VA 22102 USA. CR 1998, PR NEWSWIRE 0126 *HPCWIR, 1998, 12692 HPCWIR *PRES INF ADV COMM, 1998, UNPUB INT REP PRES P ABERNATHY WJ, 1978, TECHNOL REV, V80, P40 BRANSCOMB LM, 1998, INVESTING INNOVATION GOLDFARB D, 1996, 11293 IDC HENDERSON RM, 1990, ADMIN SCI QUART, V35, P9 LUNDBERG A, 1998, US SPENDING IT, P10 MOORE GA, 1991, CROSSING CHASM ROGERS EM, 1983, DIFFUSION INNOVATION, P241 UTTERBACK J, 1996, MASTERING DYNAMICS I, P45 WILLARD C, 1997, 13696 IDC WILLARD CG, 1997, 13127 IDC NR 13 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2002 VL 24 IS 2-3 BP 274 EP 295 PG 22 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 582WL UT ISI:000177374100010 ER PT J AU Yuan, BJC Chang, PC TI A study forecasting the development tendency of the textile industry in Taiwan SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE textile industry; industrial forecast; Delphi method; knitting fabric; polyester filament; woven fabric; nylon filament; nonwoven fabric; market trend; textile key technology AB As the newly emerging technological industry becomes a main axis of the developing economy in Taiwan, the textile industry still plays an important role among traditional industry. Not only has it provided a lot of working opportunities, but it has also brought a huge amount of export surplus. However, since the textile industry still keeps on expanding in some under-developed countries, and in order to maintain the competitiveness of Taiwan textiles in the international market, the Delphi Method is used to make a forecast analysis on the future development of the textile industry in Taiwan. It is hoped that the results obtained will serve as references for the industry, government, and academics in their continuous promotion and research of the textile industry. C1 Natl Chiao Tung Univ, Inst Management Technol, Hsinchu 300, Taiwan. RP Yuan, BJC, Natl Chiao Tung Univ, Inst Management Technol, 1001 Ta Hsueh Rd, Hsinchu 300, Taiwan. CR *ASS JAP CHEM FIB, 1997, JAPAN CHEM FIBRES MO, V50, P34 *CHIN TEXT I, 1997, TAIWAN TEXTILE IND N, V6, P11 *CHIN TEXT I, 1998, TAIWAN TEXTILE IND N, V6, P1 *CHIN TEXT I, 1998, TAIWAN TEXTILE IND N, V7, P1 *DEP IND TECHN, 1997, STRAT TECHN DEV TEXT, P11 *DEP STAT, 1997, IND PROD STAT MONTHL, P92 *TEXT OUTL INT, 1998, WORLD TEXT TRAD PROD, P9 BAI CC, 1998, CHEM INFORMATION MON, V12, P8 CHENG CI, 1998, THEORY TECHNOLOGY MA, P79 GUPTA UG, 1996, TECHNOL FORECAST SOC, V53, P185 HART D, 1997, ITMF, V20, P58 INDURKHYA B, 1997, J EXP THEOR ARTIF IN, V9, P1 LEE HH, 1998, ANAL IND COMPETITION, P177 LEE YC, 1996, TAIWAN EC RES MONTHL, V19, P27 LEVARY RR, 1995, IND MANAGE, V37, P14 LIN YH, 1997, 1997 YB TEXTILE IND, P143 MARTIN CL, 1993, PROG VET COMP OPHTH, V3, P15 PORTER AL, 1991, FORECASTING MANAGEME, P200 SHIAU PS, 1994, TAIWAN IND POLICY DE, P361 YEH ES, 1997, 1997 YB TEXTILE IND, P121 NR 20 TC 2 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2002 VL 24 IS 2-3 BP 296 EP 310 PG 15 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 582WL UT ISI:000177374100011 ER PT J AU Walsh, S Linton, J Boylan, R Sylla, C TI The evolution of technology management practice in developing economies: findings from Northern China SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE Foreign Direct Investment (FDI); market focus; core competency; core capability; Equity Joint Venture (EJV); Wholly Foreign Owned Subsidiary (WFOS) ID JOINT VENTURES; COMPETITIVE ADVANTAGE; COMPETENCE; JAPANESE; STRATEGY; MARKET; ENTRY AB In this paper we present the results of a survey of Small and Medium Sized Enterprises, that all have foreign equity investors and are located in Northern China. Our findings are that firms have changed their market focus from an export-oriented market to competing both locally and abroad. Second, that Wholly Foreign Owned Subsidiaries that serve export markets are shifting from a competitive advantage based on low cost labour to developing competitive advantage based on firm specific competencies. C1 Univ New Mexico, Anderson Sch Management, Albuquerque, NM 87131 USA. Polytech Univ, Dept Management, Brooklyn, NY 11201 USA. Rensselaer Polytech Inst, Lally Sch Management, Troy, NY 12180 USA. New Jersey Inst Technol, Sch Management, Newark, NJ 07102 USA. RP Walsh, S, Univ New Mexico, Anderson Sch Management, Room 2158, Albuquerque, NM 87131 USA. CR *SEST EUR, 1984, BONZ IND JAP EL REFL ANAND J, 1997, J INT BUS STUD, V28, P445 ANDERSON E, 1986, J INT BUS STUD, V17, P1 ANSOFF HI, 1967, HARVARD BUS REV, V45, P71 BARNEY J, 1991, J MANAGE, V17, P99 BARTMESS A, 1993, CALIF MANAGE REV, V35, P78 BEAMISH PW, 1988, MULTINATIONAL JOINT BIRCH D, 1996, P INT C SMALL BUS ST BIRCH, 1979, JOB GENERATION PROCE BITONDO D, 1981, RES MANAGE, V24, P19 CAVES R, 1974, ECONOMICA, V41, P176 COASE R, 1937, ECONOMICS, V4, P380 CORDTZ D, 1992, FINANCIAL WORLD, V161, P46 DUNNING JH, 1977, INT ALLOCATION EC AC DUNNING JH, 1981, INT PRODUCTION MULTI FRANKO LG, 1971, JOINT VENTURE SURVIV FRIAR J, 1986, TECHNOLOGY MODERN CO FROHMAN AL, 1985, CALIF MANAGE REV, V27, P48 FROHMAN L, 1980, RES MANAGE, V23, P20 GEREFFI G, 1990, MANUFACTURING MIRACL GOMORY R, 1996, SCI AM, V262, P140 GRANT J, 1982, LOGIC STRATEGIC PLAN HENNART JF, 1988, STRATEGIC MANAGEMENT, V9, P361 HENNART JF, 1991, MANAGE SCI, V37, P483 HITT MA, 1985, STRATEGIC MANAGEMENT, V6, P784 HYMER S, 1976, INT OPERATIONS NATL KIM WC, 1992, J INT BUS STUD, V23, P29 KIRCHHOFF, 1994, ENTREPRENEURSHIP DYA KIRSCHNER M, 1995, CHEM ENG NEWS 0904, P15 KOGUT B, 1988, STRATEGIC MANAGEMENT, V9, P319 LARIS M, 1995, ADVERTISING AGE, V66, P111 LINCOLN Y, 1985, NATURALISTIC INQUIRY LITTLE D, 1981, P EUR MAN FOR MARINO KE, 1996, ACAD MANAGEMENT EXEC, V10, P40 PAN YG, 1997, STRATEGIC MANAGE J, V18, P247 PENROSE T, 1959, THEORY GROWTH FIRM PORTER M, 1980, COMPETITIVE ADV PRAHALAD CK, 1990, HARVARD BUS REV, V68, P79 RHEEM H, 1996, HARVARD BUS REV, V74, P10 ROBOK S, 1989, INT BUSINESS MULTINA ROOT R, 1987, ENTRY STRATEGIES INT RUMELT R, 1974, STRATEGY STRUCTURE E SAMUELSON P, 1983, ECONOMICS SELZNICK P, 1957, LEADERSHIP ADM SOCIO SHAPIRA P, 1992, ISSUES SCI TECHNOL, V8, P66 SNOW CC, 1980, ADM SCI Q, V25, P317 SOLOW RM, 1957, REV ECON STAT, V39, P312 STOPFORD JM, 1972, MANAGING MULTINATION SUNDARAM, 1995, INT BUSINESS ENV TEECE DJ, 1981, SLOAN MANAGE REV, V22, P3 TREMBLAY JF, 1995, CHEM ENG NEWS, V73, P23 VANHONACKER W, 1997, HARVARD BUS REV, V75, P130 WALSH S, J BUSINESS, V1, P1 WALSH S, 1996, STRATEGIC INTEGRATIO YAVITZ, 1982, J BUSINESS STRATEGY, V2, P14 YIN R, 1994, CASE STUDY RES DESIG ZIELENZIGER M, 1994, FAR E EC REV, V157, P59 NR 57 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2002 VL 24 IS 2-3 BP 311 EP 329 PG 19 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 582WL UT ISI:000177374100012 ER PT J AU Kahraman, C TI An application of fuzzy linear regression to the information technology in Turkey SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE forecasting, fuzzy sets; linear regression; inflation; information technology ID MODEL AB Fuzzy set theory deals with the vagueness of human thought. A major contribution of fuzzy set theory is its capability of representing vague knowledge. Fuzzy set theory is very practical when sufficient and reliable data isn't available. Information Technology (IT) is the acquisition, processing, storage and dissemination of information in all its forms (auditory, pictorial, textual and numerical) through a combination of computers, telecommunication, networks and electronic devices. IT includes matters concerned with the furtherance of computer science and technology, design, development, installation and implementation of information systems and applications. In the paper, assuming that there are n independent variables and the regression function is linear, the possible levels of information technology (the sale levels of computer equipment) in Turkey will be forecasted by using fuzzy linear regression. The independent variables assumed will be the import level and the export level of computer equipment. C1 Istanbul Tech Univ, Dept Ind Engn, TR-80680 Istanbul, Turkey. RP Kahraman, C, Istanbul Tech Univ, Dept Ind Engn, TR-80680 Istanbul, Turkey. CR CHAN YL, 1990, ACCOUNTING BUSINESS, V20, P83 CHIU CY, 1994, ENG ECON, V39, P113 FIORDALISO A, 1998, INT J FORECASTING, V14, P367 GHARPURAY MM, 1986, CHEM ENG COMMUN, V41, P299 HERSHMATY B, 1985, FUZZY SETS SYSTEMS, V15, P159 KAHRAMAN C, 1998, P INT C ART INT ENG, P429 KAHRAMAN C, 2000, INT J PROD ECON, V66, P45 KAUFMANN A, 1986, FUZZY SET THEORY APP, P257 KIM K, 1994, CMME WORKING PAPER S KIM KJ, 1996, EUR J OPER RES, V92, P417 KIM KJ, 1997, COMPUT OPER RES, V24, P505 KUO RJ, 1998, DECIS SUPPORT SYST, V24, P105 LEE H, 1999, EUR J OPER RES, V116, P653 LI X, 1999, J FORECASTING, V18, P181 LINDSTROM T, 1998, J ECON BEHAV ORGAN, V36, P1 MORIBAYASHI M, 1990, COMPUT IND ENG, V19, P524 RIGGS JL, 1982, ENG EC TANAKA H, 1982, IEEE T SYST MAN CYB, V12, P903 TANAKA H, 1988, FUZZY SETS SYSTEMS, V27, P275 TSENG FM, 1999, TECHNOL FORECAST SOC, V60, P263 TURKSEN IB, 1995, EUR J OPER RES, V82, P39 YU JR, 1999, FUZZY SET SYST, V105, P429 ZADEH LA, 1965, FUZZY SETS INFORMATI, V8, P338 ZADEH LA, 1975, INFORMATION SCI, V8, P199 NR 24 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2002 VL 24 IS 2-3 BP 330 EP 339 PG 10 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 582WL UT ISI:000177374100013 ER PT J AU Geisler, E TI The metrics of technology evaluation: where we stand and where we should go from here SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE technology; evaluation; R&D; industrial innovation; process model; metrics ID DEVELOPMENT PERFORMANCE; DEVELOPMENT PORTFOLIOS AB The complexities of technology generation, transfer, and commercialisation processes have always gravely taxed the way we measure and assess them. This paper reviews the existing metrics for evaluation of science and technology, with emphasis on evaluation of industrial R&D and technology. Among the categories of metrics, this paper reviews econometric methods, patents, process methods, and bibliometric methods. The paper also reviews models of the innovation continuum, in an effort to link such models to the metrics categories. Based on the review of the state of the art, the paper proposes future directions for the development and the application of metrics of technology evaluation. A process-outcomes stage model is outlined and its advantages are listed. This stage-model is suggested as a more effective method to evaluate R&D and technology along the entire innovation continuum. C1 IIT, Stuart Grad Sch Business, Chicago, IL 60661 USA. RP Geisler, E, IIT, Stuart Grad Sch Business, 565 W Adams St, Chicago, IL 60661 USA. CR BROCKHOFF KK, 1997, RES TECHNOL MANAGE, V40, P37 COOPER RG, 1998, RES TECHNOL MANAGE, V41, P20 ELLIS LW, 1995, RES TECHNOL MANAGE, V38, P45 GEISLER E, 1985, PLANNING REV, V13, P39 GEISLER E, 1988, GOVERNMENT INNOVATIO, P185 GEISLER E, 1991, INT J TECHNOL MANAGE, P181 GEISLER E, 1994, TECHNOL FORECAST SOC, V47, P189 GEISLER E, 1995, INT J OPERATIONS QUA, V1, P145 GEISLER E, 1995, OMEGA-INT J MANAGE S, V23, P281 GEISLER E, 1997, IND MANAGEMENT DATA, V97, P297 GEISLER E, 1997, MANAGING AFTERMATH R GEISLER E, 1997, TECHNOVATION, V17, P309 GEISLER E, 1998, ENG VALUATION COST A, V2, P33 GEISLER E, 1999, METHODOLOGY THEORY K GEISLER E, 2000, METRICS SCI TECHNOLO GRILICHES Z, 1998, R D PRODUCTIVITY ECO HAUSER J, 1998, EUROPEAN MANAGEMENT, V16, P517 HAUSER JR, 1997, RES TECHNOL MANAGE, V40, P32 HAUSER JR, 2001, J PROD INNOVAT MANAG, V18, P134 KIRCHHOFF BA, 2001, ENG MANAGEMENT J, V13, P19 KOSTOFF R, 1998, R D ENTERPRISE ASIA, V1, P30 LYNN GS, 2000, RES TECHNOL MANAGE, V43, P48 MAJOR J, 1998, RES TECHNOL MANAGE, V41, P48 TIPPING JW, 1995, RES TECHNOL MANAGE, V38, P22 TRITLE GL, 2000, RES TECHNOL MANAGE, V43, P47 WAKELIN K, 1999, WORLD ECON, V22, P148 WERNER BM, 1997, RES TECHNOL MANAGE, V40, P28 WERNER BM, 1997, RES TECHNOL MANAGE, V40, P34 NR 28 TC 1 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2002 VL 24 IS 4 BP 341 EP 374 PG 34 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 582WQ UT ISI:000177374500001 ER PT J AU Arrow, AK TI Intangible asset deployment in technology-rich companies: how does innovation affect return on assets? SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE technology assets; dormant technology; sleeping patents; licensing revenue; return on assets; return on intangibles AB This study seeks to characterise the nature and fundamental cause for the apparent persistent, systematic underutilisation of technology intangible assets worldwide. The effects of technology licensing on cash flow is examined, and the question is asked: why, in the face of so much pressure to increase cash flows and advance the use of internally created technology, is technology licensing practised at such anaemic levels compared with other cash-generating activities? The problem may be due in part to the consistent failure on the part of most otherwise rational managers and scientists to view the IP assets under their control as financial assets. Stuck in an anachronistic legal mindset, they instead view their patents as static legal documents, locked up and brought out for use only in the event of litigation. This situation has taken and continues to take an enormous toll, both on the amount of cash that new technology would otherwise generate for its owners, and on the usage and dissemination of innovation worldwide. C1 Ladenburg Thalmann & Co, Los Angeles, CA 90025 USA. RP Arrow, AK, Ladenburg Thalmann & Co, Los Angeles, CA 90025 USA. CR 1999, BUSINESS WEEK 0607, P118 1999, FRONTIERS FINANCE SE, P1 1999, THE ECONOMIST 0814, P62 2001, BUSINESS WIRE 0702, P1 *ASS U TECHN MAN, 1999, ANN REV *CORP LIT, 2000, COMP PAT ANN ABOODY D, 1998, J ACCOUNTING RES S, V36, P161 ARROW A, 2001, BIOT IND ORG BIO ANN ARROW R, 1983, OPTION PRICING, P89 DAVIS J, 2001, EDISON BOARDROOM DENG Z, 1999, J ASS INVESTMENT MAN, P20 GORDON JS, 1998, WORTH NOV, P112 KOSSOVSKY N, 2000, NOUVELLES SEP, P139 LEV B, 1999, J ACCOUNTING RES AUT, P353 LEV B, 1999, J BUSINESS FINAN APR, P419 LITAN R, 2000, CORPORATE DISCLOSURE NYBERG A, 2001, CFO MAGAZINE 0101, P28 REISS A, 1998, Q REV EC FINANCE RIVETTE K, 2000, REMBRANDTS ATTIC SCHERER FM, 2000, RES POLICY, V29, P559 VOORHEES M, 2000, DAILY DEAL 1212, P4 NR 21 TC 2 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2002 VL 24 IS 4 BP 375 EP 390 PG 16 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 582WQ UT ISI:000177374500002 ER PT J AU Clark, WW Demrig, I TI Investment and capitalisation of firms in the USA SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE innovation; entrepreneurs; firm; venture capital; corporate finance; financial mechanisms AB In the USA today, the precipitous rise of new financial mechanisms for capitalisation of firms as well as the merger and acquisition of others, especially risk equity capital through venture capitalist and investment banking, has sparked growth and helped to bring the economy out of the 1990s recession into a robust continuous growth pattern well positioned for the next century. The scenario is not new. For the venture capitalists of 'Silicon Valley' in California, the experience is not new. They have seen the new industries arise before, like a phoenix from ashes of ruin, despair and even failure. Venture capital poured into high tech start-up companies has been an enormous source of financial support for the entrepreneurs who head new and growing companies. The mid-1990s marked the most dramatic increase yet recorded. Indicators, such as the NASDAQ document, outlined the solid and continuous growth in high tech industries. The paper discusses investment in US corporations within the context of governance and management of the company. Discussion about the various forms of finance are related to the organisation and management of the US corporation. Critical to any firm today are its ability to find innovative, new products or services. A growing literature on resource-base framework for analysis will be discussed as part of the firm's development of research for commercialisation. The results of a recent survey further shed light on the relationship between corporate financial management and allocated resources for research and development as the 'engine' for new product development and therefore corporate market share and growth. The conclusion is that more financial mechanisms will be created and changed within US corporate systems to adjust, grow, and expand companies in the global economic arena, as the inevitable economic pattern leads to mergers, consolidations, and increasing cooperation and alliances among firms. C1 Univ Aalborg, Dept Int Business, Aalborg, Denmark. State Govt Calif, Sacramento, CA USA. RP Clark, WW, Univ Aalborg, Dept Int Business, Aalborg, Denmark. CR 1996, SAN FRANCISCO B 0412, V4 1996, VENTURE CAPITAL J, V35 *BOARD GOV FED RES, 1993, ANN STAT DIG *COUNC EC ADV, 1995, SUPPORTING RES DEV P, P1 *EX INC, 1993, STUD GUID 6, V6 *EX INC, 1993, STUD GUID 63 *HOUGHT MIFFL COMP, 1996, INF PLEAS BUS ALM SO *IBB ASS, STOCKS BONDS BILLS I *INT JOINT VENT, 1996, PUBLICATION US DEP C *MOOD INV SERV INC, 1996, MOOD IND MAN, V1, A2 *NEW YORK STOCK EX, 1996, FACT BOOK YEAR 1995 *OECD, 1993, WORLD COMP REP *OECD, 1993, WORLD MAN PRACT *RAND STUD, 1995, MAN AM DECL MACH TOO *US DEP COMM EC ST, 1995, STAT ABSTR US BANZ RW, 1981, J FINANC ECON, V9, P3 BUCHHOLZ TG, 1989, NEW IDEAS DEAD ECONO BUCHHOLZ TG, 1995, HERE EC SHORTCUT EC BYRNE JA, 1996, BUS WEEK 1125, P82 CAPORASO JA, 1992, THEORIES POLITICAL E CHARKHAM J, 1994, KEEPING GOOD COMPANY CLARK WW, 1993, TECHNOLOGY TRANSFER, P21 CLARK WW, 1994, J BUSINESS IND M AUT CLARK WW, 1995, INT J MARKETING SUM CLARK WW, 1997, J TECHNOLOGY TRA JUL CLARK WW, 1998, INTERACTION SCI EC N COLLINS JC, 1994, BUILT LAST SUCCESSFU DALTON DH, 1995, GLOBALIZING IND RES, P1 DAVIDOW WH, 1992, VIRTUAL CORPORATION DEIACO E, 1994, OECD WORKSH INN PAT, P1 DEMING WE, 1993, EC IND GOVERNMENT ED DEMIRAG I, 1998, COMP CAPITAL SYSTEMS DEMIRAG I, 1999, UNPUB SHORT TERMISM DRUCKER P, 1993, POSTCAPITALIST SOC FLORIDA R, 1994, VENTURE CAPITAL IND, P1 FREEMAN C, 1989, TECHNOLOGICAL CHANGE, P38 HAGEDOORN J, 1990, NEW EXPLORATIONS EC HAGEDOORN J, 1992, RES POLICY, V21, P163 HAKANSSON H, 1994, DEV RELATIONSHIPS BU HAZARD HA, 1994, EVALUATING IND TECHN HEILBRONER R, 1989, MAKING EC SOC HEILBRONER R, 1993, 21 CENTURY CAPITALIS HEILBRONER R, 1994, EC EXPLAINED IRWIN S, 1996, IRWIN BUSINESS INVES LEVINE DS, 1996, SAN FRANCISCO B 0105, V10, P5 LUNDVAIL BA, 1987, NEW SCI MONOGRAPHS, P21 MCLAUGHLIN JP, 1996, ANN M STOCKH PROX ST, P1 MCNALLY R, 1996, COMMERCIAL ATLAS MAR MILLER RR, 1996, 29 INT FIN CORP WORK, P1 MOWERY DC, 1995, CAMBRIDGE J ECON, V19, P67 MOWERY DC, 1997, RES POLICY PIORE MJ, 1984, 2 IND DIVIDE POSSIBI PORTER ME, 1980, COMPETITIVE STRATEGY PORTER ME, 1990, COMPETITIVE ADVANTAG PORTER ME, 1995, HARVARD BUS REV, V73, P120 REEKIE WD, 1989, IND EC CRITICAL INTR REICH R, 1983, NEXT AM FRONTIER PRO REICH R, 1991, WORK NATIONS PREPARI ROBINSON D, 1990, NAKED ENTREPRENEUR SAMUELSON PA, 1990, ECONOMICS SAXENIAN AL, 1994, REGIONAL ADVANTAGE C SCHUMPETER J, 1934, THEORY EC DEV SCHUMPETER J, 1942, CAPITALISM SOCIALISM SHEKERIAN D, 1991, UNCOMMON GENIUS GREA TEECE DJ, 1994, DYNAMIC CAPABILITIES TEECE DJ, 1994, UNPUB FIRM CAPABILIT, P1 TEECE DJ, 1996, GRADUATE SEMINAR LEC THOMPSON CV, 1993, P 1993 SEMICON KOR T, P1 THUROW L, 1996, FUTURE CAPITALISM TO TOFFLER A, 1995, CREATING NEW CIVILIZ TYSON LDA, 1992, WHOS BASHING WHOM TR NR 71 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2002 VL 24 IS 4 BP 391 EP 418 PG 28 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 582WQ UT ISI:000177374500003 ER PT J AU Birchall, DW Tovstiga, G TI Assessing the firm's strategic knowledge portfolio: a framework and methodology SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE knowledge mapping; knowledge portfolio; knowledge culture; process; content and infrastructure; strategic impact; competitive positioning ID MANAGEMENT AB It is now widely acknowledged that knowledge rather than capital assets is the source of wealth in today's global economy in which firms increasingly are competing in knowledge-intensive markets. Consequently, firms are seeking to gain a better understanding of how their organisationally-embedded knowledge can be exploited to gain and maintain competitive edge in a turbulent marketplace. To be competitive and successful, firms are creating and sustaining a dynamic portfolio of knowledge repositories and processes. The authors contend that the outcomes can be much enhanced if this is based on a systematic approach to knowledge management. A consensus in leading edge firms about the importance of knowledge has resulted in considerable investment in the analysis of technology portfolios and such processes as technology mapping. Nevertheless many firms, particularly smaller and medium enterprises, have still not translated a concern for improved knowledge management into even the most rudimentary analysis. Consequently, many firms do not have the means for really understanding the strategic impact of their knowledge capital on their competitive performance. Practical tools and methodologies which assist in this process of assessing the breadth and depth of an organisation's knowledge portfolio can assist significantly in such cases in enabling firm's to get the key issues onto the board agenda. In this paper the authors present a conceptual framework for mapping a firm's knowledge portfolio in terms of four domains - content, process, infrastructure and culture. The mapping approach is designed to help guide the thinking process in the firm with respect to ways in which its knowledge is being created, stored and applied towards competitive advantage. The methodology begins with a mapping of the firm's business processes from a knowledge perspective. Core business processes are unbundled in terms of their specific knowledge domains. They are subsequently classified according to their degree of tacitness. Next, the competitive impact and competitive positioning of each area is evaluated and compared to the principal competition. Gaps in the firm's knowledge portfolio are identified; a strategic framework is provided for a proactive approach to strategic knowledge management. The methodology provides a systematic approach to building a strategic knowledge map. It represents a strategic tool for assessing a firm's knowledge portfolio - it is a map pointing to where knowledge resides in the firm; to key knowledge processes; and to the flow of knowledge between processes and between people. C1 Henley Management Coll, Henley On Thames, England. ABB Business Serv Ltd, Business Consulting SBC, Baden, Switzerland. RP Birchall, DW, Henley Management Coll, Henley On Thames, England. CR AMIDON DM, 1997, CREATING KNOWLEDGE B BOCK F, 1998, PRISM, P5 CHAIT L, 1998, PRISM, P83 CHAPELET B, 1998, INT J TECHNOL MANAGE, V15, P10 FAHEY L, 1998, CALIF MANAGE REV, V40, P265 FINERTY T, 1997, KNOWLEDGE MANAGE AUG, V1, P20 HARRINGTON HJ, 1991, BUSINESS PROCESS IMP, P9 KOROT L, 1998, C GLOB EM BUS STRAT LEONARD D, 1998, CALIFORNIA MANAGEMEN, V40 MORRIS F, 1997, PRISM, P21 NONACKA I, 1995, KNOWLEDGE CREATING C PORTER ME, 1985, COMPETITIVE ADVANTAG, P167 PRAHALAD CK, 1998, RES TECHNOLOGY M MAY, P14 ROOS J, 1997, INTELLECTUAL CAPITAL RUGGLES R, 1998, CALIF MANAGE REV, V40, P80 SCHEIN EH, 1992, ORG CULTURE LEADERSH SKYRME DJ, 1999, KNOWLEDGE NETWORKING TEECE D, 1998, TECHNOLOGY ORG COMPE, P193 NR 18 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2002 VL 24 IS 4 BP 419 EP 434 PG 16 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 582WQ UT ISI:000177374500004 ER PT J AU Mothe, C Ingham, M TI Trust in European-Japanese R&D partnerships: a case study SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE case study; cooperation; high technology; international; Japanese; trust ID ALLIANCES; EVOLUTION AB Empirical studies on trust remain relatively rare, especially in the area of cooperation in R&D in high technology activities. This article aims at partially fulfilling this gap. Starting with a brief synthesis of the literature dedicated to trust in cooperations, on interpersonal, intra-organisational and inter-organisational levels, an exploratory longitudinal study has been undertaken on the field to enhance the trust production mechanisms and their evolution. The case studies relate to the cooperation undertaken by a European firm with a Japanese company. C1 Univ Paris 10, Nanterre, France. Univ Catholique Louvain, IAG, B-1348 Louvain, Belgium. RP Mothe, C, 66 Rue Denfert Rochereau, F-92100 Boulogne, France. CR BARNEY JB, 1994, STRATEGIC MANAGE J, V15, P175 BURT RS, 1995, TRUST ORG FRONTIERS, P68 BUTLER JK, 1991, J MANAGE, V17, P643 DING HB, 2000, INT J TECHNOLOGY, V20 DODGSON M, 1993, ORGAN STUD, V14, P375 DOZ YL, 1996, STRATEGIC MANAGE J, V17, P55 EISENHARDT KM, 1989, ACAD MANAGE REV, V14, P532 GAMBETTA D, 1988, TRUST MAKING BREAKIN, P213 GILL J, 1996, EUROPEAN MANAGEMENT, V14, P81 GRANOVETTER M, 1985, AM J SOCIOL, V91, P481 GULATI R, 1995, ACAD MANAGE J, V38, P85 HOSMER LT, 1995, ACAD MANAGE REV, V20, P379 INGHAM M, 1998, R&D MANAGE, V28, P249 KOENIG C, 1999, CONFIANCE APPROACHES, P127 LARSON A, 1992, ADMIN SCI QUART, V37, P76 LAZARIC N, 1998, TRUST EC LEARNING LAZERSON M, 1988, AM SOCIOL REV, V53, P330 LAZERSON M, 1995, ADMIN SCI QUART, V40, P34 LEWICKI RJ, 1998, ACAD MANAGE REV, V23, P438 LORENZONI G, 1995, CALIFORNIA MANAGEMEN, V37, P1 MANGEMATIN V, 1999, INT J TECHNOLOGY MAN, V18 MOTHE C, 1997, COMMENT REUSSIER ALL OSBORN RN, 1997, ACAD MANAGE J, V40, P261 RING PS, 1992, STRATEGIC MANAGE J, V13, P483 RING PS, 1994, ACAD MANAGE REV, V19, P90 RING PS, 1996, BUS SOC, V35, P148 RING PS, 1997, J MANAGE STUD, V4, P1 ROUSSEAU DM, 1998, ACAD MANAGE REV, V23, P393 SAKO M, 1991, RICERCHE EC, V45, P375 SAKO M, 1998, TRUST ORG SHAPIRO SP, 1987, AM J SOCIOL, V93, P623 TAKAHASHI T, 2001, INT J TECHNOLOGY MAN, V22 WILLIAMSON OE, 1993, J LAW ECON, V30, P131 YIN R, 1984, CASE STUDY RES DESIG ZAHEER A, 1998, ORGAN SCI, V9, P141 NR 35 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2002 VL 24 IS 4 BP 435 EP 457 PG 23 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 582WQ UT ISI:000177374500005 ER PT J AU Hamilton, O Shapiro, D Vining, A TI The growth patterns of Canadian high-tech firms SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE small business; statistical analysis; innovation ID MANUFACTURING-INDUSTRIES; SIZE; ENTRY; SURVIVAL; SECTOR; AGE AB The purpose of this paper is to investigate and explain the recent growth patterns of Canadian high-tech firms. We analyse firm growth utilising Gibrat's Law as an analytic framework. Gibrat's Law postulates that the growth of firms is a random process. We therefore investigate whether the growth of Canadian high-tech firms is constant across firm size or whether growth is systematically related to firm demographic factors such as size, age, and legal or ownership status. Contrary to Gibrat's Law, we find that small firms in the Canadian high-tech sector experience higher growth rates than do large firms. We also find evidence to suggest that young firms experience higher growth rates than do older firms. Other growth relationships explored in this study include whether the growth of Canadian high-tech firms is systematically linked to legal status and foreign ownership. The results indicate that firms with limited liability do tend to grow faster, but there is no evidence to suggest that foreign ownership is related to growth performance. C1 Oxbow Carbon & Minerals Inc, W Palm Beach, FL USA. Simon Fraser Univ, Fac Business Adm, Vancouver, BC V6B 5K3, Canada. RP Hamilton, O, Oxbow Carbon & Minerals Inc, W Palm Beach, FL USA. CR *SBAO, 1998, NEW AM EVOLUTION ROL *SBIRB, 1999, SMALL BUSINESS INNOV ACS Z, 1990, INNOVATION SMALL FIR AKIN D, 2000, NATL POST MAR ALMUS M, 1999, SMALL BUS ECON, V13, P141 AMIRKHALKHALY S, 1993, E ECON J, V9, P223 ANG JS, 1991, J SMALL BUSINESS FIN, V1, P1 AUDRETSCH D, 1995, INNOVATION IND EVOLU AUDRETSCH DB, 1991, REV ECON STAT, V73, P520 AUDRETSCH DB, 1995, REV ECON STAT, V77, P97 AUDRETSCH DB, 1999, INNOVATION IND EVOLU, P280 AUDRETSCH DB, 1999, INT J IND ORGAN, V17, P965 BALDWIN J, 1995, SMALL BUS ECON, V7, P317 BESANKO D, 2000, EC STRATEGY BIRCH D, 1979, JOB GENERATION PROCE BRESCHI S, 2000, ECON J, V110, P388 BROCK W, 1986, EC SMALL BUSINESS TH CABRAL L, 1995, J IND ECON, V43, P161 CHESHER A, 1979, J IND ECON, V27, P403 CHRISTENSEN C, 1997, INNOVATORS DILEMMA CLARK C, 1999, CANADIAN BUSINE 0625 CONTINI B, 1989, SMALL BUSINESS EC, V1, P309 DAVIS S, 1996, JOB CREATION DESTRUC DUNNE P, 1994, J IND ECON, V42, P115 DUNNE T, 1988, RAND J ECON, V19, P495 DUNNE T, 1989, Q J ECON, V104, P671 EVANGELISTA R, 1998, INT J EC BUSINESS, V5, P311 EVANS DS, 1987, J IND ECON, V35, P567 EVANS DS, 1987, J POLIT ECON, V95, P657 FREEMAN C, 1997, EC IND INNOVATION GEROSKI P, 1991, MARKET DYNAMICS ENTR GEROSKI P, 1997, J IND ECON, V45, P657 GEROSKI P, 1999, 2092 CTR EC POL RES GEROSKI PA, 1995, INT J IND ORGAN, V13, P421 GIBB A, 2000, INT SMALL BUS J, V18, P13 GIBRAT R, 1931, INEGALITES ECONOMIQU HALL BH, 1987, J IND ECON, V35, P583 HART PE, 1956, J ROYAL STATISTICA A, V119, P150 HART PE, 1996, ECON J, V106, P1242 HART PE, 1999, INT J EC BUSINESS, V6, P149 HYMER S, 1962, J POLIT ECON, V52, P556 IJIRI Y, 1977, SKEW DISTRIBUTION SI JOVANOVIC B, 1982, ECONOMETRICA, V50, P649 KANGASHARJU A, 2000, INT SMALL BUSINESS J, V19, P28 KIRCHHOFF B, 1994, TESTING GIBRATS LAW KUMAR MS, 1985, J IND ECON, V33, P327 LIPSEY R, 1996, CD HOWE BENEFACTROS LOUCHE M, 1999, DELOITTE TOUCH FAST LOVEMAN G, 1991, SMALL BUSINESS EC, V3, P1 LUCAS RE, 1978, BELL J ECON, V9, P508 MANSFIELD E, 1962, AM ECON REV, V52, P1023 MATA J, 1994, J IND ECON, V42, P227 MOGEE ME, 2000, INT J TECHNOL MANAGE, V19, P149 NELSON R, 1993, NATL INNOVATION SYST NIOSI J, 2000, 8 STAT CAN NORTH D, 1990, I I CHANGE EC PERFOR OAKEY R, 1995, HIGH TECHNOLOGY NEW OAKEY R, 1999, NEW TECHNOLOGY BASED, V6 PENROSE E, 1959, THEORY GROWTH FIRM SAMUELS J, 1972, MARKET STRUCTURE COR SHAPIRO DM, 1980, FOREIGN DOMESTIC FIR SIMON H, 1958, AM ECON REV, V48, P607 SINGH A, 1968, GROWTH PROFITABILITY SINGH A, 1975, REV ECON STUD, V42, P15 STOREY DJ, 1994, APPL ECON, V26, P129 STOREY DJ, 1994, SMALL BUS ECON, V6, P139 SUTTON J, 1997, J ECON LIT, V35, P40 WAGNER J, 1992, SMALL BUS ECON, V4, P125 WAGNER J, 1994, J IND ECON, V42, P141 WILSON JOS, 2000, SERV IND J, V20, P25 YOU JI, 1995, CAMBRIDGE J ECON, V19, P441 NR 71 TC 1 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2002 VL 24 IS 4 BP 458 EP 472 PG 15 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 582WQ UT ISI:000177374500006 ER PT J AU Jorgensen, S Kort, PM TI Autonomous and induced learning: an optimal control approach SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE production; autonomous and induced learning; cost reduction; optimal control ID PROCESS IMPROVEMENT; CURVE; COMPETITION; QUALITY; COST AB The paper considers a production and process improvement problem of a firm in which the total manufacturing costs of a specific product depend on the output rate as well as the effects of autonomous and induced learning. Autonomous learning typically results from the repetition of a particular task, whereas induced learning is a result of explicit investments in production process improvements, The cumulative effects of the learning processes are represented by two stocks of knowledge. The stock of autonomous knowledge is built up at a rate corresponding to current output. Induced knowledge is built up by process improvement investments. Both stocks are subject to decay, due to obsolescence or forgetting knowledge. For short and long-term planning situations. we study the optimal evolution over time of the output rate, the process improvement expenditure rate and the two stocks of knowledge. C1 Univ So Denmark, Dept Org & Management, DK-5230 Odense M, Denmark. Tilburg Univ, CentER, Dept Econometr & Operat Res, NL-5000 LE Tilburg, Netherlands. RP Jorgensen, S, Univ So Denmark, Dept Org & Management, Campusvej 55, DK-5230 Odense M, Denmark. CR ADLER PS, 1991, MANAGE SCI, V37, P267 ARROW K, 1962, REV ECON STUD, V29, P166 CLARKE FH, 1982, J BUS, V55, P517 FEICHTINGER G, 1986, OPTIMALE KONTROLLE O FINE CH, 1986, MANAGE SCI, V32, P1301 FINE CH, 1989, OPER RES, V37, P580 HARTL RF, 1983, J OPERATIONAL RES SO, V34, P599 JORGENSEN S, 1999, EUR J OPER RES, V117, P382 LI G, 1998, EUR J OPER RES, V105, P143 LI G, 1998, MANAGE SCI 1, V44, P1517 PHILIPS LW, 1985, J MARKETING, V39 RITZEN JR, 1979, J OPERATIONAL RES SO, V30, P33 ROSENBERG N, 1982, INSIDE BLACK BOX TEC SEIERSTAD A, 1987, OPTIMAL CONTROL THEO SPENCE AM, 1981, BELL J ECON, V12, P49 SPENCE AM, 1984, ECONOMETRICA, V52, P101 ZANGWILL WI, 1998, MANAGE SCI, V44, P910 NR 17 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2002 VL 23 IS 7-8 BP 655 EP 674 PG 20 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 561FZ UT ISI:000176130700002 ER PT J AU Chukwu, EN TI Control under scarcity of the growth of wealth of nations: with examples from Austria and the USA SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE optimal control; controllability; function space controllable; economic variables; regression; delay differential equations; stability ID DIFFERENTIAL EQUATIONS; DELAY AB The author postulates formulae for aggregate demand and its components z = C + I + X + G - consumption, C, investment, I , net export, X and government outlay, G and aggregate supply, S. By MATLAB and regression z is confronted with data from Austria and the USA to deduce the right dynamics, a differential game of pursuit which is equivalent to a control system with control constraints. Conditions for controllability are given and their policy implications explored. C1 N Carolina State Univ, Dept Math, Raleigh, NC 27695 USA. RP Chukwu, EN, N Carolina State Univ, Dept Math, Box 8205, Raleigh, NC 27695 USA. CR ARROW K, 1972, GEN COMPETITIVE ANAL ARROW KJ, 1954, ECONOMETRICA, V22, P265 ARROW KJ, 1958, ECONOMETRICA, V26, P522 CHUKWU EN, 1979, J MATH ANAL APPL, V70, P326 CHUKWU EN, 1988, COMPUT MATH APPL, V16, P851 CHUKWU EN, 1992, P 1 WORLD C NONL AN CHUKWU EN, 1992, STABILITY TIME OPTIM CHUKWU EN, 1993, APPL MATH COMPUT DEC CHUKWU EN, 1994, JAPAN J IND APPL MAT, V2 CHUKWU EN, 1994, P INDIAN ACAD SCI MA, V104 CHUKWU EN, 1995, AUSTR J APPL MAT JAN CHUKWU EN, 1996, UNIVERSAL LAWS CONTR, P1 CHUKWU EN, 1997, APPL MATH COMPUT, V85, P17 CHUKWU EN, 1997, NONLINEAR ANAL-THEOR, V30, P1029 CHUKWU EN, 1998, APPL MATH COMPUT, V95, P245 CHUKWU EN, 2000, WORLD SCI ADV MATH A, V54 CHUKWU EN, 2002, OPTIMAL CONTROL GROW EISNER R, 1884, MISUNDERSTOOD EC COU FAIR RC, 1974, MODEL MACROECONOMIC FAIR RC, 1984, SPECIFICATION ESTIMA FASHORO M, 1992, J OPTIMIZATION THEOR, V73 GANDOLFO G, 1980, EC DYNAMICS METHOD M GANDOLFO G, 1981, QUALITATIVE ANAL ECO GANDOLFO G, 1984, DISEQUILIBRIUM MODEL GANDOLFO G, 1990, EC MODELING HAJEK O, 1975, PURSUIT GAMES HALE J, 1977, THEORY FUNCTIONAL DI LUCAS RE, 1976, CARNEGIE-ROCHESTER C, V1, P19 LUCAS RE, 1981, RATIONAL EXPECTATION MCELROY MB, 1996, MACROECONOMY PRIVATE MULLINEUX AW, 1984, BUSINESS CYCLE KEYNE PETIT ML, 1990, CONTROL THEORY DYNAM SAARI D, 1984, WAVERING INVISIBLE H SAARI DG, 1992, ECON THEOR, V2, P359 SAARI DG, 1995, NOT AM MATH SOC, V42, P222 SALAMON D, 1984, CONTROL OBSERVATION SAMUELSON PA, 1965, COLLECTED SCI PAPERS NR 37 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2002 VL 23 IS 7-8 BP 675 EP 690 PG 16 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 561FZ UT ISI:000176130700003 ER PT J AU Tarasyev, AM Watanabe, C Zhu, B TI Optimal feedbacks in techno-economic dynamics SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE economic growth; dynamic optimality principles; optimal investment feedback; evaluation of R&D intensity ID HAMILTON-JACOBI EQUATIONS; MODEL AB The objective of this work is twofold: to design control strategies which optimise production, technology and their rates in a nonlinear model of economic growth; and to demonstrate the significance of this modelling approach by means of an empirical analysis. We formulate a problem of optimal R&D investment for a dynamic model, which binds production to technology. A discounted utility function, which correlates the amount of sales with the diversity in production, gives a criterion of optimality. We use the Pontryagin maximum principle for the design of an optimal nonlinear dynamics. On the basis of the theoretical analysis, we carry out an empirical analysis, which attempts to demonstrate the practical significance of the approach. For Japan's major manufacturing sectors, we compare optimal and actual levels of R&D intensities and identify sources of 'pseudo innovation' in high-tech industries. C1 Russian Acad Sci, Ural Branch, IMM, Dynam Syst Dept, Ekaterinburg 620219, Russia. Tokyo Inst Technol, Dept Ind Engn & Management, Meguro Ku, Tokyo 1528552, Japan. Int Inst Appl Syst Anal, Environmentally Compatible Energy Strategies Proj, A-2361 Laxenburg, Austria. Tokyo Inst Technol, Dept Ind Engn & Management, Tokyo 152, Japan. RP Tarasyev, AM, Russian Acad Sci, Ural Branch, IMM, Dynam Syst Dept, Ul S Kovalevskoi 16, Ekaterinburg 620219, Russia. CR ARROW KJ, 1985, PRODUCTION CAPITAL C BORISOV VF, 1999, ANN OPER RES, V89, P61 CRANDALL MG, 1983, T AM MATH SOC, V277, P1 DOLCETTA IC, 1983, APPL MATH OPT, V10, P367 FEICHTINGER G, 1993, EUR J OPER RES, V68, P145 GRIFFIN JM, 1976, AM ECON REV, V66, P845 GRIFFYBROWN C, 2000, GRAZIADIO BUSINESS R GROSSMAN GM, 1991, INNOVATION GROWTH GL HARTMAN PH, 1964, ORDINARY DIFFERENTIA INTRILIGATOR M, 1971, MATH OPTIMIZATION EC ISAACS R, 1965, DIFFERENTIAL GAMES IVANOV VA, 1993, PMM-J APPL MATH MEC, V57, P419 KRASOVSKII AN, 1995, CONTROL LACK INFORMA LEE CS, 1999, ANN OPER RES, V88, P199 MENSCH GO, 1979, STALEMATE TECHNOLOGY PAVITT K, 1989, TECHNOLOGY STRATEGY, P38 PONTRYAGIN LS, 1962, MATH THEORY OPTIMAL ROMER PM, 1990, J POLITICAL EC, V98, P71 SAITO T, 1997, FINANCE REV, V23, P13 SUBBOTIN AI, 1995, GENERALIZED SOLUTION TARASYEV AM, 1999, ANN OPER RES, V88, P337 TARASYEV AM, 2001, J OPTIMIZATION THEOR, V108 WATANABE C, 1997, RES EVALUAT, P69 WATANABE H, 1992, INT J ONCOL, V1, P481 NR 24 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2002 VL 23 IS 7-8 BP 691 EP 717 PG 27 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 561FZ UT ISI:000176130700004 ER PT J AU McDonald, A Schrattenholzer, L TI Learning curves and technology assessment SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE technological learning; technology assessment; energy; energy modelling ID ENERGY TECHNOLOGIES; COST AB This paper uses the formal concept of teaming curves to analyse regular behaviour of performance improvements in various energy technologies. The concept allows the estimation of a single indicator of technological progress, the teaming rate. which expresses the constant percentage improvement (usually in terms of cost reductions) in a technology for each doubling of the technology's cumulative installed capacity. We present 42 energy-related teaming rates, either calculated directly from available data or assembled from the literature. We elaborate briefly on eight of these to illustrate issues addressed by technology assessments to convert these raw historical teaming rates into prospective teaming rate distributions for use in long-term energy models. The paper includes a sensitivity analysis of policy-relevant variables with respect to teaming rates, a discussion of possible extensions and limitations of the approach and an outlook on future work in the field. C1 IIASA, Environmentally Compatible Energy Strategies ECS, A-2361 Laxenburg, Austria. RP McDonald, A, IIASA, Environmentally Compatible Energy Strategies ECS, Schlosspl 1, A-2361 Laxenburg, Austria. CR *BCG, 1968, PERSP EXP *CEC, 1997, WIND PROJ PERF 1995 *IEA, 2000, EXP CURV EN TECHN PO *NEMS, 2000, NAT EN MOD SYST OV 2 ABERNATHY WJ, 1974, HARVARD BUS REV, V52, P109 AKISAWA A, 2000, UNPUB TECHNOLOGICAL ARGOTE L, 1999, ORGANIZATIONAL LEARN AYRES R, 1998, EXPECTED DIFFUSION P BLACKWOOD D, 1997, ENGINEER JUN, P4 CAPROS P, 2000, INT J GLOBAL ENERGY, V14, P1 CLAESON U, 1999, P IEA INT WORKSH EXP DAVID PA, 1985, AM ECON REV, V75, P332 DAVID PA, 1986, EC HIST MODERN EC DAVID PA, 1992, IND CORP CHANGE, V1, P129 DURSTEWITZ M, 1999, P IEA INT WORKSH EXP DUTTON JM, 1984, ACAD MANAGE REV, V9, P235 EASTERLING RG, 1982, ENERGY, V7, P253 FISHER JC, 1974, ENERGY CRISES PERSPE GOLDEMBERG J, 1996, ENERG POLICY, V24, P1127 GRUBLER A, 1990, RISE FALL INFRASTRUC HARMON C, 00014 IR IIASA IWAFUNE Y, 2000, IR00009 IIASA JOSKOW PL, 1979, REV ECON STAT, V61, P161 JOSKOW PL, 1985, RAND J ECON, V16, P1 KOUVARITAKIS N, 2000, INT J GLOBAL ENERGY, V14, P104 KRAUTMANN AC, 1988, SO EC J, V55, P70 LIEBOWITZ SJ, 1990, J LAW ECON, V33, P1 LIEBOWITZ SJ, 1999, WINNERS LOSERS MICRO LIPMAN TE, 1999, P IEA INT WORKSH EXP LOITER JM, 1999, ENERG POLICY, V27, P85 MACGREGOR PR, 1991, MARKET OUTLOOK INTEG MARCHETTI C, 1986, IBM C AC BRAS CIENC MATTSSON N, 1997, CTHESTR973SE ISRN CH MAYCOCK PD, 1975, BUSINESS ANAL SOLAR MCDONALD A, 2001, ENERG POLICY, V29, P255 MESSNER S, 1997, 9715 RR IIASA NAKICENOVIC N, 1984, GROWTH LIMITS LONG W NAKICENOVIC N, 1998, GLOBAL ENERGY PERSPE NAKICENOVIC N, 2000, SUMMARY POLICYMAKERS NEIJ L, 1999, ENERGY, V24, P375 RABITSCH H, 2000, UNPUB ELECTRICITY TR VONWEIZSACKER E, 1997, FACTOR 4 DOUBLING WE WRIGHT TP, 1936, J AERONAUT SCI, V3, P122 ZHAO J, 2000, DIFFUSION COSTS LEAR ZIMMERMAN MB, 1982, BELL J EC, V13 NR 45 TC 7 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2002 VL 23 IS 7-8 BP 718 EP 745 PG 28 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 561FZ UT ISI:000176130700005 ER PT J AU Griffy-Brown, C Nagamatsu, A Watanabe, C Zhu, B TI Technology spillovers and economic vitality: an analysis of institutional flexibility in Japan with comparisons to the USA SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE technology spillovers; institutional elasticity; economic vitality; information technology; Japan; USA AB In Japan, technology spillovers have been less successful in the 1990s than they were in the 1980s. One apparent reason for this is a decline in institutional flexibility - the ability of organisations to absorb technology, transform human capital and adapt to changing global conditions. Information and communication technology (ICT) has become embedded in US business practice, but Japanese firms have yet to absorb ICT or respond to human capital needs. This lack of flexibility has had a significant negative impact on the vitality of the Japanese economy. Section 2 of this paper will demonstrate recent changes in Japan's institutional flexibility by contrasting technology spillovers of the 1970s and 80s with those of the 1990s, linking this institutional flexibility with R&D diversification and showing the negative impact on Total Factor Productivity and GDP. This analysis was performed using data compiled by the Tokyo Institute of Technology as well as data from recent surveys conducted by a number of Japanese government offices and agencies. Section 2 will also discuss Japan's 'dual economy' by looking at key differences between Small and Medium-sized Enterprises (SMEs) and Large Enterprises (LEs) in terms of labour rigidity and ICT penetration. These differences are one aspect of institutional flexibility. Section 3 starts by comparing the economic growth rates in Japan and the USA in the second part of the 1980s and the first part of the 1990s, A comparison of labour, capital, material and Total Factor Productivity indicates a decline in flexibility in Japan and an increase in flexibility in the USA. Additionally, this reversal can be seen in technology, labour and capital substitution. Section 4 discusses key changes in the US and Japanese organisational environments as they converge on different digital platforms and implications for their respective institutions. Key questions are raised regarding often over-simplified fundamental changes purported in the USA. In this regard, the truly 'innovative' nature of SMEs in the USA is questioned as institutional rigidity in this sector grows. Section 5 summarises final implications of this analysis and directs future work towards questions arising from this study. C1 Graziadio Sch Business, Dept Decis & Informat Syst, Culver City, CA 90230 USA. Tokyo Inst Technol, Dept Management & Engn, Tokyo 152, Japan. RP Griffy-Brown, C, Graziadio Sch Business, Dept Decis & Informat Syst, Pepperdine Univ Plaza,400 Corp Pointe, Culver City, CA 90230 USA. CR *EC PLANN AG, 2000, WHIT PAP JAP EC *JETRO, 1999, JAP APPR LEG ENH TEC *JIPDEC, 1999, INF WHIT PAP *US DEP COMM, 1999, EM DIG EC ANTONELLI C, 1993, TECHNOLOGY WEALTH NA BRYNJOLFSSON E, 1993, COMMUNICATIONS ACM, V37 BRYNJOLFSSON E, 1995, EC INNOVATION NEW TE, V3, P183 BRYNJOLFSSON E, 1996, ADV COMPUT, V43, P179 BUTTON G, 1993, TECHNOLOGY WORKING O CALLON S, 1995, DIVIDED SUN MITI BRE DEMCHAK C, 2000, HDB PUBLIC INFORMATI FULFORD B, 2000, FORBES MAGAZINE 0217 GREENWOOD J, 1999, AM EC REV PAPERS P, V89 GRIFFYBROWN C, 1999, INT J TECHNOLOGY MAN, V17 GRIFFYBROWN C, 2000, JAPAN OVERCOMING HIG HEMMERT M, 1998, TECHNOLOGY INNOVATIO JORGENSON DW, 1995, EC INNOVATION NEW TE, V3, P295 KLING R, 1999, C UND DIG EC DAT TOO KORTUM S, 1998, NBER WORKING PAPER, V6846 LERNER J, 1999, IN PRESS ARE SMALL F NG CY, 1999, TRENDS ISSUES E ASIA OKAMOTO Y, 1995, FAREWELL DRIFTING JA ORLIKOWSKI W, 1999, US NAT FOR EC MAY 19 SHAPIRO C, 1999, INFORMATION RULES ST SHAW MJ, 1999, C E COMM GLOB MARK 1 TSUKAMOTO Y, 1999, INTERNAL PRESENT DEC TSUKAMOTO Y, 1999, JAPAN RES DEV CTR ME, V44 WANTANABE C, 1999, RES POLICY, V28, P719 WATANABE C, 1998, P ANN C JAP SOC SCI, P132 WATANABE C, 1998, P ANN C JAP SOC SCI, P150 WATANABE C, 1998, TECHNOLOGY INNOVATIO, P37 WATANABE C, 2000, IN PRESS TECHNOVATIO, V20 WATANABE C, 2000, INT WORKSH SCI GOV B NR 33 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2002 VL 23 IS 7-8 BP 746 EP 768 PG 23 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 561FZ UT ISI:000176130700006 ER PT J AU Miyajima, H Arikawa, Y Kato, A TI Corporate governance, relational banking and R&D: evidence from Japanese large firms in the 1980s and 1990s SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE J-type corporate governance structure; R&D; asymmetric information; managerial myopia; free cash flow ID INTERNAL FINANCE; AGENCY COSTS; INVESTMENT; LIQUIDITY; CREDIT; SYSTEM; DEBT AB We investigate the effects of the Japanese corporate governance structure on corporate investments, especially R&D, dividing Japanese high R&D firms into two groups, i.e, young growing firms and old mature firms. The main bank relationship mitigates the asymmetric information problem for young growing firms' R&D expenditure in the 1990s, Portfolio investors strengthen the cash constraints on R&D, while stable shareholders offset the myopic pressure by portfolio investors. We also show some evidence that stable shareholders induced old mature firms to overinvest during the bubble economy period. C1 Waseda Univ, Sch Commerce, Shinjuku Ku, Tokyo 1698050, Japan. Yamagata Univ, Fac Literature & Social Sci, Yamagata 9908560, Japan. Aoyama Gakuin Univ, Sch Business, Shibuya Ku, Tokyo 1508366, Japan. RP Miyajima, H, Waseda Univ, Sch Commerce, Shinjuku Ku, 1-6-1 Nishi Waseda, Tokyo 1698050, Japan. CR ABEGGLEN JC, 1985, KAISHA JAPANESE CORP ANDERSON CW, 1999, J FINANC ECON, V51, P309 AOKI M, 1994, JAPANESE MAIN BANK S AOKI M, 2000, FINANCE GOVERNANCE C DEWATRIPONT M, 1995, REV ECON STUD, V62, P541 DIAMOND DW, 1991, J POLIT ECON, V99, P689 FAZZARI SM, 1988, BROOKINGS PAPERS EC, V1, P141 GRILICHES Z, 1985, NBER WORKING PAPER W, V1778 HADLOCK CJ, 1998, RAND J ECON, V29, P487 HALL B, 1990, BROOKINGS PAPERS EC, P85 HIMMELBERG CP, 1994, REV ECON STAT, V76, P38 HOSHI T, 1991, Q J ECON, V106, P33 HUBBARD RG, 1995, J MONEY CREDIT BANK, V27, P683 HUBBARD RG, 1998, J ECON LIT, V36, P193 JENSEN MC, 1986, AM ECON REV, V76, P323 LANG L, 1996, J FINANC ECON, V40, P3 MIYAJIMA H, 2000, 00A07 I FISC MON POL MYERS SC, 1984, J FINANC ECON, V13, P187 NITTA K, 2000, BABURU HOUKAIGO NO K PORTER ME, 1992, HARVARD BUS REV, V70, P65 SHEARD P, 1995, STRUCTURE JAPANESE E STEIN JC, 1988, J POLITICAL EC, V96, P61 STIGLITZ JE, 1985, J MONEY CREDIT BANK, V17, P133 WEINSTEIN DE, 1998, J FINANC, V53, P635 YONEZAWA Y, 1996, JAPANESE CAPITAL MAR YONEZAWA Y, 1996, NIHON NO SIHON SIJYO NR 26 TC 1 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2002 VL 23 IS 7-8 BP 769 EP 787 PG 19 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 561FZ UT ISI:000176130700007 ER PT J AU Dasher, RB TI Value chain restructuring and R&D portfolio management: the effects of system-on-chip integration on the semiconductor and electronics industries SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE value chain; semiconductor industry; disaggregation; vertically integrated; design flow; intellectual property; R&D portfolio; system-on-chip AB The integration onto a single 'system-on-chip' (SoC) of functions that previously were performed by different computer chips on a system board (e.g. memory, system processing and application-specific logic) is a major technology theme in the semiconductor industry at present. This paper examines the effects of SoC integration on business models and R&D management strategy in the semiconductor and electronics industries. It will show that SoC integration is closely connected with restructuring in the value chain, including the shift from vertically integrated to narrower business models, the redistribution of relative value among the various segments of the chain and the appearance of new business models (e.g. foundry services and design 'IP' providers). In addition to involving larger and more diverse development teams, SoC integration calls on technology managers to adopt portfolio-based R&D management focus and to monitor closely the entire value chain in order to keep up with rapidly changing customer demands and opportunities. C1 Stanford Univ, US Asia Technol Management Ctr, Stanford, CA 94305 USA. RP Dasher, RB, Stanford Univ, US Asia Technol Management Ctr, CIS Bldg,Room 106,420 Via Palou Mall, Stanford, CA 94305 USA. CR 1999, SEMICONDUCTOR B 0202 1999, SEMICONDUCTOR B 0309 1999, SEMICONDUCTOR B 1006 CAMPOSANO R, 1999, PRES STANF U 15 APR COLLAR B, 1999, STRENGTH COND J, V21, P63 CORRIGAN W, 1999, SYN EX FOR SON CA 30 GOERING R, 1999, EE TIMES 0302 HENKEL R, 1999, SEMICONDUCTOR B 1001 HENKEL R, 2000, SEMICONDUCTOR BUSINE KEATING M, SYNOPSYS DESIGN REUS LAMMERS D, 1999, EE TIMES LINEBACK JR, 1998, SEMICONDUCTOR BUSINE MATSUBARA J, 1997, PRES STANF U 25 SEPT MATSUMOTO C, 1999, EE TIMES 0705 MOORE G, 1999, SYN EX FOR 30 APR OHR S, 1999, EE TIMES 0628 SMITH G, 1999, EE TIMES, V7, P84 STRAUSS W, 2000, EE TIMES COM MI 0529 WILKINSON M, 1998, EE TIMES 0605 ZEREGA B, 1999, RED HERRING MAR NR 20 TC 1 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2002 VL 23 IS 7-8 BP 788 EP 812 PG 25 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 561FZ UT ISI:000176130700008 ER PT J AU Kurokawa, S Tong-Ngok, W Yamada, H TI Determinants of organisational R&D persistence: a case of semiconductor laser diodes in the USA and Japan SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE technology forecasting; technology diffusion; technology policy; R&D management; persistence; R&D community; semiconductor laser diodes ID TECHNOLOGICAL COMPETENCES; INDUSTRIAL-INNOVATION; CORE COMPETENCES; COMMUNITIES; MANAGEMENT; ALLIANCES; PATTERNS; PROGRESS; FIRMS AB This paper examines the factors affecting organisational R&D persistence from 1966 to 1998 in the field of semiconductor laser diodes. We constructed several hypotheses based on the relevant literature and tested these hypotheses with 922 US and 366 Japanese organisations (firms, universities and government labs), by using their published papers and patents. We found: (1) the more papers and patents an organisation has, the more likely it is to persists (2) universities are more persistent than other organisations (3) sales expectation contributes significantly to corporate RD persistence; (4) Japanese firms are more likely to persist than US firms; and (5) US government labs are more likely to persist than Japanese government labs, By our interviews and further quantitative analyses, we also found that the technology diffusion in Japan seemed to be more pervasive than that in the USA. C1 Drexel Univ, Coll Business, Philadelphia, PA 19104 USA. Chiang Mai Univ, Sch Engn, Chiang Mai 50200, Thailand. Int Univ Japan, Ctr Global Commun, Tokyo 1060032, Japan. RP Kurokawa, S, Drexel Univ, Coll Business, Philadelphia, PA 19104 USA. CR *HIK SANG SHINK, 1995, 25 HIK SANG SHINK ABEGGLEN JC, 1985, KAISHA JAPANESE CORP ABERNATHY WJ, 1978, TECHNOL REV, V80, P40 ABERNATHY WJ, 1985, RES POLICY, V14, P3 AFUAH A, 1998, INNOVATION MANAGEMEN ALLEN TJ, 1977, MANAGING FLOW TECHNO ALLEN TJ, 1988, MANAGING PROFESSIONA, P3 AMSDEN AH, 1994, EUROPEAN EC REV, V38, P94 AYRES RU, 1988, TECHNOVATION, V7, P87 BABCOCK DL, 1996, MANAGING ENG TECHNOL BATES KA, 1995, BEST PAPER P AM ACAD, V55, P235 BLEEKE J, 1991, HARVARD BUS REV, V69, P127 BOWEN MG, 1987, ACAD MANAGE REV, V12, P52 BROCKNER J, 1981, J EXPT SOCIAL PSYCHO, V17, P68 BROWN RH, 1999, US IND OUTLOOK 1999 BURGERS WP, 1993, STRATEGIC MANAGE J, V14, P419 CHEN JC, 1998, INT J TECHNOL MANAGE, V15, P761 COOMBS R, 1996, R&D MANAGE, V26, P345 CULNAN MJ, 1986, MANAGE SCI, V32, P156 CUSUMANO MA, 1985, JAPANESE AUTOMOBILE DEBACKERE K, 1992, SURVIVAL NETWORK PER DEBACKERE K, 1995, BEST PAPER P AM ACAD, V55, P417 DERTOUZOS ML, 1989, MADE AM DIXIT AK, 1993, THINKING STRATEGICAL ECCLES RG, 1992, HYPE REDISCOVERING E FARRELL F, 1987, PRODUCT STANDARDIZAT FREEMAN C, 1982, EC IND INNOVATION FUSFELD HI, 1985, HARVARD BUSINESS NOV, P60 GRANSTRAND O, 1997, CALIF MANAGE REV, V39, P8 HARRIGAN KR, 1985, STRATEGIES JOINT VEN HECHT J, 1982, LASER SUPERTOOL 1980 HOWELLS J, 1999, TECHNOL ANAL STRATEG, V11, P17 KAGONO T, 1985, STRATEGIC VS EVOLUTI KATZ ML, 1986, J POLIT ECON, V94, P822 KILLING JP, 1980, COLUMBIA J WORLD BUS, V15, P125 KODAMA F, 1995, EMERGING PATTERNS IN KOTTE E, 1989, TECHNOLOGIES LIGHT KRICKX GA, 1995, J ECON BEHAV ORGAN, V26, P75 KUROKAWA S, 1997, IEEE T ENG MANAGE, V44, P124 LIEVROUW LA, 1989, COMMUN RES, V16, P615 LINK A, 1983, DECISION SCI, V14, P46 LIU SJ, 1997, INT J TECHNOL MANAGE, V13, P661 LYNN LH, 1993, J ENG TECHNOL MANAGE, V10, P53 MALERBA F, 1997, INT J IND ORGAN, V15, P801 MANSFIELD E, 1996, RES POLICY, V25, P1047 OKUMURA H, 1991, HOUJIN SGHIHON SHUGI OUCHI WG, 1980, ADM SCI Q, V25, P129 PATEL P, 1997, RES POLICY, V26, P141 POLLEY DE, 1991, THESIS GRADUATE SCH PORTER M, 1990, COMPETITIVE ADV NATI PRAHALAD CK, 1990, HARVARD BUS REV, V68, P79 PRENCIPE A, 1997, RES POLICY, V25, P1261 PRICE DJD, 1956, DISCOVERY, V17, P240 RAPPA MA, 1992, R&D MANAGE, V22, P209 RAPPA MA, 1992, TECHNOL FORECAST SOC, V42, P133 RAPPA MA, 1992, USING LIT STUDY EMER RAPPA MA, 1994, R&D MANAGE, V24, P183 RAPPA MA, 1995, R&D MANAGE, V25, P209 REID DT, 1997, IEEE J QUANTUM ELECT, V33, P1 ROBERTS EB, 1999, MIT S STRAT MAN TECH SAKAKIBARA K, 1993, J ENG TECHNOL MANAGE, V10, P393 SAKAKIBARA M, 1997, RES POLICY, V26, P447 SAVIOTTI PP, 1995, INT J TECHNOL MANAGE, P407 SHAPIRO C, 1998, INFORMATION RULES ST STAW BM, 1987, RES ORG BEHAV, V9 TEECE DJ, 1996, J ECON BEHAV ORGAN, V31, P193 UTTERBACK J, 1994, MASTERING DYNAMICS I VANDEVEN AH, 1986, MANAGE SCI, V32, P590 VONHIPPEL E, 1988, SOURCES INNOVATION WOLECK FW, 1993, SRA J, V24, P27 WOMACK JP, 1990, MACHINE CHANGED WORL YAMADA H, 1990, THESIS MIT YAMADA H, 1999, GIUJUTU KYOSOUTO SEK YAMAMURA K, 1988, STRATEGIC TRADE POLI ZIMAN J, 1987, KNOWING EVERYTHING N NR 75 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2002 VL 23 IS 7-8 BP 813 EP 835 PG 23 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 561FZ UT ISI:000176130700009 ER PT J AU Muffatto, M Roveda, M TI Product architecture and platforms: a conceptual framework SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE new product development; product architectures; platforms vehicles ID PERFORMANCE AB The search for continuous improvement in product development forces companies to look for new competitive capabilities based on a redesign of their product strategies. In particular the role of product architectures, product platforms and modularisation, becomes important in shaping the development and operations strategies. The paper offers a general framework explaining the relevant product structure concepts that could be used to improve product strategies and the management of the development process. The main relationships between these concepts are analysed, highlighting major constraints and opportunities. C1 Univ Padua, Dept Ind Engn & Management, I-35131 Padua, Italy. RP Muffatto, M, Univ Padua, Dept Ind Engn & Management, Via Venezia 1, I-35131 Padua, Italy. CR ANDERSON P, 1990, ADM SCI Q, V35, P31 BALDWIN CY, 1997, HARVARD BUSINESS SEP, P84 CALABRESE G, 1997, R&D MANAGE, V27, P239 CLARK KB, 1991, PROD DEV PERFORMANCE CORSO M, 1996, P EIASM 4 PROD DEV M, P205 CUSUMANO MA, 1992, RES POLICY, V21, P265 ERIXON G, 1998, THESIS ROYAL U TECHN HENDERSON RM, 1990, ADM SCI Q, V33, P9 KINUTANI H, 1997, TRANSFORMING AUTO AS, P94 LUNDQVIST M, 1996, J PROD INNOVATION MA, V13 MACDUFFIE JP, 1996, MANAGE SCI, V42, P350 MCKAY A, 1996, RES ENG DESIGN SPR MEYER MH, 1993, SLOAN MANAGEMENT SPR MEYER MH, 1997, POWER PROD PLATFORMS MEYER MH, 1997, RES TECHNOLOGY M MAR MUFFATTO M, 1997, P 14 INT C PROD RES MUFFATTO M, 1998, P 10 INT WORK SEM PR MUFFATTO M, 1999, P RES SEM MAN INN NE NOBEOKA K, 1993, THESIS MIT PINE JB, 1993, MASS CUSTOMIZATION N ROBERTSON D, 1998, SLOAN MANAGE REV, V39, P19 SANCHEZ R, 1995, STRATEGIC MANAGE J, V16, P135 SANDERSON S, 1995, RES POLICY SUNDGREN N, 1995, P IAMOT EUR C MAN TE SUNDGREN N, 1998, THESIS CHALMERS U TE ULRICH K, 1991, P ASME WINT ANN M S ULRICH K, 1994, PROD DESIGN DEV ULRICH K, 1995, RES POLICY VONHIPPEL E, 1990, RES POLICY WHEELWRIGHT SC, 1992, REVOLUTIONIZING PROD WILHELM B, 1997, TRANSFORMING AUTO AS, P146 NR 31 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2002 VL 24 IS 1 BP 1 EP 16 PG 16 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 561GB UT ISI:000176130900001 ER PT J AU Gregory, C Sohal, AS TI Global product development in the ceramic tiles industry SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE global product design; ceramic tile industry; computer-aided design; cross-functional design teams; Australia AB This paper describes the product development activities of a manufacturer of ceramic tiles based in Melbourne, Australia. The company, Johnson Tiles Australia (JTA), is part of the Norcros Group of companies that is one of the leaders in the design and manufacture of wall and floor ceramic tiles. The paper describes how JTA transformed itself from a purely manufacturing and sales organisation that only supplied to the domestic market into an organisation that designs, manufactures and markets its products around the world. The paper details how the implementation of a computer-aided design system, a cross-functional design team and the global design conferences enabled JTA and its other sister companies to develop products at a global level and attain a competitive advantage in the industry. C1 Johnson Tiles Australia, Melbourne, Vic, Australia. Monash Univ, Dept Management, Melbourne, Vic 3145, Australia. RP Gregory, C, Johnson Tiles Australia, Melbourne, Vic, Australia. CR GEHANI RR, 1992, LONG RANGE PLANNING, V25 PAYNE C, 1991, RELATIONSHIP MARKETI PORTER ME, 1990, COMPETITIVE ADV NATI SKINNER W, 1974, HARVARD BUSINESS MAY, P113 WHEELWRIGHT SC, 1992, HARVARD BUSINESS MAR, P70 NR 5 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2002 VL 24 IS 1 BP 17 EP 26 PG 10 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 561GB UT ISI:000176130900002 ER PT J AU Gerwin, D Meister, D TI Coordinating new product development in an international joint venture SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE new product development; international joint venture; strategic alliance; interorganisational coordination; interorganisational information systems ID STRATEGIC ALLIANCES; COOPERATION; PERFORMANCE AB This is a case study of the problems in coordinating business functions (R&D and manufacturing) among firms engaged in a joint venture for new product development (NPD). The study focused on relationships across organisational boundaries, that is among the joint venture organisation and the two partner companies. A conceptual framework, based on the new product development and strategic alliance literatures, served as a guide in developing specific propositions from the inter-view data. The findings indicate that a partnership's task and task environment, specifically cross-company subunit interdependencies, produce requirements for inter-functional coordination between firms. Certain partner characteristics, however, hamper attaining the required coordination. These characteristics include the relative degree of concurrency of the partners' NPD processes and a partner's difficulty in establishing external information technology linkages. Aspects of the partners' relationship, specifically perceived appropriability risks, also hinder achieving the necessary coordination. The relative degree to which each partner has management control over the relationship influences perceived risks. These findings are put into perspective through a comparison of new product development in a partnership and in a single business unit. C1 Carleton Univ, Sch Business, Ottawa, ON K1S 5B6, Canada. Carleton Univ, Dept Syst & Comp Engn, Ottawa, ON K1S 5B6, Canada. Queens Univ, Queens Sch Business, Kingston, ON K7L 3NL, Canada. RP Gerwin, D, Carleton Univ, Sch Business, 1125 Colonel By Dr, Ottawa, ON K1S 5B6, Canada. CR ADLER PS, 1995, ORGAN SCI, V6, P147 ALTHEIDE DL, 1998, COLLECTING INTERPRET, P283 BENSAOU M, 1995, MANAGE SCI, V41, P1471 BENSAOU M, 1997, INFORM SYST RES, V8, P107 BURGERS WP, 1993, STRATEGIC MANAGE J, V14, P419 CARTER DE, 1992, CE CONCURRENT ENG PR CLARK K, 1991, PROD DEV PERFORMANCE DAS TK, 1996, J MANAGE STUD, V33, P827 DOZ Y, 1997, MANAGING STRATEGIC I, P556 DOZ YL, 1996, STRATEGIC MANAGE J, V17, P55 DUTTA S, 1997, MANAGE SCI, V43, P343 EDSTROM A, 1998, P 5 INT PROD DEV MAN, P349 GALBRAITH J, 1973, DESIGNING COMPLEX OR GLASER BG, 1967, DISCOVERY GROUNDED T HAGEDOORN J, 1994, STRATEGIC MANAGE J, V15, P291 HARRIGAN KR, 1985, STRATEGIES JOINT VEN HEGERT M, 1988, COOPERATIVE STRATEGI, P99 HENNART JF, 1988, STRATEGIC MANAGEMENT, V9, P361 HOFSTEDE G, 1980, CULTURES CONSEQUENCE HOFSTEDE G, 1991, CULTURES ORG SOFTWAR HULL FM, 1996, IEEE T ENG MANAGE, V43, P133 JEMISON DB, 1986, ACAD MANAGE REV, V11, P145 KATZ R, 1996, IEEE T ENG MANAGE, V43, P97 KOGUT B, 1988, STRATEGIC MANAGEMENT, V9, P319 LARSON A, 1992, ADMIN SCI QUART, V37, P76 LAWRENCE PR, 1967, ORG ENV LORANGE P, 1992, STRATEGIC ALLIANCES MCDONOUGH EF, 1996, R&D MANAGE, V26, P241 MILES MB, 1994, QUALITATIVE DATA ANA MINTZBERG H, 1983, STRCUTURE FIVES DESI MOWERY DC, 1992, TECHNOLOGY WEALTH NA PARKHE A, 1993, ACAD MANAGE J, V36, P794 PISANO GP, 1989, RES TECHNOLOGICAL IN, V4, P227 RING PS, 1994, ACAD MANAGE REV, V19, P90 SAXTON T, 1997, ACAD MANAGE J, V40, P443 SOBORN RN, 1997, ACAD MANAGEMENT APR, P261 SUSMAN GI, 1992, INTEGRATING DESIGN M, P207 THOMPSON JD, 1967, ORG ACTION VANDEVEN A, 1976, AM SOCIOL REV, V41, P322 WEBER Y, 1996, MANAGE SCI, V42, P1215 WILLIAMSON OE, 1985, EC I CAPITALISM YAN AM, 1994, ACAD MANAGE J, V37, P1478 YIN RK, 1989, CASE STUDY RES DESIG NR 43 TC 1 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2002 VL 24 IS 1 BP 27 EP 43 PG 17 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 561GB UT ISI:000176130900003 ER PT J AU Angelis, DI TI An option model for R&D valuation SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE real options; R&D valuation; R&D management; R&D investment ID REAL OPTIONS AB The valuation of research and development is a difficult task for managers. The traditional net present Value methods fail to consider the value of managerial flexibility provided by R&D projects: the option to implement the results of the project if the research phase is successful, or terminate it if the results are not promising. The ability to abandon the effort allows management to limit losses and is similar to a stock option, which can be valued using well-established option pricing theory (Black-Scholes model). Unfortunately, many of the assumptions made for stock prices are not applicable to R&D projects, making it difficult to apply the Black-Scholes model to real options. In particular, changes in the value of the underlying asset resulting from R&D efforts arc not entirely random and cannot be modelled as a random walk. The model presented in this paper addresses this problem by making no assumptions about how the underlying asset value changes over time. Instead,, the R&D value is derived from the production and marketing costs and anticipated revenues of the project. This approach provides a simple tool that will appeal to practitioners familiar with cost and revenue projections. C1 USN, Postgrad Sch, Def Resources Management Inst, Monterey, CA 93923 USA. RP Angelis, DI, USN, Postgrad Sch, Def Resources Management Inst, 1522 Cunningham Rd, Monterey, CA 93923 USA. CR ANGELIS DI, 2000, RES TECHNOL MANAGE, V43, P31 BLACK F, 1973, J POLITICAL EC, V81, P637 COX JC, 1985, OPTIONS MARKETS DIXIT AK, 1995, HARVARD BUS REV, V73, P105 KESTER WC, 1984, HARVARD BUS REV, V63, P128 MEYERS SC, 1977, J FINANC ECON, V5, P147 MITCHELL GR, 1988, RES TECHNOL MANAGE, V31, P15 MORRIS DC, 1999, J AM COLL CARDIOL, V34, P1 NEWTON DP, 1994, R&D MANAGE, V24, P83 PERLITZ M, 1999, R&D MANAGE, V29, P255 ROSS BN, 1991, PORTL INT C MAN ENG, P149 TRIGEORGIS L, 1993, FINANC MANAGE, V22, P202 NR 12 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2002 VL 24 IS 1 BP 44 EP 56 PG 13 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 561GB UT ISI:000176130900004 ER PT J AU Haapasalo, H Kess, P TI Managing creativity: is it possible to control the birth of innovation in product design? SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE product development; creative design; systematic design; design process AB The intention of this article is to explain how to improve design and product development. The objective is to point out different functions or mechanisms of the core of design tasks. Furthermore the aim is to analyse systematic control procedures in creative work. This review consists of extensively processed theoretical material connected to experiences in practical design. The beginning of the article is a fundamental antithesis between creative and systematic approaches and also a theoretical basis for the purpose of design. Later on it is determined, from an engineering point of view, how innovations are produced or how creative ideas pop into the conscious mind. The analysis is based on the empirical and literary material obtained in the research project carried out in the years 1995-1999. C1 Oulu Univ, Dept Ind Engn, FIN-90014 Oulu, Finland. RP Haapasalo, H, Oulu Univ, Dept Ind Engn, POB 4610, FIN-90014 Oulu, Finland. CR AALTO A, 1948, ARKKITEHTI JAN, P7 ANDREASEN MM, 1991, J ENG DESIGN, V2, P321 BERGSTROM M, 1984, LUOVUUDEN ULOTTUVUUD, P159 BOHM D, 1992, SCI ORDER CREATIVITY CHADWIK G, 1978, SYSTEMS VIEW PLANNIN DALE HB, 1994, QUALITY CONTROL DRABKIN S, 1996, J PROFESSIONAL ISSUE, P78 EDER WE, 1998, J ENG DESIGN, V9, P355 ERDMAN AG, 1993, MODERN KINEMATICS DE FAULDI A, 1973, PLANNING THEORY FERGUSON ES, 1977, SCIENCE, V197, P827 FERGUSON ES, 1993, ENG MINDS EYE FERRARE S, 1996, 14 ECAADE 12 14 SEP, P155 FREIDMANN J, 1974, J AM I PLANNERS, V40, P2 FREUD S, 1949, OUTLINE PSYCHO ANAL GERO SJ, 1995, ARCHITECTS COMPUTERS HAAPASALO H, 1997, THESIS U OULU HORVATH JA, 1999, TACIT KNOWLEDGE PROF HORWICH P, 1994, THEORIES TRUTH, V8 HUBKA W, 1992, ENG DESIGN GEN PROCE KORHONEN A, 1979, YHDYSKUNNAT YMPARIST, V22 KOSKI JT, 1995, HORISONTTIEN SULAUTU LAM A, 1998, 9822 U KENT CANT LAWSON B, 1990, DESIGNERS THINK LEHTI E, 1990, SUUNNITTELU LUOVAA T MCLOUGHLIN JB, 1969, URBAN REGIONAL PLANN MILES MB, 1994, QUALITATIVE DATA ANA MOILANEN P, 1998, OPETTAJAN TOIMINNAN NIINILUOTO I, 1990, MAAILMA MINA KULTTUU NONAKA I, 1995, KNOWLEDGE CREATING C OALKLAND JS, 1995, TOTAL QUALITY MANAGE OJANEN V, 1999, 6 INT KPROD DEV MAN OJANEN V, 1999, PICMET 99 C PORTL OR OLKKONEN T, 1993, 152 OT PAHL G, 1988, ENG DESIGN SYSTEMATI PALLASMAA J, 1993, MAAILMASSAOLON TAIDE RANTANEN K, 1985, TEKNISEN LUOVUUDEN K RICHARDS T, 1974, PROBLEM SOLVING CREA TUOMAALA J, 1995, CREATIVE ENG DESIGN ULLMAN DG, 1992, MECH DESIGN PROCESS VANDIJK CGC, 1995, DESIGN STUDIES, V16, P62 VIRKKALA V, 1991, LUOVA ONGELMANRATKAI NR 42 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2002 VL 24 IS 1 BP 57 EP 69 PG 13 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 561GB UT ISI:000176130900005 ER PT J AU Chang, SC Lin, NP Wea, CL Sheu, C TI Aligning manufacturing capabilities with business strategy: an empirical study in high-tech industry SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE manufacturing strategy; competitive priorities; manufacturing capabilities; business strategy; high-tech industry ID CONCEPTUAL-FRAMEWORK; PERFORMANCE AB Previously suggested frameworks for business strategies failed to consider the relationship between manufacturing capabilities and business strategies. Based on observations from high-tech industry, this study proposes a new business strategy framework, taking manufacturing capabilities into consideration. This new framework categorises business strategy types into Pre-emptive/First Mover strategy, Low Cost/Follower strategy and Differentiation/Follower strategy. Data were collected from 113 high-tech manufacturing firms in Taiwan to validate this model. Statistical results indicate that the compatibility between business strategy and manufacturing capabilities is important to a firm's performance in new product introduction, net profit and sales. Our findings could serve as guidelines for firms in developing their business strategy. Specifically, firms should invest resources and time to develop a set of manufacturing capabilities to fit into their business strategies. C1 Natl Taipei Coll Business, Dept Business Adm, Taipei, Taiwan. Natl Taiwan Univ, Coll Management, Taipei 10764, Taiwan. Kansas State Univ, Dept Management, Manhattan, KS 66506 USA. RP Chang, SC, Natl Taipei Coll Business, Dept Business Adm, Taipei, Taiwan. CR ANDERSON JC, 1989, J OPERATIONS MANAGEM, V8, P133 BOLLEN K, 1991, PSYCHOL BULL, V110, P305 BOLWIJN PT, 1990, LONG RANGE PLANN, V23, P44 BUFFA ES, 1984, CALIFORNIA MANAG SPR, P102 CHANG SC, 1995, THESIS NATL TAIWAN U CLARK HB, 1996, J CHILD FAMILY STUDI, V5, P1 CORBETT C, 1993, CALIFORNIA MANAG SUM, P107 CRONBACH LJ, 1951, PSYCHOMETRIKA, V16, P297 FERDOWS K, 1990, J OPERATIONS MANAGEM, V9, P168 FLYNN BB, 1999, J OPER MANAG, V17, P249 GIFFI C, 1990, COMPUTING WORLD CLAS HAIR JF, 1995, MULTIVARIATE DATA AN HAMLIN M, 1999, NEW ASIAN CORPORATIO HAYES RH, 1984, RESTORING OUR COMPET HAYES RH, 1988, DYNAMIC MANUFACTURIN KERIN RA, 1992, J MARKETING, V56, P33 KIM JS, 1996, SEARCH NEW MANUFACTU LAMBERT DM, 1990, J PHYSICAL DISTRIBUT, V24, P15 LEHMANN DR, 1979, MARKET RES ANAL LEONG KG, 1990, OMEGA, V13, P109 LIEBERMAN MB, 1988, STRATEGIC MANAGEMENT, V9, P41 MAIDIQUE MA, 1980, CORPORATE STRATEGY T MILES RE, 1978, ORG STRATEGY STRUCTU MILLER AB, 1985, J NUTR GROWTH CANCER, V2, P159 MILLER JG, 1981, HARVARD BUS REV, V59, P145 MILLER JG, 1994, MANAGE SCI, V40, P285 NOBEL MA, 1995, DECISION SCI, V26, P693 POORTER ME, 1985, COMPETITIVE ADVANTAG RICHARDSON PR, 1985, INTERFACES, V15, P15 ROTH AV, 1992, BUS HORIZONS, V35, P73 SHEU C, 1994, OMEGA-INT J MANAGE S, V22, P269 SHIN H, 2000, J OPER MANAG, V18, P317 SKINNER W, 1969, HARVARD BUSINESS MAY, P136 STALK G, 1988, HARVARD BUSINESS JUL, P41 STOBAUGH R, 1983, HARVARD BUSINESS MAR, P113 SWAMIDASS PM, 1987, MANAGE SCI, V33, P509 VICKERY SK, 1993, DECISION SCI, V24, P435 WALKER OC, 1987, J MARKETING, V51, P15 WHEELWRIGHT SC, 1996, PRODUCTION OPERATION, V5, P59 NR 39 TC 2 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2002 VL 24 IS 1 BP 70 EP 87 PG 18 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 561GB UT ISI:000176130900006 ER PT J AU Nambisan, S Wilemon, D TI Graduate management of technology education: a global survey, critical issues and emerging trends SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE technology management; MOT education; MOT curriculum; global survey AB Over the past few years, several universities have started offering graduate programs in Management of Technology (MOT). These MOT programs have originated from different academic schools (business, engineering, etc.) and hence, there is considerable diversity in terms of focus, key themes emphasised, student backgrounds, etc. As this Young and dynamic field evolves, it is critical that we take frequent snapshots of these programs so that we build on each other's strengths and identify common frameworks that provide direction to MOT education. This paper reports on an international study of graduate MOT programs conducted recently covering schools in North America, Europe, and the Asia-Pacific regions. The Study results highlight the emerging trends in terms of program themes, technologies, and management issues addressed. C1 Rensselaer Polytech Inst, Lally Sch Management, Troy, NY 12180 USA. Syracuse Univ, Sch Management, Management Program, Syracuse, NY 13244 USA. RP Nambisan, S, Rensselaer Polytech Inst, Lally Sch Management, 110 8th St, Troy, NY 12180 USA. CR BADAWY MK, 1996, INT J TECHNOL MANAGE, V12, P717 BHALLA SK, 1987, EFFECTIVE MANAGEMENT, P85 BUTLER P, 1997, MCKINSEY Q, V1, P4 DREJER A, 1996, TECHNOL ANAL STRATEG, V8, P9 DUSSAUGE P, 1992, STRATEGIC TECHNOLOGY LEONARDBARTON D, 1992, ORG SCI, V3, P556 ULHOI JP, 1992, TECHNOL ANAL STRATEG, V4, P311 NR 7 TC 2 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2002 VL 24 IS 1 BP 106 EP 120 PG 15 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 561GB UT ISI:000176130900008 ER PT J AU Tang, V Lee, MH TI International joint venture of two giants in the CRT industry: strategy analysis using system dynamics SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE International Joint Venture (IJV); strategic alliance; system dynamics; business strategy; competitive strategy; Cathode Ray Tube (CRT); display devices ID ALLIANCES; COOPERATION; PERFORMANCE; COMPETITION; INSTABILITY; EVOLUTION; PROFITS; FUTURE AB The past decade has seen a dramatic rise in the number international joint ventures (IJV) and a great majority of them fail. Although the research literature continues to expand, there is an imbalance to the attention paid to the process and operational management side of IJVs. We begin this article with a survey of the literature and we segment the research stream into the life cycle phases of an IJV: the IJV input, process, and output schools of investigation. Then, we present an overview of the Cathode Ray Tube (CRT) industry and the competitive forces that influenced LG and Philips to form a strategic joint venture. Next, which is the core of this article, we use the disciplines of system dynamics to perform strategy analyses of the dynamics of the LG-Philips IJV. The fundamental intent of this paper is to demonstrate how system dynamics is an effective analytic instrument to derive strategic measures, as well as countermeasures to strengthen the IJV operations and to weaken competitors and blunt the impact of their actions. We show how we can model technology-intensive businesses, in the context of industries and markets, by means of systems with intricate and technology-idiosyncratic feedback characteristics, but whose complex system behaviour is substantially more easily discernable from their graphic representations. Fourth, we close this article with a discussion on the limitations of our analysis and potential areas for further research. C1 MIT, Ctr Innovat Prod Dev, Cambridge, MA 02139 USA. MIT, Dept Urban Studies & Planning, Cambridge, MA 02139 USA. Chungbuk Natl Univ, Dept Urban Planning & Engn, Chungbuk, South Korea. RP Tang, V, MIT, Ctr Innovat Prod Dev, 30 Mem Dr E60-236, Cambridge, MA 02139 USA. CR 1995, RES TECHNOLOGY M JAN, P14 2000, BLOOMBERG NEWS 1127 *COOP LYBR, 1986, COLL VENT EM PHEN IN ANDERSON AE, 1990, SLOAN MANAGE REV, V32, P19 CASTELLANO JA, 1992, HDB DISPLAY TECHNOLO CHRISTENSEN, 1982, BUSINESS POLICY TEXT COYLE G, 2000, SYST DYNAM REV, V16, P225 CUBBIN J, 1987, J IND ECON, V35, P427 DAS TK, 2000, ORGAN SCI, V11, P77 DOYLE JK, 1998, SYST DYNAM REV, V14, P3 DOZ YL, 1996, STRATEGIC MANAGE J, V17, P55 DYCK B, 1999, ADMIN SCI QUART, V44, P792 FORD DN, 1998, SYST DYNAM REV, V14, P31 FORRESTER JW, 1961, IND DYNAMICS FORRESTER JW, 1987, SYST DYNAM REV, V3, P156 GERINGER JM, 1991, J INT BUS STUD, V22, P249 GLAISTER KW, 1998, BRIT J MANAGE, V9, P169 GOMESCASSERE B, 1996, ALLIANCE REVOLUTION GULATI R, 1999, ADMIN SCI QUART, V44, P473 GULATI R, 1999, STRATEGIC MANAGE J, V20, P397 HAMEL G, 1991, STRATEGIC MANAGE J, V12, P83 HARRIGAN KR, 1988, COOPERATIVE STRATEGI HENNART JF, 1999, STRATEGIC MANAGE J, V20, P15 HUTT MD, 2000, SLOAN MANAGEMENT WIN, P51 INKPEN AC, 1997, ACAD MANAGE REV, V22, P177 INKPEN AC, 2000, ADMIN SCI QUART, V45, P404 KATZ ML, 1995, INT JOINT VENTURES E KELLER PA, 1991, CATHODE RAY TUBE TEC KUHN TS, 2000, ROAD SINCE STRUCTURE LIEBERMAN D, 2000, EE TIMES 0724 LIEBERMAN D, 2001, EE TIMES 0423 LYNEIS JM, 1999, SYST DYNAM REV, V15, P37 MAKINO S, 1998, J INT BUS STUD, V29, P797 MEDCOF JW, 1997, LONG RANGE PLANN, V30, P718 MERTEN PP, 1987, SYST DYNAM REV, V3, P81 MORECROFT JD, 1995, SYST DYNAM REV, V1, P4 MUELLER D, 1986, PROFITS LONG RUN MUELLER DC, 1977, ECONOMICA, V44, P369 PARK MS, 2001, THESIS MIT PARK SH, 1996, MANAGE SCI, V42, P875 PEKAR P, 1994, LONG RANGE PLANN, V27, P54 PLESHKO P, 1983, COMPUTER TECHNOL WIN, P63 RICHMOND B, 1997, SYST DYNAM REV, V13, P131 RUGMAN A, 2000, MULTINATIONALS FLAGS SHERR S, 1993, ELECT DISPLAYS SLUYTERMAN S, 1997, DISPLAY SYSTEMS DESI, P223 SPEKMAN RE, 1996, LONG RANGE PLANN, V29, P346 STERMAN JD, 2000, BUSINESS DYNAMICS SY TANNAS LE, 1985, FLAT PANEL DISPLAYS VANHAVERBEKE W, 2001, ORGAN STUD, V22, P1 WARREN K, 2000, BUSINESS STRATEGY RE, V11, P45 WHITAKER JC, 2001, VIDEO DISPLAY ENG WINFREY FL, 1996, CREATING MANAGING IN YAN AM, 1999, J INT BUS STUD, V30, P397 NR 54 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2002 VL 23 IS 6 BP 511 EP 535 PG 25 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 538WR UT ISI:000174838500001 ER PT J AU Roessner, D Porter, AL Newman, N Jin, XY TI A comparison of recent assessments of the high-tech competitiveness of nations SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE technology indicators; economic development; national competitiveness; technological innovation ID 28 COUNTRIES; INDICATORS AB The Technology Policy and Assessment Center at Georgia Institute of Technology, primarily with support from the US National Science Foundation (NSF), has been working on "High Tech Indicators" of national technological competitiveness since 1987. This paper summarises the Technology Competitiveness Indicators for 33 nations in 1999 and provides vertical comparisons with the same research project results conducted in 1993 and 1996. Also, the authors compare the Georgia Tech HTI with the US Council on Competitiveness Innovation Index; the World Competitiveness Yearbook (edited by the International Institute for Management Development, Lausanne. Switzerland); and the competitiveness rankings generated by researchers at the United Nations University in Maastricht. The paper concludes with observations about the differences in country rankings generated by these different efforts to measure national competitiveness. C1 Georgia Tech, Technol Policy & Assessment Ctr, Atlanta, GA 30332 USA. RP Roessner, D, Georgia Tech, Technol Policy & Assessment Ctr, 685 Cherry St, Atlanta, GA 30332 USA. CR *IMD, 1998, WORLD COMP YB *IMD, 1999, WORLD COMP YB *OECD, 1999, OECD SCI TECHN IND S *OECD, 2000, NEW EC CHANG ROL INN ANTONELL G, 1997, EC STRUCTURAL TECHNO ARCHIBUGI D, 1998, TRADE GROWTH TECHNIC CLARK J, 1998, TECHNOLOGY ANAL STRA, V10 DOSI G, 1990, EC TECHNICAL CHANGES EATON J, 1996, J INT ECON, V40, P251 GRILICHES Z, 1990, J ECON LIT, V28, P1661 MANI S, 2000, EXPORTS HIGH TECHNOL PAVITT K, 1980, TECHNICAL INNOVATION PORTER AL, 1991, INDICATORS NATL COMP PORTER AL, 1996, INT J TECHNOL MANAGE, V12, P1 PORTER AL, 2000, 1999 INDICATORS TECH PORTER ME, 1998, COMPETITION PORTER ME, 1999, NEW CHALLENGE AM PRO RAUSCH LM, 1995, 95309 NSF ROESSNER JD, 1988, TECHNOLOGY MANAGEMEN, V1 ROESSNER JD, 1992, TECHNOLOGY ANAL STRA, V4 ROESSNER JD, 1995, IMPLEMENTATION FURTH ROESSNER JD, 1996, TECHNOL FORECAST SOC, V51, P133 ROESSNER JD, 1997, 1996 INDICATORS TECH SIRILLI G, 1997, EC STRUCTURAL TECHNO TRAJTENBERG M, 1990, EC ANAL PRODUCT INNO VANRAAN AFJ, 1988, HDB QUANTITATIVE STU NR 26 TC 3 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2002 VL 23 IS 6 BP 536 EP 557 PG 22 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 538WR UT ISI:000174838500002 ER PT J AU Geisler, E TI On the ubiquitous inadequacy of co-variation design in strategy research SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE co-variation design; processes; configurations; research methodology; knowledge ID RESEARCH-AND-DEVELOPMENT; SUSTAINABLE COMPETITIVE ADVANTAGE; CROSS-NATIONAL DIFFERENCES; AMBIENT-TEMPERATURE; CORPORATE-STRATEGY; TRANSACTION COST; FIRM PERFORMANCE; INDUSTRY; TECHNOLOGY; CONFIGURATIONS AB This paper criticises the ubiquitous use of co-variation design in strategy research in which constructs are correlated across temporal and conceptual distances or gaps. It is argued that such design yields puny results and inconsequential knowledge about strategy phenomena. Several illustrative studies from the strategy literature are analysed to show the inadequacy of their design and the poverty of their findings. To supersede this design, the paper proposes a process approach, in which the transformation of constructs is monitored within and across organisations. The benefits of this approach are listed and exemplified in the case of the R&D performance connection. Benefits to constructs such as configurations are also listed. The paper concludes by asserting that for progress to occur in strategy research, new theories and concepts are not needed. Existing constructs can and should be used, but in a different methodology: process approach. C1 IIT, Stuart Grad Sch Business, Chicago, IL 60661 USA. RP Geisler, E, IIT, Stuart Grad Sch Business, 565 W Adams St, Chicago, IL 60661 USA. CR ANAND J, 1997, STRATEGIC MANAGE J, V18, P99 ANDLER D, 1992, ORG ARCHITECTURE, P39 ANGELL N, 1910, GREAT ILLUSION ARGYRIS C, 1980, INNER CONTRADICTIONS BARNEY J, 1991, J MANAGE, V17, P99 BAUM JAC, 1991, ADMIN SCI QUART, V36, P187 BRONN C, 1998, STRATEGIC MANAGE J, V19, P81 BURTT BL, 1995, GESNERIANA, V1, P1 CARPENTER MA, 1997, STRATEGIC MANAGE J, V18, P187 COHEN K, 1965, HDB ORG, P305 COOK T, 1975, HDB IND ORG RES, CH7 COOK T, 1979, QUASI EXPT DESIGN AN DAILY CM, 1995, J MANAGE, V21, P1041 FIEGENBAUM A, 1995, STRATEGIC MANAGE J, V16, P461 GAMBARDELLA A, 1992, RES POLICY, V21, P391 GEISLER E, 1995, INT J OPERATIONS QUA, V1, P145 GEISLER E, 1995, OMEGA-INT J MANAGE S, V23, P281 GEISLER E, 1995, TECHNOL ANAL STRATEG, V7, P217 GEISLER E, 1996, SCIENTOMETRICS, V36, P379 GEISLER E, 1999, METHODOLOGY THEORY K GHOSHAL S, 1996, ACAD MANAGE REV, V21, P13 GODFREY PC, 1995, STRATEGIC MANAGE J, V16, P519 HAMMER M, 1993, REENGINEERING CORPOR HANSEN GS, 1989, STRATEGIC MANAGE J, V10, P399 HATFIELD DE, 1996, STRATEGIC MANAGE J, V17, P55 HENDERSON R, 1997, STRATEGIC MANAGE J, V18, P5 HOPKINS WE, 1997, STRATEGIC MANAGE J, V18, P635 ITAMI H, 1987, MOBILIZING INVISIBLE ITO K, 1993, STRATEGIC MANAGEMENT, V14, P61 KOCHHAR R, 1996, STRATEGIC MANAGE J, V17, P73 LEE JS, 1997, B KOR CHEM SOC, V18, P11 LOWENDAHL B, 1998, STRATEGIC MANAGE J, V19, P755 MAKADOK R, 1998, STRATEGIC MANAGE J, V19, P683 MANSFIELD E, 1991, RES TECHNOL MANAGE, V34, P24 MILES G, 1993, STRATEGIC MANAGE J, V14, P163 MILES R, 1978, ORG STRATEGY STRUCTU MILLER D, 1986, STRATEGIC MANAGE J, V7, P233 MILLER D, 1993, ACAD MANAGE REV, V18, P116 MILLER D, 1996, STRATEGIC MANAGE J, V17, P505 MITCHELL W, 1994, STRATEGIC MANAGE J, V15, P555 MONTGOMERY CA, 1989, STRATEGIC MANAGE J, V10, P189 OLIVER C, 1997, STRATEGIC MANAGE J, V18, P697 PARK SH, 1996, STRATEGIC MANAGE J, V17, P109 PEARL J, 1998, SOCIOL METHOD RES, V27, P226 PETERAF MA, 1993, STRATEGIC MANAGE J, V14, P179 PETERSON MF, 1997, ACAD MANAGE J, V40, P930 PFEFFER J, 1976, ADM SCI Q, V21, P398 POPPER K, 1989, LOGIC SCI DISCOVERY POPPO L, 1998, STRATEGIC MANAGE J, V19, P853 PORTER M, 1985, COMPETITIVE ADV POWELL TC, 1997, STRATEGIC MANAGE J, V18, P375 PRAHALAD CK, 1990, HARVARD BUS REV, V68, P79 PRAHALAD CK, 1994, STRATEGIC MANAGE J, V15, P5 PRAHALAD CK, 1996, STRATEGIC MANAGEMENT, V17, P237 REED R, 1990, ACAD MANAGE REV, V15, P88 ROSENBERG N, 1982, INSIDE BLACK BOX TEC ROSENBERG N, 1994, EXPLORING BLACK BOX RUBENSTEIN AH, 1991, INT J TECHNOL MANAGE, V6, P181 SCHENDEL D, 1994, STRATEGIC MANAGE J, V15, P1 SEGEV E, 1989, STRATEGIC MANAGE J, V10, P487 SHARMA A, 1998, STRATEGIC MANAGE J, V19, P879 SIMON H, 1993, STRATEGIC MANAGE WIN, P131 SIMONSON TM, 1994, AM J NEURORADIOL, V15, P3 TUCHMAN B, 1980, GUNS AUGUST VANDEVLIERT E, 1996, ACAD MANAGE J, V39, P986 VONKROGH G, 1994, STRATEGIC MANAGE J, V15, P53 WADDOCK SA, 1997, STRATEGIC MANAGE J, V18, P303 WERNERFELT B, 1984, STRATEGIC MANAGE J, V5, P171 WRIGHT P, 1997, STRATEGIC MANAGE J, V18, P77 ZAHRA SA, 1993, STRATEGIC MANAGE J, V14, P451 NR 70 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2002 VL 23 IS 6 BP 558 EP 577 PG 20 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 538WR UT ISI:000174838500003 ER PT J AU Kaski, T Heikkila, J TI Measuring product structures to improve demand-supply chain efficiency SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE product structure; modularity; demand-supply chain; efficiency; metrics AB Product structure affects demand-supply chain (DSC) performance, this is almost self-evident. But how to develop better product structures? Which design alternative is the best among several options? Markets define the number of product variants needed. Therefore, limiting product variations is not a feasible solution. In our research we made an effort to develop a method to guide product structure development and to quantify the comparison of alternative design implementations. We aimed at reducing both the operating costs and the asset costs without limiting the customer offering. This paper consists of four main parts. First, we define design principles. Second, we specify the metrics to measure how well the design principles are met in alternative product structures. Third. simulation results are described to evaluate the product structure metrics developed. Finally, based on our simulation results we suggest design metrics that are useful to predict new product structures' implications for demand-supply chain cost efficiency. With the metrics 'number of different physical modules' and 'dependency index', it is possible to evaluate goodness of a product structure from the viewpoint of demand-supply chain efficiency. Therefore, the metrics can be used to guide new product development to reduce operative and asset costs in the demand-supply chain over the life cycle of a new product, without limiting customer offering. C1 Nokia Oyj, FIN-00045 Nokia Group, Finland. Helsinki Univ Technol, TAI Res Ctr, FIN-02015 Espoo, Finland. RP Kaski, T, Nokia Oyj, POB 301, FIN-00045 Nokia Group, Finland. CR ANDERSON DM, 1997, AGILE PRODUCT DEV MA ANDREASEN MM, 1993, DFX WORKSH MAY I ENG BALDWIN CY, 1997, HARVARD BUSINESS SEP, P84 BALDWIN CY, 2000, DESIGN RULES POWER M, V1 BRIMSON J, 1991, ACTIVITY ACCOUNTING CHONG JK, 1998, PRODUCT VARIETY MANA CHRISTOPHER M, 1998, LOGISTICS SUPPLY CHA DOWLATSHAHI S, 1996, INT J PROD ECON, V44, P189 ERICSSON A, 1999, CONTROLLING DESIGN V FISCHER ML, 1997, HARVARD BUS REV, P105 FOGELHOLM J, 1999, C P CP517 COMP ANT S HEIKKILA J, 2000, IND MANAGEMENT BUSIN, V8 HOOVER WE, 2001, WILEY OPERATIONS MAN JOHNSON TH, 1987, RELEVANCE LOST RISE LEE TH, 1995, J DEMOCR, V6, P3 MARTIN M, 1998, PRODUCT VARIETY MANA SANCHEZ R, 1996, STRATEGIC MANAGE J, V17, P63 SHARMAN G, 1984, HARVARD BUS REV, V62, P71 STOLL HW, 1986, APPL MECH REV, V39 ULRICH K, 1991, P 1991 WINT ANN M S ULRICH K, 1995, RES POLICY, V24, P419 ULRICH K, 1998, SLOAN MANAGEMENT SUM WHANG S, 1998, PRODUCT VARIETY MANA NR 23 TC 3 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2002 VL 23 IS 6 BP 578 EP 598 PG 21 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 538WR UT ISI:000174838500004 ER PT J AU Narula, R Sadowski, BM TI Technological catch-up and strategic technology partnering in developing countries SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE strategic alliances; technology partnering; economic development; catching up; innovation; developing countries; R&D; leap-frogging; Asian NICs; Eastern Europe; Triad ID SECTORAL DIFFERENCES; ECONOMIC-GROWTH; ALLIANCES; PATTERNS; MODES AB This paper examines the trends in strategic technology partnering {STP) involving firms from developing countries over the period 1980-94. The evidence shows that a small group of countries dominate STP activity. In examining differences in organisational modes and their evolution over time, this paper suggests an increasing similarity between the NICs and Triad firms. Although it has been argued that these trends demonstrate the technological and economic 'falling behind' of most developing countries, we suggest that it may also represent fundamental differences in the economic structure of these countries and the 'normal' process of structural upgrading with economic development. C1 Univ Oslo, TIK Ctr, N-0317 Oslo, Norway. Copenhagen Sch Econ & Business Adm, N-0317 Oslo, Norway. Nijmegen Sch Management, Nijmegen, Netherlands. RP Narula, R, Univ Oslo, TIK Ctr, PB 1108 Blindern, N-0317 Oslo, Norway. CR *UN, 1993, SMALL MED SIZ TRANSN ACHARYA R, 1996, BIOTECHNOLOGY REVOLU ALAM MS, 1992, APPL ECON, V24, P363 CHENERY H, 1968, REV EC STAT, V50 CHENERY H, 1979, STRUCTURAL CHANGE DE CHENERY H, 1986, IND GROWTH DOWRICK S, 1991, ECON J, V101, P263 DOWRICK S, 1992, ECON J, V102, P600 FREEMAN C, 1994, WORLD DEV, V22, P771 GRAY HP, 1996, UNPUB GLOBALIZATION HAGEDOORN J, 1993, STRATEGIC MANAGE J, V14, P371 HAGEDOORN J, 1996, INT SERIES TECHNICAL HAGEDOORN J, 1996, J INT BUS STUD, V27, P265 HARRIGAN K, 1988, COOPERATIVE STRATEGI HAVAS A, 1996, UNPUB EVOLUTION STRU HOBDAY M, 1995, INNOVATION E ASIA CH LEVIN RC, 1987, BROOKINGS PAPERS EC, V3, P783 MADHOK A, 1997, STRATEGIC MANAGE J, V18, P39 NARULA R, 1993, MANAGE INT REV, V33, P85 NARULA R, 1996, INT TRADE BUSINESS P, P98 NARULA R, 1996, MULTINATIONAL INVEST NARULA R, 1999, FORUM DEV STUDIES, V2, P261 NARULA R, 1999, J COMMON MARK STUD, V37, P711 NARULA R, 1999, TECHNOVATION, V19, P283 OSBORN RN, 1990, ACAD MANAGE J, V33, P503 OSBORN RN, 1997, ACAD MANAGE J, V40, P261 OZAWA T, 1995, CORPORATE STRATEGIES, P215 OZAWA T, 1996, FOREIGN DIRECT INVES, P423 PALIWODA S, 1995, INVESTING E EUROPE C VERSPAGEN B, 1993, UNEVEN GROWTH INTERD VONARTAS N, 1997, WORLD DEV, V25 NR 31 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2002 VL 23 IS 6 BP 599 EP 617 PG 19 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 538WR UT ISI:000174838500005 ER PT J AU Chanaron, JJ Jolly, D Soderquist, K TI Technological management: a tentative research agenda SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE management of technology; technological management; impact of technology on management; management of technology intensive firms; systems analysis AB This paper develops our vision of Technological Management through the development of a tentative research agenda. Technology is not only considered as an asset or a capability, but also as an integral factor that has an impact on all management disciplines. Through the existing literature, business schools' research programs and the contribution of key academics, we identify central topics for further research on the interface between technology and the following management disciplines: finance. accounting/control, human resource management; organisational behaviour, marketing, and operations management. C1 CNRS, Grp ESC Grenoble, F-38003 Grenoble 01, France. Grad Sch Management & Technol, CERAM, Sophia Antipolis, France. Univ Business & Econ, Athens, Greece. RP Chanaron, JJ, CNRS, Grp ESC Grenoble, BP 127, F-38003 Grenoble 01, France. CR *OP U SYST GROUP, 1988, SYST BEH ALLEN TJ, 1977, MANAGING FLOW TECHNO BAH R, 1998, 8 INT FOR TECHN MAN BAILEY J, 1993, MANAGING PEOPLE TECH BARRETTE J, 1997, ACTES ASAC, P23 BOWEN HK, 1994, PERPETUAL ENTERPRISE CHANARON JJ, 1999, 8 INT C MAN TECHN MO CHARUE F, 1994, REV FRANCAISE GE JAN, P84 DELOITTE, 1999, PLANNING FUTURE RAIS ESTAMPE D, 1999, ESSENTIEL MANAGEMENT, P118 ETTIGHOFFER D, 1998, SYNDROME CHRONOS GAILLARD JM, 1997, MARKETING GESTION RE GODENER A, 1998, CAHIERS MANAGEMENT T, V8, P21 GODINA V, 1999, WORKSH 12W 44 INT C HAINES VY, 1997, HUM RESOURCE MANAGE, V36, P261 HINDS P, 1995, ORGAN SCI, V6, P373 JACOB R, 1995, CHANGEMENT TECHNOLOG JAIKUMAR R, 1986, HARVARD BUS REV, V64, P69 JOBART JP, 1999, ENCY GESTION MANAGEM JOLLY D, 1998, GESTION 2000, V15, P145 JOLLY D, 1999, MANAGEMENT CONJONCTU, P25 KATZ R, 1997, HUMAN SIDE MANAGING KLEINGARTNER A, 1987, HUMAN RESOURCE MANAG LAMMING R, 1993, PARTNERSHIP STRATEGI LINDBOHM ML, 1995, EPIDEMIOLOGY, V6, P4 MARTINICH JS, 1997, PRODUCTION OPERATION MILLIER P, 1989, MARKETING PRODUITS T PICQ T, 1999, MANAGEMENT CONJONCTU, P33 SCHERMERHORN JR, 1991, MANAGING ORG BEHAV SHANKLIN WL, 1987, ESSENTIALS MARKETING STEVENSON WJ, 1996, PRODUCTION OPERATION TOWNSEND AM, 1998, ACAD MANAGEMENT EXEC, V12, P17 WOMACK JP, 1994, HARVARD BUS REV, V72, P93 NR 33 TC 1 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2002 VL 23 IS 6 BP 618 EP 629 PG 12 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 538WR UT ISI:000174838500006 ER PT J AU Hawley, R Raath, A TI Future skill requirements for UK engineers and technologists: a review of the current position SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE engineering skills; skill shortages and gaps; SARTOR; technologists AB In view of the rapidly changing technology environment [I], and the time lag to change educational direction, there is an urgent need to predict the future skills required by UK engineers and technologists. However, before such studies are carried out it is necessary to review the work done to date by various government agencies, professional bodies and industry. This paper reviews some of the issues that require clarification, including which courses should be studied at engineering degree level and, in turn, how to recruit undergraduates into engineering, especially into EngTech and IEng jobs. It explores the basic problems facing the economy today in relation to the skills of the engineering and technology workforce. Skill shortages and skill gaps are becoming more and more important in our increasingly competitive world. It is the role of the newly formed Engineering and Technology Board [2] (ETB) to work together with other organisations to help overcome these shortages. The UK has the opportunity to continue to build a highly skilled workforce because of the high quality of its universities and other centres providing higher education. However, not enough students are interested in taking engineering subjects and industry is concerned that graduates are leaving higher education establishments without the required skill sets. The paper brings together a small selection of the information that is available on the topic but it is not a definitive list. It is only an overview, indicating how much research already exists, how many different studies there have been and why a change in the current ideas about skill requirements is needed. It indicates that the UK must constantly change the skills of its work force because of international competition, globalisation and also because most universities and schools do not deliver the skills that industry wants. C1 Taylor Woodrow Plc, Staines TW18 4HF, Middx, England. RP Hawley, R, Taylor Woodrow Plc, 42-45 London Rd, Staines TW18 4HF, Middx, England. CR 1999, ENG COUNCIL SURVEY P 2001, ECONOMIST 1103, P4 2001, ELECT TIMES 1010 2001, PATHFINDER REPORT SC *ASME INT COUNC PU, 2000, MECH ENG 21 CENT *DEV AG N E ENGL, 2000, REP SKILLS *EN FUT TASK FORC, 2000, FOR EN PAN *ENG COUNC, 1998, SATOR STAND ROUT REG *ENG COUNC, 2001, DIG ENG STAT *HESA, 2000, DTI STAT *I EMPL STUD DFEE, 2000, ASS SKILL NEEDS ENG *IEE, 1998, WORK PART GRAD SKILL *NAT SKILLS TASK F, 1998, FIN REP NAT SKILLS T *NTO GROUP ENG BUS, 2000, STRAT GUID *NTO GROUP ENG BUS, 2001, ACT PLAN *WICKS ADV GROUP, 2000, ENG SKILLS ADV GROUP *WORK GROUP DEANS, 2001, HEFCE RES OCT ADELMAN C, 2000, PARELLEL UNIVERSE EX BARRO RJ, 1999, MODELS ENDOGENOUS GR CAMPBELL M, 2001, SKILLS ENGLAND 2000 CHITTENDEN M, 2001, SUNDAY TIMES 0819 CURTISTHOMAS C, 2001, M BASIC SKILL CHALLE HAMILTON J, 2000, ENG PROFESSION HAWLEY R, 1996, IEE PRESIDENTIAL ADD, V6 HAWLEY R, 2000, ENGINEER 1124 HAWLEY R, 2001, SIR H ROYC LECT I IN JONES S, 2001, FINANCIAL TIMES 0912 KELLY J, 2001, FINANCIAL TIMES 1124 MALPAS R, 2000, UNIVERSE ENG PENFIELD P, 1998, MASTER ENG NEW MIT D PERREN L, 2000, IDENTIFYING CORE MAN SWINTON C, 2000, TOMORROWS PROFESSION TREFGARNE, 2001, FEANI AC SESS SEPT WILLIAMS E, 2001, SUNDAY TIMES 0930 NR 34 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2002 VL 23 IS 6 BP 630 EP 642 PG 13 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 538WR UT ISI:000174838500007 ER PT J AU James, J TI The human development report 2001 and information technology for developing countries: an evaluation SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE information technology; digital divide; human development AB The Human Development Report 2001 rightly focuses on the role that information technology can play in overcoming the digital divide between rich and poor countries. It also emphasises the role that some of the latter countries are themselves contributing to this end by producing low-cost and appropriate technologies. The problem, however, is that the Report neglects all the efforts currently being made in the developed countries to overcome the digital divide and in so doing leaves the policy maker with only a partial view of what technologies are actually available. C1 Tilburg Univ, NL-5000 LE Tilburg, Netherlands. RP James, J, Tilburg Univ, POB 90153, NL-5000 LE Tilburg, Netherlands. CR 2000, ECONOMIST 0111 2000, WORLDGATE BRINGS INT 2001, BALANCING ACT 0122 2001, MODIFIED GAME CONSOL *UN DEV PROGR, 2001, HUM DEV REP *US DEP COMM, 2000, FALL NET DIG INCL *VITA, INF SERV LOW COST RE FRAUENFELDER M, 2000, NEVER SAY DIE IYENGAR S, 2001, INDIA COMPUTE CHEAP JAMES J, 2001, IN PRESS J INFORMATI METCALFE B, NEW DEAL SEEKS RECYC PITRODA S, 1993, HARVARD BUSINESS REV, V71 REDDY P, 1997, WORLD DEV, V25 STREITFELD D, 2000, WASHINGTON POST 0612 WILLIAMS M, 1999, TCL BRING VENUS SET NR 15 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2002 VL 23 IS 6 BP 643 EP 652 PG 10 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 538WR UT ISI:000174838500008 ER PT J AU Chiaromonte, F TI lnnovation and R & D management: are new paradigms observable? SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE innovation; R&D management; externalisation; decentralisation; integration AB The paper reports and discusses the results of a survey on 'New paradigms of Innovation and R&D Management'. The survey was conducted in 1997, with a sample of Italian Industrial and Services Companies, by OMIT (Observatory on Management of Innovation and Technology), a non-profit organisation promoted and supported by several companies and research centres. Specifically the first part of the paper deals with the general results of the whole sample and discusses in particular the following issues: - Externalisation of innovation processes - Centralisation and/or decentralisation of R&D - Integration processes among different units (in and outside the company) - Evaluation mechanisms of individual innovation projects and of the whole company innovation system The second part gives deeper insights into the previous results. The global sample is segmented in a few subgroups (specific companies' 'profiles' according to specific characteristics) whose behaviour is tested in relation with the two most relevant paradigms which emerged from the general results: that of the externalisation of Innovation and that of the organisational autonomy. C1 Studio Chiaromonte, I-00198 Rome, Italy. RP Chiaromonte, F, Studio Chiaromonte, Via Adda 105, I-00198 Rome, Italy. CR *EU, 1996, GREE PAP INN 1 ACT P AMIDON RDM, 1996, RES TECHNOLOGY MANAG, V39 BRANDOLESE A, 1983, SVILUPPO ORG MAY CHIAROMONTE F, 1987, ART SCI INNOVATION M CHIAROMONTE F, 1992, INNOVATION MANAGEMEN CHIAROMONTE F, 1992, INNOVATION STRATEGIE CHIAROMONTE F, 1997, INT J TECHNOLOGY MAN, V13 COHEN, 1989, EC J SEP DEMATTE C, 1996, EC MANAGEMENT JUL DEMESMAEKER A, 1986, RAVIMAINTSO, P1 DREJER A, 1996, TECHNOL ANAL STRATEG, P96 ETIENNE EC, 1983, REV FRANCAISE GESTIO ETTLIE J, 1985, 4 INT C IMPL ADV MAN GESCHKA H, 1986, INNOVATION MANAGEMEN HERRING F, 1988, J BUSINESS STRAT MAY MINTZBERG H, 1983, STRUCTURE 5S DESIGNI OUCHI, 1988, CALIFORNIA MANAG SPR SOUDER WE, 1983, TECHNOVATION FEB STEELE LW, 1991, RES TECHNOLOGY MANAG, V34 TAGIURI R, 1985, SVILUPPO ORG DEC THURLING LFG, 1996, INTERNAL PHILIPS PUB WILLIAMSON O, 1975, MARKET HIERARCHIES A NR 22 TC 3 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2002 VL 23 IS 5 BP 374 EP 409 PG 36 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 531RE UT ISI:000174428800002 ER PT J AU Geschka, H Lenk, T Vietor, J TI The idea and project database of WELLA AG SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE idea management; R&D management; EDP Support to R&D management; idea workflows; database for ideas and innovation projects; idea database; EDP supported innovation process AB Based on the experiences that the fuzzy front end of innovation processes at Wella was badly arranged and time consuming management decided to structure this phase. Next step was to support the new process system with EDP, Thus an idea and project date base system was developed. The design of this system is described and first experiences reported. C1 Geschka & Partner Unternehmensberatung, D-64291 Darmstadt, Germany. WELLA AG, R&D Dept, Darmstadt, Germany. RP Geschka, H, Geschka & Partner Unternehmensberatung, Eulerweg 11, D-64291 Darmstadt, Germany. NR 0 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2002 VL 23 IS 5 BP 410 EP 416 PG 7 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 531RE UT ISI:000174428800003 ER PT J AU Anttila, M TI The role of marketing and innovation management in the Finnish electrical and electronics industry SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE innovation management; marketing; market orientation; marketing capability; strategic management; the Miles and Snow typology; electronics industry ID ORIENTATION; STRATEGY; PERFORMANCE; ENVIRONMENT AB Very often in industrial companies the role of marketing is perceived from too narrow a perspective, A more comprehensive view of marketing identifies three distinct roles of marketing: marketing as business philosophy at corporate level, marketing as strategy at business level, and marketing as tactics (marketing mix) at functional level. Thus marketing is a synthesis of particular skills and practices learned and resources created translating the philosophy into specific business strategies in order to achieve competitive advantages and superior performance. The empirical study is based on a survey concerning a sample of manufacturing companies with national and international operations. The 42 companies or divisions comprise 38% of the member companies or divisions of the Finnish Electrical and Electronics Industry Association. Market orientation of these companies or divisions was assessed with MARKOR scale of Kohli, Jaworski and Kumar [1]. The Miles and Snow [2] strategy typology - prospectors, analysers, defenders and reactors - is a very extensively used approach when business strategy has been investigated, In this sample it was shown that market orientation is very high in the seven prospector companies or divisions and high or very high in the 26 analyser companies or divisions. Both prospectors and analysers are also keenly following latest developments in technology. Further, differences in business strategies and practices, as well as differences in marketing strategies and practices, innovation management between successful and unsuccessful companies or divisions and between companies or divisions at different levels of market orientation were examined. Emphasis in this research is on identifying strategies and practices of innovation management that enhance a close working relationship between marketing and R&D, and that enable companies to survive and thrive in the turbulent and competitive market environments, as in the electronics industry, at present and in the future. C1 Helsinki Sch Econ & Business Adm, FIN-00101 Helsinki, Finland. RP Anttila, M, Helsinki Sch Econ & Business Adm, POB 1210, FIN-00101 Helsinki, Finland. CR AVLONITIS GJ, 1994, P 23 EMAC C 17 20 MA, P1199 BOURGEOIS LJ, 1988, MANAGE SCI, V34, P816 CAPON N, 1987, J MARKETING, V51, P1 CONANT JS, 1990, STRATEGIC MANAGE J, V11, P365 DAY GS, 1988, J MARKETING, V52, P1 DAY GS, 1994, J MARKETING, V58, P37 EISENHARDT KM, 1990, ADMIN SCI QUART, V35, P504 ELSASSER M, 1984, MARKNADSINVESTERINGA GUPTA AK, 1986, J MARKETING, V50, P7 HOOLEY GJ, 1990, EUR J MARKETING, V24, P7 JAWORSKI BJ, 1993, J MARKETING, V57, P53 JOHANSON J, 1985, INT J RES MARK, V2, P185 KOHLI AK, 1990, J MARKETING, V54, P1 KOHLI AK, 1993, J MARKETING RES, V30, P467 LICHTENTHAL JD, 1992, J BUS RES, V24, P191 LOVIO R, 1993, HELSINKI SCH EC BUSI, V92 MAHONEY JT, 1995, J BUS RES, V33, P91 MCDANIEL SW, 1987, J MARKETING, V51, P19 MENON A, 1997, J ACAD MARKET SCI, V25, P187 MILES RE, 1978, ORG STRATEGY STRUCTU MOLLER K, 1987, J MARKETING MANAGEME, V3, P185 NARVER JC, 1990, J MARKETING, V54, P20 PORTER ME, 1980, COMPETITIVE STRATEGY RAJALA A, 1994, 10 IMP ANN C GRON NE, P20 RAJALA A, 1997, HELSINKI SCH EC BUSI, V123 RUEKERT RW, 1992, INT J RES MARK, V9, P225 SANCHEZ R, 1996, DYNAMICS COMPETENCE, P39 SHAPIRO BP, 1988, HARVARD BUS REV, V66, P119 SLATER SF, 1993, EUR J MARKETING, V27, P33 SLATER SF, 1994, J MARKETING, V58, P46 TEECE DJ, 1990, 908 CCC TUOMINEN M, 1997, HELSINKI SCH EC BUSI, V195 VARADARAJAN PR, 1999, J ACAD MARKET SCI, V27, P120 WEBSTER FE, 1988, BUS HORIZONS, V31, P29 WEBSTER FE, 1992, J MARKETING, V56, P1 NR 35 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2002 VL 23 IS 5 BP 417 EP 430 PG 14 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 531RE UT ISI:000174428800004 ER PT J AU Del Canuto, U TI Innovation management in Finmeccanica: experiencing a technology matrix SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE technological advance; innovation; corporate group; common strategies and planning rules; competition benchmarking; corporate technology planning; technology matrix; elementary technology; business area; planning procedures; relationality conditions AB In analysing technology trends, economic theory highlighted the existence of a third factor, besides labour and capital, generally known as technological advance. Advantages in technology and innovation are provided by groups of firms mutually bound by equity alliances and operating under a common strategy and unique planning rules. Finmeccanica is an Italian Corporate Group operating in high technology manufacturing: defence (16%), energy (26%), aerospace (25%), automation (25%), transport equipment (8%). Different companies, globally oriented, are in charge of each sector: reciprocal coordination to exploit technology opportunities and to benchmark competition is fundamental. A corporate technology planning was conceived to focus relevant technologies for proper development strategies and to promote technology transfer among different businesses. The main element of this process is a technology matrix, identifying 560 elementary technologies through group-wide sources of over 140 business areas. A yearly technology planning procedure allows for an accurate evaluation of R&D projects and expenditure, considering different factors, such as technology and market trends, customer expectations, profitability, internal synergies. Learning by a five years' implementation of this process showed that, for it to be effective, some conditions related to 'relationality' and networking should be fulfilled. In particular: - full involvement of top and middle management must be ensured at any step of the process; - the process is more important than its formal output, i.e., the plan; - the value added of the corporate role must be recognised by the operative management; - the process procedure is not a good per se but should be critically performed to be creative and innovative. C1 IRI, Rome, Italy. RP Del Canuto, U, IRI, Via Veneto 89, Rome, Italy. CR BRODOLINI FG, 1997, EC LAVORO, P3 KATZ M, 1986, J POLITICAL EC MORGAN G, 1986, IMAGES ORG RAO SL, 1996, REFORMING STATE OWNE, P87 SCHUMPETER JA, 1934, THEORY EC DEV SOLOW RM, 1957, REV ECON STAT, P312 SRAFFA P, 1926, EC J DEC NR 7 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2002 VL 23 IS 5 BP 431 EP 447 PG 17 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 531RE UT ISI:000174428800005 ER PT J AU Nystrom, H Liljedahl, S TI From low tech to high tech: product development strategies for finding new markets and technologies SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE strategy; low tech; high tech; product development; marketing strategy; technology strategy; tech upgrading; marketing upgrading AB In the context of a strategic model for product and company development, a distinction is made between more open and more closed technological and marketing strategies. This framework is then used to discuss how companies may go from more low-tech to more high-tech development by technological and marketing upgrading of new products. The empirical analysis is based on inter-view data from 13 Swedish biotechnical and food processing companies. C1 SLU, Sch Econ & Management, Ctr Res Entrepreneurship & Innovat, S-75007 Uppsala, Sweden. RP Nystrom, H, SLU, Sch Econ & Management, Ctr Res Entrepreneurship & Innovat, Box 7013, S-75007 Uppsala, Sweden. CR BASBERG BL, 1987, RES POLICY, V16, P131 BRUCE M, 1995, PRODUCT DEV CRAWFORD CM, 1991, NEW PRODUCT MANAGEME GREEN K, 1991, TECHNOL ANAL STRATEG, P57 GUPCA AK, 1985, IND MARKET MANAG, P289 MARKHERBERT C, 2000, TECHNOLOGICAL MARKET NG SCS, 1992, TECHNOL ANAL STRATEG, P351 NYSTROM H, 1979, CREATIVITY INNOVATIO NYSTROM H, 1982, R&D MANAGE, P67 NYSTROM H, 1985, PRODUCT DEV STRATEGI NYSTROM H, 1990, TECHNOLOGICAL MARKET PORTER ME, 1985, COMPETITIVE ADVANTAG PRAHALAD CK, 1990, HARVARD BUS REV, V68, P79 URBAN GL, 1980, DESIGN MARKETING NEW WARNER A, 2000, DEV NEW OAT BASED PR WHEELWRIGHT SC, 1992, REVOLUTIONIZING PROD NR 16 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2002 VL 23 IS 5 BP 448 EP 457 PG 10 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 531RE UT ISI:000174428800006 ER PT J AU Corti, E lo Storto, C Di Giacomo, M Ravasio, PC TI Renewal strategies in the IPM Group: the role of the new research centre SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE R&D management; telecommunication industry; knowledge management AB The IPM Group has become one of the leading company in the telecommunication industry in Italy in the last 40 years. A study carried out by A.T. Kearney [1] identified the IPM Group as one of the three best performing medium-sized companies in the South of Italy. In the early stages of the company's growth, the IPM engineers and technical management were able to dramatically innovate its products, the public telephone terminals, But, in the last five years, as a consequence of the end of monopolies in the national telecommunication markets, IPM faced a number of serious problems relative to the product and its commercialisation in the international markets. The growing attention to the users' needs by the national public telephone service providers and the need to meet the particular specifications of the product required by the international customer on the one side, and the constraints imposed by some local governments that require that foreign companies make use of companies of the country to manufacture components and parts and assemble the final product on the other side, induced the management of the IPM Group to modify the process of product development and the organisation of the manufacturing environment, This renewal process is Still under way. The paper, after a description of the story of the IPM Group, analyses and discusses some of the issues posed by the new course of action. Information reported here relative to IPM Group SpA and its strategies is updated to the end of 1998, the time the authors completed the writing of the case. C1 Univ Naples Federico II, Sch Engn, Dept Econ & Management Engn, I-80125 Naples, Italy. IPM, Naples, Italy. RP Corti, E, Univ Naples Federico II, Sch Engn, Dept Econ & Management Engn, P le Tecchio 80, I-80125 Naples, Italy. CR 1985, IND DESIGN *ANIE, 1998, OSS SULL TEL ABERNATHY WJ, 1978, PRODUCTIVITY DILEMMA ABERNATHY WJ, 1985, RES POLICY, V14, P3 ADLER P, 1992, INTEGRATING DESIGN M, P140 AMABILE TM, 1983, SOCIAL PSYCHOL CREAT ANDREWS FM, 1975, PERSPECTIVES CREATIV COOPER AC, 1976, BUS HORIZONS, V19, P61 CORTI E, IN PRESS PICCOLA IMP CORTI E, 1997, GESTIONE INNOVAZIONE CORTI E, 1997, P PICMET 97 PORTL OR CORTI E, 1998, P IEEE IEMC 98 PUERT DEFEO P, 1998, LEZIONE MAGISTRALE C FOSTER RN, 1986, INNOVATION ATTACKERS HAUSER JR, 1988, HARVARD BUS REV, V66, P63 HAYES RH, 1988, DYNAMIC MANUFACTURIN HENDERSON R, 1990, ADM SCI Q, V35, P19 KEARNEY AT, 1998, ALLE ORIGINI SUCCESS MATHESON J, 1997, SMART ORG CREATING V MEYER MH, 1993, SLOAN MANAGEMENT SPR, P29 NOHRIA N, 1992, NETWORKS ORG QUINN JB, 1996, ACAD MANAGEMENT EXEC, V10 SANCHEZ R, 1994, 2 INT PROD DEV MAN C SANCHEZ R, 1995, STRATEGIC MANAGE J, V16, P135 SANCHEZ R, 1997, IEEE ENG MANAGEMENT, V25, P50 TANDON V, 1998, SPECTRUM OCT, P43 TERESKO J, 1998, IND WEEK 0316 ULRICH KT, 1995, PRODUCT DESIGN DEV VALERIO R, 1999, CASO IMPRESA SUCCESS VARMA R, 1995, TECHNOL ANAL STRATEG, V7, P231 VOLPE A, 1999, THESIS U NAPLES FEDE WHEELWRIGHT SC, 1992, REVOLUTIONIZING PROD WITTER J, 1994, P 2 INT PROD DEV MAN NR 33 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2002 VL 23 IS 5 BP 458 EP 480 PG 23 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 531RE UT ISI:000174428800007 ER PT J AU Moline, E de la Fuente, JL TI Innovation management: experience from the perspective of the electric power industry SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE technological innovation management; technological monitoring; Research and Development; project appraisal AB IBERDROLA's Corporate Unit for Research and Development (R&D) is charged with the task of defining the strategy, general policies, and criteria of technological innovation that shape the development of projects and the utilisation and commercialisation of products and services. With this aim in view, several tools to assist innovation management have been developed. The Technological Information Office (GIT) and the Database of Research Concepts and Contacts have been designed to promote knowledge of the firm's sphere of action. The role of the R&D Project Appraisal Methodology is to aid in the selection of innovative projects that afford a competitive advantage to the firm. The GIT is a service of IBERDROLA that responds to the technological monitoring requests of the professionals who work in the areas of Research, Technological Development, and Innovation. The GIT is part of an in-house information service and acts in the capacity of information broker making use of the technology of the World Wide Web (Intranet). The Database of Research Concepts and Contacts is one of the underpinnings of the GIT. This database furnishes information relative to leading institutions and researchers in their fields who carry out activities in technological areas of interest to IBERDROLA. The information gathered defines the scientific and technological environment that serves the firm as benchmark. The aim of R&D project appraisal methodology is to optimise the allocation of R&D resources through the prioritisation and selection of R&D projects and programs. To evaluate the merits of each project as well as the costs and risks associated, criteria consistent with IBERDROLA's strategic objectives have been established. This article explains the characteristics of these tools and their different stages of exploitation, as well as the results obtained. C1 IBERDROLA, Corp Unit Res & Dev, Madrid 28001, Spain. RP Moline, E, IBERDROLA, Corp Unit Res & Dev, C Hermosilla 3, Madrid 28001, Spain. CR *EIRM EUR IND RES, 1993, 45 EIRM EUR IND RES *EIRM EUR IND RES, 1995, EV R D PROJ *FED EN REG COMM, 1980, REV GRIS 1981 1985 5 *GAS RES I, 1993, GAS RES I RES APPR G *GAS RES I, 1994, GAS RES I RES APPR G *I MAN SCI, 1992, PAM FIN 21 INT COMP *NAT RES COUNC EN, 1989, REV MAN GAS RES I *US GEN ACC OFF, 1990, EN R D BOYCE TS, 1991, TECHNICAL MONITORING GOURMAN J, 1993, GOURMAN REPORT MADNICK S, 1987, STRATEGIC USE INFORM NR 11 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2002 VL 23 IS 5 BP 481 EP 488 PG 8 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 531RE UT ISI:000174428800008 ER PT J AU Piippo, P Karkkainen, H Tuominen, M Ichimura, T TI Development needs and means of product innovation management in Finnish manufacturing companies SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE product innovation management; product development; early-phase management; development needs; causal analysis; Finnish manufacturing companies ID PROJECTS; SUCCESS AB The management of the early phases of the product development process is critical for the success of the whole product development. This study clarifies the management problems and bottlenecks in the early phases of product development. The purpose of this study was to determine important development needs and means of product innovation management in five leading Finnish high-tech manufacturing companies. We developed a systematic analysis approach in order to form an extensive company level view of development needs and means. The developed analysis approach helped to collect different department representatives' partly divergent views of the causes and effects of product innovation management problems and form a common, comprehensive company level picture of the causes and effects. Causal analysis produced more understanding of effective means to remove problems and vicious loops of product innovation management. C1 Valtra Inc, R&DCtr, Jyvaskyla, Finland. Lappeenranta Univ Technol, Dept Ind Engn & Management, Lappeenranta 53851, Finland. Nihon Univ, Sch Commerce, Dept Management, Setagaya Ku, Tokyo 157, Japan. RP Piippo, P, Valtra Inc, R&DCtr, Tourulantie 12, Jyvaskyla, Finland. CR ACKERMANN F, 1996, DECISION EXPLORER US BALACHANDRA R, 1997, IEEE T ENG MANAGE, V44, P276 COOPER R, 1993, WINNING NEW PRODUCTS COOPER RG, 1987, J PROD INNOVAT MANAG, V4, P169 COOPER RG, 1998, EUROPEAN MANAGEMENT, V16, P1 GRIFFIN A, 1997, DRIVERS NPD SUCCESS HUFF A, 1990, MAPPING STRATEGIC TH ICHIMURA T, 1990, CONSULTING INNOVATIO KARKKAINEN H, 1998, P ISPIM 1998 WORKSH KULVIK H, 1977, HELSINGIN TEKNILLINE PIIPPO P, 1990, CONSULTING INNOVATIO, P267 PIIPPO P, 1997, P 10 INT WORK SEM PR PIIPPO P, 1998, P ISPIM 1998 WORKSH PINTO JK, 1989, RES TECHNOL MANAGE, V32, P31 ROTHSTEIN J, 1992, HASTINGS CENT REP, V22, P3 ROTHWELL R, 1974, RES POLICY, V3, P258 ROUHIAINEN P, 1997, TAMPERE U TECHNOLOGY, V207 SENGE P, 1990, 5 DISCIPLINE ART PRA TUOMINEN M, 1997, P INT C PROD RES OS WOLSTENHOLME E, 1990, SYSTEM ENQUIRY NR 20 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2002 VL 23 IS 5 BP 489 EP 510 PG 22 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 531RE UT ISI:000174428800009 ER PT J AU Riis, JO TI Orchestrating industrial development SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE improvement initiatives; management of organisational change; manufacturing vision; orchestrating improvements ID MODEL AB Short-term and long-term initiatives are different in nature; yet they are mutually interrelated and need to be combined. To provide a better understanding of this relationship a classification model is proposed that is based on the observation that at any point in time different improvement initiatives are in progress. They have different owners, objects of study, and time horizons. Three types of initiatives will be introduced as a rather simple way of mapping parallel and serial improvement initiatives, and a few examples will show some of the implications of using this categorisation. A manufacturing vision may serve as a way of triggering new improvement initiatives, stopping existing ones, and orchestrating the portfolio of ongoing improvement and innovation activities. This will be discussed in view of an effort to involve managers and employees in a joint development process to the effect that the developed vision represents a shared mental picture of the company's future production. An industrial case example will demonstrate a company's improvement effort and the way in which it has orchestrated its various initiatives. The paper concludes with a set of propositions about aligning different improvement initiatives and about orchestrating industrial development. C1 Univ Aalborg, Dept Prod, DK-9220 Aalborg, Denmark. RP Riis, JO, Univ Aalborg, Dept Prod, Fibigerstr 16, DK-9220 Aalborg, Denmark. EM riis@iprod.auc.dk CR BESSANT J, 1998, P 2 INT EUR CIN C CO, P43 COHEN MD, 1972, ADM SCI Q, V17, P1 IMAI M, 1986, KAIZEN KOTTER JP, 1996, LEADING CHANGE MARCH JG, 1991, ORGAN SCI, V2, P71 MINTZBERG H, 1992, STRATEGIC MANAGE J, V13, P39 RIIS JO, 1994, INT J PRODUCTION PLA, V5, P240 RIIS JO, 1996, P INT C ED MAN SAN D RIIS JO, 1997, INT J TECHNOL MANAGE, V14, P61 SENGE PM, 1990, 5 DISCIPLINE TUSHMAN ML, 1996, CALIFORNIA MANAGEMEN, V38 UTTERBACK JM, 1975, OMEGA-INT J MANAGE S, V3, P639 NR 12 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2002 VL 23 IS 4 BP 246 EP 260 PG 15 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 523KH UT ISI:000173952400002 ER PT J AU Stoelhorst, JW TI Transition strategies for managing technological discontinuities: lessons from the history of the semiconductor industry SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE strategic management; technology dynamics; technology strategy; competitive dynamics; semiconductors ID RESOURCE-BASED VIEW; COMPETITIVE ADVANTAGE; DOMINANT DESIGNS; FIRM; INNOVATION AB This paper explores the nature of competition under conditions of technological change and asks how firms can manage technological discontinuities. By drawing on the literatures on strategic management and technology dynamics it is proposed that firms should change the nature of their strategy as a technology matures. This proposition is substantiated on the basis of a historical account of the process of competition in the semiconductor industry. An analysis of competition in the wake of the four technological discontinuities that have shaped the semiconductor industry shows how critical success factors change in relation to technological change. Drawing on the lessons from the history of the semiconductor industry, a model is developed to help established firms manage the transition to a newly emerging technological regime, The paper concludes with a reflection on the nature of competition under conditions of technological change, and its implications for theory development in strategic management. C1 Univ Twente, Fac Technol & Management, NL-7500 AE Enschede, Netherlands. RP Stoelhorst, JW, Univ Twente, Fac Technol & Management, POB 217, NL-7500 AE Enschede, Netherlands. CR 1978, IEEE SPECTRUM, V15, P54 ABERNATHY WJ, 1978, TECHNOL REV, V80, P41 ABERNATHY WJ, 1985, RES POLICY, V14, P3 ANDERSON P, 1990, ADMIN SCI QUART, V35, P604 ANDREWS KR, 1980, CONCEPT STRATEGY ANSOFF HI, 1965, CORPORATE STRATEGY BARNEY J, 1991, J MANAGE, V17, P99 BARNEY JB, 1986, ACAD MANAGE REV, V11, P791 BASALLA G, 1988, EVOLUTION TECHNOLOGY BOWER JL, 1995, HARVARD BUSINESS JAN, P43 BRAUN E, 1982, REVOLUTION MINIATURE CONNER KR, 1991, J MANAGE, V17, P121 COOPER AC, 1976, BUS HORIZONS, V19, P61 FREEMAN C, 1992, EC HOPE ESSAYS TECHN HAMEL G, 1994, COMPETING FUTURE JACOBSON R, 1992, ACAD MANAGE REV, V17, P782 JELINEK M, 1990, INNOVATION MARATHON LEARNED EP, 1965, BUSINESS POLICY TEXT MALERBA F, 1985, SEMICONDUCTOR BUSINE METHE DT, 1991, ENG MANAGEMENT R WIN, P18 METHE DT, 1992, RES POLICY, V21, P13 MINTZBERG H, 1985, STRATEGIC MANAGE J, V6, P257 MINTZBERG H, 1992, STRATEGY PROCESS MOKYR J, 1990, LEVER RICHES MORRIS PR, 1990, HIST TECHNOLOGY SERI, V12 OLLEROS FJ, 1986, J PROD INNOVAT MANAG, V1, P5 PETERAF MA, 1993, STRATEGIC MANAGE J, V14, P179 PORTER ME, 1980, COMPETITIVE STRATEGY PORTER ME, 1981, ACAD MANAGE REV, V6, P609 PORTER ME, 1991, STRATEGIC MANAGE J, V12, P95 QUINN JB, 1980, STRATEGIES CHANGE LO REID TR, 1986, MICROCHIP STORY REVO ROSENBERG N, 1982, INSIDE BLACK BOX TEC SCHENDEL D, 1994, STRATEGIC MANAGE J, V15, P1 STOELHORST JW, 1997, THESIS U TWENTE SUAREZ FF, 1995, STRATEGIC MANAGE J, V16, P415 TEECE DJ, 1986, RES POLICY, V15, P285 TILTON JE, 1971, INT DIFFUSION TECHNO TUSHMAN ML, 1986, ADMIN SCI QUART, V31, P439 UTTERBACK JM, 1994, MASTERING DYNAMICS I WERNERFELT B, 1984, STRATEGIC MANAGE J, V5, P171 WILSON RW, 1980, INNOVATION COMPETITI NR 42 TC 2 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2002 VL 23 IS 4 BP 261 EP 286 PG 26 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 523KH UT ISI:000173952400003 ER PT J AU Jones, N TI Developing and assessing radical technological changes: lessons from the PBX industry SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE radical technological change; management of technology; Research and Development ID TECHNICAL CHANGE; INNOVATION AB This paper explores an industry where existing firms successfully adapted to radical technological change. The balance of previous work has suggested that incumbent firms identify, develop, and evaluate radical or non-incremental technological changes less successfully than entrants do. Such work suggests that rather than introducing radical new technologies, incumbents tend to bias decisions towards sustaining existing approaches through incremental technological changes. However, evidence from the PBX industry indicates that certain firms may overcome such tendencies to bias and identifies some of the systems and tools apparently responsible for superior incumbent performance in this industry, The results described here suggest that our existing characterisation of how new technologies are evaluated by firms is incomplete. They also suggest that firms may be able to systematically and successfully evaluate, develop and even generate non-incremental technological changes. C1 INSEAD, F-77305 Fontainebleau, France. RP Jones, N, INSEAD, Blvd COnstance, F-77305 Fontainebleau, France. CR ANDERSON P, 1990, ADM SCI Q, V35 BLIVEN B, 1954, WONDERFUL WRITING MA BRAUN E, 1978, REVOLUTION MINIATURE BROCK GW, 1981, TELECOMMUNICATIONS I CHRISTENSEN CM, 1995, RES POLICY, V24, P233 CONSTANT EW, 1980, ORIGINS TURBOJET REV COOPER A, 1976, BUSINESS HORIZONS DOSI G, 1982, RES POLICY, V11, P147 DOSI G, 1988, J ECON LIT, V26, P1120 FOSTER RN, 1986, ATTACKERS ADV GILBERT R, 1982, AM ECON REV, V72, P514 HENDERSON R, 1995, RES POLICY, V24, P631 HENDERSON RM, 1990, ADMIN SCI QUART, V35, P9 HODDESAN L, 1997, TECHNOLOGY W HIST AN, P331 HUGHES T, 1983, NETWORKS POWER JOEL AE, 1984, HIST ENG SCI BELL SY, V3 KEISTER W, 1951, DESIGN SWITCHING CIR MITCHELL W, 1989, ADMIN SCI QUART, V34, P208 MITCHELL W, 1992, IND CORP CHANGE, V1, P327 NELSON R, 1959, J POLITICAL EC, V67, P297 NELSON RR, 1982, EVOLUTIONARY THEORY PAVITT K, 1984, RES POLICY, V13, P343 PERROW C, 1986, COMPLEX ORG CRITICAL ROSENBERG N, 1982, INSIDE BLACK BOX ROSENBERG N, 1994, EXPLORING BLACK BOX ROSENBLOOM RS, 1987, CALIFORNIA MANAG SUM SCHMALENSEE R, 1989, HDB IND ORG, V1 TEECE DJ, 1986, RES POLICY, V15, P286 THOMAS RJ, 1994, WHAT MACHINES CANT D TUSHMAN ML, 1986, ADMIN SCI QUART, V31, P439 VONHIPPEL E, 1988, SOURCES INNOVATION NR 31 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2002 VL 23 IS 4 BP 287 EP 303 PG 17 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 523KH UT ISI:000173952400004 ER PT J AU Spina, G Verganti, R Zotteri, G TI A model of co-design relationships: definitions and contingencies SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE co-design; inter-firm relation; decision making; contingencies ID PRODUCT DEVELOPMENT; SUPPLIER INVOLVEMENT; INDUSTRY AB In the ever more turbulent business environment firms concentrate on their core capabilities and resort to suppliers as sources of complementary know-how. In other words they tend to co-design their products. This paper shows that co-design may occur in different forms and that success of supplier involvement in product development mainly depends on the proper choice of the type of relationship according to the contingencies to be dealt with. In particular, by adopting a problem solving perspective and a case study approach, we have identified four different approaches to co-design, depending on the type of knowledge transferred from the supplier to the customer (product knowledge or process knowledge) and the degree of interaction between the partners. In this latter regard, a co-design relationship may occur with a loose interaction (when the customer defines the component specifications and the supplier designs the solution that better fits those specifications) or a tight interaction (when the problem solving process is not split between the partners). The paper shows that the choice between a joint or split co-design approach depends on two context factors: the uncertainty of the design endeavour (i.e., the novelty of the component to be developed and the turbulence of the environment) and the relational capabilities (i.e., the capabilities to manage the information flows occurring between the two patterns). C1 Politecn Milan, Dipartimento Econ & Prod, I-20133 Milan, Italy. RP Spina, G, Politecn Milan, Dipartimento Econ & Prod, I-20133 Milan, Italy. CR AKACUM A, 1995, INT J PURCHASING JAN BRUCE M, 1995, TECHNOVATION, V15 CASUMANO AM, 1991, STRATEGIC MANAGEMENT, V12, P563 CLARK KB, 1989, MANAGE SCI, V35, P1247 CLARK KB, 1991, PRODUCT DEV PERFORMA DAVILLA F, 1996, INT J OPER PROD MAN, V16, P38 DETONI A, 1999, INT J PROD RES, V37, P597 EISENHARDT KM, 1995, ADMIN SCI QUART, V40, P84 ELLRAM LM, 1995, INT J PURCHASING SUM, P10 HARTLEY JL, 1997, IEEE T ENG MANAGEMEN, V44 KAMATH RR, 1994, HARVARD BUS REV, V72, P154 KNIGHT FM, 1921, RISK UNDERTAINTY PRO LAMMING R, 1993, PARTNERSHIP STRATEGI LEANDRO L, 1998, P 5 EIASM PROD DEV M LIKER JK, 1996, RES POLICY, V25, P59 LITTLER D, 1995, J PROD INNOVAT MANAG, V12, P16 RAGATZ GL, 1997, J PROD INNOVAT MANAG, V14, P190 RING PS, 1992, STRATEGIC MANAGE J, V13, P483 SIMON H, 1957, RATIONALE CHOICE STR STALK G, 1990, RES TECHNOL MANAGE, V33, P19 STUART FI, 1996, INT J OPER PROD MAN, V16, P5 WILLIAMSON OE, 1975, MARKETS HIERARCHIES WILLIAMSON OE, 1991, ADM SCI Q, V36, P269 NR 23 TC 1 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2002 VL 23 IS 4 BP 304 EP 321 PG 18 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 523KH UT ISI:000173952400005 ER PT J AU Corso, M TI From product development to Continuous Product Innovation: mapping the routes of corporate knowledge SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE Continuous Product Innovation; learning; knowledge management; radical innovation; incremental innovation; continuous improvement ID MANAGEMENT AB Product innovation has long been considered as the outcome of New Product Development (NPD) projects, that is, efforts isolated in time and space and performed by a subsystem of the overall organisation. This paper aims to enlarge on this perspective by looking at product innovation as a continuous process of knowledge creation, embodiment and transfer that occurs with the contribution of a large part of the organisation and is extended to all phases of the product life cycle. NPD projects are only one, yet an extremely important phase of this process which we will refer to as Continuous Product Innovation (CPI), Contributions of all the other downstream phases to innovation can be relevant and are not limited to providing feedback on experience collected for future application. All phases of CPI can be actual opportunities to innovate the product applying knowledge from different sources inside and outside the organisation. On the basis of evidence from 12 explorative studies, this paper will discuss how a sustainable competitive advantage can be gained through careful management of this continuous and cross-functional process of knowledge creation, transfer and integration inside and outside the organisational boundaries of a firm, A supportive model is proposed to help companies to assess their own ability and to share experience concerning knowledge management in Product Innovation. C1 Univ Pisa, Dept Elect & Syst Engn, I-56100 Pisa, Italy. RP Corso, M, Univ Pisa, Dept Elect & Syst Engn, I-56100 Pisa, Italy. CR ARORA A, 1994, RES POLICY, V23, P523 BARNEY JB, 1991, J MANAGE, V1, P99 BARTEZZAGHI E, 1997, INT J TECHNOL MANAGE, V14, P116 BOHN RE, 1994, SLOAN MANAGEMENT AUT CLARK KB, 1988, UNEASY ALLIANCE MANA CLARK KB, 1991, PRODUCT DEV PERFORMA COHEN WM, 1989, ECON J, V99, P569 COLLIS DJ, 1995, HARVARD BUSINESS JUL, P118 CORSO M, IN PRESS INT J COMPU CORSO M, IN PRESS INT J TECHN CUSUMANO MA, 1992, RES POLICY, V21 DEMAIO A, 1994, EUR J OPER RES, V78, P178 HEDLUND G, 1994, STRATEGIC MANAGE J, V15, P73 HENDERSON RM, 1990, ADMIN SCI QUART, V35, P9 IANSITI M, 1995, CALIFORNIA MANAGEMEN, V38 IMAI K, 1988, UNEASY ALLIANCE MANA, P337 ITAMI H, 1987, MOBILIZING INVISIBLE MACCORMACK A, 1997, P 4 EIASM INT PROD D MEYER MH, 1993, SLOAN MANAGEMENT SPR, P29 NELSON RR, 1982, EVOLUTIONARY THEORY NONAKA I, 1991, HARVARD BUSINESS NOV, P96 NONAKA I, 1995, KNOWLEDGE CREATING C, P93 SANDERSON S, 1995, RES POLICY, V24, P761 SMEDS R, 2000, INTEGRATED MANUFACTU VERGANTI R, 1998, P 5 EIASM INT PROD D VONHIPPEL E, 1995, RES POLICY, V24, P1 VONHIPPEL EA, 1988, SOURCES INNOVATION WHEELWRIGHT SC, 1989, HARVARD BUSINESS MAY, P112 WHEELWRIGHT SC, 1992, HARVARD BUSINESS MAR, P70 NR 29 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2002 VL 23 IS 4 BP 322 EP 340 PG 19 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 523KH UT ISI:000173952400006 ER PT J AU Sloan, TR Hyland, PWB Beckett, RC TI Learning as a competitive advantage: innovative training in the Australian aerospace industry SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE learning; change; organisational improvement; multiskilling managers AB For firms to survive in the highly competitive Aerospace Component Supply Market they must have some sustainable competitive advantages. Customers are demanding continual price reductions and improvements in lead times from their suppliers. In the Asia Pacific region developing economics such as China, Indonesia and Malaysia are prepared to support the aerospace industry through government intervention. Lacking such support, Australian companies such as Hawker De Havilland (HdH) must compete on price and lead-time in a relatively high wage market to survive. The major competitive advantage HdH enjoys is the knowledge and skill of its workforce. This study examines strategies HdH has put in place to enable them to maintain their competitive position by creating a learning organisation. C1 Univ Western Sydney, InCITe Res Ctr, Penrith S DC, NSW 1797, Australia. CR BALDWIN TT, 1997, ACAD MANAGEMENT EXEC, V11, P47 BARRY A, 1988, PERS MANAGE, V20, P46 CLARK K, 1987, UNEASY ALLIANCE MANA CROSS M, 1991, PERS MANAGE, V23, P44 DODGSON M, 1993, ORGAN STUD, V14, P375 HEDBERG BLT, 1981, HDB ORG DESIGN, V1, P3 HENDRY C, 1988, PERSONNAL MANAGEMENT, V20, P36 HYLAND P, 1997, READINGS CONTEMPORAR, P525 HYLAND P, 1998, J EUROPEAN IND TRAIN, V22, P349 PEDLER M, 1989, MANAGEMENT ED DEV, V20, P1 PUCIK V, 1988, HUMAN RESOURCE MANAG, V27, P77 SCHEIN E, 1985, ORG CULTURE LEADERSH NR 12 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2002 VL 23 IS 4 BP 341 EP 352 PG 12 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 523KH UT ISI:000173952400007 ER PT J AU de Leede, J Looise, JC Alders, BCM TI Innovation, improvement and operations: an exploration of the management of alignment SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE operations; improvement; innovation; structural and social-dynamic alignment; non-functional structures; survey; case study ID FIT AB Based on the assumption that the three functions of operations, improvement and innovation within companies need to be aligned to improve company performance, this article addresses two internal alignment mechanisms: structural and social-dynamic alignment. A survey of 267 companies confirms that successful companies use non-functional organisational structures to align the three functions. Case studies of three firms suggest that alignment can be characterised as exchange relationships between people representing the three functions. They show in more detail how alignment can be achieved. It appears that both structural and social-dynamic aspects, such as power and trust, play a significant role. C1 Univ Twente, Fac Technol & Management, NL-7500 AE Enschede, Netherlands. RP de Leede, J, Univ Twente, Fac Technol & Management, POB 217, NL-7500 AE Enschede, Netherlands. CR ALDERS BCM, 1998, FORMULA RAPID GROWIN BANGMA K, 1997, CREATION LOSS JOBS N BURNS T, 1961, MANAGEMENT INNOVATIO CHAN HS, 1997, PROTEINS, V8, P2 CLARK KB, 1991, PRODUCT DEV PERFORMA DELEEDE J, 1997, THESIS U TWENTE ENSC DOUGHERTY D, 1992, ORGAN SCI, V3, P179 DRAZIN R, 1985, ADM SCI Q, V30, P514 FOX A, 1974, CONTRACT WORK POWER GRESOV C, 1997, ACAD MANAGE REV, V22, P403 KANTER RM, 1983, CHANGE MASTERS INNOV MILES RE, 1984, CALIF MANAGE REV, V26, P10 PAASHUIS V, 1997, INTEGRATED MANUFACTU, V8, P79 PAASHUIS VJB, 1997, THESIS U TWENTE ENSC ROUSSEL PA, 1991, 3 GENERATION R D SCHOONHOVEN CB, 1990, INNOVATION MARATHON SUZAKI K, 1993, NEW SHOP FLOOR MANAG TANNENBAUM AS, 1968, CONTROL ORG TRIST EL, 1981, PERSPECTIVES ORG DES VANHAREN THC, 1984, THESIS U UTRECHT UTR VANOOSTRUM JGM, 1989, THESIS U UTRECHT UTR VENKATRAMAN N, 1984, ACAD MANAGE REV, V9, P513 WEERDNEDERHOF PC, 1998, THESIS U TWENTE ENSC NR 23 TC 1 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2002 VL 23 IS 4 BP 353 EP 368 PG 16 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 523KH UT ISI:000173952400008 ER PT J AU Drejer, A Bennett, D Sohal, A TI Impacts and relationships between three evolving disciplines SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE technology management; interdisciplinary study; comparison ID MANAGEMENT; TECHNOLOGY AB This paper is concerned with three evolving disciplines, namely Management of Technology (MoT), Operations Management (OM) and Supply Chain Management (SCM). These three disciplines have emerged at different times, SCM being the most recent, although they also seem to be concerned, at least in some part, with the same managerial problem areas. Based on this underlying assumption, the paper lays the ground for this special issue of the International Journal of Technology Management, which is devised to provide a platform for discussion concerning the impacts, relationships and possible synergies between the three disciplines that very much seem to be driving the attention of a lot of recent management thinking. C1 Univ Aalborg, Ctr Ind Prod, Aalborg, Denmark. Aston Univ, Aston Business Sch, Technol & Operat Management Res Grp, Birmingham B4 7ET, W Midlands, England. Monash Univ, Dept Management, Clayton, Vic 3168, Australia. RP Drejer, A, Univ Aalborg, Ctr Ind Prod, Aalborg, Denmark. CR ADLER PS, 1989, RES TECHNOLOGICAL IN, V4, P25 BADAWY MK, 1991, SERIES INTRO MCGRAW BESSANT J, 1988, RES POLICY, V17, P349 BETZ F, 1987, MANAGING TECHNOLOGY BHALLA SK, 1987, EFFECTIVE MANAGEMENT CHRISTOPHER M, 1992, LOGISTICS STRATEGIC CHRISTOPHER M, 1992, LOGISTICS SUPPLY CHA DOSI G, 1988, TECHNOLOGICAL CHANGE DREJER A, 1996, TECHNOL ANAL STRATEG, V8, P9 DREJER A, 1996, THESIS AALBORG U AAL DREJER A, 1997, 1997F032 AALB U DEP DREJER A, 1997, TECHNOVATION, V17, P253 DREJER A, 2000, SCANDINAVIAN J MANAG, V16, P45 DRUCKER PF, 1985, INNOVATION ENTREPREN DUSSAGE P, 1992, STRATEGIC TECHNOLOGY FREEMAN C, 1982, EC IND INNOVATION GAYNOR GH, 1991, ACHIEVING COMPETITIV JAIN RK, 1990, MANAGEMENT R D ORG JARILLO JC, 1993, STRATEGIC NETWORKS JONES C, 2000, LIT HIST-THIRD SER, V9, P1 JONES O, 1997, J MANAGE STUD, V34, P511 KEMP P, 1993, IRREPLACABLE LOVERIDGE R, 1990, STRATEGIC MANAGEMENT MAACK P, 1974, TECHNOLOGICAL DEV IN MILES RE, 1978, ORG STRATEGY STRUCTU MOLLER C, 1995, THESIS AALBORG U AAL MONGER RF, 1988, MASTERING TECHNOLOGY PORTER AL, 1991, FORECASTING MANAGEME RIIS JO, 1997, EXTENDED PRODUCTION ROBERTS EB, 1981, GENERATING EFFECTIVE SAVAGE CM, 1990, 5 GENERATION MANAGEM SCHMIDT KK, 2000, PRODUCTION PHILOSOPH SHAPIRO RD, 1984, HB1984831043 HARV BU SLACK N, 2000, OPERATIONS MANAGEMEN STEELE LW, 1989, MANAGING TECHNOLOGY ULHOI JP, 1992, LEDELSE ERHVERVSOKON, P175 VOSS CA, 1988, RES POLICY, V17, P55 VOSS CA, 1995, BRIT J MANAGE, V6, S17 WOMACK JP, 1990, MACHINE CHANGED WORL WOMACK JP, 1994, HARVARD BUS REV, V72, P93 NR 40 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2002 VL 23 IS 1-3 BP 2 EP 20 PG 19 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 508VQ UT ISI:000173110800002 ER PT J AU Lamming, R Hajee, D Horrill, M Kay, G Staniforth, J Tobyn, M Li, M MacGregor, S Newnes, L TI Lessons from co-development of a Single Vessel Processor: methodologies for managing innovation in customer-supplier networks SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE network; innovation; sociometry; pharmaceutical AB This article reports on the development of practical methodologies for managers seeking to deal with pre-competitive co-development of process technology, in networks that bring together customers and suppliers. Eschewing the simplistic notion of a simple linear supply 'chain', the research focuses on the case of a supply network comprising five firms and a university, examining the ways in which technological innovation was managed within it. Action research was employed to develop two novel applications of theories and practices, operationalising innovation theories and the techniques Of sociometry. Finally, we discuss the implications for supply chain managers working in networks. C1 Univ Bath, Sch Management, Ctr Res Strateg Purchasing & Supply, Bath BA2 7AY, Avon, England. Univ Bath, Dept Pharm & Pharmacol, Bath BA2 7AY, Avon, England. Univ Bath, Dept Mech Engn, Bath BA2 7AY, Avon, England. RP Lamming, R, Univ Bath, Sch Management, Ctr Res Strateg Purchasing & Supply, Bath BA2 7AY, Avon, England. CR ABERNATHY WJ, 1978, TECHNOL REV, V80, P40 ARGYLE M, 1972, SOCIAL RELATIONSHIPS CHESBROUGH HW, 1996, HARVARD BUSINESS JAN, P65 DOSI G, 1982, RES POLICY, V11, P147 DOSI G, 1983, LONG WAVES WORLD EC HARLAND CM, 1996, BRIT J MANAGE, V7, S63 HAYES RH, 1988, DYNAMIC MANUFACTURIN JULIEN PA, 1999, 44 INT COUNC SMALL B KAY GR, 1999, INT J PHARM, V181, P243 KODAMA F, 1992, HARVARD BUSINESS JUL, P70 LAMMING RC, 2000, INT J OPERATIONS PRO, V20 LAMMING RC, 2000, P 9 INT PURCH SUPPL MORENO JL, 1953, WHO SHALL SURVIVE MORENO JL, 1960, SOCIOMETRY READER NEHNEVAJSA J, 1960, SOCIOMETRY READER NELSON R, 1983, EVOLUTIONARY THEORY NELSON RR, 1977, RES POLICY, V6, P36 PISANO G, 1997, DEV FACTORY UNLOCKIN ROTHWELL R, 1985, REINDUSTRIALISATION SCHILLING MA, 1998, ACAD MANAGEMENT REV, V23 TEECE DJ, 1987, COMPETITIVE CHALLENG TEECE DJ, 1997, STRATEGIC MANAGE J, V18, P509 TIDD J, 1997, MANAGING INNOVATION WHEELRIGHT SC, 1992, REVOLUTIONIZING PROD NR 24 TC 1 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2002 VL 23 IS 1-3 BP 21 EP 39 PG 19 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 508VQ UT ISI:000173110800003 ER PT J AU Olhager, J Persson, F Parborg, B Rosen, S TI Supply chain impacts at Ericsson - from production units to demand-driven supply units SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE supply chain; supply chain management; operations management; reengineering; information systems; manufacturing planning and control; performance measurement ID MANAGEMENT; DESIGN; MODELS AB This paper deals with the impact of supply chains on operations management at Ericsson Mobile Communications. It specifically deals with the transition of the Linkoping plant from being a production unit to the role of a supply unit in a demand-driven supply chain. This change has had a great impact on many factors. We discuss and analyse the most important issues. These arc related to supply chain structure and flexibility, reengineering the information flow, the management of the supply process, and performance measurement. C1 Linkoping Inst Technol, Dept Prod Econ, IMIE, SE-58183 Linkoping, Sweden. Ericsson Mobile Commun AB, SE-58119 Linkoping, Sweden. RP Olhager, J, Linkoping Inst Technol, Dept Prod Econ, IMIE, SE-58183 Linkoping, Sweden. CR ARNTZEN BC, 1995, INTERFACES, V25, P69 BEAMON BM, 1998, INT J PROD ECON, V55, P281 BEAMON BM, 1999, INT J OPER PROD MAN, V19, P275 BECHTEL C, 1997, INT J LOGISTICS MANA, V8, P15 BERRY D, 1994, INT J PHYS DISTRIB, V24, P20 BERRY WL, 1992, INT J OPER PROD MAN, V12, P3 CHRISTOPHER M, 1992, LOGISTICS SUPPLY CHA COHEN JS, 1997, J GLAUCOMA, V6, P3 COOPER MC, 1993, INT J LOGISTICS MANA, V4, P13 COOPER MC, 1997, INT J LOGISTICS MANA, V8, P1 FINE C, 1998, CLOCKSPEED WINNING I FVNES B, 1998, SUPPLY CHAIN MANAGEM, V3, P96 HARLAND C, 1997, INTEGRATED MANUFACTU, V8, P70 HARLAND CM, 1996, BRIT J MANAGE, V7, S63 HAYES RH, 1984, RESTORING OUR COMPET HEWITT F, 1994, INT J LOGISTICS MANA, V5, P1 HEWITT F, 1999, LOGISTICS INFORMATIO, P785 HILL T, 1995, MANUFACTURING STRATE KAPLAN RS, 1996, BALANCED SCORECARD T LEE HL, 1995, INTERFACES, V25, P42 LEE HL, 1997, PRODUCTION OPERATION, V6, P191 LEONG GK, 1990, OMEGA-INT J MANAGE S, V18, P109 MABERT VA, 1998, DECISION SCI, V29, P537 MASKELL B, 1991, PERFORMANCE MEASUREM MCINTYRE K, 1998, SUPPLY CHAIN MANAG, V3, P149 MILTENBURG J, 1995, MANUFACTURING STRATE MONAHAN GE, 1999, J OPER MANAG, V17, P449 POIRIER CC, 1996, SUPPLY CHAIN OPTIMIZ PORTER ME, 1980, COMPETITIVE STRATEGY SCHARY PB, 1995, MANAGING GLOBAL SUPP SLACK N, 1995, OPERATIONS MANAGEMEN VOS B, 1997, RESTRUCTING MANUFACT NR 32 TC 5 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2002 VL 23 IS 1-3 BP 40 EP 59 PG 20 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 508VQ UT ISI:000173110800004 ER PT J AU Oliver, N Delbridge, R TI The characteristics of high performing supply chains SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE automotive industry; lean production; suppliers; Japan ID MANAGEMENT AB This paper contrasts the characteristics of high and low performing supply chains in Japan, the US and Europe. From an initial set of 20 supply chains (all of which produced brake products for the automotive industry) six 'high' and six 'low' performing chains were identified, based on their levels of performance on quality (defect rates) and on-time delivery. Comparison of the characteristics of the two groups reveals that, on average, the high performing supply chains have lower inventories, more frequent deliveries, a higher number of second tier suppliers (but serve the same number of car makers) and have higher production volumes, They also possess more sophisticated and active structures for information exchange and learning. Supply chains located in Japan are considerably over-represented in the high performing category, but interview data revealed the danger of equating the long-term relationships found in Japan with 'cosiness' between car makers and suppliers. The characteristics of both high and low performing supply chains appear to be shaped by a variety of contingencies, and exploration of these contingencies is a fruitful avenue for future research. C1 Univ Cambridge, Judge Inst Management Studies, Cambridge CB2 1AG, England. Cardiff Business Sch, Cardiff CF1 3EU, S Glam, Wales. RP Oliver, N, Univ Cambridge, Judge Inst Management Studies, Trumpington St, Cambridge CB2 1AG, England. CR CLARK KB, 1991, PRODUCT DEV PERFORMA CUSUMANO MA, 1991, STRATEGIC MANAGE J, V12, P563 CUSUMANO MA, 1998, THINKING LEAN ELLISON DJ, 1995, 95066 HARV BUS SCH FRUIN WM, 1992, JAPANESE ENTERPRISE GALBRAITH JR, 1974, INTERFACES, V4, P28 GRAHAM I, 1988, IND RELATIONS J, V19, P69 HARLAND CM, 1996, BRIT J MANAGE, V7, S63 HELPER SR, 1995, SLOAN MANAGE REV, V36, P77 LAMMING R, 1993, PARTNERSHIP STRATEGI LILLRANK P, 1995, ORGAN STUD, V16, P971 MACDUFFIE JP, 1991, THESIS MIT MONDEN Y, 1983, TOYOTA PRODUCTION SY NISHIGUCHI T, 1994, STRATEGIC IND SOURCI OHNO T, 1988, JUST TIME TODAY TOMO SAKO M, 1992, PRICES QUALITY TRUST WILLIAMS K, 1994, CARS ANAL HIST CASES WOMACK JP, 1990, MACHINE CHANGED WORL NR 18 TC 2 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2002 VL 23 IS 1-3 BP 60 EP 73 PG 14 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 508VQ UT ISI:000173110800005 ER PT J AU Pilkington, A Dyerson, R TI Extending simultaneous engineering: electric vehicle supply chains and new product development SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE simultaneous engineering; electric vehicles; supply chain; new product development; transaction costs; regulation ID TECHNOLOGIES; INNOVATION; FAILURE; US AB Regulatory efforts, notably in the USA, have seen renewed interest in the development of electric vehicles. The innovation and technology demands of these products have necessitated the involvement of a range of technology suppliers that extend beyond existing networks in the automobile industry. This paper explores these emerging relationships by describing the regulatory framework and analysing the role of suppliers in the leading electric vehicle programs. The paper concludes that existing simultaneous engineering and supply chain management approaches have been extended and that these new structures could become more common as environmental pressures increase. C1 Univ London Royal Holloway & Bedford New Coll, Sch Management, Egham TW20 0EX, Surrey, England. RP Pilkington, A, Univ London Royal Holloway & Bedford New Coll, Sch Management, Egham TW20 0EX, Surrey, England. CR *EL VEH ASS AM, 1997, EVI1697 EL VEH ASS A ADCOCK PL, 1995, ELECT HYBRID VEHICLE, P232 ARNOLD U, 1997, PURCHASING PROFESSIO, P79 ARNOLD U, 2000, EUROPEAN J PURCHASIN, V6, P23 BOWYER JL, 1995, HARVARD BUSINESS JAN, P43 BROWN SL, 1995, ACAD MANAGE REV, V20, P343 CALLON M, 1989, SOCIAL CONSTRUCTION, P83 CLARK K, 1991, PRODUCT DEV PERFORMA COTE M, 1994, 12 EL VEH S EV12 DEC, P272 CROOM S, 2000, EUROPEAN J PURCHASIN, V6, P76 DAY GS, 2000, CALIF MANAGE REV, V42, P8 DENEUFVILLE R, 1996, TECHNOLOGY REV JAN, P30 DYERSON R, 2000, INT J INNOVATION MAN, V4 FROUD J, 1999, GLOBAL COMPETITION, V2 GALBRAITH J, 1973, DESIGNING COMPLEX OR GOULDSON A, 1993, BUSINESS STRATEGY EN, V2, P12 GRUDKOWSKI T, 1995, ELECT HYBRID VEHICLE, P137 HANDFIELD RB, 1999, CALIF MANAGE REV, V42, P59 HARLAND CM, 1996, BRIT J MANAGE, V7, P63 HARLAND CM, 1999, INT J OPER PROD MAN, V19, P650 HENDERSON RM, 1990, ADMIN SCI QUART, V35, P9 HOBDAY M, 1998, RES POLICY, V26, P689 KALHAMMER FR, 1996, INTERFACE, P32 KRICKX GA, 1995, J ECON BEHAV ORGAN, V26, P75 LAMMING R, 1991, PARTNERSHIP STRATEGI MACKENZIE J, 1994, KEYS CAR ELECT HYDRO MONTEVERDE K, 1982, J LAW EC, V25 NARANG S, 1995, EECT HYBRID VEHICLE, P131 NEALE A, 1994, J ENV PLANNING MANAG, V37, P335 PILKINGTON A, 1998, TECHNOL ANAL STRATEG, V10, P211 PRAHALAD CK, 1990, HARVARD BUS REV, V68, P79 QUANDT CO, 1995, ENVIRON PLANN A, V27, P842 SCHIFFER MB, 1994, TAKING CHARGE ELECT SHNAYERSON M, 1996, CAR COULD INSIDE STO SMITH RP, 1997, IEEE T ENG MANAGE, V44, P67 SOUDER WE, 1998, J PROD INNOVAT MANAG, V15, P208 SPERLING D, 1988, NEW TRANSPORTATION F SPERLING D, 1995, FUTURE DRIVE ELECT V SPERLING D, 1995, FUTURE DRIVE ELECT V, P45 TEECE DJ, 1987, COMPETITIVE CHALLENG TOYOTA S, 1996, ELECTRIFYING TIMES, V4 WILLIAMSON OE, 1985, EC I CAPITALISM NR 42 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2002 VL 23 IS 1-3 BP 74 EP 88 PG 15 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 508VQ UT ISI:000173110800006 ER PT J AU van Hoek, RI TI Case studies of greening the automotive supply chain through technology and operations SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE greening; supply chain; automotive AB Taking greening to the supply chain level (beyond partial, yet often used, reversed logistics) can be based on technological and operational initiatives in the sphere of design for recycling, disassembly, extended life cycles and future innovations and the related operations. The supply chain dimension is lacking in the most recent state-of-the-art contribution from Reinhardt on greening from a business point of view. In addressing that gap this paper aims to place greening technological and operations initiatives in a supply chain context. In two case studies of automotive companies greening attempts and approaches are assessed in terms of both supply chain practices and relations. It is found that the operations and technological practices in the supply chain are not yet fully developed to realize the strategic approach of greening. Suggestions for further management and research efforts are developed and the impact of greening technology and operations on supply chain relations and challenges are discussed. C1 Corp Execut Board, Washington, DC USA. Cranfield Sch Management, Cranfield, Beds, England. RP van Hoek, RI, Cranfield Sch Management, Cranfield, Beds, England. CR BLUMBERG DF, 1999, J BUSINESS LOGISTICS, V20, P141 CARTER C, 1998, J BUSINESS LOGISTICS, V19, P85 COOPER J, 1992, EUROPEAN LOGISTICS M GUPTA MC, 1995, INT J OPER PROD MAN, V15, P34 HANDFIELD RB, 1997, J OPERATIONS MANAGEM, V15, P293 HANDFIELD RB, 1998, INTRO SUPPLY CHAIN M KLASSEN RD, 1999, DECISION SCI, V30, P601 KOPICKI R, 1993, REUSE RECYCLING REVE LAMMING R, 2000, VALUE STREAM MANAGEM MCINTYRE K, 1998, INT J LOGISTICS MANA, V9, P57 MCINTYRE K, 1998, SUPPLY CHAIN MANAG, V3, P149 MURPHY PR, 1995, INT J PHYS DISTRIB, V25, P5 POHLEN TL, 1992, INT J PHYS DISTRIB, V22, P35 PORTER ME, 1995, HARVARD BUS REV, V73, P120 REINHARDT FL, 2000, DOWN EARTH SHRIVASTAVA P, 1995, STRATEGIC MANAGE J, V16, P183 WALLEY N, 1994, HARVARD BUS REV, V72, P46 WALTON SV, 1998, INT J PURCHASING MAT, V34, P2 WU HJ, 1995, INT J PHYS DISTRIB, V25, P20 NR 19 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2002 VL 23 IS 1-3 BP 89 EP 112 PG 24 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 508VQ UT ISI:000173110800007 ER PT J AU Spring, M Sweeting, RC TI Empowering customers: portals, supply networks and assemblers SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE supply chains; ERP; modular design; e-commerce; interface management ID PRODUCT; FLEXIBILITY; MANAGEMENT; DESIGN AB This paper synthesises a number of existing and emerging themes in the management of operations, supply networks, information and customer relationships. The model proposed here is one where the customer is in a position to dictate the form, delivery and price of the product or service required. Using primarily manufacturing concepts and examples, the paper outlines how this transformation may take place. The key elements considered are modular design of products and services, the widespread use of ERP, changing supply relationships and the potential of the internet. All these building blocks exist at present and the paper shows how a changed architecture, combined with the types of changes in customer expectations engendered and revealed by developments in e-commerce, will drive this transformation forward. C1 Univ Manchester, Inst Sci & Technol, Manchester Sch Management, Manchester M60 1QD, Lancs, England. Manchester Metropolitan Univ, Manchester M1 3GH, Lancs, England. RP Spring, M, Univ Manchester, Inst Sci & Technol, Manchester Sch Management, POB 88, Manchester M60 1QD, Lancs, England. CR ARORA A, 1997, J MANAGEMENT GOVERNA, V1, P123 BLOIS KJ, 1972, J IND ECON, V20, P253 BRIGHT J, 1992, MANAGE ACCOUNTING, V3, P201 CHAMBERS N, 1996, IND MANAGEMENT DATA, V4, P3 CLARK HB, 1996, J CHILD FAMILY STUDI, V5, P1 DAVENPORT TH, 1998, HARVARD BUSINESS JUL, P121 FARRELL J, 1987, PRODUCT STANDARDIZAT, P1 FISHER M, 1994, COMMUNICATION GOLDHAR JD, 1983, HARVARD BUS REV, V61, P141 HAGEL J, 1997, MCKINSEY Q, V4, P54 HAMEL G, 1991, HARVARD BUS REV, V69, P81 HENDERSON RM, 1990, ADMIN SCI QUART, V35, P9 HILL S, 1998, MANUFACTURING SY MAR, P32 JEWKES J, 1969, SOURCES INVENTION KAPLAN RS, 1993, HARVARD BUSINESS SEP, P134 KOTHA S, 1995, STRATEGIC MANAGE J, V16, P21 MARTIN J, 1991, 7F16 M GROEN PROD NOOTEBOOM B, 1999, INTER FIRM ALLIANCES PINE BJ, 1993, MASS CUSTOMIZATION SANCHEZ R, 1995, STRATEGIC MANAGE J, V16, P135 SANCHEZ R, 1996, STRATEGIC MANAGE J, V17, P63 SANDERSON S, 1995, RES POLICY, V24, P761 SLACK N, 1983, INT J OPER PROD MAN, V3, P4 SLACK N, 1991, MANUFACTURING ADV STARR MK, 1965, HARVARD BUSINESS NOV, P131 SUNDGREN N, 1999, J PROD INNOVAT MANAG, V16, P40 TAIT N, 1999, FINANCIAL TIMES 1109, P30 TWIGG D, 1998, INT J OPER PROD MAN, V18, P508 ULRICH K, 1995, RES POLICY, V24, P419 VOORDJIK H, 1999, SUPPLY CHAIN MANAG, V4, P145 VOSS CA, 1987, JUST TIME MANUFACTUR WEIL M, 1998, MANUFACTURING SY MAR, A1 WHEELWRIGHT SC, 1992, REVOLUTIONISING PROD WOMACK JP, 1990, MACHINE CHANGED WORL ZIMMERMAN JL, 1997, ACCOUNTING DECISION NR 35 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2002 VL 23 IS 1-3 BP 113 EP 128 PG 16 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 508VQ UT ISI:000173110800008 ER PT J AU Caputo, M Zirpoli, F TI Supplier involvement in automotive component design: outsourcing strategies and supply chain management SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE outsourcing; buyer-supplier relationship; new product development ID PRODUCT; INNOVATION; JAPANESE; INDUSTRY; PERFORMANCE; FLEXIBILITY; MODEL AB In this paper the analysis is drawn on the motivations, modalities and consequences of supplier involvement in automotive component design. Outsourcing decisions affect the set of core competencies of buyer and supplier and, given certain circumstances, induce a migration of competencies from OEMs to suppliers. An in-depth exploratory multiple case study on a major European car maker and two of its suppliers revealed that this migration of competencies should not threaten the leadership of car makers within the supply chain if it is associated with (1) a strong competence of the car maker as system integrator and (2) a new way of conceiving supply chain management. C1 Univ Salerno, Dept Mech Engn, I-84084 Fisciano, SA, Italy. RP Caputo, M, Univ Salerno, Dept Mech Engn, Via Ponte Melillo 1, I-84084 Fisciano, SA, Italy. CR *BOST CONS GROUP, 1991, EX SUMM FEB *EIU COMP BUS EUR, 1998, 1 Q APPLETON S, 1998, J AFR ECON, V7, P1 CHESBROUGH HW, 1996, HARVARD BUSINESS JAN, P65 CLARK KB, 1989, MANAGE SCI, V35, P1247 CLARK KB, 1991, PRODUCT DEV PERFORMA COHEN WM, 1990, ADMIN SCI QUART, V35, P128 CUSUMANO MA, 1991, STRATEGIC MANAGE J, V12, P563 DETONI A, 1998, 5 INT PROD DEV MAN C, P323 DYER JH, 1998, CALIF MANAGE REV, V40, P57 EALEY L, 1996, MOTOR BUSINESS INT, P107 FINE CH, 1996, UNPUB IS MAKE BUY DE FLORIDA K, 1993, MASS PRODUCTION FUJIMOTO T, 1997, INNOVATION JAPAN GAREL G, 1998, 5 INT PROD DEV MAN C, P403 HELPER SR, 1995, SLOAN MANAGE REV, V36, P77 HENDERSON RM, 1990, ADMIN SCI QUART, V35, P9 LAMMING R, 1993, PARTNERSHIP LEANDRO L, 1998, 5 INT PROD DEV MAN C, P621 LIKER JK, 1995, ENG JAPAN ORG TECHNO LIKER JK, 1996, RES POLICY, V25, P59 MEYER MH, 1993, SLOAN MANAGEMENT SPR, P29 MILES MB, 1994, QUALITATIVE DATA ANA NISHIGUCHI T, 1994, STRATEGIC IND SOURCI OLIVER N, 1992, JAPANIZATION BRIT IN PARKHE A, 1993, ACAD MANAGE J, V36, P794 PETTIGREW AM, 1990, ORGAN SCI, V1, P267 PORTER M, 1980, COMPETITIVE STRATEGY POWELL WW, 1996, ADMIN SCI QUART, V41, P116 PRAHALAD CK, 1990, HARVARD BUS REV, V68, P79 PRENCIPE A, 1997, RES POLICY, V25, P1261 RICHARDSON J, 1993, STRATEGIC MANAGEMENT, V14, P339 ROBERTSON D, 1998, SLOAN MANAGE REV, V39, P19 SABEL C, 1989, INT POL FOR IMVP MAY SANCHEZ R, 1995, STRATEGIC MANAGE J, V16, P135 SANCHEZ R, 1996, STRATEGIC MANAGE J, V17, P63 SEI T, 1996, MANAGING PRODUCTION SMITKA MJ, 1991, COMPETITIVE TIES STALK G, 1992, HARVARD BUSINESS MAR, P57 TEECE D, 1994, IND CORP CHANGE, V3, P537 TEECE DJ, 1986, RES POLICY, V15, P285 TURNBULL P, 1992, STRATEGIC MANAGE J, V13, P159 VENKATESAN R, 1992, HARVARD BUSINESS NOV, P98 VONHIPPEL E, 1988, SOURCES INNOVATION WHITNEY DE, 1995, ENG JAPAN ORG TECHNO WOMACK JP, 1990, MACHINE CHANGED WORL YIN RK, 1994, CASE STUDY RES NR 47 TC 4 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2002 VL 23 IS 1-3 BP 129 EP 154 PG 26 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 508VQ UT ISI:000173110800009 ER PT J AU Sandhya, GD Mrinalini, N TI Changing buyer-supplier relationships: reflections of dynamism and innovation in the automotive industry in India SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE buyer-supplier relations; subcontracting; vertical integration; supplier relations in Indian auto industry ID JAPANESE AB The opening up of the Indian economy that has occurred since the mid-1980s has forced Indian firms to face external competition, This paper looks at the spectrum of linkages between the two automobile manufacturers Maruti Udyog Limited (a passenger car manufacturer) and Eicher Tractors Limited (a tractor manufacturer) and their suppliers. A discernible shift in the assembler-supplier relationships has been seen in the case of these two automobile manufacturers and their respective suppliers. Reducing the supplier base is one of the most discernible features of restructuring, based on the just-in-time approach. This has paved the way for long-term contracts with suppliers, quality assurance and more assembling being carried out at the supplier's end leading to supply of subassemblies rather than mere components. The important lesson that one learns is that the supply chain, as a system, became institutionalised with the establishment of Maruti and Eicher. The auto-components industry, which was marked by inefficiencies, such as low technological competence, poor quality and low productivity with virtually no access to the international market got the boost which it needed. The supplier firms operating in the open market in the controlled regime have now become a part of the network. Many small firms were established. Their technological development, quality awareness, and financial management were guided by the large firm. C1 Natl Inst Sci Technol & Dev Studies, Delhi 12, India. RP Sandhya, GD, Natl Inst Sci Technol & Dev Studies, Dr KS Krishnan Marg, Delhi 12, India. CR *APO, 1978, DET EXT INT SUBC TOO *NISTADS, 1996, REP IND INN IND PIL CHAUDHURY R, 1999, EC ORG INDIAN I NEOL CRANDELL R, 1968, INT J IND EC, V16, P212 CUSUMANO MA, 1985, JAPANESE AUTOMOBILE DCOSTA AP, 1995, WORLD DEV, V23, P485 DYER JH, 1996, STRATEGIC MANAGE J, V17, P271 HELPER S, 1991, SLOAN MANAGE REV, V32, P15 JOHNSTON R, 1988, HARVARD BUSINESS JUL, P94 KATHURIA S, 1996, COMPETING TECHNOLOGY LALL S, 1980, OXFORD B ECON STAT, V42, P203 LYONS TF, 1990, SLOAN MANAGEMENT SPR, P29 MCMILLAN J, 1990, CALIF MANAGE REV, V32, P38 MUKHERJEE A, 1996, EC POLITICAL WE 1130, M75 NAGARAJ R, 1984, ECON POLIT WEEKLY, V19, P1435 PIORE MJ, 1984, 2 IND DIVIDE SAXENIAN A, 1990, CALIFORNIA MANAG FAL, P89 SAXENIAN A, 1991, RES POLICY, V10, P423 WILLIAMSON OE, 1975, MARKETS HIERARCHIES WILLIAMSON OE, 1985, EC I CAPITALISM NR 20 TC 2 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2002 VL 23 IS 1-3 BP 155 EP 171 PG 17 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 508VQ UT ISI:000173110800010 ER PT J AU Quayle, M TI Supplier development and supply chain management in small and medium size enterprises SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE supplier development; supply chain; purchasing; SMEs AB This paper provides the outcomes of a supplier development and supply chain management attitude survey designed to identify current trends in businesses within supply chains. The analysis identifies the adaptation of supplier development and supply chain management techniques. The relationships between customers and smaller suppliers are also examined, giving an indication of the lack of effective adaptation from the traditional adversarial relationships to the modern collaborative supply chain relationships. The outcomes based on a survey of 400 small firms identify issues which businesses need to address to improve the performance of their supply chains, and so improve their competitive position by grasping the benefits of effective supply chain management. C1 Univ Glamorgan, Sch Business, Pontypridd CF37 1DL, M Glam, Wales. RP Quayle, M, Univ Glamorgan, Sch Business, Pontypridd CF37 1DL, M Glam, Wales. CR *CIPS, 1997, TECHN SERV GUID ALDERMAN N, 1998, SUPPLY CHAIN MANAGEM, P2 AYCLIFFE R, 1999, SUPPLY MANAGEMENT BEAMON BM, 1999, LOGISTICS INFORMATIO, V12, P332 BOULDING KE, 1956, MANAGE SCI, V2, P197 CAVINATO JL, 1992, J BUSINESS LOGISTICS, V13, P285 COMPTON K, 1995, DICT PURCHASING SUPP COX A, 1999, SUPPLY CHAIN MANAG, V4, P167 DOBLER DW, 1990, PURCHASING MAT MANAG DOOLEY K, 1995, OR INSIGHT, V8, P21 ELLIOTTSHIRCORE T, 1985, PURCHASING SUPPL DEC, P23 ELLRAM LM, 1990, J PURCHASING MAT FAL, P8 FARMER D, 1997, EUROPEAN J PURCHASIN, V3, P1 GHYMN KI, 1999, INT MARKET REV, V16, P202 GILMOUR P, 1999, INT J PHYS DISTRIB, V29, P259 HELLER R, 1999, MANAGEMENT TODAY APR, P32 HENDRY J, 1995, EUROPEAN MANAGEMENT, V13, P193 JOHNSTON S, 1997, SUPPLY CHAIN MANAGEM LAMMING R, 1996, INT J OPER PROD MAN, V16, P183 LEE HL, 1992, SLOAN MANAGEMENT SPR, P65 MACBETH D, 1989, PURCHASING SUPPL NOV, P30 MACLACHLIN R, 1998, PEOPLE MANAGEME 0319, P42 MICHAELS L, 1999, SUPPLY CHAIN MANAGEM, V4, P135 MORGAN RM, 1994, J MARKETING, V58, P20 MYER R, 1989, HARVARD BUS REV, V89, P160 NEW SJ, 1994, P 3 ANN C IPSERA CAR, P345 NEW SJ, 1997, SUPPLY CHAIN MANAG, V2, P15 QUAYLE M, 1998, EUROPEAN J PURCHASIN, V4, P199 RABINOVICH E, 1999, INT J PHYS DISTRIB, V29, P353 RINGWALD K, 1999, P 8 IPSERA C DUBL RUDOLPH P, 1999, P 8 IPSERA C DUBL SAUNDERS M, 1997, STRATEGIC PURCHASING SCHONBERGER RJ, 1986, WORLD CLASS MANUFACT SPEKMAN RE, 1998, INT J PHYS DISTRIB, V28, P630 TIKKANEN H, 1998, J BUSINESS IND MARKE, V13, P1 VANWEELE AJ, 1996, EUROPEAN J PURCHASIN, V2, P153 VARLEY P, 1998, SUPPLY MANAGEME 0604, P14 WOMACK JP, 1991, MACHINE CHANGED WORL NR 38 TC 3 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2002 VL 23 IS 1-3 BP 172 EP 188 PG 17 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 508VQ UT ISI:000173110800011 ER PT J AU Genus, A Kaplani, M TI Managing operations with people and technology SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE operations management; technology management; innovation; organisational change; employee management; case studies; Cypriot clothing manufacturers ID MANAGEMENT AB The paper addresses the synergy between operations, technology management and human resource management by way of a study of operational innovation in firms within the Cypriot clothing manufacturing sector. Three case studies of change involving the automation of manufacturing are analysed with reference to the notion of a 'coping cycle'. In each case the firm in question experienced difficulties with the implementation of operational innovations which made change problematic to sustain. Key factors reside in the general nature and historical context of employee relations and in the tactics employed to implement change. These have implications for the effective management of change and these are discussed within the paper. More broadly, the paper identifies human resource issues as falling within the proper scope of operations and technology management research. There remains a need to temper the traditional 'hardware' focus of studies of operational/technological innovation with the 'reality' of human behaviour. C1 Univ London Royal Holloway & Bedford New Coll, Sch Management, Egham TW20 0EX, Surrey, England. Brunel Univ, Sch Business & Management, Uxbridge UB8 3PH, Middx, England. RP Genus, A, Univ London Royal Holloway & Bedford New Coll, Sch Management, Egham TW20 0EX, Surrey, England. CR AGARWAL N, 1998, INT J TECHNOL MANAGE, V16, P225 BESSANT J, 1997, INT J TECHNOL MANAGE, V14, P1 CARNALL C, 1995, MANAGING CHANGE ORG CHASE RB, 1998, INT J OPER PROD MAN, V18, P663 FILIPPINI R, 1997, INT J OPER PROD MAN, V17, P655 JOHNSTON R, 1999, INT J OPER PROD MAN, V19, P104 LOVERIDGE R, 1992, TECHNOLOGICAL CHANGE, P103 NEW C, 1998, INT J OPER PROD MAN, V18, P675 OLIVER N, 1989, INT J OPER PROD MAN, V10, P32 SAVERY LK, 1999, INT J TECHNOL MANAGE, V17, P145 SMITH S, 1996, BRIT J MANAGE, V7, S17 SPINA G, 1998, INT J OPER PROD MAN, V18, P684 NR 12 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2002 VL 23 IS 1-3 BP 189 EP 200 PG 12 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 508VQ UT ISI:000173110800012 ER PT J AU Marcus, PR TI The World Wide Web: an effective vehicle for global procurement documentation dissemination SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE Internet; aperture cards; paper documents; engineering data; global business; e-commerce; World Wide Web AB The global marketplace has increased the demands and reduced the time frames for businesses to bring new products to market. However, to remain competitive, manufacturers must reduce their procurement operations and handling costs. While information is critical to the success of nearly every organisation, paper remains the main vehicle for recording and dissemination of that information. Consequently, the effective and efficient delivery of engineering documentation has become crucial. The development of the World Wide Web (Web) has opened the door to the electronic transmission of these technical documents. Companies can realise tremendous cost savings by the efficient and effective deployment of the web in their manufacturing procurement process. C1 Metro Four Consultants, Bloomfield, NJ 07104 USA. RP Marcus, PR, Metro Four Consultants, 13 Municipal Plaza,POB 1428, Bloomfield, NJ 07104 USA. CR CASTELLUCCIO M, 1997, MANAGE ACCOUNTING, V78, P61 CASTELLUCCIO M, 1997, MANAGE ACCOUNTING, V78, P64 DEMOTT JS, 1992, FEDERAL COMPUTER WEE, P24 DENLEY M, 1997, ADV IMAGING, V12, P50 DVORAK P, 1991, MACH DES, V63, P34 FRANCKE L, 1995, SIGHT SOUND, V5, P6 GATES WH, 1997, MICROSOFT CORPORATIO GILBERT A, 2000, INFORMATION WEEK, P46 GILBERT A, 2000, INFORMATION WEEK, P50 GILBERT A, 2000, INFORMATION WEEK, P54 GILBERT A, 2000, INFORMATION WEEK, P56 GRABOWSKI R, 1997, CADENCE, V12, P38 GRABOWSKI R, 1997, CADENCE, V12, P44 HESS E, 2000, INTEGRATED SOLUTIONS, V4, P42 HESS E, 2000, INTEGRATED SOLUTIONS, V4, P44 HESS E, 2000, INTEGRATED SOLUTIONS, V4, P46 LAWRENCE S, 2000, GLOBAL TECHNOLOGY RE, V3, P27 MAY T, 1995, DOCUMENT MANAGEMENT, V5, A5 MILLER DM, 1995, J NEUROL REHABIL, V9, P7 MOHAN A, 1996, COMMUNICATION 1009 PREBLE G, 1993, MACH DES, V65, P99 RENDLEMAN J, 1995, COMMUNICATIONS WEEK, S23 RUBIN AD, 2000, WEBTECHNIQUES, V5, P55 SCHMITZ B, 1970, COMPUTER AIDED ENG, V16, P68 SCHMITZ B, 1997, COMPUTER AIDED ENG, V16, P66 SCHMITZ B, 1997, COMPUTER AIDED ENG, V16, P70 SCHUTZBERG A, 1997, CADENCE, V11, P28 SIROTA W, 1995, MULTIMEDIA TODAY, V3, P14 WAGNER B, 2000, HP PROFESSIONAL, V14, P18 WAGNER B, 2000, HP PROFESSIONAL, V14, P20 NR 30 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2002 VL 23 IS 1-3 BP 201 EP 206 PG 6 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 508VQ UT ISI:000173110800013 ER PT J AU van Hoek, RI TI Using information technology to leverage transport and logistics service operations in the supply chain: an empirical assessment of the interrelation between technology and operations management SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE relation technology; relation operations; leveraging; supply chain services ID MASS CUSTOMIZATION AB Based upon existing work a synergistic relation between technology and operations management can be assumed. This paper uses a specific focus area to empirically validate this assumption. Within the field of third party logistics operations in the supply chain, technology can be expected to be a critical factor in achieving the often targeted expansion of service offerings. The empirical research presented in this paper goes beyond existing material in this field, which remains mostly conceptual, qualitative or descriptive, by targeting statistical generalization, using findings from a multi-annual survey of transport and logistics service operations in the supply chain. Findings show that existing operational arrangements of transport and logistics service providers mostly remain limited to traditional transport and warehouse services but that technology proves an answer to achieving the targeted expansion of third party operations. Case studies of three innovative service providers are used to develop insights into how technology impacts operational relations in the supply chain and how technology can leverage operations management in a synergistic manner. C1 Corp Execut Board, Washington, DC 20006 USA. Cranfield Sch Management, Bedford, England. RP van Hoek, RI, Cranfield Sch Management, Bedford, England. CR *HIDC, 1993, VAL ADD LOG ACHROL RS, 1991, J MARKETING, V55, P77 ANDERSON JC, 1995, HARVARD BUS REV, V73, P75 BOYSON S, 1999, J BUSINESS LOGISTICS, V20, P73 CHEN WH, 1998, PLANT CELL REP, V18, P7 DAUGHERTY PJ, 1992, LOGISTICS TRANSPORTA, V28, P257 ELLINGER AE, 1997, TRANSPORT RES E-LOG, V33, P129 ELLINGER AE, 1999, INT J LOGISTICS MANA, V10, P25 FEITZINGER E, 1997, HARVARD BUS REV, V75, P116 GILMORE JH, 1997, HARVARD BUS REV, V75, P91 HARVEY J, 1997, INT J OPER PROD MAN, V17, P29 KAHN BE, 1998, J ACAD MARKET SCI, V26, P45 KATHURIA R, 1997, INT J OPER PROD MAN, V17, P611 KOTHA S, 1995, STRATEGIC MANAGE J, V16, P21 LAARHOVEN P, 1994, MCKINSEY Q, P30 LAMBERT DM, 1998, INT J LOGISTICS MANA, V9, P1 LEE HL, 1998, GLOBAL SUPPLY CHAIN LIEB RC, 1993, INT J PHYS DISTRIB, V23, P35 LIEB RC, 1996, J BUSINESS LOGISTICS, V17, P305 LIEB RC, 1999, TRANSPORT REV, V19, P103 RAYPORT JF, 1995, HARVARD BUS REV, V73, P75 SPRING M, 1997, INT J OPER PROD MAN, V17, P746 VANDONSELAAR K, 1997, INT J OPER PROD MAN, V17, P707 VANHOEK RI, 1998, INT J LOGISTICS MANA, V9, P35 VANHOEK RI, 1999, CLM ED C TOR CAN WALTON SV, 1997, INT J OPER PROD MAN, V17, P372 WILLIAMS WL, 1997, J BUSINESS LOGISTICS, V18, P217 NR 27 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2002 VL 23 IS 1-3 BP 207 EP 222 PG 16 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 508VQ UT ISI:000173110800014 ER PT J AU Lari, A TI The transformational effects of technology on operations management SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE operations management; technology; information technology; management methods AB Over the years, advances in technology have transformed key aspects of operations management. New tools and technologies have been incorporated into the design and operation of service and production systems. Textbooks play an integral role in documenting the transformational effects of technology in specific fields. In this paper, the evolution of technology, its transformational effects, and influence on operations management is studied. Samples of the textbooks published within the last 35 years are searched and the results concluded. C1 Fayetteville State Univ, Sch Business & Econ, Cary, NC 27513 USA. RP Lari, A, Fayetteville State Univ, Sch Business & Econ, 202 Cary Pines Dr, Cary, NC 27513 USA. CR *US DEP LAB, 1992, BUR LAB STAT B, V2402 ADAM EE, 1978, PRODUCTION OPERATION AMRINE HT, 1987, MANUFACTURING ORG MA ANDERSON JC, 1981, MAT REQUIREMENT PLAN BELL PC, 1999, MANAGEMENT SCI OPERA BOWKAR AH, 1952, SAMPLING INSPECTION BOWMAN EH, 1960, OPER RES, V8, P25 BUCHAR J, 1963, SCI INVENTORY MANAGE BUFFA ES, 1964, HARVARD BUS REV, V42, P136 BUFFA ES, 1971, BASIC PRODUCTION MAN BUFFA ES, 1972, OPERATIONS MANAGEMEN BUFFA ES, 1973, MODERN PRODUCTION MA BUFFA ES, 1983, MODERN PRODUCTION MA CHASE RB, 1998, PRODUCTION OPERATION CONNELL G, 1984, QUALITY PROGR NOV, P44 CROSBY LB, 1984, PRODUCTION INVENTORY, P21 DAVIS MM, 1999, FUNDAMENTALS OPERATI DILWORTH JB, 1979, PRODUCTION OPERATION DILWORTH JB, 1993, PRODUCTION OPERATION EVANS JJ, 1997, PRODUCTION OPERATION EVANS JR, 1984, PRODUCTION OPERATION EVANS JR, 1987, PRODUCTION OPERATION FEIGENBAUM AV, 1961, TOTAL QUALITY CONTRO FETTER RB, 1955, J IND ENG SEP, P22 GAITHER N, 1999, PRODUCTION OPERATION GRANT EL, 1964, STAT QUALITY CONTROL HELD M, 1963, OPER RES, V11, P34 HELGESON WB, 1961, J IND ENG, V12, P21 HOROVITZ B, 1980, IND WEEK 1013, P86 KILBRIDGE MD, 1961, J IND ENG, V12, P17 KONZ S, 1979, IND ENG, V11, P24 KRAJEWSKI LJ, 1999, OPERATIONS MANAGEMEN MAGEE JF, 1964, HARVARD BUSINESS JUL, P126 MARKLAND RE, 1995, OPERATIONS MANAGEMEN MAYER RR, 1968, PRODUCTION OPERATION MAYER RR, 1975, PRODUCTION OPERATION MOORE FG, 1965, MANUFACTURING ENG MOORE FG, 1969, MANUFACTURING ENG MOORE FG, 1977, PRODUCTION OPERATION MORTON TE, 1999, PRODUCTION OPERATION PLOSSL GW, 1967, PRODUCTION INVENTORY PORTMANN MC, 1998, EUR J OPER RES, V107, P389 RUCH WA, 1989, FUNDAMENTALS PRODUCT RUCH WA, 1992, FUNDAMENTALS PRODUCT SAWAYA WJ, 1986, PRODUCTION OPERATION SCHEER AW, 1991, CIM COMPUTER INTEGRA SCHONBERGER R, 1981, OPERATIONS MANAGEMEN SCHONBERGER R, 1985, OPERATIONS MANAGEMEN SCHONBERGER R, 1994, OPERATIONS MANAGEMEN SCHONBERGER R, 1997, OPERATIONS MANAGEMEN SCHONBERGER WJ, 1991, OPERATIONS MANAGEMEN SCHROEDER RG, 1993, OPERATIONS MANAGEMEN STEVENSON WJ, 1982, PRODUCTION OPERATION STEVENSON WJ, 1990, PRODUCTION OPERATION STEVENSON WJ, 1999, PRODUCTION OPERATION VONDEREMBSE MA, 1988, OPERATIONS MANAGEMEN VONDEREMBSE MA, 1996, OPERATIONS MANAGEMEN WIGHT OW, 1974, PRODUCTION INVENTORY WIGHT OW, 1981, MRPII UNLOCKING AM P NR 59 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2002 VL 23 IS 1-3 BP 223 EP 239 PG 17 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 508VQ UT ISI:000173110800015 ER PT J AU Juma, C Fang, K Honca, D Huete-Perez, J Konde, V Lee, SH Arenas, J Ivinson, A Robinson, H Singh, S TI Global governance of technology: meeting the needs of developing countries [1] SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE biotechnology; developing countries; energy; information technology; innovation; knowledge; pharmaceuticals; policy; science and technology AB In 2000, world leaders adopted the United Nations Millennium Declaration in which they pledged to halve, by 2015, the proportion of the world's people earning less than a dollar a day, suffering from hunger and unable to obtain safe drinking water. This paper argues that meeting these targets will entail concerted efforts to raise economic productivity in the developing world and to redirect research and development (R&D) in the industrialized countries to address problems that affect the developing countries. Doing this will require approaches that place science and technology at the centre of development policy in a world that is marked by extreme disparities in the creation of scientific and technical knowledge. Mobilizing this knowledge to meet the agricultural, health, communication and environmental needs of developing countries will continue to be one of the most important issues in international relations in the years to come. The paper identifies ways of using the world's scientific and technological knowledge to meet the needs of developing countries. More specifically, it examines linkages among science, technology and development; emerging trends in innovation systems; incentive measures for technological innovation; and how to make technology work for developing countries. The paper examines two categories of measures needed to promote the application of science and technology to development. The first includes measures adopted by developing countries themselves to promote scientific research and technological innovation as a key element in economic development policy. The second includes measures that can be adopted in the industrialized countries to contribute to solving problems in developing countries. C1 Harvard Univ, John F Kennedy Sch Govt, Cambridge, MA 02138 USA. Tufts Univ, Fletcher Sch Law & Diplomacy, Medford, MA 02155 USA. Harvard Univ, Sch Med, Harvard Ctr Neurodegenerat & Repair, Boston, MA USA. Harvard Univ, Cambridge, MA 02138 USA. MIT, Knight Sci Journalism Fellowships Program, Cambridge, MA 02139 USA. RP Juma, C, Harvard Univ, John F Kennedy Sch Govt, 79 John F Kennedy St, Cambridge, MA 02138 USA. CR *UN, 2000, UN MILLENNIUM DECLAR *UNDP, 1999, HUM DEV REP 1999, P69 *WHO, 2001, WHO POL PERSP MED, V3 ABDELGAFAR B, 2001, UNPUB IMPLICATIONS T ARCHIBUGI D, 2000, INNOVATION GLOBAL EC, P1 AUGUSTO G, 2001, SCI TECHNOLOGY INNOV BRAGA C, 2000, 412 WORLD BANK BRANSCOMB L, 2000, TAKING TECHNICAL RIS CLARK N, 2001, WORKSH GLOB GOV TECH ETZKOWITZ H, 1997, U GLOBAL KNOWLEDGE E ETZKOWITZ H, 1998, CAPITALIZING KNOWLED ETZKOWITZ H, 2001, WORKSH GLOBAL GOV TE FUKUYAMA F, 2001, INFORMATION BIOL REV HALL A, 1999, WORKSH GLOB GOV TECH JUMA C, 1999, 4 HARV U CAMBR CTR I KIM L, 1997, IMITATION INNOVATION MALINOWSKI M, 1999, BIOTECHNOLOGY LAW BU NELSON RR, 1994, EVOLUTIONARY EC CHAO, P21 NORBERGBOHM V, 1996, THESIS HARVARD U CAM PAARLBERG R, 2000, 33 INT FOOD POL I POPPER S, 2001, NEW FDN GROWTH US IN ROSENBERG N, 1987, W GREW RICH EC TRANS RUTTAN V, 2000, TECHNOLOGY GROWTH DE SAGAR AD, 2001, WORKSH GLOB GOV TECH VIOTTI E, 2001, WORKSH GLOB GOV TECH WAGNER C, 2001, SCI TECHN COLL BUILD WAKHUNGU J, 2001, WORKSH GLOB GOV TECH NR 27 TC 4 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2001 VL 22 IS 7-8 BP 629 EP 655 PG 27 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 488JF UT ISI:000171931500001 ER PT J AU Abetti, PA TI General electric after Jack Welch: succession and success? SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE General Electric; corporate succession; Jack Welch; corporate strategy AB Succession in large established corporations is a difficult process, particularly after a charismatic leader. This paper discusses the succession at GE, after 20 years of leadership by Jack Welch. One theory states that GE is built to last and the 'GE System' will take care of the transition from Welch to his designated successor, Jeffrey Immelt. The second theory states that Welch is a unique leader who controls GE's destiny and will be difficult to follow. The challenges to Immelt and two strategic alternatives that he could adopt are discussed. C1 Rensselaer Polytech Inst, Lally Sch Management & Technol, Troy, NY 12180 USA. RP Abetti, PA, Rensselaer Polytech Inst, Lally Sch Management & Technol, 110 8th St, Troy, NY 12180 USA. CR 1994, J WELCH GEN ELECT RE *GEN EL CO, 2000, GE ANN REP AGUILAR FJ, 1981, GEN ELECT STRATEGIC BARTLETT CA, 1991, GEN ELECT REG JONES BARTLETT CA, 2000, GES 2 DECADE TRANSFO BIANCO A, 2001, BUS WEEK 0305, P82 COLLINS TC, 1997, BUILT LAST CRANE B, 1957, ANATOMY REVOLUTION ELDERKIN KW, 1993, J WELCHS 2 WAVE MURRAY M, 2000, WALL STREET J 1023 PHAN PH, 1999, P ACAD MAN ENTR DIV PHAN PH, 2001, CEO SUCCESSION GE SLATER R, 1993, NEW GE SLATER R, 1996, GET BETTER GET BEATE SLATER R, 1998, J WELCH GE WAY TICHY MN, 1994, CONTROL YOUR DESTINY TICHY MN, 1997, LEADERSHIP ENGINE TICHY N, 1989, HARVARD BUSINESS SEP, P114 VONCLAUSENWITZ K, 1830, KRIEGE NR 19 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2001 VL 22 IS 7-8 BP 656 EP 669 PG 14 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 488JF UT ISI:000171931500002 ER PT J AU Mangematin, V TI Individual careers and collective research: is there a paradox? SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE scientists' careers; academics; PhD; collaboration; competition; public sector research; university/industry relations ID INCENTIVES; SCIENCE AB Collective research has been emphasized for several years. It takes different forms: collaboration among researchers of the same team, collaboration between academies to achieve a particular discovery and collaboration between researchers from private and public organizations to pool complementary assets and capabilities. Even if these collaborations appear to produce economic wealth, they can be contrary to the individual interests of researchers in academia who are selected, recruited and evaluated on an individual basis. This papers deals with this apparent paradox. C1 Univ Grenoble 3, INRA, SERD, F-38040 Grenoble 9, France. RP Mangematin, V, Univ Grenoble 3, INRA, SERD, BP 47X, F-38040 Grenoble 9, France. CR CARMICHAEL HL, 1988, J POLITICAL EC, V96, P453 HICKS D, 1995, IND CORP CHANGE, V4, P401 HICKS DM, 1996, SCI TECHNOL HUM VAL, V21, P379 LEVIN SG, 1995, SOC STUD SCI, V25, P275 LEVITE M, 1991, BONE MARROW TRANSPL, V8, P1 MANGEMATIN V, 2000, RES POLICY, V29, P741 MANSFIELD E, 1995, REV ECON STAT, V77, P55 SHINN T, 1988, ACTES RECHERCHE SCI, V74, P2 STEPHAN PE, 1996, J ECON LIT, V34, P1199 WEINBERG A, 1970, DAEDALUS, V99, P1056 ZUCKER L, 1995, COLLABORATION STRUCT NR 11 TC 1 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2001 VL 22 IS 7-8 BP 670 EP 675 PG 6 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 488JF UT ISI:000171931500003 ER PT J AU Stephan, PE Levin, SG TI Career stage, benchmarking and collective research SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE career path; career stage; rewards in academe; scientists in academe AB This paper provides an answer to the puzzle of why, in a system where collaboration is increasingly important and life-cycle models provide a modest explanation of observable outcomes, the career stage of the individual remains an important concept, We argue that three factors are key to the explanation of this paradox. First, the reward structure in science, particularly in academe, places great emphasis on the attainment of benchmarks in the context of a career. Second, the funding mechanism by which university laboratories have traditionally been supported in the US places great emphasis on the individual and often is targeted to the career stage of the individual. Third, the funding regime which has evolved in the US encourages the use of doctoral students and post doctoral students as researchers in the laboratories. This provides for a system in which a fugue of life cycles plays out in the laboratory and a means by which networks are put in place as early career scientists leave the nest and go about establishing their own laboratories or move to the laboratories of others. C1 Georgia State Univ, Andrew Young Sch Policy Studies, Atlanta, GA 30303 USA. RP Stephan, PE, Georgia State Univ, Andrew Young Sch Policy Studies, Atlanta, GA 30303 USA. CR *NAT SCI BOARD, 1998, SCI ENG IND *NAT SCI FDN, 1997, 97312 NSF *NIH, 1994, NIH BUDG SUMM TABL *NRC, 1994, FUND YOUNG INV BIOL *NRC, 1995, RES DOCT PROGR US CO *NRC, 1998, TRENDS EARLY CAREERS COLE JR, 1973, SOCIAL STRATIFICATIO GOURMAN J, 1993, GOURMAN REPORT RATIN HICKS DM, 1996, SCI TECHNOL HUM VAL, V21, P379 LEVITE M, 1991, BONE MARROW TRANSPL, V8, P1 LUCILE P, 1997, FINAL REPORT 1983 19 LYNN SA, 1996, J ORGAN BEHAV, V17, P135 MERTON RK, 1968, SCIENCE, V159, P56 MERVIS J, 1998, SCIENCE, V281, P1944 PENNING T, 1998, SCIENTIST 0928, V12 ROOTBERNSTEIN RS, 1989, DISCOVERING ROSOVKSY H, 1990, U OWNERS MANUAL SONNERT G, 1995, SOC STUD SCI, V25, P35 SONNERT G, 1995, WHO SUCCEEDS SCI GEN STEPHAN P, 1992, STRIKING MOTHER LODE STEPHAN PE, 1997, REV EC IND, V79, P45 ZUCKERMAN H, 1977, SCI ELITE NR 22 TC 2 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2001 VL 22 IS 7-8 BP 676 EP 687 PG 12 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 488JF UT ISI:000171931500004 ER PT J AU Diamond, AM TI Scientists' salaries and the implicit contracts theory of labour markets SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE learning; incentives; scientists' salaries; implicit labour markets; compensation; scientific reward structure ID INCENTIVES AB Government intervention in labour markets is often justified by citing phenomena in actual labour markets which deviate from the predictions of neoclassical theory. The case for such intervention will be considerably weakened if the anomalous phenomena can be explained by implicit labour market theories that are extensions of the neoclassical theory. The purpose of the current research is to test two well-defined alternative implicit labour markets models of the labour market for scientists. The test makes use of a longitudinal data set compiled by the author that contains data for scientists on number of citations per year and on annual salaries. The evidence, although somewhat mixed, tends to support the 'learning model' over the 'incentives model'. The most dramatic evidence is that the effect of citations on salaries declines as the scientist gains experience. More evidence will be required before we can reach sound general conclusions on the empirical success of the theories. C1 Univ Nebraska, Dept Econ, Omaha, NE 68182 USA. RP Diamond, AM, Univ Nebraska, Dept Econ, Omaha, NE 68182 USA. CR BROWN JN, 1989, AM ECON REV, V79, P971 DIAMOND AM, 1985, SCIENTOMETRICS, V8, P315 DIAMOND AM, 1986, J GERONTOL, V41, P520 DIAMOND AM, 1986, J HUM RESOUR, V21, P200 FREEMAN S, 1977, BELL J ECON, V8, P419 HAMERMESH DS, 1989, SOUTH ECON J, V56, P39 LILLARD LA, 1979, ECONOMETRICA, V47, P437 MALCOMSON JM, 1997, J ECON LIT, V35, P1916 MURPHY KJ, 1986, RAND J ECON, V17, P59 PARSONS DO, 1986, HDB LABOR EC, V2, P789 RAISIAN J, 1979, ECON INQ, V17, P475 ROSEN S, 1985, J ECON LIT, V23, P1144 ROSEN S, 1986, AM ECON REV, V76, P701 SIOW A, 1991, J HUM RESOUR, V26, P236 NR 14 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2001 VL 22 IS 7-8 BP 688 EP 697 PG 10 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 488JF UT ISI:000171931500005 ER PT J AU Glaser, J TI Macrostructures, careers and knowledge production: a neoinstitutionalist approach SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE career theory; new institutionalism; scientific communities; scientific labour markets ID SCIENCE; SCIENTISTS AB Scientific careers are theoretically and practically important because they link individuals with institutions as well as social structures with knowledge production. These mediating functions have to date not been systematically dealt with. In this article, a neo institutionalist framework for the analysis of careers in science is developed. Careers in science are treated as products of overlapping institutions belonging to the different social contexts in which scientists act simultaneously. These contexts (their specialty, society and employment organization) yield specific institutions that shape different work roles, which can be analytically distinguished. With regard to a specialty's knowledge production, four different career stages (apprentice, colleague, mentor and sponsor) can be distinguished on the basis of dominant work roles. Society's institutions (e.g., language, education and employment system) structure the international specialties, which can be said to consist of national subsets. Organizations provide work roles that integrate knowledge production into the employment system. Job sequences become institutionalized as career lines that structure international internal labour markets. While there is agreement in the literature that academic organizations do not provide internal labour markets, so far it has been neglected that specialties have these properties. The stability of these international internal labour markets currently seems to be endangered because both organizations and specialties can only balance the conflicting demands for fixed-term contracts and permanent positions when they grow. As a conclusion of the theoretical discussion, a research program is outlined. RP Glaser, J, Florian Geyer Str 86, D-12489 Berlin, Germany. CR ALTHAUSER RP, 1981, SOCIOL PERSPECT, P119 ARMSTRONG JA, 1994, ISSUES SCI TECHN SUM, P19 BIELBY WT, 1991, OUTER CIRCLE WOMEN S, P171 BOWEN HR, 1980, AM PROFESSORS NATL R BRENEMAN DW, 1988, ACAD LABOR MARKETS C, P200 CAPLOW T, 1958, ACAD MARKETPLACE CARMICHAEL HL, 1988, J POLITICAL EC, V96, P453 CHUBIN D, 1976, SOCIOLOGICAL Q, V17, P448 CHUBIN DE, 1982, SOCIOL SCI, V4, P293 COGGESHALL PE, 1978, SCIENCE, V202, P487 COLE JR, 1973, SOCIAL STRATIFICATIO COLLINS LH, 1998, CAREER STRATEGIES WO COZZENS SE, 1990, RES SYSTEM TRANSITIO DALTON GW, 1977, ORGAN DYN, V6, P19 DALTON GW, 1989, HDB CAREER THEORY, P89 DOERINGER PB, 1967, IND LABOR RELATIONS, V10, P206 EHRENBERG RG, 1992, J ECON LIT, V30, P830 FOX MF, 1991, OUTER CIRCLE WOMEN S, P188 GLASER BG, 1964, ORG SCI THEIR PROFES GLASER J, 1996, ANWENDUNGSORIENTIERU GRIFFITH BC, 1970, COMMUNICATION SCI EN, P125 HAGSTROM WO, 1974, AM SOCIOL REV, V39, P1 HAGSTROM WO, 1976, AM BEHAVIORAL SC AUG, P753 HAGSTROM WO, 1982, SCI CONTEXT READINGS, P21 HARGENS L, 1969, SOCIOL EDUC, V42, P18 HART FE, 1995, MOSAIC, V28, P1 HOKE F, 1995, SCIENTIST, V9, P1 KERR E, 1995, NAT MED, V1, P14 LONG JS, 1979, AM SOCIOL REV, V44, P816 MARCH JG, 1984, AM POLIT SCI REV, V78, P734 MARSHALL E, 1994, SCIENCE, V265, P314 MAYNTZ R, 1995, GESELLSCHAFTLICHE SE, P39 MCGINNIS R, 1981, SOC FORCES, V60, P701 MCKINNON P, 1987, RES MANAGE, V30, P26 MCPHERSON M, 1988, ACAD LABOR MARKETS C, P174 MULKAY M, 1974, SCI STUD, V4, P205 MULKAY MJ, 1975, SOCIOLOGY, V9, P187 NORTH DC, 1990, J THEORETICAL POLITI, V2, P355 NOWOTNY H, 1990, RES SYSTEM TRANSITIO, P331 NYSTROM PC, 1989, HDB CAREER THEORY, P490 OTTO LB, 1981, DESIGN STUDY ENTRY C PALMER DD, 1981, J HIGH EDUC, V52, P378 PATTATUCCI AM, 1998, WOMEN SCI M CAREER C POWELL WW, 1991, NEW I ORG ANAL RESKIN BF, 1977, AM SOCIOL REV, V42, P491 RESKIN BF, 1979, SOCIOL EDUC, V52, P129 ROSENFELD RA, 1981, SOC SCI RES, V10, P337 SCHARPF FW, 1997, GAMES REAL ACTORS PL SCHEIN EH, 1964, ADM SCI Q, V9, P333 SCHEIN EH, 1971, J APPLIED BEHAVIORAL, V7, P401 SCHWARTZ J, 1978, NATURE, V276, P745 SCHWARTZ J, 1979, NATURE, V282, P7 SHNEOUR EA, 1995, SCIENTIST, V9, P12 SORENSEN AB, 1992, GENERATIONSDYNAMIK F, P83 SPILERMAN S, 1977, AM J SOCIOL, V83, P551 STEBBINS RA, 1970, SOCIOLOGICAL Q, V11, P32 STEPHAN PE, 1996, J EC LIT SEP TOBIAS S, 1995, RETHINKING SCI CAREE TRAWEEK S, 1988, BEAMTIMES LIFETIMES WALSH J, 1969, SCIENCE, V166, P1129 WALSH J, 1979, SCIENCE, V204, P286 WANTANABE ME, 1995, SCIENTIST, V9, P1 WHITLEY R, 1982, SCI ESTABLISHMENTS H, V4, P313 WILLIAMSON OE, 1975, EC I CAPITALISM FIRM ZIMAN J, 1987, KNOWING NOTHING SPEC ZIMAN J, 1994, PROMETHEUS BOUND SCI ZUCKERMAN H, 1973, SOCIOL SCI, P497 ZUCKERMAN H, 1991, OUTER CIRCLE WOMEN S, P27 NR 68 TC 1 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2001 VL 22 IS 7-8 BP 698 EP 715 PG 18 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 488JF UT ISI:000171931500006 ER PT J AU Poti, B TI Appropriation, tacit knowledge and hybrid social regimes in biotechnology in Europe SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE research collectives; hybrid social regimes; appropriation; tacit knowledge; public research systems; biotechnology ID SCIENCE; INNOVATION; TECHNOLOGIES; FIELDS AB The article aims to trace the way in which the scientific community works through the study of a specific discipline. The information concerns both a country study and a comparison between different European countries. The analysis deals with different aspects: the role of collaborations through which tacit knowledge circulates among scientists; the way in which scientific teams are involved in market activities and inter-institutional relations; the possibility of combining rules of different social regimes and the growth of new functions and goals within the scientific community; the relation between laboratories' capacity of developing diversified strategies and the central norms of the scientific community. Differentiation and competition characterize public research teams; a coexistence between different rules emerge, but teams and scientific institutions have not still developed a good balance between conflicting goals. C1 CNR, ISDRS, I-00185 Rome, Italy. RP Poti, B, CNR, ISDRS, Via Lollis 12, I-00185 Rome, Italy. CR *OCD GROUP SCI SYS, 1998, U IND RES PARTN TYP BOURKE P, 1998, RES POLICY, V26, P711 BRANDI MC, 1999, C INN EM MAN TECHN P BRAUN D, 1998, RES POLICY, V27, P807 BROWN C, 1992, RETHINKING ORG CASSIER M, 1995, THESIS CSI PARIS CESARONI F, 1998, C EV PROF BUS POL RO COLLINS HM, 1974, SCI STUD, V4, P165 CROW M, 1987, RES POLICY, V16, P229 DASGUPTA P, 1994, RES POLICY, V23, P487 DAVID P, 1999, ORG EC INNOVATION EU, P319 DODGSON M, 1990, IND HIGHTER ED JUN, P97 DOSI G, 1992, TECHNOLOGY ENTERPRIS, P186 EBERS M, 1997, FORMATION INTERORGAN FAMA E, 1983, J LAW EC, V26 FAULKNER W, 1994, RES POLICY, V23, P673 FAULKNER W, 1995, SCI PUBL POLICY, V22, P282 FORAY D, 1994, C U GOALS I MECH IND GIBBONS M, 1994, NEW PRODUCTION KNOWL GRANDORI A, 1995, ORG ATTIVITA EC, P217 GRANOVETTER M, 1993, AM J SOCIOLOGY, V87 HILLS PV, 1995, RES EVALUAT, V5, P35 HOWELLS J, 1996, TECHNOL ANAL STRATEG, V8, P91 JASANOFF S, 1985, RES POLICY, V14, P23 KATZ JS, 1997, RES POLICY, V26, P1 KLNORRCETINA K, 1983, SCI OBSERVED PERSPEC LAREDO P, 1992, SCI TECHNOLOGY POLIC, P184 LAREDO P, 1999, APPROACH PUBLIC SECT LATOUR B, 1987, SCI ACTION FOLLOW SC MAYNTZ R, 1998, RES POLICY, V27, P747 MEYERKRAHMER F, 1998, RES POLICY, V27, P835 NARIN F, 1991, SCIENTOMETRICS, V21, P313 NOTEBOOM B, 1999, WORKSH EV EV EC BRIS ORSENIGO L, 1991, SCI TECHNOLOGY SOCIA, V20 PASSARO R, 1995, 9 WORKSH DOCT SEM EN POTI B, 1997, PROMETHEUS, V24 POTI B, 1998, SCI PUBL POLICY, V25, P407 POTI B, 1999, INTERAZIONE SCIENZA RAPPERT B, 1997, TECHNOL ANAL STRATEG, V9, P115 SENKER J, 1996, TECHNOVATION, V16, P219 SPALLA C, 1990, PROGR BIOTECNOLOGIE STEINMULLER WE, 1994, HDB IND INNOVATION, P57 STEPHAN PE, 1996, J EC LIT VANDERMEULEN B, 1998, RES POLICY, V27, P757 WEBSTER A, 1992, TECHNOL ANAL STRATEG, V6, P189 WHEALEY P, 1993, SCI PUBLIC POLIC AUG, P261 WHITLEY R, 1997, GOVERNANCE WORK NR 47 TC 1 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2001 VL 22 IS 7-8 BP 741 EP 761 PG 21 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 488JF UT ISI:000171931500008 ER PT J AU Laudel, G TI Collaboration, creativity and rewards: why and how scientists collaborate SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE scientific creativity; research collaboration; co-authorship; scientific careers ID SOCIOLOGY AB Experimental research has become a collective enterprise that closely intertwines creative and routine processes. So far, these basic proper-ties of research - the classic property creativity and the new property of being conducted collaboratively - have been studied only separately. However, to understand the ongoing changes it is necessary to develop an integrated perspective. The aim of this article is to show how creative processes are integrated in collaborative research both within and between research groups, and how creativity is rewarded by the scientific community. Based upon an empirical study of 57 German research groups at universities and nonuniversity research institutes and their more than 300 collaborations, different forms and types of collaboration can be distinguished that are caused by a vertical and a horizontal specialization of research, Vertical specialization within research groups leads to a division of labour between the leader and the members of the group. The group leader's work requires theoretical creativity, i.e., the ability to create research problems and to integrate results. Group members who mainly conduct experimental research need (and develop) methodological-technical creativity. Horizontal specialization between research groups may cause five types of collaboration that can be distinguished with regard to the distribution of creativity between the partners. Consequently, the way of rewarding collaborative contributions (co-authorship rules etc) varies between these types. The empirical analysis of research collaborations enables some predictions regarding the question as to whether individual careers become hindered by the increasing collaborative character of research. C1 Europa Univ Viadrina, Frankfurter Inst Transformationsstudien, D-15207 Frankfurt, Oder, Germany. RP Laudel, G, Europa Univ Viadrina, Frankfurter Inst Transformationsstudien, PF 1786, D-15207 Frankfurt, Oder, Germany. CR ALTER C, 1993, ORG WORKING TOGETHER AMABILE TM, 1988, RES ORGAN BEHAV, V10, P123 BECHER T, 1989, ACAD TRIBES TERRITOR CRUTCHFIELD R, 1962, CONT APPROACHES CREA, P120 GARDNER H, 1988, NATURE CREATIVITY, P298 GUERRERO AYL, 1993, COLLABORATION INT PR HAGSTROM WO, 1975, SCI COMMUNITY HENNESSEY BA, 1988, NATURE CREATIVITY, P11 KATZ JS, 1997, RES POLICY, V26, P1 KNORRCETINA K, 1995, SOC STUD SCI, V25, P119 KRIGE J, 1993, DENATIONALIZING SCI LAUDEL G, 1999, INTERDISZIPLINARE FO LINDSEY D, 1980, SOC STUD SCI, V10, P145 LUUKKONEN T, 1992, SCI TECHNOL, V17, P101 MAHONEY MJ, 1979, SOC STUD SCI, V9, P349 MAINI SM, 1973, INT SOC SCI J, V25, P191 MERZ M, 1997, MODELL INTERNET PATEL N, 1973, SOC SCI INFORM, V12, P77 PELZ DC, 1966, SCI ORG PRODUCTIVE C QUINTAS P, 1995, RES POLICY, V24, P325 STEINER G, 1988, MANAGING PROVESSIONA, P201 SUBRAMANYAM K, 1983, J INFORM SCI, V6, P33 TARDIF TZ, 1988, NATURE CREATIVITY, P429 TORRANCE EP, 1988, NATURE CREATIVITY, P43 TRAWEEK S, 1988, BEAMTIMES LIFETIMES ULMANN G, 1973, KREATIVITATSFORSCHUN VERNON PE, 1987, SCI EXCELLENCE ORIGI, P40 ZUCKERMAN H, 1968, AM J SOCIOL, V74, P276 ZUCKERMAN H, 1987, SCI EXCELLENCE ORIGI NR 29 TC 5 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2001 VL 22 IS 7-8 BP 762 EP 781 PG 20 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 488JF UT ISI:000171931500009 ER PT J AU Poulsen, MBJ TI Competition and cooperation: what roles in scientific dynamics? SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE competition; cooperation; science; biomedical research; interplay; simultaneous; trust; rules; moral economy AB This paper investigates how competition and cooperation are experienced by individual researchers in the biomedical sciences, giving special attention to the interplay between the two phenomena. The study is based on inter-views with researchers of different formal status in both the public and the private sector in Denmark. The different forms and levels of competition and cooperation and the researchers' own attitudes in this respect are discussed. Furthermore it is shown to what extent competition and cooperation are compatible and self-reinforced. The main argument in the paper is twofold. Competition and cooperation are based on objectives and the existence of local arrangements make the interplay between competition and cooperation possible. C1 Roskilde Univ Ctr, Div Philosophy & Sci Studies, DK-4000 Roskilde, Denmark. RP Poulsen, MBJ, Univ Copenhagen, Panum Inst, Dept Med Philosophy & CLin Theory, Blegdamsvej 3, DK-2200 Copenhagen, Denmark. CR 1988, SCIENCE, V240, P1593 ATKINSON P, 1998, SCI TECHNOL HUM VAL, V23, P259 DASTON L, 1995, OSIRIS, V10, P3 EDGE DO, 1976, ASTRONOMY TRANSFORME FUJIMURA JH, 1988, SOC PROBL, V35, P261 HULL DL, 1988, SCI PROCESS EVOLUTIO POLLEN DA, 1993, HANNAHS HEIRS QUEST ROBERTS L, 1988, SCIENCE, V240, P141 ROBERTS L, 1988, SCIENCE, V240, P282 SHAPIN S, 1994, SOCIAL HIST TRUTH CI SULLIVAN D, 1975, SOCIOL EDUC, V48, P223 TURNBULL D, 1989, SOC STUD SCI, V19, P283 YOXEN E, 1981, SCI TECHNOLOGY LABOU, V1, P66 NR 13 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2001 VL 22 IS 7-8 BP 782 EP 793 PG 12 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 488JF UT ISI:000171931500010 ER PT J AU Wen, J Kobayashi, S TI An organizational approach to coping with the paradox between individual career and collective research in Japan SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE organizational approach; individual careers and collective research; paradox; Japan AB Issues on collective research remain a subject of considerable interest to analysts and policy makers. This paper is a modest attempt at providing some new observations in Japan on one of the issues, namely, the paradox between collective research and individual career. The evidence, based on collective research in Japanese firms and universities, shows that such a paradox does not exist in Japan since the unique lifelong employment custom and various adopted fluid organizations (while keeping individual researchers' original positions stable at the same time) prevented such a paradox from arising. In other words, the paradox is coped with by efforts of transferring 'burdens' from individual researchers to fluid organizations. We called the measures and efforts an organizational approach, Case studies are also provided. We also try to point out a re-build-up of the organizational approach due to the latest changes in the collective research environment, and call for revised concerns and efforts from Japanese policy makers and firms' management. Our findings can also shed some light on studying organizational approach and the university-industry network in Japan. C1 Univ Electrocommun, Grad Sch Informat Syst, Tokyo, Japan. RP Wen, J, Univ Electrocommun, Grad Sch Informat Syst, Chofugaoka 1-5-1, Tokyo, Japan. CR *EIAJ, 1998, 50 YEAR HIST JAP EL *JAP SOC IND PROM, 1991, 30 YEAR HIST RES ASS *JSPS, 1995, JAP SOC PROM SCI *MONBUSHO, 1998, REP SURV MIN ED SCI *STA, 1995, BAS LAW SCI TECHN *STA, 1995, NAT WID LIST RES I, V1 *STA, 1996, BAS PLAN SCI TECHN *STA, 1997, NAT WID LIST RES I 1, V1 *STA, 1998, IND SCI TECHN ASAKAWA K, 1996, IEEE T ENG MANAGE, V43, P24 GIBBONS M, 1994, NEW PRODUCTION KNOWL KODAMA F, 1991, ANAL JAPANESE HIGH T MANSFIELD E, 1996, RES POLICY, V25, P1047 TIJSSEN RJW, 1997, RES POLICY, V25, P1277 WEN J, 1998, 2 C FUT LOC RES TRIP NR 15 TC 1 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2001 VL 22 IS 7-8 BP 794 EP 810 PG 17 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 488JF UT ISI:000171931500011 ER PT J AU Beltramo, JP Paul, JJ Perret, C TI The recruitment of researchers and the organization of scientific activity in industry SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE organization of R&D activities in companies; labour market of PhD graduates; international comparison ID R-AND-D; ECONOMICS; SCIENCE; MODEL; FIRMS AB In the light of supposed increasing demand for science by companies, the relative difficulties in many countries of recent science PhD graduates in finding employment in companies seem to represent a paradox. We can wonder what are the factors that tend to limit the entry of PhD graduates into companies. This article looks at the recruitment and the careers of researchers in industry (emphasizing the first aspect) using original surveys carried out in companies, in France, Spain and the UK. The comparison of the case studies carried out in the three countries mentioned above should enable a better understanding of the functions filled by R&D activities within companies. Our main hypothesis is that these functions could explain the recruitment policies and the particular situation of PhD graduates. These three questions run through this article: to what extent do company research centres need to employ science PhD graduates? What is the central logic, mainly in France, behind the differences in the recruitment at PhD level and the recruitment of graduates from shorter diplomas (and in particular those from the elite engineering schools)? In what way does the organization of research and development within companies have an effect on the recruitment of researchers? Our case studies allow us to make the distinction between at least two types of laboratories (with each having their own type of recruitment): the central breeding ground laboratory where the recruitment of PhD graduates is limited (due to the fact that they can be used less in non-research position than engineering graduates); laboratories that work in close liaison with university research and have a large proportion of PhD graduates. These results are discussed in the context of change in the management of functions of generating, assimilating and transferring technological knowledge. C1 Univ Bourgogne, CNRS, Iredu, F-21078 Dijon, France. RP Beltramo, JP, Univ Bourgogne, CNRS, Iredu, BP 47870, F-21078 Dijon, France. CR *OECD, 1992, TECHN EC KEY REL AGHION P, 1992, ECONOMETRICA, V60, P323 AOKI M, 1990, J ECON LIT, V28, P1 ARORA A, 1997, REV EC IND, P63 ARUNDEL A, 1995, PACE REPORT INNOVATI BARTOLI P, 1980, PROGR SCI MAR, P31 BELTRAMO JP, 1994, FORMATION EMPLOI JAN, P33 CHESNAIS F, 1988, STI REV, V4, P51 COHEN WM, 1989, ECON J, V99, P569 COSSALTER C, 1988, COLLECTION ETUDES, V39 DASGUPTA P, 1994, RES POLICY, V23, P487 DAVID P, 1995, SCI TECHNOLOGY IND R, V16, P13 HICKS D, 1995, IND CORP CHANGE, V4, P401 JAFFE AB, 1986, AM ECON REV, V76, P984 KLINE S, 1986, NATL ACAD ENG POSITI LEBAS C, 1993, EC SOC DTO, V1, P153 LHUILLERY S, 1996, THESIS U PARIS NORD MARTIN B, 1996, SPRU REV NELSON R, 1982, EVOLUTIONARY THEORY PAUL JJ, 1999, COMPETENCE U QUALIFI, P81 PERRET C, 1998, POLITIQUES SOCIALES, V2, P46 QUERE M, 1992, GIP MUTATIONS IND CA, V61 QUERE M, 1997, GIP MUTATIONS IND CA, V71 ROMER PM, 1990, J POLITICAL EC, V98, P71 ROSENBERG N, 1990, RES POLICY, V19, P165 STEPHAN PE, 1996, J ECON LIT, V34, P1199 VINCENTI W, 1991, WHAT ENG KNOW THEY K WALSH V, 1998, INT C TECHN KNOWL CO, P9 NR 28 TC 3 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2001 VL 22 IS 7-8 BP 811 EP 834 PG 24 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 488JF UT ISI:000171931500012 ER PT J AU Rogers, JD TI Software's 'Functional Coding' and personnel mobility in technology transfer: linkage fields between industry and publicly funded research SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE technology transfer; tacit knowledge; codified knowledge; impact of research ID R-AND-D; BASIC RESEARCH; SCIENCE; INNOVATION; NETWORKS AB This paper shows how publicly funded basic research programs develop complex 'linkage fields' over time. The dynamics of these linkage fields generate multiple possibilities of technology transfer that depend on their specific characteristics. On the basis of one of the 30 case studies done in the context of our DOE study, the 'Synthesis and Optimization of Chemical Processes' housed at a US university and funded by BES, this paper shows how the development of a linkage field leads to a specific form of technology transfer via personnel mobility. The production of software creates a special form of 'functional coding' that facilitates the recontextualization of personnel from publicly funded research to industry and vice versa. This case suggests the 'linkage field' as a unit of analysis in the assessment of the impact of publicly funded research. C1 Georgia Inst Technol, Sch Publ Policy, Atlanta, GA 30332 USA. RP Rogers, JD, Georgia Inst Technol, Sch Publ Policy, Atlanta, GA 30332 USA. CR BOZEMAN B, 1998, ASSESSING IMPACTS BA BOZEMAN B, 1999, ANN M AM POL SCI ASS COHEN WM, 1989, ECON J, V99, P569 CROW M, 1987, RES POLICY, V16, P229 DASGUPTA P, 1994, RES POLICY, V23, P487 FAULKNER W, 1995, KNOWLEDGE FRONTIERS FORREST JE, 1991, TECHNOL ANAL STRATEG, V3, P439 FREEMAN C, 1991, RES POLICY, V20, P499 GIBBONS M, 1974, RES POLICY, V3, P220 HAMERI AP, 1996, TECHNOVATION, V16, P51 HOUNSHELL D, 1984, AM SYSTEM MASS PRODU JOLY PB, 1996, RES POLICY, V25, P901 KLINE S, 1986, POSITIVE SUM STRATEG LAREDO P, 1992, SCI TECHNOLOGY POLIC LATOUR B, 1987, SCI ACTION LIYANAGE S, 1994, TECHNOVATION, V14, P641 MANGEMATIN V, 1998, IN PRESS RES POLICY MANGEMATIN V, 1999, INT J TECHNOL MANAGE, V37, P149 PAVITT K, 1991, RES POLICY, V20, P109 ROGERS J, 1997, J TECHNOLOGY TRANSFE, V22, P37 ROGERS JD, 1996, THESIS VIRGINIA POLY ROGERS JD, 1998, INFORM SOC, V14, P213 ROGERS JD, 1999, IN PRESS SCI TECHNOL ROSENBERG N, 1982, INSIDE BLACK BOX TEC ROSENBERG N, 1994, EXPLORING BLACK BOX SENKER J, 1993, AI SOC, V7, P208 SORENSEN KH, 1992, SCI TECHNOL, V17, P13 NR 27 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2001 VL 22 IS 7-8 BP 835 EP 850 PG 16 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 488JF UT ISI:000171931500013 ER PT J AU Sigurdson, J Cheng, ALP TI New technological links between national innovation systems and corporations SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE corporate innovation system (CIS); global innovation system (GIS); national innovation system (NIS); R&D structure; technological system; technology transfer; information structure AB Diversified but complimentary approaches analysing complex systems of innovation promise a more general framework of relevant theory that can explain similarities and differences of national innovation systems (NIS) among countries. We characterize this approach as a breakthrough for overcoming the restrictions of the prevailing Linear Approach and System Approach. The combination of these two approaches facilitates cross-country and cross-time comparisons of different systems of innovations. The new approach also contributes to understanding fine-tuning links between the national innovation system and the corporate innovation system. C1 Stockholm Sch Econ, European Inst Japanese Studies, S-11383 Stockholm, Sweden. Chung Hua Inst Econ Res, Int Div, Taipei 10671, Taiwan. RP Sigurdson, J, Stockholm Sch Econ, European Inst Japanese Studies, POB 6501, S-11383 Stockholm, Sweden. CR *OECD, 1997, NAT INN SYST *SWED FDN STRAT RE, 2000, CORP E D SWED STRUCT AGHION P, 1992, ECONOMETRICA, V60, P323 ARROW KJ, 1962, RATE DIRECTION INVEN BARRE R, 1996, OECD INNOVATION PATE, P201 BROCKHOFF K, 1998, INT RES DEV BUGRA A, 1997, STATE MARKET ORG FOR CARLSSON B, 1995, TECHNOLOGICAL SYSTEM CHENG ALP, 1998, P 1998 NAT C MAN TEC, P641 CHENG ALP, 1999, P 1999 INT C NEW TEC, P661 CHIESA V, 1996, INT J TECHNOLOGY MAN, V12 COASE RH, 1937, ECONOMICA, V4, P386 COASE RH, 1992, AM ECON REV, V82, P713 DEMSETZ H, 1992, OWNERSHIP CONTROL FI DOSI G, 1988, TECHNICAL CHANGE EC EDQUIST C, 1999, TECHNOL SOC, V21, P63 FREEMAN C, 1987, TECHNOLOGY POLICY EC GASSMANN O, 1999, RES POLICY, V28, P231 GREEN F, 1999, OXFORD REV ECON POL, V15, P82 KUEMMERLE W, 1997, HARVARD BUSINESS MAR, P61 LEVIN RC, 1984, R D PATENTS PRODUCTI, P175 LICHTENBERG FR, 1988, AM ECON REV, V78, P550 LUNDVALL BA, 1992, NATL SYSTEMS INNOVAT METCALFE JS, 1998, EVOLUTIONARY EC CREA MOWERY DC, 1998, WORKSH OECD PROJ NAT NELSON RR, 1993, NATL INNOVATION SYST NORTH D, 1990, I I CHANGE EC PERFOR PEARCE R, 1996, R&D MANAGE, V26, P315 PEJOVICH S, 1998, EC ANAL I SYSTEMS PETERSON J, 1998, TECHNOLOGY POLICY EU PORTER ME, 1990, COMPETITIVE ADVANTAG PRESCHKER U, 1997, OECD STI REV PARIS, P91 RONSTADT RC, 1978, J INT BUS STUD, V9, P7 SCHUMPETER JA, 1942, CAPITALISM SOCIALISM SIGURDSON J, 1998, WORKSH OECD PROJ NAT SYMTH R, 1998, J EC SURVEYS, V12, P361 NR 36 TC 1 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2001 VL 22 IS 5-6 BP 417 EP 434 PG 18 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 477ZR UT ISI:000171317600002 ER PT J AU Blomstrom, M Kokko, A TI Foreign direct investment and spillovers of technology SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE foreign direct investment; technology transfer; spillovers ID LINKAGES; COUNTRY; MARKET; FIRMS; LDCS; MULTINATIONALS; SUBSIDIARIES; COMPETITION; ENTERPRISES; EFFICIENCY AB This paper summarizes some of the literature on the links between FDI and the transfer and diffusion of technology. We argue that the positive effects of FDI postulated in much of the recent debate are not automatic, that the effects of FDI will vary depending on the host country's characteristics and policies, and that there is a role for economic policy in maximizing the potential benefits of FDI. Many developing countries have traditionally relied on a combination of various fiscal incentives and performance and technology transfer requirements to attract foreign multinational firms and to control their operations. However, these measures may not be sufficient to generate significant knowledge spillovers if the majority of local firms employ technologies that are very different from those used by foreigners. The studies reviewed in the paper suggest two additional areas for host country policy. Firstly, policies to support local technological capability and labour skills may facilitate spillovers of technology from foreign MNCs. The reason is not only that the local industry's ability to absorb foreign technology improves, but also that a more skilled local labour force reduces the costs of intra-firm technology transfer within the MNC, which is likely to encourage affiliates to import, 'more' technology from their parents. Secondly, policies to ensure that the foreign affiliates operate in a competitive environment appear to be essential. Foreign MNCs that are protected by trade or entry barriers can afford to employ obsolete technologies and still generate significant profits, without generating much diffusion of valuable knowledge and skills to local firms. Foreign MNCs facing national or international competition, by contrast, must continuously adjust their operations and technologies to changing market conditions, which creates a greater potential for spillovers to local industry. C1 Stockholm Sch Econ, European Inst Japanese Studies, S-11383 Stockholm, Sweden. Abo Akad Univ, Dept Business Adm, Turku, Finland. RP Blomstrom, M, Stockholm Sch Econ, European Inst Japanese Studies, POB 6501, S-11383 Stockholm, Sweden. CR *UN, 1994, WORLD INV REP 1997 T *UNCTC, 1981, TRANS CORP LINK DEV AGOSIN M, 1996, TOBIN TAX COPING FIN AITKEN B, 1991, UNPUB SPILLOVERS FOR BARKLEY DL, 1994, REG STUD, V28, P725 BERGSMAN J, 1974, Q J ECON, V86, P409 BLOMSTROM M, 1983, WORLD DEV, V11, P493 BLOMSTROM M, 1986, WORLD DEV, V14, P523 BLOMSTROM M, 1989, FOREIGN INVESTMENT S BLOMSTROM M, 1990, TRANSNATIONAL CORPOR BLOMSTROM M, 1991, FOREIGN INVESTMENT T BLOMSTROM M, 1994, CONVERGENCE PRODUCTI BLOMSTROM M, 1994, WELTWIRTSCH ARCH, V130, P521 BLOMSTROM M, 1998, J EC SURVEYS, V12, P247 BLOMSTROM M, 2000, EUROPEAN EC REV, V42, P915 BORENSZTEIN E, 1998, J INT ECON, V45, P115 BRASH DT, 1966, AM INVESTMENT AUSTR BUCKLEY PJ, 1976, FUTURE MULTINATIONAL CANTWELL J, 1989, TECHNOLOGICAL INNOVA CAVES R, 1974, ECONOMICA, V41, P176 CAVES RE, 1996, MULTINATIONAL ENTERP CHEN EKY, 1983, MULTINATIONAL CORPOR CHUNG W, 1996, UNPUB FOREIGN DIRECT CONKLIN D, 1997, TRANSNATIONAL CORPOR, V6, P1 DUNNING J, 1993, MULTINATIONAL ENTERP EVANS PB, 1977, J DEV STUD, V13, P373 GLOBERMAN S, 1979, APPL ECON, V11, P35 GLOBERMAN S, 1979, CANADIAN J EC, V12, P42 GLOBERMAN S, 2000, KYKLOS, V53, P17 GROSSMAN GM, 1991, INNOVATION GROWTH GL HADDAD M, 1993, J DEV ECON, V42, P51 HALBACH AJ, 1989, 58 INT LAB OFF HILL H, 1982, OXFORD B ECON STAT, V44, P261 HYMER S, 1960, THESIS MIT JENKINS R, 1990, J DEV STUD, V26, P205 KOKKO A, 1994, J DEV ECON, V43, P279 KOKKO A, 1995, WORLD DEV, V23, P459 KOKKO A, 1996, J DEV STUD, V32, P602 KOKKO A, 1996, J INT DEV, V8, P517 KOKKO A, 2001, IN PRESS WELTWIRTSCH LALL S, 1978, OXFORD ECON PAP, V30, P217 LALL S, 1979, WELTWIRTSCHAFTLICHES, V115, P325 LALL S, 1980, OXFORD B ECON STAT, V42, P203 LEIBENSTEIN H, 1966, AM ECON REV, V56, P392 LEIBENSTEIN H, 1980, LAGGIN GPRODUCTIVITY LIM LYC, 1982, WORLD DEV, V10, P585 LIPSEY RE, 1998, GEOGRAPHY OWNERSHIP LUCAS RE, 1988, J MONETARY ECON, V22, P3 MANSFIELD E, 1980, Q J ECON, V95, P737 MATALONI RJ, 1998, SURVEY CURRENT B SEP MCALEESE D, 1978, OXFORD B ECON STAT, V40, P321 PACK H, 1974, OXFORD ECON PAP, V26, P388 RAMACHANDRAN V, 1993, REV ECON STAT, V75, P664 REUBER GL, 1973, PRIVATE FOREIGN INVE RIEDEL J, 1975, WELTWIRTSCHAFTLICHES, V111, P505 ROMER PM, 1986, J POLIT ECON, V94, P1002 ROMER PM, 1990, J POLITICAL EC, V98, P71 ROSENBERG N, 1976, PERSPECTIVES TECHNOL SJOHOLM F, 1997, WORKING PAPER SERIES, V212 SWAN PL, 1973, J IND ECON, V22, P61 TEECE DJ, 1981, ANN AM ACAD POLIT SS, V458, P81 WASOW B, 1986, INSURANCE IND EC DEV WATANABE S, 1983, TECHNOLOGY MARKETING YOSHIHARA H, 1988, RISE ERSATZ CAPITAL NR 64 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2001 VL 22 IS 5-6 BP 435 EP 454 PG 20 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 477ZR UT ISI:000171317600003 ER PT J AU Mathews, JA TI National systems of economic learning: the case of technology diffusion management in East Asia SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE technology diffusion; East Asia; National System of Innovation; technology leverage ID CAPABILITIES AB The success of East Asian firms in high technology industries such as semiconductors and information technology products is now an established fact. Against all the advantages of incumbents these latecomer firms have found ways to insert themselves in worldwide production systems and to compete in advanced markets. But this very success poses a number of challenges for organizational and management theory. According to the conventional view, firms ground their success in R&D and innovation. When the firm wishes to expand abroad, it exports its technology. Yet it is clear that successful firms from East Asia have not built their competencies on conventional foundations through R&D, nor have they been recipients of technologies transferred by advanced firms for reasons to do with product cycles. On the contrary, the East Asian firms and agencies act as instigators of the processes of technology acquisition, acting in accordance with their own strategic impulses. Nevertheless a coherent and plausible account of East Asian success in knowledge intensive industries can be built on the basis of a 'competence' or 'dynamic capabilities' approach, where the focus is not on individual firrns' own competence development, but on the processes of collective competence acquisition, through technology diffusion management, where firms and public agencies utilize various technology leverage devices. The goal of such an account is the construction of a 'mapping' of the processes of diffusion, so that the degrees of leverage involved may be displayed, and the firms' own efforts to 'internalize' the acquired capabilities may be captured. The paper presents a model of technology diffusion management, couched in terms of the strategic goals of the process, the pathways of diffusion, the dynamics of the process, and the institutional vehicles involved. The paper examines the limits to applicability of such an approach to industry creation, and the uptake of technology leverage processes in advanced environments, in conditions of rapid technological change, or 'hypercompetition'. The paper draws on these ideas to develop the notion of a 'national system of economic learning' where the focus is on technology diffusion management, in contrast to the conventional notion of a 'national system of innovation.'. C1 Macquarie Univ, Macquarie Grad Sch Management, Sydney, NSW 2109, Australia. RP Mathews, JA, Macquarie Univ, Macquarie Grad Sch Management, Sydney, NSW 2109, Australia. CR *WORLD BANK, 1993, E ASIAN MIRACLE EC G ABERNATHY WJ, 1985, RES POLICY, V14, P3 ANDERSON P, 1990, ADMIN SCI QUART, V35, P604 BURGELMAN RA, 1989, RES TECHNOLOGICAL IN, V4, P1 CUSUMANO MA, 1994, RES POLICY, V23, P195 DAHLMAN CJ, 1982, EC NEW TECHNOLOGY DE ENOS J, 1987, ADOPTION DIFFUSION I ENOS J, 1997, ASIAN PACIFIC EC LIT, V11, P56 ENOS JL, 1989, ASIAN PACIFIC EC LIT, V3, P3 GERSCHENKRON A, 1962, EC BACKWARDNESS HIST HOBDAY M, 1995, WORLD DEV, V23, P1171 KOKKO A, 1995, WORLD DEV, V23, P459 LINDEN G, 1998, IND INNOVATION, V5, P11 MATHEWS JA, 1997, CALIFORNIA MANAGEMEN, V39, P1 MATHEWS JA, 1998, AC MAN ANN C BUS POL MATHEWS JA, 1999, CALIFORNIA MANAGEMEN, V41 MATHEWS JA, 1999, IN PRESS J WORLD BUS MATHEWS JA, 1999, TIGER TECHNOLOGY CRE MCKENDRICK D, 1992, B INDONES ECON STUD, V28, P39 MUELLER DC, 1969, CANADIAN J EC, V2, P570 NELSON R, 1993, NATL INNOVATION SYST PORTER M, 1980, COMPETITIVE STRATEGI PORTER M, 1990, COMPETITIVE ADVANTAG QUINN JB, 1969, HARVARD BUS REV, V47, P147 ROGERS E, 1995, DIFFUSION INNOVATION ROSENBERG N, 1976, PERSPECTIVES TECHNOL ROSENBERG N, 1982, INSIDE BLACK BOX ROSENBERG N, 1992, TECHNOLOGY WEALTH NA ROSENBERG N, 1994, EXPLORING BLACK BOX SAMUELS R, 1994, RICH NATION STRONG A SCHNAARS S, 1994, MANAGING IMITATION S SCHUMPETER A, 1942, CAPITALISM SOCIALISM TANG HK, 1995, INT J TECHNOL MANAGE, V10, P797 TEECE DJ, 1997, STRATEGIC MANAGE J, V18, P509 VANDEVEN AH, 1989, RES TECHNOLOGICAL IN, V4, P195 VANDEVEN AH, 1993, RES TECHNOLOGICAL IN, V5, P1 VERNON R, 1966, Q J ECON, V80, P190 VERNON R, 1979, OXFORD B ECON STAT, V41, P255 WESTNEY E, 1988, IMITATION INNOVATION WONG PC, 1998, ALGEBR COLLOQ, V5, P1 WORTZEL LH, 1981, COLUMBIA J WORLD SPR, P51 ZANDER U, 1995, ORGAN SCI, V6, P76 ZHAO HX, 1995, J DEV STUD, V31, P585 NR 43 TC 6 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2001 VL 22 IS 5-6 BP 455 EP 479 PG 25 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 477ZR UT ISI:000171317600004 ER PT J AU Takahashi, T TI The role of knowledge and organization in the competitiveness of Japanese high-tech industry SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE breakthrough innovation; science-driven; engineering-driven; information-driven; doctrine of workshop and actual entity; digital revolution AB In the 1980s Japan was viewed as the world leader in high technology. Its superiority in electronics and other manufacturing sectors created the enigma of the Japanese management system and trade friction with the USA. Today the sharp decline in Japan's competitiveness has become another enigma and even a trouble in the world economy, This paper addresses the contrast between Japan's high-tech industry in the 1980s and that in the 1990s. The ascendance of Japanese high-tech industry up until the 1980s has been attributed to tacit knowledge and the organization of Japanese firms based on shared knowledge. The competitive decline during the 1990s has been viewed as a failure of the Japanese assembly industry to adapt to the change in explicit knowledge embodied in the digital revolution. In this paper the author produces a more comprehensive explanation for the decline in the competitiveness of the Japanese high-tech industry by introducing a comparison between science-driven sectors, which rely on the sharing of tacit knowledge, and engineering-driven sectors, which should rely more on explicit knowledge such as is found in strategic components. The author argues that different forms of organization are appropriate to different types of knowledge exchange. He concludes that current changes in the organization of Japanese firms and research will stimulate the science-driven sector of the country's high-tech industry. C1 Nomura Res Inst Ltd, Chiyoda Ku, Tokyo 100, Japan. RP Takahashi, T, Nomura Res Inst Ltd, Chiyoda Ku, New Otemachi Bldg,2-2-1 Otemachi, Tokyo 100, Japan. CR ABERNATHY WJ, 1978, TECHNOL REV, V80, P40 AOKI M, 1996, COMP I ANAL BABA Y, 1998, BUS REV, V45, P1 BABA Y, 1998, RES POLICY, V26, P643 BURGELMAN RA, 1996, CALIF MANAGE REV, V38, P8 DOSI G, 1982, RES POLICY, V11, P147 FLORIDA R, 1990, BREAKTHROUGH ILLUSIO HOUNSHELL DA, 1996, ENGINES INNOVATION U, P13 IJIRI Y, 1968, FDN ACCOUNTING MEASU JORDE TM, 1992, ANTITRUST INNOVATION KENNEY M, 1986, RES POLICY, V15 KORNBERG A, 1997, GOLDEN HELIX KUHN TS, 1962, STRUCTURE SCI REVOLU KUMON, 1998, LONG TERM WAVES JAPA MERGES RP, 1992, ANTITRUST INNOVATION MILGROM P, 1990, AM ECON REV, V80, P511 MORRIS CR, 1993, HARVARD BUSINESS MAR NONAKA I, 1990, THEORY KNOWLEDGE CRE NONAKA I, 1991, HARVARD BUSINESS NOV, P96 NONAKA I, 1995, KNOWLEDGE CREATING C PORTER ME, 1992, CAPITAL CHOICES CHAN PORTER ME, 1998, COMPETITION PORTER ME, 1999, FOREIGN AFFAIRS MAY PRAHALAD CK, 1990, HARVARD BUS REV, V68, P79 ROMER P, 1993, BROOKINGS PAP EC ACT, V2, P345 ROSENBERG N, 1994, RES POLICY, V23, P323 SEO J, 1995, CORPORATE STRATEGY I SHAPIRO C, 1999, INFORMATION RULES SUMITA M, 1996, NRI Q SPR, P20 TAJIMA Y, 1999, J INT BANKING REGULA, V1, P50 TAKAHASHI T, 1991, MANAGEMENT STRATEGIC TAKAHASHI T, 1999, 9903 NRI TAKAHASHI T, 2000, BUSINESS REV, V47 TAKAHASHI T, 2001, BUSINESS LAW REFORM TAKAYANAGI S, 1995, J SCI POLICY RES MAN, V10, P229 TAKEUCHI H, 1986, HARVARD BUSINESS JAN, P137 TILTON J, 1971, INT DIFFUSION TECHNO WANG JC, 2000, RESTORING E ASIAS DY NR 38 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2001 VL 22 IS 5-6 BP 480 EP 502 PG 23 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 477ZR UT ISI:000171317600005 ER PT J AU Wu, SH Hsu, FB TI Towards a knowledge-based view of OEM relationship building: sharing of industrial experiences in Taiwan SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE knowledge; absorptive capacity; OEM-subcontracting; inter-firm knowledge transfer; learning; Taiwan ID SEMICONDUCTOR INDUSTRY; ABSORPTIVE-CAPACITY; FIRM; INNOVATION AB This paper addresses issues of knowledge transfer through OEM (original equipment manufacture) sub-contracting in high-tech industries in Taiwan. Major issues explored in this paper include how a firm in Taiwan establishes an OEM relationship with its world-class competitors, how the relationship was maintained, and how knowledge transfer was facilitated under such a relationship. Findings of our study suggest that the Taiwanese firms deliberately chose to collaborate with their world-class competitors in order to learn from them. Under OEM sub-contracting, knowledge transfer took place in a systematic fashion. The types of knowledge transferred were diverse, and the transferred knowledge influenced profoundly the firms' operations or even their ways of thinking. Such knowledge transfer enhanced the firms' absorptive capacity, and could be divided into several phases. Benign contexts in which mutual trust developed between the firms and their OEM buyers facilitated the transfer of knowledge. Propositions for further research are proposed. C1 Natl Chengchi Univ, Coll Commerce, Inst Technol & Innovat Management, Taipei 11623, Taiwan. Chang Gung Univ, Dept Business Adm, Tao Yuan, Taiwan. RP Wu, SH, Natl Chengchi Univ, Coll Commerce, Inst Technol & Innovat Management, 64 Chihnan Rd,Sec 2 Wenshan, Taipei 11623, Taiwan. CR ALMEIDA P, 1996, STRATEGIC MANAGE J, V17, P155 APPLEYARD MM, 1996, STRATEGIC MANAGE J, V17, P137 BADARACCO JL, 1991, KNOWLEDGE LINK FIRMS BOOZ, 1982, NEW PRODUCT MANAGEME BROWN SL, 1997, ADMIN SCI QUART, V42, P1 CHAO Y, 1997, 6 SEM IND MAN TONGH COHEN WM, 1990, ADMIN SCI QUART, V35, P128 CYERT RM, 1992, BEHAV THEORY FIRM DIERICKX I, 1989, MANAGE SCI, V35, P1504 DORE R, 1983, BRIT J SOCIOL, V34, P459 ECCLES RG, 1981, J ECON BEHAV ORGAN, V2, P335 GRANT RM, 1996, ORGAN SCI, V7, P375 HANDY C, 1995, AGE UNREASON HARRE R, 1994, DISCURSIVE IND HOBDAY M, 1995, INNOVATION E ASIA CH HOBDAY M, 1995, WORLD DEV, V23, P1171 JOHNSTON RB, 1995, J OPER RES SOC, V46, P1174 KANTER RM, 1983, CHANGE MASTERS CORPO LALL S, 1982, DEV COUNTRIES EXPORT LANE PJ, 1998, STRATEGIC MANAGE J, V19, P461 LARSON A, 1988, THESIS HARVARD GRADU LARSON A, 1992, ADMIN SCI QUART, V37, P76 LUNDVALL BA, 1994, J IND STUDIES, V1, P23 MATHEWS JA, 1999, NEW TECHN LANDSC AS MILES MB, 1994, QUALITATIVE DATA ANA MINTZBERG H, 1973, CALIFORNIA MANAGEMEN, V16, P44 MINTZBERG H, 1978, MANAGE SCI, V24, P9 MINTZBERG H, 1985, STRATEGIC MANAGE J, V6, P257 MOWERY DC, 1996, STRATEGIC MANAGE J, V17, P77 NICHOLLSNIXON C, 1993, THESIS PURDUE U NONAKA I, 1995, KNOWLEDGE CREATING C OXLEY JE, 1996, 960223 U MICH PENNINGS JM, 1992, STRATEGIC MANAGE J, V13, P29 POLANYI M, 1962, PERSONAL KNOWLEDGE POLANYI M, 1975, MEANING, P22 POWELL WW, 1990, RES ORGAN BEHAV, V12, P295 POWELL WW, 1996, ADMIN SCI QUART, V41, P116 SENKER J, 1993, AI SOC, V7, P208 SIMON HA, 1952, AM POLIT SCI REV, V46, P1130 SIMON HA, 1955, Q J ECON, V69, P99 SPENDER JC, 1995, ADV STRATEG MANAGE, V11, P153 SPENDER JC, 1996, J ORGAN CHANGE MANAG, V9, P63 SZULANSKI G, 1996, STRATEGIC MANAGE J, V17, P27 TSOUKAS H, 1996, STRATEGIC MANAGE J, V17, P11 UTTERBACK JM, 1994, MASTERING DYNAMICS I UZZI B, 1997, STRATEGIC MANAGEMENT, V42, P35 WETHERELL M, 1996, UNDERSTANDING SELF, P219 WILLIAMSON OE, 1975, MARKETS HIERARCHIES WILLIAMSON OE, 1985, EC I CAPITALISM WILLIAMSON OE, 1991, ADM SCI Q, V36, P269 WU S, 1998, UNPUB RES IMPACT INT WU SH, 1999, NEW TECHN LANDSC AS YIN RK, 1984, CASE STUDY RES DESIG NR 53 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2001 VL 22 IS 5-6 BP 503 EP 523 PG 21 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 477ZR UT ISI:000171317600006 ER PT J AU Park, SR TI A review of total factor productivity studies in Korea and a discussion of limits to national and corporate technology strategies SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE total factor productivity (TFP); foreign source in the Korean economic growth; assembly production system; corporate technology strategy ID GROWTH AB In this paper, we review studies of total factor productivity (TFP) and limitations of technology strategies in Korea. Three distinct issues for discussion emerge from the TFP studies in Korea: methodologies measuring TFP, the relative size of TFP and the role of government enhancing productivity, It seems that many economists agree that the contribution rate of TFP as a proportion of GNP growth is not significant, mainly due to the poor efforts of the Korean government and business regarding R&D investment and innovations. National and corporate technology strategies have also traditionally relied upon imitations, reverse engineering, and direct imports of foreign capital goods and technology. In this sense, we could find that the future engine for economic growth of Korea depends on technological innovation, which relies on knowledge-based factors. C1 Korea Econ Res Inst, Yeongdungpu Ku, Seoul 150176, South Korea. RP Park, SR, Korea Econ Res Inst, Yeongdungpu Ku, FKI Bldg,28-1 Yoido Dong, Seoul 150176, South Korea. CR *WORLD BANK, 1993, E AS MIR EC GROWTH P BOSKIN MJ, 1992, POSTWAR EC GROWTH GR CHO HS, 1991, MONTHLY B BANK KOREA DENISON EF, 1974, ACCOUNTING US EC GRO JORGENSON DW, 1990, 50 YEARS EC MEASUREM, CH3 KIM CK, 1979, PRODUCTIVITY ANAL KO KIM CK, 1984, PRODUCTIVITY ANAL KO KIM JI, 1992, CEPR PUBLICATION STA, V296 KIM KS, 1988, PRODUCTIVITY GROWTH KIM KS, 1997, ACCOUNTING RAPID EC KRUGMAN P, 1994, FOREIGN AFF, V73, P62 KWACK SY, 1997, SOURCES PRODUCTIVITY KWON J, 1994, WORLD DEV, V22, P635 KWON JK, 1986, J DEV ECON, V24, P75 LEE SS, 1988, EFFECTS TARGETS GOVT MADDISON A, 1987, J ECON LIT, P647 MOON HH, 1991, TOTAL FACTOR PRODUCT PARK HC, 1995, IEEE T PATTERN ANAL, V17, P2 PYO HG, 1993, PRODUCTIVITY GROWTH PYO HG, 1995, MEASUREMENT VALUE PR SOLOW RM, 1956, Q J ECON, V70, P65 YOUNG A, 1992, NBER MACROECON ANN, P13 YOUNG A, 1995, Q J ECON, V110, P641 NR 23 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2001 VL 22 IS 5-6 BP 524 EP 538 PG 15 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 477ZR UT ISI:000171317600007 ER PT J AU Wong, PK TI Leveraging multinational corporations, fostering technopreneurship: the changing role of S&T policy in Singapore SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE science & technology policy; national innovation system; industrial development; Singapore AB Since political independence in 1965, Singapore has achieved remarkable economic growth through continuous industrial re-structuring and technological upgrading, This paper presents a framework suitable for analysing the national innovation system of small, late-industrializing economies, and applies it to examine how Singapore's national innovation system has transformed over the years, and how public S&T policy has changed in response to the changing needs of the innovation system. In particular, the paper highlights four generic stages in the evolution of Singapore's national innovation system, with the emphasis of public S&T policy shifting from assimilation and diffusion of technology through leveraging foreign multinational corporations (MNCs) to include an increasing focus on promoting indigenous R&D and technopreneurial start-ups in recent years. Implications from the analysis for Singapore's future public S&T policy challenges are discussed. C1 Natl Univ Singapore, Ctr Management Innovat & Technopreneurship, Singapore 119260, Singapore. RP Wong, PK, Natl Univ Singapore, Ctr Management Innovat & Technopreneurship, 10 Kent Ridge Crescent, Singapore 119260, Singapore. CR *EDB, EDB YB *EDB, 1999, SING VENT CAP IND SU *GOV SING, 1991, NEXT LAP *MIN TRAD IND, 1986, SING EC NEW DIR *MIN TRAD IND, 1991, STRAT EC PLAN DEV NA *NCB, 1992, IT2000 VIS INT ISL *NSTB, ANN REP *NSTB, 1991, NAT TECHN PLAN *NSTB, 1996, NAT SCI TECHN PLAN *NSTB, 1998, 1997 NAT SURV R D *OECD, 1989, NAT INN SYST *OECD, 1993, OSL MAN *SIAA, 1996, NAT AUT SURV 1995 6 *UNECE, 1997, WORLD IND ROB *WORLD BANK, 1993, E ASIAN MIRACLE EC G AMSDEN A, 1989, ASIAS NEXT GIANT S K CHNG MK, 1986, TECHNOLOGY SKILLS SI DAHLMAN CJ, 1990, UNPUB TECHNOLOGY STR DAHLQVIST P, 1992, CHAOS, V2, P43 DOSI G, 1988, TECHNICAL CHANGE EC FREEMAN C, 1982, EC IND INNOVATION LUNDVALL AK, 1992, NATL INNOVATION SYST NELSON RR, 1993, NATL INNOVATION SYST PORTER M, 1990, COMPETITIVE ADVANTAG ROMER P, 1992, WORLD BANK ANN C DEV SCHEIN E, 1996, STRATEGIC PRAGMATISM SOON TW, 1992, HUMAN RESOURCE DEV U, P21 SOON TW, 1993, LESSONS E ASIA SUH J, 1998, WORKSH OECD PROJ NIS WONG PK, 1992, SCANDINAVIAN INT BUS, V1, P28 WONG PK, 1995, DEV TECHNOLOGY MANAG, P62 WONG PK, 1995, NATL INNOVATION SYST, P49 WONG PK, 1998, INFORMATION SYSTEMS, V9 WONG PK, 1999, DYNAMICS HDD IND DEV WONG PK, 1999, IN PRESS RETHINKING WONG PK, 1999, INT J TECHNOLOGY MAN, V17 WONG PK, 1999, NATL INNOVATION SYST NR 37 TC 7 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2001 VL 22 IS 5-6 BP 539 EP 567 PG 29 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 477ZR UT ISI:000171317600008 ER PT J AU Gao, SJ Xu, G TI Learning, combinative capabilities and innovation in developing countries: the case of video compact disc (VCD) and agricultural vehicles in China SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE learning; innovation; integration; combination; trajectory; VCD; agricultural vehicle ID KNOWLEDGE; GROWTH AB The rate and trajectory of technological progress in China is confined by two important factors, i.e., being a developing country as well as in transition from a command economy to a market economy. Being a developing country means that learning and imitation will be of primary concern in technological progress. Being a economy in transition implies that the national innovation system is also being transformed, i.e., the responsibility of carrying out the technological learning process will be shifted from the central research and design institutes to enterprises, and enterprises will learn from playing the supply-demand market game. As industrial experience and technological capacity are accumulating more and more at the enterprise level, Chinese companies have been learning quickly to turn out innovations that can best serve the domestic market. Adapting a theoretical framework that combines the market-demand induced innovation hypothesis, the learning and imitation paradigm and the combinative capacity argument, this paper will present a picture about technological progress in large developing countries at the macroscopic level. Citing two cases from China's consumer electronics industry and auto industry, it illustrates the possible trajectories of technological progress in large developing countries such as China. The first case concerns the consumer electronics industry. As Chinese consumer electronic companies become more accustomed to the market economy and accumulate enough market experiences, they are learning quickly to turn out improved products or even innovative products to meet market demand. The emergence and widespread use of VCD, a genuine Chinese innovation, is a unique phenomenon that is nowhere observed in the world. This innovative visual-audio product has created a huge market in China and provided excellent opportunity for some new entry companies to build up corporate competence for the next generation of consumer electronics products, At the same time, the appearance of VCD has forever changed the landscape of technological development in China's consumer electronics industry and has some far-reaching impact on the world market as well. The second case detailed in this paper is the invention of agricultural vehicles (AV) whose production has surpassed that of cars and trucks in China in recent years. The phenomenally fast growth of AV will have some long-term impact on shaping the patterns of development for China's auto industry. This paper argues that, due to the change of market structure, the recombining of existing knowledge base and the quick accumulation of economic and industrial experiences at the firm level, the trajectory of technology development in China could well be different from those observed in other countries. In the age of integration, as defined by the progress of information and communication technologies as well as the globalization of the world economy, a new paradigm of technology development may emerge in large developing countries such as China. This is the message intended by this essay. C1 Inst Econ Syst & Management, State Council Off Restructuring Econ Syst, Beijing 100035, Peoples R China. RP Gao, SJ, Inst Econ Syst & Management, State Council Off Restructuring Econ Syst, 1 Nan Cao Chang St, Beijing 100035, Peoples R China. CR 1998, ECONOMIST 0627, P70 AMSDEN AH, 1989, ASIAS NEXT GIANT S K ARROW KJ, 1962, REV ECON STUD, V29, P155 ATKINSON AB, 1969, ECON J, V79, P573 BAUMOL W, 1994, CONVERGENCE PRODUCTI BERRY DC, 1993, IMPLICIT LEARNING TH CHEN H, 1997, STUDY TECHNOLOGY IMP DAVID PA, 1993, TECHNOLOGY WEALTH NA, P145 DOSI G, 1990, EC TECHNICAL CHANGE FREEMAN C, 1988, TECHNICAL CHANGE EC, P329 FREEMAN C, 1990, EC INNOVATION GAO S, 1998, EVOLUTIONARY VIEW TE GAO S, 1998, P APEC EC OUTLOOK, P75 GROSSMAN GM, 1991, INNOVATION GROWTH GL HOBDAY M, 1994, J DEV STUD, V30, P831 HOBDAY M, 1996, COPS PUBLICATION SUS, V5 IANSITI M, 1997, HARVARD BUSINESS MAY, P69 KAGAMI M, 1998, LEARNING LIBERALIZAT, P1 KIM L, 1997, IMITATION INNOVATION KOGUT B, 1992, ORGAN SCI, V3, P383 NELSON RR, 1997, CHALLENGE, V40, P29 NONAKA I, 1991, HARVARD BUSINESS NOV, P96 PEI C, 1998, FOREIGN DIRECT INVES POLANYI M, 1966, TACIT DIMENSION REBER AS, 1989, J EXP PSYCHOL GEN, V118, P219 ROMER PM, 1986, J POLIT ECON, V94, P1002 ROMER PM, 1994, J ECON PERSPECT, V8, P3 SCHUMPETER JA, 1934, THEORY EC DEV STIGLITZ JE, 1987, EC POLICY TECHNOLOGI, P123 THIRTLE CG, 1987, ROLE DEMAND SUPPLY G XU G, 1996, STRATEGY MANAGEMENT, P70 ZHOU H, 1995, J DEV STUD, V31, P585 NR 32 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2001 VL 22 IS 5-6 BP 568 EP 582 PG 15 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 477ZR UT ISI:000171317600009 ER PT J AU Thee, KW TI The role of foreign direct investment in Indonesia's industrial technology development SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE foreign direct investment; technology transfer; development of local technological capabilities AB Despite the large inflows of FDI into Indonesia's manufacturing sector during the past three decades, Indonesia has in general not been very successful in taking full advantage of the presence of FDI projects to promote the development of its indigenous industrial technological capabilities, at least compared to its East Asian neighbours. This lack of success has been attributed to the high facilitation payments required to realize an FDI project and the relatively high costs of infrastructure services and leasing land, the lack of transparency and cumbersome licensing procedures and, at least until the important foreign investment deregulation package of June 1994, the requirement for foreign investors to divest their equity ownership to a minority position of maximum 49% within a specified period of time. In order to obtain greater technological benefits from FDI in the near future, the new Indonesian government will henceforth, aside from pursuing sound macroeconomic policies and pro-competition policies to ensure a competitive business environment, have to pursue a consistent and transparent foreign investment policy to attract the FDI it needs for Indonesia's economic recovery and for sustaining its economic growth and export-oriented industrialization. To achieve this, the Indonesian government needs to continue dismantling its still cumbersome regulatory framework in order to reduce the still high facilitation costs associated with setting up a new FDI project. In addition, the Indonesian government will have to put a high priority on developing and upgrading the country's human resources in order to raise their capacity to absorb, assimilate, modify, and improve the imported technologies, whether transferred through FDI or purchased through technical licensing agreements with transnational corporations (TNCs). C1 Indonesian Inst Sci, LIPI, PEP, Ctr Econ & Dev Studies, Jakarta 12190, Indonesia. RP Thee, KW, Indonesian Inst Sci, LIPI, PEP, Ctr Econ & Dev Studies, 5th Floor,Jalan Gatot Subroto 10, Jakarta 12190, Indonesia. CR *HIID, 1995, PROSP MAN EXP REP 6 *IMF, 1998, IND MEM EC SOC POL *SRI INT, 1992, TECHN DEV PLAN IND E *UNCTAD, 1997, UN C TRAD DEV GEN *WORLD BANK, 1996, 15383IND WORLD BANK *WORLD BANK, 1996, 15451IND WORLD BANK DAHLMAN C, 1982, EC NEW TECHNOLOGY DE, P105 ERNST D, 1998, TECHNOLOGICAL CAPABI, P5 HILL H, 1985, WELTWIRTSCHAFTLICHES, V121, P337 HILL H, 1988, FOREIGN INVESTMENT I HILL H, 1992, PEMIKIRAN PELAKSANAA, P591 HILL H, 1998, ASIAN PACIFIC EC LIT, V12, P23 JAMES H, 1995, NEURAL COMPUT APPL, V3, P1 LALL S, 1993, 3 WORLD Q, V14, P95 LALL S, 1995, INDONESIA SUSTAINING, V1 LALL S, 1996, LEARNING ASIAN TIGER, P197 SJOHOLM F, 1998, 2 INT S FOR DIR INV SRIPAIPAN C, 1990, TDRI Q REV, V5, P6 THEE KW, 1990, TECHNOLOGICAL CHALLE, P20 THEE KW, 1992, ASIAN EC J, V6, P231 THEE KW, 1998, TECHNOLOGICAL CAPABI, P211 NR 21 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2001 VL 22 IS 5-6 BP 583 EP 598 PG 16 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 477ZR UT ISI:000171317600010 ER PT J AU Patalinghug, EE TI An assessment of science and technology policies in the Philippines SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE science and technology; policy; R&D; assessment; innovation; institutional arrangement; Philippine development AB This paper analyses R&D expenditures in the Philippines and the institutional arrangement for R&D coordination between the government and the private sector. The proper role of government in the S&T sector is to foster cooperation between government, academe, and industry; establish competitive science research funding mechanisms; promote the development of S&T manpower; and establish a system to monitor, assess, and forecast technology. However, there is a need to strengthen S&T education at the elementary and secondary school level to support an expansion of science and engineering enrollment at the tertiary level. This requires an upgrading of laboratory facilities and equipment, as well as the hiring of qualified faculty. Finally, weaknesses in the planning, budgeting, and implementing processes must be addressed. C1 Univ Philippines, Coll Business Adm, Dept Accountin Business Econ & Finance, Quezon City, Philippines. RP Patalinghug, EE, Univ Philippines, Coll Business Adm, Dept Accountin Business Econ & Finance, Quezon City, Philippines. CR *DEP SCI TECHN, 1990, SCI TECHN MAST PLAN *DEP SCI TECHN, 1993, PHIL 2000 NAT TECHN *REP KOR, 1995, SCI TECHN KOR ABRAMOVITZ M, 1986, J ECON HIST, V46, P385 BAUMOL WJ, 1986, AM ECON REV, V76, P1072 HOLMNIELSEN L, 1996, 325 WORLD BANK KISOO Y, 1996, SCI TECHNOLOGY DEV P MAGPANTAY J, 1995, STREAMLINING SCI TEC MAGPANTAY J, 1997, UNPUB SCI TECHNOLOGY NEVENS M, 1990, HARVARD BUSINESS MAY, P154 PADOLINA W, 1997, P 1997 ANN M NAT RES PATALINGHUG E, 1996, PHILIPPINES EMERGING POSADAS R, 1996, 1 NAT C MAN TECHN MA ROSENBERG N, 1963, J ECON HIST, V23, P414 ROSENBERG N, 1990, SCI TECHNOLOGY LESSO SAGASTI F, 1975, WORLD DEV, V3, P867 NR 16 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2001 VL 22 IS 5-6 BP 599 EP 616 PG 18 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 477ZR UT ISI:000171317600011 ER PT J AU Yuthavong, Y TI The future of science and technology in Southeast Asia SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE science and technology; Southeast Asia; Thailand; competitiveness; sustainability AB The economic turmoil in Southeast Asia, occurring just before the dawning of the new millennium, highlights the lack of sustainability of the development paths of many countries in this region. While much of the blame can be laid on the weak financial infrastructure and poor corporate governance, one of the root causes for development unsustainability is the lack of competitiveness of their economies, in turn resulting from lack of innovative capability based on science and technology. This is required in order for these countries to make economic transitions necessary for advanced developing economies. The future of these countries is therefore intimately linked with the future of their science and technology. A balanced development is required, with emphasis placed on niche areas where these countries have strategic advantages. C1 Natl Sci & Technol Dev Agcy, Bangkok 10400, Thailand. RP Yuthavong, Y, Natl Sci & Technol Dev Agcy, 73-1 Rama VI Rd, Bangkok 10400, Thailand. NR 0 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2001 VL 22 IS 5-6 BP 617 EP 627 PG 11 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 477ZR UT ISI:000171317600012 ER PT J AU Coughlan, P Harbison, A Dromgoole, T Duff, D TI Continuous improvement through collaborative action learning SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE action learning; action research; continuous improvement AB The development of continuous improvement capability within a small firm can benefit from action learning and external collaboration with other firms. This paper describes an action research initiative with two objectives: 1 to facilitate continuous improvement of operations practice and performance through collaborative action learning in a small number of firms; and, 2 to develop an approach, of a contingent nature, to address this need which could be replicable both in Ireland and throughout Europe. In particular, the paper will describe the movement by five Irish firms towards 'World Class' operations practice and performance. A case study on one firm will be featured. The firm developed a capability to improve their operations as they participated and collaborated in the National Action Learning Program (NALP). C1 Trinity Coll, Sch Business Studies, Dublin 2, Ireland. Irish Management Inst, Natl Act Learning Program, Dublin 16, Ireland. RP Coughlan, P, Trinity Coll, Sch Business Studies, Dublin 2, Ireland. CR 1996, EPSRC, P83 ARGYRIS C, 1985, ACTION SCI COUGHLAN P, 1996, P 3 INT EUROMA C LON, P139 COUGHLAN P, 1996, UNPUB EVALUATING MOV COUGHLAN P, 1997, P 4 INT EUROMA C IES, P501 COUGHLAN P, 1998, P 5 INT EUROMA C U D, P142 DIXON N, 1994, ORG LEARNING CYCLE W KEATING M, 1997, SEARCH COMPETITIVENE, V4 KOLB DA, 1974, ORG PSYCHOL EXPT APP LEWIN K, 1973, RESOLVING SOCIAL CON MINTZBERG H, 1983, STRUCTURE 5S DESIGNI STOREY J, 1994, NEW WAVE MANUFACTURI, P12 VOSS CA, 1996, SERVICE BRITAIN NR 13 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2001 VL 22 IS 4 BP 285 EP 302 PG 18 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 452MB UT ISI:000169861200002 ER PT J AU Gertsen, F TI How continuous improvement evolves as companies gain experience SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE continuous improvement; experience; evolution; survey; manufacturing AB We use the term Continuous Improvement to denote the process of focused and systematic incremental changes that are aimed at small step improvements, and to a large extent rely on employee participation. The article takes its outset in the problems that many Western companies seem to have when trying to implement and sustain an efficient process of Continuous Improvement within their business. The purpose of the article is to contribute to a better understanding of these problems by exploring how Continuous Improvement evolves as companies gain experience. A twofold objective is derived from this purpose: how does experience with Continuous Improvement relate to the context, practices and outcomes of Continuous Improvement; and what can be learned about the path of evolution towards Continuous Improvement? The study is based on a survey of 87 manufacturing units in Denmark. The sample is segmented into three sub-samples with different levels of experience. Several differences among these three groups of manufacturing units are found and discussed. These differences concern Continuous Improvement practices, such as motives, content, organization, support and tools; outcomes, in particular CI performance; and context, such as manufacturing unit size. Some implications for the path of Continuous Improvement evolution are suggested. C1 Univ Aalborg, Dept Prod, DK-9220 Aalborg, Denmark. RP Gertsen, F, Univ Aalborg, Dept Prod, Fibigerstraede 16, DK-9220 Aalborg, Denmark. CR *ISO, 1994, 9001 DSEN ISO *ISO, 1999, 9001 ISO APPELBAUM E, 1994, NEW AM WORKPLACE TRA BESSANT J, 1994, TECHNOVATION, V14, P17 BESSANT J, 1997, INT J TECHNOL MANAGE, V14, P7 BOER H, 2000, CI CHANGS SUGGESTION CAFFYN S, 1995, P 11 NAT C MAN RES 1 COLE R, 1995, DEATH LIFE AM QUALIT GERTSEN F, 1994, P IPS C MUNK OCT GERTSEN F, 1995, P 1 INT EUR C GATW U GERTSEN F, 2000, CONTINUOUS IMPROVEME IMAI M, 1986, KAIZEN LILLRANK P, 1989, CONTINUOUS IMPROVEME LINDBERG P, 1997, INT J TECHNOLOGY MAN, V14 SILLINCE JAA, 1996, INT J OPER PROD MAN, V16, P89 SMEDS R, 1997, INT J TECHNOL MANAGE, V14, P146 WESTBROOK R, 1994, CONTINUOUS IMPROVEME NR 17 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2001 VL 22 IS 4 BP 303 EP 326 PG 24 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 452MB UT ISI:000169861200003 ER PT J AU Olsson, M Wass, J TI Leadership style and action routines: best practice manufacturing and R&D projects SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE continuous improvement; manufacturing; R&D projects; leadership style; action routines; interaction patterns; best practice; organizational change; job design AB This paper compares leadership styles and action routines in best practice manufacturing and product development. The study is based on changes in work and work processes, with manufacturing progressing towards higher complexity and product development attempting to decrease complexity. Data was collected through questionnaires and interviews. The results regarding leadership styles showed a stronger leadership style in the product development sample, but similar profiles in both samples. Also, for action routines the results were in favour of the product development sample. This implies that interaction patterns within groups are related to tasks - complex and non-routinized tasks induce behaviours that favour learning. Furthermore, adaptive leadership is used in successful environments. 'Super leaders' are not necessary for success. C1 Chalmers Univ Technol, CORE, Ctr Res Org Renewal, S-41128 Gothenburg, Sweden. RP Olsson, M, Chalmers Univ Technol, CORE, Ctr Res Org Renewal, Ovre Fogelbergsgatan 3, S-41128 Gothenburg, Sweden. CR ADLER N, 1995, ORG LARANDE ANTOLOGI ANDERSEN JA, 1994, STUDIES EC MANAGEMEN, V23 ARGYRIS C, 1974, THEORY PRACTICE INCR ARGYRIS C, 1978, ORG LEARNING THEORY ARGYRIS C, 1990, OVERCOMING ORG DEFEN BERGER A, 1996, THESIS BIBLIOTEKETS BERGERS E, 1995, ANAL CELL PATHOL, V8, P1 BLAKE RR, 1985, MANAGERIAL GRID, V3 CLARK KB, 1991, PRODUCT DEV PERFORMA EKVALL G, 1991, SCANDINAVIAN J MANAG, V7, P17 EKVALL G, 1994, CREATIVITY INNOVATIO, V3, P139 EKVALL G, 1996, EFFECTIVE LEADERSHIP, P819 FIEDLER FE, 1978, ADV EXPT SOCIAL PSYC, V11, P59 HACKMAN JR, 1980, WORK REDESIGN HACKMAN JR, 1983, HDB ORG BEHAV, P70 HANDY C, 1985, UNDERSTANDING ORG HERSEY P, 1996, MANAGEMENT ORG BEHAV HOFSTEDE G, 1984, CULTURES CONSEQUENCE HORTE SA, 1995, ORG LARANDE ANTOLOGI KYLEN S, 1999, THESIS GOTEBORG U GO MINTZBERG H, 1985, STRUCTURES 5S MOHRMAN SA, 1989, SELF DESIGNING ORG L MOHRMAN SA, 1995, DESIGNING TEAM BASED NORRGREN F, 1996, P 3 INT PROD DEV MAN NORRGREN F, 1997, P 4 INT PROD DEV MAN RENDAHL JE, 1995, ATT FORANDRA LEDA MO RICCIARDI M, 1998, THESIS CORE IMIT GOT SMEDS R, 2000, CI CHANGES SUGGESTIO WARR P, 1996, PSYCHOL WORK NR 29 TC 2 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2001 VL 22 IS 4 BP 327 EP 343 PG 17 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 452MB UT ISI:000169861200004 ER PT J AU de Lange-Ros, E Boer, H TI Theory and practice of continuous improvement in shop-floor teams SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE continuous improvement; improvement team; shop floor involvement; contingency theory AB Most publications about Continuous Improvement (CI) stress the importance, and describe practical applications, of CI. Practicable, i.e. useful and usable,. theories that help organizations to make appropriate decisions when adopting, implementing, operating and continuously improving a CI system are relatively few. Concentrating on one particular form of CI, i.e., shop-floor improvement teams, the aim of the present article is to contribute to the development of such a practicable theory about CT. Based on insights given by contingency theory and empirical observations,, the article explores and explains me functioning of shop-floor improvement teams and their contribution to the CI. C1 KPN Res, NL-2260 AK Leidschendam, Netherlands. Univ Aalborg, Ctr Ind Prod, DK-9220 Aalborg, Denmark. RP de Lange-Ros, E, KPN Res, POB 421, NL-2260 AK Leidschendam, Netherlands. CR BERGER A, 1996, THESIS CHALMERS U TE BERGER A, 1997, INTEGRATED MANUFACTU, V8, P110 BESSANT J, 1993, P 4 EIASM C MAN NEW, P79 BESSANT J, 1993, TECHNOVATION, V13, P241 BESSANT J, 1995, P 2 INT EUROMA C MAN, P31 BESSANT J, 1997, INT J TECHNOL MANAGE, V14, P1 BESSANT J, 1997, INT J TECHNOL MANAGE, V14, P7 BOER H, 1991, ORG INNOVATIVE MANUF BOER H, 2000, CI CHANGES SUGGESTIO CHOI TY, 1995, OMEGA-INT J MANAGE S, V23, P607 EISENHARDT KM, 1989, ACAD MANAGE REV, V14, P532 GALBRAITH JR, 1973, DESIGNING COMPLEX OR HAMMER M, 1993, REENGINEERING CORPOR HAYES RH, 1981, HARVARD BUSINESS JUL, P57 IMAI M, 1986, KAIZEN KEY JAPANS CO KRABBENDAM JJ, 1988, THESIS U TWENTE FEBO LILLRANK P, 1989, CONTINUOUS IMPROVEME NADLER L, 1984, CALIFORNIA MANAGEMEN, V26, P46 ROBINSON A, 1991, CONTINUOUS IMPROVEME ROBINSON AG, 1993, CALIF MANAGE REV, V35, P35 SCHONBERGER RJ, 1982, ACAD MANAGE REV, V7, P479 SCHONBERGER RJ, 1982, JAPANESE MANUFACTURI SCHONBERGER RJ, 1994, CALIF MANAGE REV, V36, P109 SCHROEDER DM, 1991, SLOAN MANAGEMENT SPR, P67 TAKEUCHI H, 1981, CALIFORNIA MANAGEMEN, V23, P5 WHEELWRIGHT SC, 1981, HARVARD BUSINESS JUL, P67 WHEELWRIGHT SC, 1985, CALIF MANAGE REV, V27, P26 NR 27 TC 1 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2001 VL 22 IS 4 BP 344 EP 358 PG 15 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 452MB UT ISI:000169861200005 ER PT J AU Schuring, RW Luijten, H TI Reinventing suggestion systems for continuous improvement SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE kaizen; continuous improvement; suggestion systems; performance management; motivation AB This article reports an experiment to increase the effectiveness of a suggestion system by deliberately applying principles of the kaizen and performance management. Design rules for suggestion systems are derived from these theories. The suggestion system that resulted differs from traditional suggestion systems in a number of aspects. For example, in the new system, line managers have a role in judging and rewarding ideas. All in all, the system has shorter lead-times, more focus on small improvements and does more to motivate participation. Also, it is demonstrated that the application of these design rules can lead to a considerable increase of the number and value of suggestions. A 'modernized' suggestion system is a core element for a continuously improving organization. C1 Univ Twente, Sch Management Studies, NL-7500 AE Enschede, Netherlands. RP Schuring, RW, Univ Twente, Sch Management Studies, POB 217, NL-7500 AE Enschede, Netherlands. CR DANIELS AC, 1989, PERFORMANCE MANAGEME DELANGEROS DJ, 1998, P 2 INT EUR C CONT I DELANGEROS DJ, 1999, THESIS U TWENTE ENSC IMAI M, 1986, KAIZEN KEY JAPANS CO LIESKER F, 1990, INGENIEURSKRANT NOV LINDBERG P, 1997, INT J TECHNOL MANAGE, V14, P86 RHIJNSBURGER L, 1986, EC DAGBLAD 0711 ROBINSON A, 1991, CONTINUOUS IMPROVEME SCHROEDER DM, 1991, SLOAN MANAGEMENT SPR, P67 SCHURING RW, 1996, INT J OPER PROD MAN, V16, P171 SKINNER BF, 1971, FREEDOM DIGNITY NR 11 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2001 VL 22 IS 4 BP 359 EP 372 PG 14 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 452MB UT ISI:000169861200006 ER PT J AU Smeds, R Olivari, P Corso, M TI Continuous learning in global product development: a cross-cultural comparison SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE global product development; learning; communication; cross-cultural study; strategy ID KNOWLEDGE; MANAGEMENT; INNOVATION AB The paper develops a framework for the analysis of inter-project learning in different cultures, applies the framework to a comparative case study within one multinational company, and presents preliminary results about cultural differences in learning patterns. The results indicate that the designers in the Italian unit, representing a multi-active culture, enthusiastically use meetings for the transfer of explicit knowledge between R&D projects. In the Finnish unit, on the contrary, the designers prefer face-to-face discussion and transfer of tacit as well as codified knowledge, which is typical of a reactive culture. First results from the replication of the study in a German unit reveal that this unit prefers more structured forms of communication between projects, which fits its linear-active culture. This communication style is also observed in the Swedish centre organization, representing a linear-active culture. At the end of this paper, some implications of cultural differences for learning strategies and reward systems in global R&D project management are discussed, and directions for future research are presented. C1 Helsinki Univ Technol, Dept Ind Engn & Management, Helsinki 02015, Finland. Politecn Milan, I-20133 Milan, Italy. RP Smeds, R, Helsinki Univ Technol, Dept Ind Engn & Management, POB 9500, Helsinki 02015, Finland. CR ALBINO V, 1997, 8 CONV NAZ AIIG RIS, P279 ARGYRIS C, 1978, ORG LEARNING THEORY ARORA A, 1994, RES POLICY, V23, P523 BARKEMA HG, 1996, STRATEGIC MANAGE J, V17, P151 BARTEZZAGHI E, 1997, INT J TECHNOLOGY MAN, V14 BARTLETT CA, 1990, MANAGING GLOBAL FIRM, P215 BESSANT J, 1997, INT J TECHNOL MANAGE, V14, P1 BIGONESS WJ, 1996, J INT BUS STUD, V27, P739 DEMEYER A, 1991, SLOAN MANAGEMENT SPR, P49 DEMING WE, 1986, OUT CRISIS HEDLUND G, 1994, STRATEGIC MANAGE J, V15, P73 HICKSON D, 1995, MANAGEMENT WORLDWIDE HOFSTEDE G, 1980, CULTURES CONSEQUENCE HOFSTEDE G, 1991, CULTURES ORG SOFTWAR IMAI M, 1986, KAIZEN KEY JAPANS CO IMAI M, 1997, GEMBA KAIZEN COMMON KALVELAGE A, 1998, THESIS TU DARMSTADT KOLB DA, 1984, EXPT LEARNING EXPERI LEONARD D, 1998, CALIF MANAGE REV, V40, P112 LEWIS RD, 1996, CULTURES COLLIDE MAN MINTZBERG H, 1988, INNOVATION MANAGEMEN, P167 NEWMAN KL, 1996, J INT BUS STUD, V27, P753 NONAKA I, 1991, KNOWLEDGE CREATING C NONAKA I, 1998, CALIF MANAGE REV, V40, P40 OLIVARI P, 1998, P 2 INT EUR C CONT I, P302 OLIVARI P, 1998, THESIS POLITECNICO M SENGE P, 1990, 5 DISCIPLINE ART PRA SMEDS R, 1988, INT STUDIES MANAGEME, V17, P90 SMEDS R, 1997, INT J TECHNOL MANAGE, V14, P146 SMEDS R, 1997, KNOWLEDGE PROCESS MA, V4, P22 SMEDS R, 1997, P 2 EUR AC MAN C EUR SMEDS R, 1999, GLOBAL PRODUCTION MA, P440 THOMPSON JD, 1967, ORG ACTION VONHIPPEL E, 1994, MANAGE SCI, V40, P429 WHEELWRIGHT SC, 1992, REVOLUTIONIZING PROD NR 35 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2001 VL 22 IS 4 BP 373 EP 392 PG 20 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 452MB UT ISI:000169861200007 ER PT J AU Peissl, W TI Technology foresight - more than fashion? SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE technology foresight; methodology; overview; different levels AB Technology foresight is blooming all around the western industrialized countries. Is it more than fashion? What are the benefits for S&T policy? This introduction gives an overview of the special issue of the International Journal of Technology Mangement. In the first part you will find a discussion of some theoretical basics of the political decision process, to which technology foresight is supposed to deliver input, and of some methodological questions of technology foresight. In the second part the main focus is laid on the analysis of technology foresight activities on different levels. These analyses are based upon empirical results from recently finished foresight activities. Finally, in the third part, a spotlight is thrown on 'Seven Paradoxes' of foresight in a rather provoking form, which seems to be a good starting point for further discussions. C1 Osterreich Akad Wissensch, Inst Technikfolgen Abschatzung, A-1030 Vienna, Austria. RP Peissl, W, Osterreich Akad Wissensch, Inst Technikfolgen Abschatzung, Strohgasse 45-3, A-1030 Vienna, Austria. CR *OECD, 1996, STI REV, V17, P195 AICHHOLZER G, 2001, INT J TECHNOLOGY MAN BELISBERGOUIGNA.MC, 2001, INT J TECHNOLOGY MAN CAMERON H, 1996, TECHNOLOGY FORESIGHT, P99 COATES JF, 1985, FUTURES RES Q, V1, P29 CUHLS K, 2001, INT J TECHNOLOGY MAN GAVIGAN JP, 1997, OVERVIEW RECENT EURO, P125 GRUPP H, 1999, TECHNOL FORECAST SOC, V60, P85 IRVINE J, 1984, FORESIGHT SCI PICKIN JOHNSTON R, 2001, INT J TECHNOLOGY MAN LOVERIDGE D, 2001, INT J TECHNOLOGY MAN MARTIN BR, 1989, RES FORESIGHT PRIORI MARTIN BR, 1995, TECHNOL ANAL STRATEG, V7, P139 MARTIN BR, 1999, TECHNOL FORECAST SOC, V60, P37 RAUCH W, 1979, TECHNOLOGICAL FORECA, V15, P159 SALO A, 2001, INT J TECHNOLOGY MAN SANZMENENDEZ L, 2001, INT J TECHNOLOGY MAN TICHY G, 2001, INT J TECHNOLOGY MAN VANDERMEULEN B, 2001, INT J TECHNOLOGY MAN NR 19 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2001 VL 21 IS 7-8 BP 653 EP 660 PG 8 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 435AV UT ISI:000168848800001 ER PT J AU Sanz-Menendez, L Cabello, C Garcia, CE TI Understanding technology foresight: the relevance of its S & T policy context SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE technology foresight; science and technology policy; Spain; policy legitimation; information and decision making ID CHOICE; MODEL; RISE AB Recently Technology Foresight (TF) exercises promoted by governments are spreading all over Europe, however the forms that TF takes within each country is very diverse. First, in order to understand the importance of the policy context, as an example, we will explain the 'fate and fortune' of foresight in Spain in relation to the attempts to bring it into the science and technology (S&T) policy agenda and will analyse the institutional constraints over the development of TF. The second part of this paper is related to the extent in which TF is a useful tool for policy making. We will enlighten the analysis with the use of the theory of decision making, especially by reflecting on the role of the information emerging from TF as legitimation for policy makers, but more importantly on the promising use of TF for coordination within national innovation systems. C1 CSIC, Inst Adv Social Studies, Res Unit Sci & Technol, RUSTEP, E-28014 Madrid, Spain. RP Sanz-Menendez, L, CSIC, Inst Adv Social Studies, Res Unit Sci & Technol, RUSTEP, C Alfonso XII,18, E-28014 Madrid, Spain. CR *EUR COMM, 1995, GREEN PAP INN PROP 1, P38 *FOR STEER COMM, 1996, VIT KNOWL SYST DTCH *FRAUNH I SYST INN, DELPH 1998 ZUK NACHG *MIN IND, 1995, 100 TECHN CLES IND F *OECD, 1986, INN POL SPAIN AICHHOLZER G, 1998, TECHNOLOGIE DELPHI, V3 ARTHUR WB, 1989, ECON J, V99, P116 CAMERON H, 1996, TECHNOLOGY FORESIGHT CARMINES EG, 1989, ISSUE EVOLUTION COHEN MD, 1972, ADM SCI Q, V17, P1 COLLIER RB, 1991, SHAPING POLITICAL AR CUHLS K, 1994, OUTLOOK JAPANESE GER DAVID PA, 1985, AM ECON REV, V75, P332 DENZAU AT, 1994, KYKLOS, V47, P3 ELZINGA A, 1995, HDB SCI TECHNOLOGY S, P572 FELDMAN MS, 1981, ADM SCI Q, V26, P171 FELDMAN MS, 1989, ORDER DESIGN FLEISSNER P, 1998, RECENT NATL FORESIGH FONDAZIONE R, 1996, PRIORITA NAZIONAL RI GAVIGAN JG, 1997, OVERVIEW RECENT EURO GODET M, 1985, PROPECTIVE PLANIFICA HILGARTNER S, 1988, AM J SOCIOL, V94, P53 IRVINE J, 1984, FORESIGHT SCI PICKIN KEELER JTS, 1993, COMP POLIT STUD, V25, P433 KINGDON JW, 1984, AGENDAS ALTERNATIVES LANE D, 1995, 9501004 SANT FE I LAWRENCE PR, 1967, ORG ENV MANAGING DIF LOVERIDGE D, 1995, UK TECHNOLOGY FORESI LOWI TJ, 1972, PUBLIC ADMIN REV, V32, P298 MARCH JG, 1973, REV EDUC RES, V42, P413 MARCH JG, 1994, PREMIER DECISION MAK, P226 MARTIN B, 1994, OECD J STI REV, V17, P15 MARTIN BR, 1989, RES FORESIGHT PRIORI POLSBY NW, 1984, POLITICAL INNOVATION RIKER WH, 1986, ART POLITICAL MANIPU RIP A, 1990, RES SYSTEM TRANSITIO, P263 RIP A, 1996, SCI PUBL POLICY, V23, P343 ROSE R, 1994, INHERITANCE PUBLIC P ROSENBERG N, 1976, ECON J, V86, P523 SANZMENENDEZ L, 1993, SCI PUBL POLICY, V20, P370 SANZMENENDEZ L, 1995, INT J TECHNOL MANAGE, V10, P622 SANZMENENDEZ L, 1995, RES EVALUAT, V5, P79 SANZMENENDEZ L, 1997, ESTADO CIENCIA TECNO, P428 SANZMENENDEZ L, 2000, CONTESTED FUTURE SOC, P229 SANZMENENDEZ L, 2000, CONTESTED FUTURE SOC, P229 THOMPSON JN, 1994, COEVOLUTIONARY PROCE VANLENTE H, 1998, SOC STUD SCI, V28, P221 WEIR M, 1992, POLITICS JOBS WOLMAN H, 1992, GOVERNANCE, V5, P27 NR 49 TC 1 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2001 VL 21 IS 7-8 BP 661 EP 679 PG 19 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 435AV UT ISI:000168848800002 ER PT J AU van der Meulen, B Lohnberg, A TI The use of foresight: institutional constraints and conditions SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE foresight; innovation policy; systems of innovation; institutional theory; comparative studies ID TECHNOLOGY; SCIENCE AB The idea of foresight as a new tool for S&T policies rests on the need to face the challenges of high tech developments, to respond to increasing global competition and to develop inter-organizational strategies. However, the impact of technological and global changes varies per country and per innovation sector, as do possibilities to develop inter-organizational strategies. In this article we analyse how the use of foresight studies depends on institutional characteristics of innovation sectors. We distinguish two independent factors to explain why foresight has more impact in certain countries and in certain sectors than in others. The first factor is the dependency between the actors involved in the foresight activity. The second is the strategic uncertainty due to the technological and global developments. The argument is supported by a secondary analysis of national foresight studies and of environmental technology foresight in the Netherlands, and a first analysis of foresight in medical technology. C1 Univ Twente, Ctr Studies Sci Technol & Soc, NL-7500 AE Enschede, Netherlands. RP van der Meulen, B, Univ Twente, Ctr Studies Sci Technol & Soc, POB 217, NL-7500 AE Enschede, Netherlands. CR *OECD, 1992, TECHN EC KEY REL BRAUN D, 1993, J PUBLIC POLICY, V13, P135 COATES JF, 1985, FUTURES RES Q, V1, P29 DELAAT B, 1996, THESIS U AMSTERDAM DENHOND F, 1996, TECHNOL ANAL STRATEG, V8, P33 DISCO C, 1998, GETTING NEW TECHNOLO EDQUIST C, 1997, SYSTEMS INNOVATION T EDQUIST C, 1997, SYSTEMS INNOVATION T, P36 FORAY D, 1997, SYSTEMS INNOVATION T, P64 GUSTON DH, 1996, SCI PUBL POLICY, V23, P229 LUNDVALL BE, NATL SYSTEMS INNOVAT MARTIN B, 1989, RES FORESIGHT PRIORI NELIS A, 1998, DNA DIAGNOSTIEK NEDE NORTH D, 1991, I I CHANGE EC PERFOR OSTROM E, 1986, GUIDANCE CONTROL EVA, P459 ROOBEEK AJM, 1990, TECHNOLOGY RACE ANAL SCHAEFFER GJ, 1998, THESIS U TWENTE SCOTT WR, 1995, I ORG SMITH K, 1997, SYSTEMS INNOVATION T, P86 VANDERMEULEN B, 1992, EVALUATION PROCESS S VANDERMEULEN B, 1998, RES POLICY, V27, P397 VANDERMEULEN B, 1998, RES POLICY, V27, P757 VANDERMEULEN B, 1999, FUTURES, V31, P7 VANLENTE H, 1993, PROMISING TECHNOLOGY VANLENTE H, 1998, GETTING NEW TECHNOLO VANLENTE H, 1998, SOC STUD SCI, V28, P221 NR 26 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2001 VL 21 IS 7-8 BP 680 EP 693 PG 14 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 435AV UT ISI:000168848800003 ER PT J AU Salo, AA TI Incentives in technology foresight SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE technology foresight; technology management; knowledge management; decision analysis AB Technology foresight typically engages the stakeholders in an open and constructive discussion about S&T driven opportunities. This, in turn, requires that the stakeholders are motivated and recognize the benefits that the foresight exercise offers to them. In this paper, we consider the role of incentives as determinants of motivation and, specifically, we argue that explicit recognition of incentives may contribute to the design of a foresight process that fosters active participation and collaboration. The arguments are illustrated in the light of a recent sectoral foresight study for the Finnish Food and Drink Industries' Federation. C1 Helsinki Univ Technol, Syst Anal Lab, Helsinki 02015, Finland. RP Salo, AA, Helsinki Univ Technol, Syst Anal Lab, Helsinki 02015, Finland. CR *CSIRO, 1991, PRIOR DET 1990 METH *DG13, 1998, OV NAT TECHN FOR STU *ITA, 1998, TECHN DELPH 1 3 *NISTEP, 1997, 52 NISTEP SCI TECHN *OECD, 1996, 17 STI ORG EC COOP D, P195 *OST, 1995, REP TECHN FOR STEER *OSTP, 1995, NAT CRIT TECHN REP *POST, 1997, SCI SHAP FUT TECHN F *RAND, 1998, TECHN RAD MAIN REP E *STEPI, 1996, US DELPH LONG RANG T BUNN DW, 1993, EUR J OPER RES, V68, P291 CAMERON H, 1996, TECHNOLOGY FORESIGHT, P99 CARACOSTAS P, 1998, SOC ENDLESS FRONTIER CHRISTENSEN J, 1996, INNOVATION EUROPEAN EEROLA A, 1996, INNOVATION SYSTEMS C GAVIGAN JP, 1997, OVERVIEW RECENT EURO, P125 GEORGHIOU L, 1996, FUTURES, V28, P359 GRUPP H, 1994, TECHNOL ANAL STRATEG, V6, P371 IRVINE J, 1984, FORESIGHT SCI PICKIN KASH DE, 1994, TECHNOLOGICAL FORECA, V47, P5 LINSTONE HA, 1975, DELPHI METHOD TECHNI LOVERIDGE D, 1995, UK TECHNOLOGY FORESI MARTIN BR, 1989, RES FORESIGHT PRIORI MARTIN BR, 1995, TECHNOL ANAL STRATEG, V7, P139 NONAKA I, 1994, ORGAN SCI, V5, P1 NONAKA I, 1998, CALIF MANAGE REV, V40, P40 SALO A, 1998, 6098 NAT TECHN AG SALO AA, 1995, EUR J OPER RES, V84, P134 VANDIJK JWA, 1991, TECHNOL FORECAST SOC, V40, P223 WATSON SR, 1988, DECISION SYNTHESIS P NR 30 TC 2 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2001 VL 21 IS 7-8 BP 694 EP 710 PG 17 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 435AV UT ISI:000168848800004 ER PT J AU Johnston, R TI Foresight - refining the process SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE foresight; innovation; Delphi; scenario planning; participatory policy analysis AB The use of foresight as a tool in national research and technology planning exercises has increased markedly over the past decade, as a consequence of the pressures of the emerging knowledge economy, constraints on government spending, the new emphasis in organizations on learning, networks and relationships, and changes in the structures of knowledge production. It is therefore timely to invest in evaluation of and learning from these experiences. That the business management focus in addressing the future is far more on issues of structure and culture, such as flexibility, adaptability and tolerance for ambiguity, than it is on tools such as foresight, suggests the need for a much closer linking of foresight to other company considerations. Three particular areas of challenge are identified. The first is linking foresight more effectively with strategy and action, through better engagement of and with key stakeholders. The second is the development and refinement of the range of foresight techniques with a clear appreciation of their appropriate arena of application. The third is to acknowledge the cultural dimension of foresight, and to apply it with an awareness of the potential cultural constraints. An alternative framework for foresight, modelled on 'participatory policy analysis', is proposed to improve the interface of foresight with political and administrative decision making process. C1 Univ Sydney, Fac Engn, Sydney, NSW 2006, Australia. RP Johnston, R, Univ Sydney, Fac Engn, J 13, Sydney, NSW 2006, Australia. CR *APEC CTR TECHN FO, 1999, WAT SUPPL MAN APEC R *APEC, 1998, TECHN FOR *ASAC, 1997, AUSTR ANT PROGR 2000 *ASTEC, 1996, AUSTR MARITIME IND P, P20 *ASTEC, 1996, DEV LONG TERM STRAT *BATT RES CTR, 1996, FOR WORLD REV 7 BEST *OECD, 1996, STI REV, P23 *OFF SCI TECHN, 1995, PROGR PARTN REP TECH *OFF SCI TECHN, 1998, FOR TRAD ASS MEMB BA ACK P, 1985, HARVARD BUSINESS NOV COURTNEY H, 1997, HARVARD BUSINESS NOV, P67 DUKE RD, 1974, GAMING FUTURES LANGU GIBBONS M, 1994, NEW PRODUCTION KNOWL GRUPP H, 1994, TECHNOL ANAL STRATEG, V6, P371 GUERTS J, 1996, 95120083 WORC TILB U, P17 HESSELBEIN F, 1996, LEADER FUTURE JEWELL T, 1998, C INT ASS TECHN ASS JOHNSTON R, 1998, DRY KNOWLEDGE EC OPP JOHNSTON R, 1998, FORESIGHTING SUSTAIN JOHNSTON R, 1998, I PROSP TECHN STUD S KAHN H, 1977, NEXT 200 YEARS SCENA MARTIN BR, 1989, RES FORESIGHT MARTIN BR, 1996, RES EVALUAT, V6, P158 MARTIN BR, 1999, TECHNOL FORECAST SOC, V60, P37 PRICE GG, 1997, MANAGING TECHNOLOGY, P305 SCHWARTZ P, 1991, ART LONG VIEW SHIN T, 1998, APPL TECHNOLOGY FORE, P59 WACK P, 1985, HARVARD BUSINESS SEP NR 28 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2001 VL 21 IS 7-8 BP 711 EP 725 PG 15 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 435AV UT ISI:000168848800005 ER PT J AU Belis-Bergouignan, MC Lung, Y Heraud, JA TI Public foresight exercises at an intermediate level: the French national programs and the experience of Bordeaux SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE foresight innovation policy; science and technology evaluation; regional/national articulation; intermediate levels of policy; institutional context AB The article aims at describing an experience of technology foresight at the regional level. That experience was built upon previous national (and international) foresight studies. It is possible to analyse the institutional process of such a project in a global context, and also to draw some conclusions on the possibility and usefulness of articulating different geographical levels. The experience enlightens the notion of 'intermediate level' in process of foresight, assessment or policy evaluation. Our study gives good confirmation of the fact that public technology foresight studies are often more valuable as a process of communication, network building and collective learning than for their results. The choice of the operators, their legitimacy and the right timing proved also to be crucial aspects for the success of such programs. C1 Univ Montesquieu, IFREDEE3i, F-33608 Pessac, France. RP Belis-Bergouignan, MC, Univ Montesquieu, IFREDEE3i, Ave Leon Duguit, F-33608 Pessac, France. CR *BETA, 1995, ENQ TECHN FUT METH D *BMBF, 1996, DELPH BER 1995 ENTW *BMFT, 1993, DTSCH DELPH BER ENTW *DGSI, 1995, 100 TECHN CLES IND F *ISI NISTEP, 1994, 33 NISTEP ISI STA *NISTEP, 1992, 5 TECHN FOR SURV FUT *OECD, 1996, STI REV *U L PAST STRASB, 1997, DELPH TECHN BELISBERGOUIGNA.MC, 1997, DELPHI TECHNOPOLIS P BERGER G, 1967, ETAPES PROSPECTIVE GEORGHIOU L, 1996, FUTURES, V28, P359 GIBBONS M, 1994, NEW PRODUCTION KNOWL GODET M, 1997, MANUEL PROSPECTIVE S GRUPP H, 1993, TECHNOLOGIE BEGINN 2 GRUPP H, 1994, TECHNOL ANAL STRATEG, V6, P379 GRUPP H, 1995, DELPH REP INN UNS ZU HERAUD JA, 1997, DELPHI TECHNOPOLIS A HERAUD JA, 1997, FUTURIBLES, P33 HERAUD JA, 1999, TECHNOL FORECAST SOC, V60, P55 KLINE SJ, 1986, POSITIVE SUM STRATEG, P75 MARTIN B, 1995, TECHNOL ANAL STRATEG, V7, P140 QUEVREUX A, 1996, STI REV, V1, P111 NR 22 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2001 VL 21 IS 7-8 BP 726 EP 738 PG 13 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 435AV UT ISI:000168848800006 ER PT J AU Aichholzer, G TI The Austrian foresight program: organization and expert profile SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE Technology Foresight; Austria; small countries; methodology; Delphi method; innovations; Social Foresight; mega-trends; expert base; Germany; comparative AB Austria's first systematic Foresight program, run between 1996 and 1998, is examined as an example of a Foresight approach in a small country. Practice of foresight is rather diverse among small countries, but approaches tend to be more selective in scope, tailored to more specific goals, and putting greater emphasis on demand aspects than in bigger countries. 'Delphi Austria', built on a series of preparatory studies, expert panels, and two parallel Delphi exercises, reflects these characteristics including a number of methodologically innovative elements such as the combination of a Technology Foresight with a Society and Culture Foresight. The objectives and approach of this novel element in Technology Foresight is described and exemplary results are presented. Another innovative element which had been developed in the latest German Delphi study, a so-called mega-trends-section in Technology Foresight, is presented and used to examine the general attitudinal profile of the expert base. A summary and a view on the diffusion and implementation of the outcomes of 'Delphi Austria' conclude the article. C1 Austrian Acad Sci, ITA, A-1030 Vienna, Austria. RP Aichholzer, G, Austrian Acad Sci, ITA, Strohgasse 45, A-1030 Vienna, Austria. CR *ASTEC AUSTR SCI T, 1996, DEV LONG TERM STRAT *BMFT BUND FORSCH, 1993, DTSCH DELPH BER ENTW, P191 *FOR STEER COMM, 1996, VIT KNOWL SYST DUTCH *I TREND KRIS, 1998, 5 BUND WISS VERK, P14 *ICSTI IR COUNC SC, 1999, TECHN FOR IR *ITA I TECHN ABSCH, 1998, 1 BUND WISS VERK, P37 *MIN EC AFF, 1998, TECHN RAD *OECD ORG EC COOP, 1996, STI REV, P123 *OECD ORG EC COOP, 1996, STI REV, P149 *OFF SCI TECHN, 1998, FUT FOC SUMM NAT FOR BLIND K, 1999, TECHNOL FORECAST SOC, V60, P15 CUHLS K, 1998, DELPHI 98 UMFRAGE ST GAVIGAN JP, 1997, TR9702 IPTS GRUPP H, 1999, TECHNOL FORECAST SOC, V60, P1 HAVAS A, 1998, TEP HUNG TECHN FOR P KATZENSTEIN P, 1985, SMALL STATES WORLD M MARTIN B, 1995, TECHNOLOGY FORESIGHT, V6, P38 MARTIN BR, 1999, TECHNOL FORECAST SOC, V60, P37 RUST H, 1998, 4 BUND WISS VERK SOETE L, 1988, SMALL COUNTRIES FACI, P98 TODT O, 1998, IPTS REPORT, V26 WALSH V, 1988, SMALL COUNTRIES FACI, P37 NR 22 TC 1 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2001 VL 21 IS 7-8 BP 739 EP 755 PG 17 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 435AV UT ISI:000168848800007 ER PT J AU Tichy, G TI The decision Delphi as a tool of technology policy - the Austrian experience SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE technology foresight; Austria; small countries; Delphi method; innovations; Decision Delphi; social foresight AB Foresight studies have come to be an important instrument of technology policy. No standard form, however, exists; custom-tailoring to the specific needs of the specific country is afforded. The Austrian foresight exercise had to investigate the market niches with a potential for Austrian dominance within the next 15 years. As a tool for this task the instrument of the Decision Delphi was chosen and has been further developed. A Decision Delphi is a bottom-up approach, building on the participation of those persons involved in developing the relevant technologies. It is, therefore, a tool for foresight as well as for coordinating the expectations and decentralized actions. Panels of experts developed the questions in seven fields, selected by a set of preceding studies. The Delphi investigation had two rounds with a response rate of 46% and 71% and a total of 1127 responses at the end. Several interesting results emerged as to the most promising fields and the design of technology policy. C1 Osterreich Akad Wissensch, Inst Technikfolgen Abschatzung, A-1030 Vienna, Austria. RP Tichy, G, Osterreich Akad Wissensch, Inst Technikfolgen Abschatzung, Strohgasse 45-3, A-1030 Vienna, Austria. CR *ITA, 1997, EXP STARK SCHW OST T *ITA, 1997, INT TECHN EIN SEK *ITA, 1998, KONZ UB, V2 *ITA, 1998, TECHN DELPH, V1 *OECD, 1967, TECHN FOR PERSP *WIFO, 1996, UNPUB TECHN KONZ 199 FREEMAN C, 1987, TECHNOLOGY POLICY EC HUTSCHENREITER G, 1995, MONATSBERICHTE OSTER, V68, P419 LUNDVALL BA, 1992, NATL SYSTEMS INNOVAT RAUCH W, 1979, TECHNOLOGICAL FORECA, V15, P159 RUST H, 1997, UNPUB INHALTSANALYSE TUROFF M, 1970, TECHNOLOGICAL FORECA, V2 VEDIN BA, 1995, INN FOR EDG CHAOS RE NR 13 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2001 VL 21 IS 7-8 BP 756 EP 766 PG 11 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 435AV UT ISI:000168848800008 ER PT J AU Cuhls, K Blind, K TI Foresight in Germany: the example of the Delphi '98 or: how can the future be shaped? SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE Delphi method; foresight; international cooperation; science and technology AB The German foresight experiences started at the beginning of the 1990s with a comprehensive Delphi study conducted by the Fraunhofer Institute for Systems and Innovation Research (ISI) on behalf of the Federal German Ministry for Science and Technology (BMFT, since 1994 BMBF). The second large German Foresight study on the global development of science and technology - called Delphi '98 - was more concentrated on German needs to provide companies, ministries, research institutions or other interested actors in the R&D system with information about the future. In the Delphi '98 not only emerging technologies but also 19 general megatrends were asked about. The German Delphi process is organized with a steering group and expert panels for the creation of visionary topics, a two-round Delphi survey with a feedback loop and an implementation phase with workshops and an Internet platform for the diffusion and discussion of the results. Some of them are described in this article. A follow-up process 'FUTUR' is supposed to continue the work of exploring and shaping the future. C1 Fraunhofer Inst Syst & Innovat Res, ISI, D-76139 Karlsruhe, Germany. RP Cuhls, K, Fraunhofer Inst Syst & Innovat Res, ISI, Breslauer Str 48, D-76139 Karlsruhe, Germany. CR *BMBF, 1999, ZUKUNFT NACHGEFRAGT, V5 *BMFT, 1993, DTSCH DELPH BER ENTW BLIND K, 1998, P 42 M INT SOC SYST BLIND K, 1999, TECHNOL FORECAST SOC, V60, P15 BLIND K, 2001, IN PRESS TECHNOLOGIC CUHLS K, 1994, OUTLOOK JAPANESE GER CUHLS K, 1995, DELPHI BERICHT 1995 CUHLS K, 1996, CARTERMILL GUIDES SC, P63 CUHLS K, 1998, DELPHI 98 UMFRAGE ZU CUHLS K, 1998, TECHNIKVORAUSSCHAU J CUHLS K, 2000, EC SOC SERIE DYNAMIQ, P21 DALKEY NC, 1969, DELPHI METHOD EXPT S DALKEY NC, 1972, STUDIES QUALITY LIFE HADER M, 1995, DELPHI KOGNITIONSPSY, P37 HELMER O, 1983, LOOKING FORWARD GUID MARTIN BR, 1995, TECHNOL ANAL STRATEG, V7, P139 ROWE G, 1991, TECHNOLOGICAL FORECA, V39, P238 NR 17 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2001 VL 21 IS 7-8 BP 767 EP 780 PG 14 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 435AV UT ISI:000168848800009 ER PT J AU Loveridge, D TI Foresight - seven paradoxes SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE technology foresight AB Hidden beneath the surface of the fury of the current flurry of institutional national foresight activity are many paradoxes. Seven such paradoxes are explored in this paper in order to expose some myths and some conveniently ignored aspects of institutional foresight. Most controversial are perhaps the difference between real foresight and its institutional counterpart, and the role of the behavioural traits that have an intense influence on the conduct of foresight, which is seen as an ineluctable activity in human development. C1 Univ Manchester, PREST, Manchester M13 9PL, Lancs, England. RP Loveridge, D, Univ Manchester, PREST, Manchester M13 9PL, Lancs, England. CR 1945, ATLANTIC MONTHLY JUL, P101 1972, RETHINK RADICAL PROP 1979, FUTURES AUG, P338 BIMBER B, 1994, DRU605CT1 RAND CALVIN WH, 1997, BRAINS THINK EVOLVIN JONES RV, 1978, MOST SECRET WAR BRIT LOVERIDGE D, 1977, FUTURES RES NEW DIRE LOVERIDGE D, 1996, TECHNOLOGY FORESIGHT MASLOW A, 1954, MOTIVATION PERSONALI SPENGLER M, 1979, BUSINESS USES VALUES WHITEHEAD AN, 1964, ADVENTURES IDEAS NR 11 TC 1 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2001 VL 21 IS 7-8 BP 781 EP 791 PG 11 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 435AV UT ISI:000168848800010 ER PT J AU Smeda, R TI Implementation of business process innovations: an agenda for research and action SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE business processes; enterprise evolution; management of product and process innovation; implementation; continuous innovation capability ID MANAGEMENT AB Business process innovation capability is a source for sustainable competitiveness. Business process innovations create value added in the enterprise, and can trigger strategic renewal. The management of business process innovation requires empowering mechanisms for knowledge sharing and creation, and a dynamic umbrella strategy to give direction to the innovations. Lessons from product innovation should be applied: strategic project portfolio management and an aggregate project plan help to manage a balanced mix of projects and to allocate resources, and systematic project management shortens the lead time of change. Business process simulation, and learning from one development project to the next help to create a continuously improving business process innovation capability. At the end, the contents of each article in the Issue are briefly presented, divided in three main areas: Conceptual analysis of the implementation problem, Organizational learning and knowledge creation in innovation processes, and Specific methods and tools for business process innovation. C1 Helsinki Univ Technol, Dept Ind Engn & Management, Helsinki 02015, Finland. RP Smeda, R, Helsinki Univ Technol, Dept Ind Engn & Management, POB 9500, Helsinki 02015, Finland. CR ARGYRIS C, 1978, ORG LEARNING BESSANT J, 1997, INT J TECHNOL MANAGE, V14, P7 BURGELMAN RA, 1983, MANAGE SCI, V29, P1349 DAVENPORT TH, 1993, REENGINEERING WORK I DRUCKER P, 1985, PRACTICE PRINCIPLES HAHO P, 1997, SIMULATION GAMING YB, V5 HAHO P, 1998, EXPT LEARNING PRODUC, P24 HAMMER M, 1990, HARVARD BUSINESS JUL IMAI M, 1986, KAIZEN KEY JAPANS CO KANTER RM, CHANGE MASTERS INNOV KOLB D, 1984, EXPT LEARNING EXPERI LEHTOVAARA M, 1998, KNOWLEDGE MANAGEMENT, P105 LEWIN K, 1958, READINGS SOCIAL PSYC, P197 MILLER D, 1984, ORG QUANTUM VIEW MINTZBERG H, 1988, INNOVATION MANAGEMEN, P167 MUMFORD E, 1981, SYSTEMS OBJECTIVES S, V1, P5 NONAKA I, 1995, KNOWLEDGE CREATING C RIIS J, 1998, ADV PRODUCTION MANAG, P327 SCHONBERGER RJ, 1982, JAPANESE MANUFACTURI SENGE P, 1990, 5 DISCIPLINE ART PRA SMEDS R, IN PRESS INT J TECHN SMEDS R, 1994, INT J OPER PROD MAN, V14, P66 SMEDS R, 1996, J CORPORATE TRANSFOR, V3, P62 SMEDS R, 1997, INT J TECHNOL MANAGE, V14, P146 SMEDS R, 1997, J CORPORATE TRANSFOR, V4, P22 SMEDS R, 1998, STRATEGIC MANAGEMENT, P535 URABE K, 1988, INNOVATION MANAGEMEN, P3 VANDEVEN AH, 1986, MANAGE SCI, V32, P590 WHEELWRIGHT SC, 1992, REVOLUTIONIZING PROD WOMACK JP, 1994, HARVARD BUSINESS MAR, P93 NR 30 TC 2 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2001 VL 22 IS 1-3 BP 1 EP 12 PG 12 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 433XY UT ISI:000168787000001 ER PT J AU Riis, JO Hildebrandt, S Andreasen, MM Johansen, J TI Implementing change: lessons from five development projects SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE development projects in industrial enterprises; implementation; employee participation; vision; organizational learning AB The aim of this paper is firstly to report on what we have observed by following major improvement and development projects in five industrial enterprises. In particular we shall focus on issues which have often been addressed in Danish enterprises, namely the participation of employees in the change process, the role of a vision of the future company, and organizational learning processes taking place during the development project. Secondly, different interpretation models will be employed in an effort to broaden the understanding of the many facets and viewpoints associated with organizational changes. Thirdly, four paradoxes for managing development projects will be presented; they may serve as guidelines for coping with the complexity and uncertainty of change processes. C1 Univ Aalborg, Dept Prod, Aalborg, Denmark. Business Sch Arhus, Dept Management & Org, Arhus, Denmark. Tech Univ Denmark, Dept Engn Design & Control Theory, Lyngby, Denmark. Univ Aalborg, Ctr Ind Prod, Aalborg, Denmark. RP Riis, JO, Univ Aalborg, Dept Prod, Aalborg, Denmark. CR ADLER PS, 1989, RES TECHNOLOGICAL IN, V4 BESSANT J, 1987, INNOVATION ADAPTATIO BESSANT J, 1997, INT J TECHNOL MANAGE, V14, P7 BORUM F, 1996, STRATEGIES CHANGE BRINER W, 1990, PROJECT LEADERSHIP BURGELMAN RA, 1998, STRATEGIC MANAGEMENT BURNES B, 1996, MANAGING CHANGE CLARKE K, 1991, TECHNOLOGY ANAL STRA, V1 DAWSON P, 1994, ORG CHANGE DUSSAGE P, 1992, STRATEGIC TECHNOLOGY KOTTER JP, 1996, LEADING CHANGE MASAAKI I, 1992, KAIZEN KEY JAPANS CO MINTZBERG M, 1994, RISE FALL STRATEGIC RIIS JO, 1997, INT J TECHNOL MANAGE, V14, P61 SENIOR B, 1997, ORG CHANGE SPARROW P, 1994, EUR HUMAN RESOURCE M SUN H, 1992, P 8 CIM EUR ANN C SUN H, 1994, INT J TECHN MANAGEME, V9 SUZAKI K, 1987, NEW MANUFACTURING CH VOSS CA, 1998, INT J TECHNOLOGY MAN, V3 WOMACK JP, 1996, LEAN THINKING NR 21 TC 1 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2001 VL 22 IS 1-3 BP 13 EP 27 PG 15 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 433XY UT ISI:000168787000002 ER PT J AU Bessant, J Francis, D Meredith, S Kaplinsky, R Brown, S TI Developing manufacturing agility in SMEs SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE flexibility; organizational development; agile manufacturing; innovation; manufacturing strategy; dynamic capability; biographies ID FIRM AB The problem of manufacturing in the late twentieth century can be seen as the latest version of two long-standing puzzles to do with responding to demanding internal and external environments. The continuing search for solutions to these puzzles leads to investment in innovation - via R&D, technology transfer, etc. But evidence suggests that the key requirement is not solving the puzzle for one set of circumstances but in continually solving problems as the puzzles mutate. This places emphasis on organizational capability - it is not what you know or what you can buy but how well you learn and adapt which is the key. We term this 'manufacturing agility' - and this paper explores the definition in terms of the 'dynamic capability' view of strategic management. This paper draws on case study research being carried out as part of a major UK program of work in manufacturing agility. The paper presents a reference model which seeks to explain and guide the development of agility within manufacturing enterprises. C1 Univ Brighton, Ctr Res Innovat Management, Brighton BN2 4AT, E Sussex, England. Univ Bath, Sch Management, Bath BA2 7AY, Avon, England. RP Bessant, J, Univ Brighton, Ctr Res Innovat Management, Brighton BN2 4AT, E Sussex, England. CR ANDERSON J, 1991, INT J OPERATIONS PRO, V11 BESSANT J, 1991, MANAGING ADV MANUFAC BESSANT J, 1993, INT J TECHNOL MANAGE, V8, P197 BESSANT J, 1997, INT J TECHNOL MANAGE, V14, P7 BESSANT J, 1997, TECHNOVATION, V17, P189 BROWN S, 1996, STRATEGIC MANUFACTUR BROWN S, 1998, TECHNOVATION, V18 BURGESS K, 1994, BIOORGAN MED CHEM, V2, P23 CHRISTENSON C, 1997, INNOVATORS DILEMMA COOMBS R, 1992, TECHNOLOGICAL CHANGE, P255 DEMEYER A, 1998, REPORT GLOBAL MANUFA DOSI G, 1982, RES POLICY, V11, P147 DOVE R, 1996, AGILE ENTERPRISE REF DUGUAY CR, 1997, INT J OPER PROD MAN, V17, P1183 ETTLIE J, 1998, TAKING CHARGE MANUFA FREEMAN C, 1982, EC IND INNOVATION FRENCH W, 1995, ORG DEV BEHAV SCI IN GARVIN D, 1998, MANAGING QUALITY GARVIN DA, 1993, HARVARD BUSINESS JUL, P78 GOLDHILL DR, 1993, THEOR SURG, V8, P1 HAYES R, 1984, RESTORING OUR COMPET HAYES R, 1996, PRODUCTION OPERATION, V5 HAYES RH, 1985, HARVARD BUSINESS NOV, P111 HILL T, 1993, MANUFACTURING STRATE, P230 HOBSBAWM E, 1979, IND EMPIRE HOLLANDER S, 1965, SOURCES INCREASED EF IMAI K, 1987, KAZIEN JAIKUMAR R, 1985, HARVARD BUSINESS AUG JOHNSON G, 1993, EXPLORING CORPORATE KANTER R, 1996, WORLD CLASS KAPLINSKY R, 1994, CHALLENGE EASTERNISA KAY J, 1993, FDN CORPORATE SUCCES, P416 KIDD P, 1994, AGILE MANUFACTURING KIM JS, 1996, INT J OPER PROD MAN, V16, P45 LAMMING R, 1993, PARTNERSHIP LEONARDBARTON D, 1988, RES POLICY, V17, P251 LEONARDBARTON D, 1995, WELLSPRINGS KNOWLEDG, P335 MEADE L, 1997, OMEGA, V25 MILLER J, 1992, BENCHMARKING GLOBAL NELSON R, 1982, EVOLUTIONARY THEORY OAKLAND J, 1989, TOTAL QUALITY MANAGE PAULK M, 1993, CAPABILITY MATURITY PAVITT K, 1991, BRIT J MANAGE, V2, P41 PETERS T, 1998, THRIVING CHAOS PINE BJ, 1993, MASS CUSTOMISATION N, P333 PIORE M, 1982, 2 IND DIVIDE PORTER M, 1990, COMPETITIVE ADVANTAG POVEY B, 1996, BUSINESS PROCESS IMP PRAHALAD C, 1994, COMPETING FUTURE PREISS K, 1996, COOPERATE COMPETE BU QUINN JB, 1980, SLOAN MANAGEMENT SUM, P3 SAKO M, 1992, CAMBRIDGE STUDIES MA, V18 SCHONBERGER R, 1982, JAPANESE MANUFACTURI SCHONBERGER R, 1990, BUILDING CHAIN CUSTO SCHROEDER M, 1993, CALIFORNIA MANAGEMEN, V35 SCHUMPETER J, 1950, CAPITALISM SOCIALISM SENGE P, 1990, 5 DISCIPLINE SHULMAN R, 1997, AGILITY GLOBAL COMPE, V1 SKINNER W, 1974, HARVARD BUSINESS MAY, P113 SLACK N, 1992, MANUFACTURING ADVANT STACEY R, 1993, STRATEGIC MANAGEMENT SUZAKI K, 1988, NEW MANUFACTURING CH TEECE D, 1992, DYNAMIC CAPABILITIES TEECE D, 1994, IND CORP CHANGE, V3, P537 TEECE DJ, 1982, J ECON BEHAV ORGAN, V3, P39 TEECE DJ, 1998, CALIF MANAGE REV, V40, P55 TIDD J, 1997, MANAGING INNOVATION VOSS C, 1986, MANAGING ADV MANUFAC VOSS C, 1992, MANUFACTURING STRATE VOSS C, 1994, MADE BRITAIN WALLACE T, 1981, MANUFACTURING STRATE WERNERFELT B, 1984, STRATEGIC MANAGE J, V5, P171 WOMACK J, 1991, MACHINE CHANGED WORL WOMACK J, 1997, LEAN THINKING NR 74 TC 6 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2001 VL 22 IS 1-3 BP 28 EP 54 PG 27 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 433XY UT ISI:000168787000003 ER PT J AU Nash, Z Childe, S Maull, R TI Factors affecting the implementation of process based change SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE implementation; process based change; organizational culture; user involvement; PSS Product Support Services UK (IBM) ID USER INVOLVEMENT AB Failure is more common than success in the implementation of process based change. This paper looks at some reasons for failure drawn from implementation projects at IBM Product Support Services UK. PSS is primarily responsible for the maintenance of hardware and software and the selling of services associated with them. The research project focuses on process changes currently taking place within the division. The researchers were able to participate in process change projects and were able to use an approach based on action research. Three case studies of process based change were carried out. The first case study investigated the processes in the IBM Customer Support Centres. The second case study was a project to redesign service development processes. The third case study was about implementing a team working culture across PSS. In each of the three projects, there was a substantial analysis phase followed by disappointing results. One important factor was found to be organizational culture. The culture was often described as very 'solutioning' based, where little time is spent on taking a 'holistic' view or thoroughly examining the problem. The culture has also been described as 'macho' where fixing a problem as quickly as possible is given the most credibility. Other factors which inhibited implementation included failures in project planning and management. There are also failures in process analysis, where departmental and functional boundaries restrict the work. There were several findings concerned with various human factors, such as failure to support user participation, team working and a lack of senior management commitment. Six problem themes arise. These are project planning and management, organizational culture, senior management commitment, analysis of problem situation, user involvement and human factors. The research project is currently testing these six elements in a framework to improve the implementation of process based change. This paper results from work done on a collaborative research project involving IBM Product Support and Services (PSS) and the University of Plymouth between September 1995 and January 1998. C1 IBM UK Ltd, Prod Support Serv, Feltham TW14 8HB, Middx, England. Univ Plymouth, Sch Comp, Plymouth PL4 8AA, Devon, England. Univ Exeter, Sch Business & Econ, Dept Business & Management, Exeter EX4 4PU, Devon, England. RP Nash, Z, IBM UK Ltd, Prod Support Serv, 1-4 New Sq, Feltham TW14 8HB, Middx, England. CR BURRELL G, 1979, SOCIOLOGICAL PARADIG CAPALDO G, 1995, INFORMATION RESOURCE, V8, P29 CHECKLAND P, 1981, SYSTEMS THINKING SYS COOPER RB, 1994, INFORM MANAGE, V27, P17 EDEN C, 1996, BRIT J MANAGE, V7, P75 GINZBERG MJ, 1979, TIMS STUDIES MANAGEM, V13, P85 GROVER V, 1995, J MANAGEMENT INFORMA, V12, P109 GUMMESSON E, 1993, CASE STUDY RES MANAG HAMMER M, 1990, HARVARD BUSINESS JUL HAMMER M, 1995, REENGINEERING REVOLU HIRSCHHEIM R, INFORMATION MANAGEME, V6, P137 IVES B, 1984, MANAGE SCI, V30, P586 IVES B, 1984, MANAGEMENT SCI, V30 KEEN P, 1985, IMPLEMENTING NEW TEC KINNIE N, 1991, INT J OPER PROD MAN, V11, P25 LUCAS H, 1981, SLOAN MANAGE REV, P39 MAULL RS, 1995, INT J OPER PROD MAN, V15, P37 MEREDITH J, 1981, J OPERATIONS MANAGEM, V2 MUMFORD E, 1978, COMPUTER WEEKLY 1207 RAPOPORT R, HUMAN RELATIONS, V23, P499 REVENAUGH L, TQM MAGAZINE, V6, P38 ROBEY D, 1982, MANAGE SCI, V28, P73 SABHERWAL R, 1993, ORG SCI, V4 SCHEIN EH, 1984, SLOAN MANAGEMENT WIN, P3 TRANFIELD D, SOFT SIDE CHANGE NR 25 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2001 VL 22 IS 1-3 BP 55 EP 72 PG 18 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 433XY UT ISI:000168787000004 ER PT J AU Lillrank, P Kostama, H TI Product/process culture and change management in complex organizations SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE cultural diversity in organizations; quality; service quality; cost of poor quality; airline management AB Attempts to understand various sub-cultures in an Airline as part of an action research project aiming at service quality improvement led to the observation that the concept of corporate culture needs links to the logic of value creating processes. This led to the development of the concept 'product /process cultures'. The essential dimensions differentiating between the cultures were found to be types of performance targets, cost of quality in single events, and the kind of logic - causal, stochastic, or contingent - used in daily reasoning. Four ideal types were identified: security, punctuality, industry and service cultures. Quality policies, evaluation and training methods need to be developed separately for each culture. C1 Helsinki Univ Technol, FIN-02015 Helsinki, Finland. Finnair, FIN-01053 Finnair, Finland. RP Lillrank, P, Helsinki Univ Technol, PL 9500, FIN-02015 Helsinki, Finland. CR 1998, AEA PUNCTUALITY STAT 1998, IATA AIRPORT MONITOR BERRY LL, 1991, MARKETING SERVICES C CAMPBELL A, 1997, HARVARD BUSINESS NOV, P42 DEAL TE, 1982, CORPORATE CULTURES R GRONROOS C, 1990, SERVICE MANAGEMENT M KOTTER JP, 1992, CORPORATE CULTURE PE MARTIN J, 1992, CULTURES ORG 3 PERSP PAVA CHP, 1983, NATL PRODUCTIVIT SPR, P26 PETZINGER T, 1996, HARD LANDING EPIC CO SCHNEIDER B, 1983, PERS PSYCHOL, V36, P19 SHARPE DR, 1997, CULTURAL COMPLEXITY, P228 SHEIN E, 1996, SLOAN MANAGEMENT AUT, P9 NR 13 TC 1 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2001 VL 22 IS 1-3 BP 73 EP 82 PG 10 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 433XY UT ISI:000168787000005 ER PT J AU Boer, H During, WE TI Innovation, what innovation? A comparison between product, process and organizational innovation SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE innovation; process model; innovation roles; organizational arrangements; contingencies ID CLASSIFICATION AB This article compares and contrasts three types of innovations, namely: product innovation, process innovation and organizational innovation. From similarities and differences between these three types, implications for the theory and practice of innovation management are inferred. Most of these implications seem to be generic, i.e. generally applicable whatever the type of innovation and organization involved. Surprisingly few implications are contingent in that they are linked to the characteristics of the innovation involved. C1 Univ Aalborg, Ctr Ind Prod, DK-920 Aalborg, Denmark. RP Boer, H, Univ Aalborg, Ctr Ind Prod, Fibigerstraede 16, DK-920 Aalborg, Denmark. CR ASHBY WR, 1956, INTRO CYBERNETICS BLAUW JN, 1988, THESIS U TWENTE ENSC BOER H, 1991, ORG INNOVATIVE MANUF BURNS T, 1961, MANAGEMENT INNOVATIO COOPER RG, 1980, EUR J MARKETING, V14, P277 COOPER RG, 1983, R&D MANAGE, V13, P1 DAFT RL, 1978, ACAD MANAGE J, V21, P193 DAMANPOUR F, 1984, ADMIN SCI QUART, V29, P392 DELEEUW ACJ, 1982, ORG MANAGEMENT ANAL DURING WE, 1986, INNOVATIEPROBLEMATIE FROHMAN AL, 1978, CALIFORNIA MANAGEMEN, V20, P5 GALBRAITH JR, 1973, DESIGNING COMPLEX OR GALBRAITH JR, 1982, ORG DYNAMICS WIN, P5 HAGE J, 1970, SOCIAL CHANGE COMPLE KELLY P, 1975, TECHNICAL INNOVATION, V1 KOLB DA, 1976, CALIFORNIA MANAGEMEN, V18, P21 MAIDIQUE MA, 1980, SLOAN MANAGEMENT WIN, P59 MINTZBERG H, 1979, STRUCTURING ORG MYERS S, 1969, SUCCESSFUL IND INNOV NABSETH L, 1974, DIFFUSION NEW IND PR PERROW C, 1967, AM SOCIOL REV, V32, P194 PIERCE JL, 1977, ACAD MANAGE REV, V2, P27 ROBERTS EB, 1981, SLOAN MANAGEMENT SPR, P19 ROGERS EM, 1983, DIFFUSION INNOVATION ROTHWELL R, 1974, RES POLICY, V3, P258 ROTHWELL R, 1977, R&D MANAGE, V7, P191 ROUSSEL PA, 1991, 3 GENERATION R D SAREN MA, 1984, R&D MANAGE, V14, P11 SCHON DA, 1963, HARVARD BUS REV, V41, P77 SCHROEDER R, 1986, AGRIBUSINESS, V2, P501 SIMON HA, 1976, ADM BEHAV THOMPSON JD, 1967, ORG ACTION TUSHMAN M, 1986, CALIF MANAGE REV, V28, P74 ZALTMAN G, 1973, INNOVATIONS ORG NR 34 TC 3 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2001 VL 22 IS 1-3 BP 83 EP 107 PG 25 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 433XY UT ISI:000168787000006 ER PT J AU Berger, A TI Developing multi-functional teams in public service - from prescribed helplessness to perceived self-esteem SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE team development; continuous improvements; action learning; public sector; Sweden AB The case describes a two-year action research project aimed at developing a team-based organization and establishing sustained improvement processes in one branch office of the Swedish Social Insurance Agency (SSIA). The objectives of the project were to reduce the total cost incurred by the insurance system, increase customer satisfaction and improve working conditions. An action-learning methodology was used to bring about a common experience of actually carrying out improvement activities. In small steps and through discussion between the teams, tasks and responsibilities were redefined in order to improve work planning possibilities, reduce overlap and enrich work content. The project was finally evaluated after 18 months and the tangible results showed that more than 400 improvements were implemented reducing insurance costs in excess of 2.5 million SEK per year. Working conditions had also improved resulting in a gradual shift from 'prescribed helplessness' to 'perceived self-esteem'. C1 IFS Res & Dev AB, SE-42131 Vastra Frolunda, Sweden. RP Berger, A, IFS Res & Dev AB, EA Rosengrens Gata 17, SE-42131 Vastra Frolunda, Sweden. CR BEER M, 1990, CRITICAL PATH CORPOR BERGER A, 1995, STANDIGA FORBATTRING BERGER A, 1996, THESIS CHALMERS U TE BERGQVIST T, 1996, 962 CORE WP BESSANT J, 1995, MANAGEMENT NEW PRODU, P31 EDVARDSSON B, 1991, KVALITETSUTVECKLING GRONROOS C, 1990, SERVICE MANAGEMENT M HACKMAN JR, 1995, ADMIN SCI QUART, V40, P309 MINTZBERG H, 1992, STRATEGIC MANAGE J, V13, P39 MOHRMAN SA, 1989, SELF DESIGNING ORG L NR 10 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2001 VL 22 IS 1-3 BP 108 EP 125 PG 18 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 433XY UT ISI:000168787000007 ER PT J AU Corso, M Paolucci, E TI Fostering innovation and knowledge transfer in product development through information technology SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE product development; information and communication technology; knowledge management; organizational design; organizational capabilities ID MANAGEMENT AB In a growing number of industries, firms' survival and competitiveness depend on how well they can leverage on past experience, reusing and recombining knowledge to innovate their products and processes. This entails managing the sharing and transfer of a huge amount of knowledge from one project to another over time, fostering synergy and learning. Many firms are thus investing in new Information and Communication Technology (ICT) applications like three-dimensional Computer Aided Design (3-D CAD), internal and external computer communication networks and Product Data Management (PDM) systems. On the basis of the results of three exploratory case studies, and a survey of 79 companies, this paper investigates relations between different approaches to knowledge transfer and patterns of adoption of ICT applications also exploring effects on firms' innovation capabilities in the long term. The results of this study and their managerial implications are not trivial: different choices in terms of ICT applications can have long term effects on a firm's innovation performance. C1 Politecn Milan, Dept Econ & Prod, Milan, Italy. Politecn Turin, Dept Prod Syst & Econ, I-10129 Turin, Italy. RP Corso, M, Politecn Milan, Dept Econ & Prod, Piazza L Da Vinci 35, Milan, Italy. CR ADLER PS, 1998, SLOAN MANAGEMENT AUT, P7 ARORA A, 1994, RES POLICY, V23, P523 BARNEY JB, 1986, MANAGE SCI, V32, P1231 BARNEY JB, 1991, J MANAGE, V1, P99 BASILI VR, 1995, SLOAN MANAGEMENT FAL, P55 BEATTY CA, 1998, SLOAN MANAGEMENT SUM, P25 BOHN RE, 1994, SLOAN MANAGEMENT AUT CARLONE M, 1996, 14 ANN INT LAB PROC CLARK KB, 1991, PRODUCT DEV PERFORMA COHEN WM, 1989, ECON J, V99, P569 COLLIS DJ, 1995, HARVARD BUS REV, V4, P118 CUSUMANO MA, 1992, RES POLICY, V21, P265 HAMEL G, 1994, COMPETING FUTURE HEDLUND G, 1994, STRATEGIC MANAGE J, V15, P73 HENDERSON RM, 1990, ADMIN SCI QUART, V35, P9 NELSON RR, 1982, EVOLUTIONARY THEORY NOBEOKA K, 1993, THESIS MIT NONAKA I, 1991, HARVARD BUSINESS NOV, P96 NONAKA I, 1995, KNOWLEDGE CREATING C, P93 PORTER ME, 1985, COMPETITIVE ADVANTAG ROCKART JF, 1991, SLOAN MANAGE REV, V11, P7 SANCHEZ R, 1996, THEORY PRACTICE NEW SPINA G, 1996, INT J OPER PROD MAN, V16, P75 VONHIPPEL E, 1994, MANAGE SCI, V40, P429 ZELENY M, 1986, HUM SYST MANAGE, V6, P109 ZIMMERMANN HJ, 1988, FUZZY SETS THEORY IT NR 26 TC 1 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2001 VL 22 IS 1-3 BP 126 EP 148 PG 23 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 433XY UT ISI:000168787000008 ER PT J AU El Sawy, OA Eriksson, I Raven, A Carlsson, S TI Understanding shared knowledge creation spaces around business processes: precursors to process innovation implementation SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE shared knowledge creation; knowledge sharing; process innovation; knowledge creation spaces; new product development process; precursors to process innovation; information technologies for knowledge sharing AB The thesis of this paper is that the implementation success of process innovations is facilitated by having an organizational environment that is conducive to effective shared knowledge creation around the process that is being improved. The paper describes a research study to better understand shared knowledge creation around business processes by developing a model of shared knowledge spaces that includes catalysts, organizational values, information technology infrastructure, and SKC processes. The context used is the new product development process in two high technology companies in Finland. Findings are presented and implications for creating effective shared knowledge creation environments are drawn. The paper ends with a call for creating such spaces as precursors to process innovation implementation. C1 Univ So Calif, Marshall Sch Business, Los Angeles, CA 90089 USA. Univ Turku, Dept Comp Sci, FIN-20520 Turku, Finland. Georgia State Univ, Coll Business Adm, Atlanta, GA 30303 USA. Jonkoping Int Business Sch, SE-55111 Jonkoping, Sweden. RP El Sawy, OA, Univ So Calif, Marshall Sch Business, Los Angeles, CA 90089 USA. CR ABRAHAMSON E, 1997, ORGAN SCI, V8, P289 BARNEY J, 1991, J MANAGE, V17, P99 BARNEY JB, 1994, DOES MANAGEMENT MATT, P1 BASHEIN BJ, 1994, INFORMATION SYST SPR, P7 BROWN LA, 1991, CYTOPATHOLOGY, V2, P1 COLE R, 1989, STRATEGIES LEARNING DAFT RL, 1986, MANAGE SCI, V32, P554 DAVENPORT TH, 1993, PROCESS INNOVATION R DAVENPORT TH, 1994, MIS QUART, V18, P121 DAVENPORT TH, 1996, SLOAN MANAGEMENT SUM, P53 DOUGHERTY D, 1992, STRATEGIC MANAGE J, V13, P77 ELSAWY OA, 1997, 3 FACES KNOWLEDGE MA ELSAWY OA, 2000, IN PRESS REDESIGNING HEDLUND G, 1993, IMPLEMENTING STRATEG HUTCHINS E, 1991, ORGAN SCI, V2, P14 KRACKHARDT D, 1993, HARVARD BUSINESS JUL, P104 LAVE J, 1991, SITUATED LEARNING LE LAXELL P, 1997, THESIS SWEDISH SCH E LEONARDBARTON D, 1995, WELLSPRINGS KNOWLEDG MARKUS ML, 1994, ORGAN SCI, V5, P502 NONAKA I, 1991, HARVARD BUS REV, V69, P96 NONAKA I, 1995, KNOWLEDGE CREATING C TYRE MJ, 1997, ORGAN SCI, V8, P71 VONHIPPEL E, 1988, SOURCES INNOVATION VONKROGH G, 1996, MANAGING KNOWLEDGE WIKSTROM S, 1994, KNOWLEDGE VALUE NEW NR 26 TC 3 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2001 VL 22 IS 1-3 BP 149 EP 173 PG 25 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 433XY UT ISI:000168787000009 ER PT J AU Alasoini, T TI Promoting network-based organizational innovations: a new approach in Finnish labour and technology policies SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE work organization; organizational innovation; company network; technology policy AB During the 1990s, many European companies successfully renewed their work organizations. Many recent commentators have nevertheless seen the slow spread of organizational process innovations among European companies as one of the key reasons for the poor performance of European countries in global competition. A problem identified in a number of countries is the weakness of the development infrastructure in this 'grey area' lying between the traditional areas of Labour and technology policy. This paper examines the Finnish National Workplace Development Program (1996), one of the aims of which is to promote the development, experimentation and spread of organizational innovations in working life. The program pursues this objective by supporting networking between companies and reinforcing the infrastructure for the development of work organization. The paper looks at the program strategy and provides an introduction to project activity within the program, while also examining the role of government in the development of work organization. C1 Minist Labor, Helsinki 00101, Finland. RP Alasoini, T, Minist Labor, POB 30, Helsinki 00101, Finland. CR *EUR COMM, 1997, GREEN PAP PARTN NEW *NAT WORKPL DEV PR, 1998, PROGR FINN NAT WORKP ALASOINI T, 1998, CREST WAVE, P113 BESSANT J, 1995, EUROPES NEXT STEP OR, P253 BLACKBURN P, 1985, TECHNOLOGY EC GROWTH COLE RE, 1993, CONSTRUCTING NEW IND, P121 CORIAT B, 1995, EUROPES NEXT STEP OR, P3 FRICKE W, 1994, NATL ACTION RES PROG, P47 FRICKE W, 1997, WORKPLACE INNOVATION, P91 GJERDING AN, 1992, NATL SYSTEMS INNOVAT, P95 GUSTAVSEN B, 1993, CONSTRUCTING NEW IND, P133 GUSTAVSEN B, 1996, CONCEPT DRIVEN DEV O GUSTAVSEN B, 1996, FUTURES, V28, P139 KASVIO A, 1994, ACTION ORIENTED WORK KAUPPINEN T, NATL ACTION RES PROG KOISTIENEN P, 1988, NEW TECHNOLOGY IND R, P263 LEHNER F, 1991, ANTHROPOCENTRIC PROD LITTLER CR, 1982, DEV LABOUR PROCESS C LOIKKANEN T, 1994, TECHNOLOGY POLICY, P323 NASCHOLD F, 1993, CONSTRUCTING NEW IND, P3 NASCHOLD F, 1994, POLITICS EC WORKPLAC TIDD J, 1991, FLEXIBLE MANUFACTURI TOTTERDILL P, 1997, WORKPLACE INNOVATION, P140 WARNER M, 1990, NEW TECHNOLOGY MANUF WOMACK JP, 1996, LEAN THINKING NR 25 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2001 VL 22 IS 1-3 BP 174 EP 188 PG 15 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 433XY UT ISI:000168787000010 ER PT J AU Doumeingts, G Malhene, N Villenave, C TI GEM: GRAI evolution method: a case study SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE enterprise evolution; enterprise modelling; techniques; user specifications; future architecture; technical specifications AB The article describes the GEM (GRAI Evolution Method) method, which is dedicated to the management of the evolution of the industrial firm. Based on the GRAI Enterprise Modelling Techniques, it considers the evolution of enterprises through various steps: the elaboration of the 'AS IS', then the search of the 'SHOULD BE' (the vision) and the determination of the 'NEXT STEP' in the frame of the vision. From this initial modelling, we deduce the User Specifications and the Technical Specifications with the concepts of Future Architecture and Multi-management Projects. Then, the Realization, Implementation and Operational phases are described. In the second part of the article, the application of the GEM method is illustrated through the presentation of an industrial case from the European ESPRIT REALMS II project. The case company represents a Creek aluminium industry. C1 Univ Bordeaux 1, GRAI, LAP, F-33405 Talence, France. RP Doumeingts, G, Univ Bordeaux 1, GRAI, LAP, 351 Cours Liberat, F-33405 Talence, France. CR *IMPACS, 1992, 2338 IMPACS ESPRIT *REALMS II, REENG APPL INCL MOD *TIME FEAS STUD, 824 EU TIME FEAS STU *TIME GUIDE, 1157 TIME GUIDE EU BITTON M, 1990, THESIS U BORDEAUX 1 COLOM C, 1995, BENCHMARKING THEORY, P51 COLOM J, 1993, 824 TIME EU DOUMEINGTS G, 1996, UNPUB GIM GRAI INTEG DOUMEINGTS G, 1996, UNPUB TIME GUIDE MET DOUMEINGTS G, 1997, MODELLING TECHNIQUES, P321 KLEINHANS S, 1998, THESIS U BORDEAUX 1 MALHENE N, 1997, ELVAL USER SPECIFICA MARCOTTE F, 1995, THESIS U BORDEAUX 1, P260 MINTZBERG H, 1988, INNOVATION MANAGEMEN, P167 RIIS JO, 1995, P CAPE 95 SMEDS R, 1994, INT J OPER PROD MAN, V14, P66 NR 16 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2001 VL 22 IS 1-3 BP 189 EP 211 PG 23 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 433XY UT ISI:000168787000011 ER PT J AU Andersen, B Loland, HS TI A study of the use and effects of quality improvement tools SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE quality improvement tools; improvement toolbox; improvement survey AB This paper describes a study with the objectives of understanding which quality improvement tools produce the best effects in given situations. Enterprises were asked to provide experiences with different improvement tools. In the analysis of the survey data, improvement was defined as a function of; (1) actions, (2) variable attributes of the improvement situation, and (3) non-variable attributes of the enterprise. A correlation analysis was undertaken that revealed many findings. Several very strong correlation factors were found linking some of these three factors to improvement results achieved. Six different mechanisms of interplay between factors were identified, which seemed to govern the improvement outcome. Finally, a ranking of the tools was established based on the improvement effects. These findings were merged into one improvement toolbox presenting enterprises with guidelines about which tools to select and how to apply them to maximize the probability for success. C1 Norwegian Univ Sci & Technol, Dept Prod & Qual Engn, N-7034 Trondheim, Norway. Hydro Data Vaekero AS, N-1321 Stabekk, Norway. RP Andersen, B, Norwegian Univ Sci & Technol, Dept Prod & Qual Engn, N-7034 Trondheim, Norway. CR *FED AV ADM, 1995, BUS PROC IMPR REENG *I MAN ACC, 1993, 4T I MAN ACC *SAP AG, 1996, EFF R 3 IMPL BUS ENG ANDERSEN B, 1995, THESIS NORWEGIAN I T ANDERSEN B, 1996, PRODUKTIVITET KONKUR ANDERSEN B, 1997, KOMPENDIUM MPS SYSTE AUNE A, 1996, KVALITETSSTYRTE BEDR BLANKENBURG D, 1994, THESIS NORWEGIAN I T BOCKERSTETTE JA, 1993, TIME BASED MANUFACTU BORN G, 1994, PROCESS MANAGEMENT Q CRISTOPHER M, 1992, LOGISTICS STRATEGIC DURO R, 1988, KONKURRENSOVERLAGSEN ECCLES T, 1994, SUCCEEDING CHANGE IM GELLERMAN SW, 1963, MOTIVATION PRODUCTIV GROTTE PB, 1989, HDB FLYTORIENTERT MP HOTVEDT E, 1984, SAMARBEID BEDRIFTSUT ISHIWATA J, 1991, PRODUCTIVITY PROCESS JOHANNESSEN JA, 1994, ENDRINGSLEDELSE MAL KARLOF B, 1989, HDB STRATEGI BEDRIFT KILLING JP, 1997, IMD, V29 LAMARSH J, 1995, CHANGING WAY WE CHAN PERSSON G, 1995, LOGISTIKK KONKURRANS PORTER ME, 1985, COMPETITIVE ADVANTAG SKORSTAD E, 1994, EC IND DEMOCRACY, V15 SOLBERG SL, 1990, FORKANT KONKURRANSEF SPENCER LM, 1995, REENGINEERING HUMAN WHEELEN TL, 1986, STRATEGIC MANAGEMENT WILLOCH BE, 1994, BUSINESS PROCESS REE NR 28 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2001 VL 22 IS 1-3 BP 212 EP 232 PG 21 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 433XY UT ISI:000168787000012 ER PT J AU Forssen, M Haho, P TI Participative development and training for business processes in industry: review of 88 simulation games SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE simulation game; business process; participative development; business process development; organization development; change management; employee and management training; industrial organization; action research; tacit and explicit knowledge; tacit and explicit change ID MANAGEMENT AB A tool for participative business process development is the so-called social simulation game method. The social simulation game method is like a 'role-play' but is tailored to an organization's own business processes. The main purpose is to develop business processes, i.e., to analyse present processes, to test alternative process modes and to train employees. The authors have carried out and studied simulation games in different industrial organizations over the past ten years [1-3] though these have been more focused during the last four years. According to these research results the participative simulation game method has proven to be an effective facilitator in business process development and training in industrial organizations. This article is based on 32 case studies, including 88 simulation games, which are briefly described. Our primary aim is to describe how the social simulation game method is used in training and participative development for different processes and purposes. Results indicate that the method enables individual learning as well as promotes both single-loop and double-loop types of organizational learning. The simulation game method underscores the problems and development needs of the simulated business processes. The short-term and long-term qualitative (soft) and quantitative (hard) as well as the so-called future results and implications of the cases in implementation are reported and discussed. The concept of tacit and explicit change as a result of the interplay of tacit and explicit knowledge and soft, hard and future results has been created. C1 Helsinki Univ Technol, Dept Ind Management, Helsinki 02015, Finland. RP Forssen, M, Helsinki Univ Technol, Dept Ind Management, POB 9555, Helsinki 02015, Finland. CR AHLBACK M, 1992, PUBLICATION HELSIN D, V162, P139 ARGYRIS C, 1978, ORG LEARNING THEORY BADARACCO J, 1991, KNOWLEDGE LINK BROWN S, 1998, COMPETING EDGE STRAT BUHANIST P, 1998, MANAGING KNOWLEDGE P, P89 BURGELMAN RA, 1983, MANAGE SCI, V29, P1349 DEMING WE, 1994, NEW EC EISENHARDT KM, 1989, ACAD MANAGE REV, V14, P532 FORSSENNYBERG M, 1996, SIMULATION GAMING YB, V4, P96 FORSSENNYBERG M, 1997, EFFECTS GAMES PRODUC, P27 FORSSENNYBERG M, 1997, P 14 INT C PROD RES, V2, P1328 FORSSENNYBERG M, 1998, INT J PROD ECON, V56, P169 GLASER B, 1967, DISCOVERY GROUNDED T HACKER W, 1986, PSYCHOL ASPECTS TECH, P115 HAHO P, 1988, THESIS U OULU HAHO P, 1992, SIMULATION GAMES ED, P45 HAHO P, 1996, ADV PRODUCTION MANAG, P267 HAHO P, 1996, AGILITY HYBRID AUTOM, V1, P571 HAHO P, 1997, SIMULATION GAMING YB, V5 HAHO P, 1997, SOFTMATCH METHOD MAN, P77 HAHO P, 1998, EXPT LEARNING PRODUC, P24 HAKAMAKI J, 1996, MANUFACTURING AGILIT, V1, P575 KANTER RM, 1983, AM CORPORATION KLIMECKI P, 1991, ENTWICKLUNGSORIENTIE KOKKO L, 1998, YRITYSTALOUS, V56, P56 KOLB D, 1995, ORG BEHAV EXPT APPRO KURONEN T, 1997, TIEDEPOLITIIKA, V22, P15 LEHTOVAARA M, 1998, MANAGING KNOWLEDGE P, P105 LIKERT R, 1967, HUMAN ORG LOCKE EA, 1979, RES ORGAN BEHAV, V1, P265 MARBREY R, 1987, SYSTEM DESIGN HUMAN, P345 MCGREGOR D, 1960, HUMAN SIDE ENTERPRIS MILLER KI, 1986, ACAD MANAGE J, V29, P727 MORGAN G, 1986, IMAGES ORG NONAKA I, 1994, ORGAN SCI, V5, P1 NONAKA N, 1995, KNOWLEDGE CREATING C PEARCE S, 1997, KNOWLEDGE PROCESS MA, V4, P80 PIISPANEN E, 1996, SIMULATION GAMING YB, V4, P85 REBER AS, 1989, J EXP PSYCHOL GEN, V118, P219 RUOHOMAKI V, 1995, SIMULATION GAMES LEA, P13 RUOHOMAKI V, 1995, SIMULATION GAMING YB, V3, P264 SAUNDERS D, 1995, SIMULATION GAMING YB, V3, P246 SENGE P, 1990, 5 DISCIPLINE ART PRA SMEDS R, 1994, INT J OPER PROD MAN, V14, P66 SMEDS R, 1995, SIMULATION GAMES LEA, P145 SMEDS R, 1995, SIMULATION GAMING YB, V3, P246 SMEDS R, 1996, J CORPORATE TRANSFOR, V3, P62 SMEDS R, 1996, SERIES FINNISH ACAD, V80 SMEDS R, 1997, INT J TECHNOL MANAGE, V14, P146 SMEDS R, 1997, KNOWLEDGE PROCESS MA, V4, P22 SMEDS R, 1998, EXPT LEARNING PRODUC, P24 SOBOL MG, 1994, INT J HUMAN FACTORS, P67 TEIKARI V, 1992, 139 HUT DEP IND MAN ULICH E, 1991, INT J HUMAN COMPUTER, V3, P117 URABE K, 1988, INNOVATION MANAGEMEN, P3 VANDEVEN AH, 1986, MANAGE SCI, V32, P590 VANDEVEN AH, 1995, ACAD MANAGE REV, V20, P510 VARTIAINEN M, 1994, TOOLS CHANGE PROCESS WHEELWRIGHT S, 1992, REVOLUTIONIZING PROD WHYTE W, 1991, PARTICIPATORY ACTION NR 60 TC 4 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2001 VL 22 IS 1-3 BP 233 EP 262 PG 30 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 433XY UT ISI:000168787000013 ER PT J AU Bodnar, AA Hawley, R TI The role of engineering in knowledge management - the key to wealth creation SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE oganizational capability; continuous improvement; knowledge capture; operational effectiveness; decision making; engineering process; new product introduction; wealth creation AB The term 'knowledge economy' is now widely used to signify the growth of a new industrial era, encompassing the capture and exploitation of global knowledge, to create new, or improved, processes or products which, in turn, give rise to wealth creation. But how does knowledge arise and how is it part of the enabling process that leads to new processes or products? How are raw data turned into wealth creation? And what is the role of engineering in this process? This paper describes a Capability Framework, which shows how the collective operational competence of any organization is driven by the procedures regulating its activity, the information availability and the human skills applied. It further shows how the learning and experience that support the decision making are fundamental in determining the quality and effectiveness of the process through which the activity is directed. The Capability Framework also shows the linkages with creativity and innovation which, applied through the transformation mechanism provided by engineering, can harness collective capability and with the Business Strategy establish wealth creation through technology introduction and new product development. This approach identifies the basis for the controlled management of business performance improvement by channelling effort through the three fundamental segments, (Staff development, information systems and operating processes) to provide a platform for the implementation of continuous improvement initiatives in a self-sustaining environment. Additionally, it highlights the importance of knowledge capture as a means of improving the decision making process, particularly in recognition of the increasing proliferation of basic technology that is the unavoidable by-product of specialization. The importance of culture change, as the essential catalyst for sustainable improvement, is presented in the context of repositioning the field of engineering to reignite creativity and innovation as the drivers of wealth creation. C1 HSBC Investment Bank Plc, Corp Finance & Advisory, London EC4V 3BJ, England. RP Bodnar, AA, HSBC Investment Bank Plc, Corp Finance & Advisory, Vintners Pl,68 Upper Thames St, London EC4V 3BJ, England. CR PEARCE CM, ISABE 95 I ENG AU ME, V20 PEARCE CM, 2000, P INT S TOOLS METH C NR 2 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2001 VL 22 IS 1-3 BP 263 EP 277 PG 15 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 433XY UT ISI:000168787000014 ER PT J AU Abt, S TI Necessity of logistics in the economic development of Poland SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE logistics; logistical management; logistic system; logistic chains; development of computer aided manufacturing; logistic platform in Poland AB As an observer of computer aided production processes, it is possible to detect a refinement in the tools used i.e., computer software and hardware. There are a lot of achievements in this field, however, what is currently noticeable is the next phase of this development pointing at a drive towards logistic systems, according to the Just-in-Time principle, which refers to raw materials movement in logistic chains. This field of computer application appears most effective and logistic management in many countries can be considered as a reality, although in Poland many efforts to improve organization and management are required. Facing the growing opportunities for trade between the European Union and Asia, Poland, because of its geopolitical location, has a chance to participate in this process only when a nationwide Logistics Platform is built. C1 Univ Econ, Dept Logist Syst, Poznan, Poland. RP Abt, S, Univ Econ, Dept Logist Syst, Poznan, Poland. CR ABT S, 1996, ZARZADZANIE LOGISTYC ABT S, 1997, SYSTEMY LOGISTYCZNE SKOWRONEK C, 1995, LOGISTYKA PRZEDSIBIO VOLLMUTH HJ, 1995, CONTROLLING NR 4 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2001 VL 21 IS 5-6 BP 429 EP 439 PG 11 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 422BP UT ISI:000168098300002 ER PT J AU Luczak, J TI Know-how transfer on creating and developing QS-9000 quality system in American-Polish joint venture company on the example of WIX Filtration Products, Division of Dana Corporation and WIX-Filtron Ltd. SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE QS-9000; ISO 9000; supply management; total quality management AB This article describes application of know-how within design, creation, implementation and development of QS-9000 quality system of American company WIX Filtration Products and iis Polish division Wix-Filtron. The article reflects the attempt of both presentation and critical analysis of experience transfer capabilities of companies within one corporation, logistically remote from each other and operating on different markets. In the introduction the basic assumptions and requirements of QS-9000 standard were shown as well as the reasons of their importance for the companies operating within automotive industry. This study considers also the forecasts on QS-9000 widespread in Poland and its significance for developing automotive market. as the background for the key issue of this publication. C1 Poznan Univ Econ, Qual Econ Dept, Poznan, Poland. RP Luczak, J, Poznan Univ Econ, Qual Econ Dept, Poznan, Poland. CR BRAMORSKI T, 1997, QS 9000 PROBLEMY JAK BRAMORSKI T, 1999, QUALITY PROGR LARSON ER, 1998, QUALITY DIGEST MAY LUCZAK J, 1998, ZARZADZANIE DOSTAWAM, P10 MROZ J, 1998, QUALITY DIGEST JUN NR 5 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2001 VL 21 IS 5-6 BP 440 EP 452 PG 13 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 422BP UT ISI:000168098300003 ER PT J AU Ding, JZ Motwani, J TI Transfer of technology: a critical element in China's privatization process SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE China; economy; privatization; SOE; transfer; technology ID COUNTRIES AB Chinese economic reform has developed to a critical stage. To maintain and enlarge the achievement of economic development, China needs to privatize the State Owned Enterprises (SOE). This paper, first, discusses the general economic situation in China. Next, the necessity and benefits of technology transfer are addressed. Finally, several aspects of technology transfer are discussed and a model of technology transfer for achieving successful privatization is suggested. C1 Grand Valley State Univ, Grand Rapids, MI 49504 USA. RP Ding, JZ, Grand Valley State Univ, 401 W Fulton,409 DeVos, Grand Rapids, MI 49504 USA. CR 1998, COUNTRY COMMERCIAL 2 COURSEY D, 1992, IEEE T ENG MANAGE, V39, P347 ELSHOUT J, 1995, TECHNOVATION, V15, P423 JOHNSON L, 1998, WALL STREET J 0520, A11 KLEVORICK AK, 1995, RES POLICY, V24, P185 KUMAR A, 1996, J TECHNOLOGY TRANSFE, V21, P34 KUNIHIKO TKI, P PORTL INT C MAN EN MADU CN, 1989, LONG RANGE PLANN, V22, P115 REDDY NM, 1990, RES POLICY, V19, P285 REISMAN A, 1988, IND MARKET MANAG, V17, P55 SPANN MS, 1995, IEEE T ENG MANAGE, V42, P19 TSANG EWK, 1996, ENTREPRENEURSHIP THE, V21, P21 WANG YCR, 1995, CONT POLICY ISSUE, V13, P18 YATSKO P, 1997, FAR E EC REV 1218, V160, P52 ZHAO LM, 1992, IEEE T ENG MANAGE, V39, P13 ZHAO LM, 1993, TECHNOVATION, V13, P383 ZHAO LM, 1995, J BUS VENTURING, V10, P349 NR 17 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2001 VL 21 IS 5-6 BP 453 EP 462 PG 10 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 422BP UT ISI:000168098300004 ER PT J AU Matuszak-Flejszman, A Bramorski, T TI Factors influencing the implementation of environmental management system at Amica-Wronki SA SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE ISO 14000; EMS; Central and Eastern Europe; environmental protection AB Many countries in the world have begun developing environmentally friendly manufacturing technologies as a response to the demands of the general public. There are few other areas of the world where the issues surrounding cleaning the environment are more urgent and potentially more costly then in the area of Central and Eastern Europe. Using the case of Amica-Wronki SA, a Polish manufacturer of environmentally friendly refrigerators and freezers as an example, we discuss the issues surrounding the development and implementation of the Environmental Management System (EMS) and obtaining ISO 14000 certification. C1 Akad Ekonomiczna Poznaniu, Katedra Ekonomiki Jakosci, PL-60967 Poznan, Poland. Univ Wisconsin, Dept Management, Whitewater, WI 53190 USA. RP Matuszak-Flejszman, A, Akad Ekonomiczna Poznaniu, Katedra Ekonomiki Jakosci, PL-60967 Poznan, Poland. CR 1997, USTAWA ZMIANIE USTAW, P885 1998, UNPUB INTERNAL CO MA KRASNIEWSKI B, 1998, EKOPARTNER, P16 KRASNIEWSKI B, 1998, PROJEKTOWANIE PROEKO LAKOMY P, 1998, UNPUB INTERNAL CO MA MATUSZAKFLEJSZM.A, 1998, PROBLEMY JAKOSCI, P26 MATUSZAKFLEJSZM.A, 1998, THESIS PEGLAU R, 1998, ISO 9000 ISO 14000 N, V7, P9 NR 8 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2001 VL 21 IS 5-6 BP 463 EP 474 PG 12 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 422BP UT ISI:000168098300005 ER PT J AU Lococo, A Yen, DC Chou, DC TI Telecommuting: its structure, options and business implications SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE telecommuting; telework AB The networking age creates an incentive for telecommuting. Environmental legislation, globalization, changing employee values and competitive pressures are some of the important influences toward telecommuting. This article discusses the structure, options, and business implications of telecommuting. Challenges, trends, and potential business problems of telecommuting are also identified. C1 Miami Univ, Dept DSC & MIS, Oxford, OH 45056 USA. St Cloud State Univ, Dept BCIS, St Cloud, MN 56301 USA. RP Lococo, A, Miami Univ, Dept DSC & MIS, Oxford, OH 45056 USA. CR BENHAMOU E, 1994, SMART VALLEY TELECOM GORDON G, 1993, TELEWORKING EXPLAINE GORDON G, 1997, TELECOMMUTING RE AUG, P14 GORDON G, 1997, TELECOMMUTING RE AUG, P14 GORDON G, 1997, TELECOMMUTING RE SEP, P1 MAKIMOTO T, 1997, DIGITAL NOMAD MARTIN G, 1997, NEWSBYTES 1027, P63 NILLES JM, 1997, INFORMATION SYST AUT, P7 OLMSTEAD B, 1994, CREATING FLEXIBLE WO PURDY JG, 1997, LAN TIMES 1208, P41 REID A, 1994, TELEWORKING GUIDE GO NR 11 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2001 VL 21 IS 5-6 BP 475 EP 486 PG 12 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 422BP UT ISI:000168098300006 ER PT J AU Van Wingerden, RG TI Managing change SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE change; business planning; strategic planning; tactical planning; operational planning; competitive advantage AB This article discusses the urgent need for change in recently privatized business enterprises and the suggested planning processes for conceiving and implementing desired change. The essential first step is a change in management mentality. Subsequent steps involve the three critically important types of business planning. Strategic planning is concerned with general courses of action to achieve competitive advantage and financial stability in the intermediate and long-term future. Tactical planning defines all of the specific tasks required to implement the strategic plan, and operational planning is concerned with the near-term operation of the business. Finally, a follow-up control process is outlined which is intended to ensure that those plans are implemented and desired results are achieved. RP Van Wingerden, RG, 6907 Ocean Dr, Emerald Isle, NC 28594 USA. NR 0 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUSIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 2001 VL 21 IS 5-6 BP 487 EP 495 PG 9 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 422BP UT ISI:000168098300007 ER EF